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# Hans Peter Bech

Words Drive Behaviour

## Posts

### [Blog](https://hpbech.com/blog-en/)

**Published:** November 15, 2023
**Author:** Hans Peter Bech

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### [What Are We Actually Working Towards?](https://hpbech.com/what-are-we-actually-working-towards/)

**Published:** September 7, 2026
**Author:** Hans Peter Bech

**Excerpt:** What are we working towards? Hans Peter Bech explores ambition, money, moral choices and the pursuit of a good life through his Henrik Bertelsen novels.

**Content:**

![Business, Politics and Choices](https://hpbech.com/wp-content/uploads/00-banner-1400x583.png)Images are generated using AI, based on prompts written by the author.**[Listen to this article →](https://directory.libsyn.com/episode/index/id/42792550)**

![A traveller pauses between a Danish home and the wider world.](https://hpbech.com/wp-content/uploads/01-opportunity-600x400.png)*The next opportunity can take us a long way from the life we thought we were building.*Most of us can explain what we are working on. We are finishing a project, looking for customers, raising children, changing jobs or trying to get through the week with a little energy left over.

What we are working towards is a more awkward question.

A higher income? More freedom? Recognition? A secure home? Time to play music, see friends or do something for which nobody will ever send us an invoice — and we cannot send one to anyone either?

We may want all of these. The difficulty begins when an opportunity helps us achieve one while quietly making another less possible.

That is the territory I want to explore in this newsletter: the pursuit of a good life in a world that keeps changing the terms. It is also the territory of my novels about Henrik Bertelsen.

## A life that refuses to follow the plan

When we meet Henrik in [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca-en/), it is 1979. He is a Danish civil servant with an apparently promising future, an English wife, Sammy, a co-housing project and an adoption to prepare for. There is already plenty going on.

Then an unexpected business opportunity takes him to Saudi Arabia.

He does not leave home intending to become involved in history. He has a practical assignment, incomplete information and reasons for believing that things will probably work out. I suspect many international business adventures begin with some version of that combination.

In [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/), his work takes him into the intersection of Western technology, Soviet ambitions and commercial survival. Meanwhile, the demands at home have not politely disappeared to accommodate the plot.

Henrik is fictional. His dilemmas, however, belong to a recognisable world: opportunities arrive at inconvenient times, organisations change direction, and the consequences of saying yes extend well beyond the person making the decision.

The novels give those dilemmas room to unfold. Here, I want to take individual questions out of the stories and open them up for discussion.

## How much of success belongs to us?

![Neighbours share a meal in a Danish co-housing courtyard.](https://hpbech.com/wp-content/uploads/02-community-600x400.png)*An individual life is supported by people and institutions that rarely appear on a CV.*Henrik’s outlook is shaped by growing up in Denmark. Education, public institutions and a social safety net form part of the foundation beneath his adventures. So do family, friends and the community he and Sammy help to build.

This matters because we often tell stories of success as though the successful person had supplied all the ingredients.

We praise courage, persistence and hard work. Fair enough. But who made education accessible? Who looked after the children? Who provided a second chance? And how much did it help to be born in a particular place at a fortunate time?

One theme running through the saga is my appreciation of the Nordic social model: the possibilities created when individual freedom is supported by shared institutions. Its tensions deserve attention too. How do we sustain a willingness to contribute? Which responsibilities can we share, and which remain our own?

I am particularly interested in whether security can encourage adventure. If failure is survivable, might more people dare to change direction, start something or challenge an established way of doing things?

That question connects public policy with decisions made at kitchen tables.

## The price that does not appear in the offer

Money matters. Anyone facing a stack of unpaid bills has little use for a romantic lecture about its unimportance.

But once an opportunity offers more than we need for immediate security, the calculation becomes interesting. What exactly are we being paid to give up?

It might be evenings at home. It might be independence. It might be the freedom to say that a product is not ready, a promise is unrealistic or a profitable arrangement makes us uncomfortable.

![A hand pauses above a contract beside a compass.](https://hpbech.com/wp-content/uploads/03-compromise-600x400.png)The difficult choice often arrives looking like ordinary business.*Moral compromise can be remarkably undramatic at first. There is a deadline. Colleagues are depending on us. We agree to something we would have questioned a month earlier, and find a sensible explanation for doing so.*

*I find the explanation as interesting as the decision. People generally need to live with themselves afterwards. How do we manage that when our behaviour starts drifting away from our convictions?*

*These questions belong in conversations about work because organisations are made up of people who* bring ambitions, loyalties, fears and household budgets into the meeting room.

## History comes to work with us

The historical settings of the novels allow me to explore how large events enter ordinary lives. In Henrik’s world, a business assignment can bring religious authority, political conflict or strategic technology into very personal decisions.

From a distance, it is tempting to assume that we would have understood what was happening. The characters have no such advantage. They have the information available at the time, including rumours, persuasive colleagues and their own wishful thinking.

That gap between hindsight and experience interests me. Before judging a decision, I want to ask what the person could reasonably have known, what alternatives were available and what they stood to lose.

The same curiosity helps when we encounter another culture. We arrive carrying assumptions about trust, authority, time and fairness. Discovering that other people do things differently can teach us something about the assumptions we have mistaken for common sense.

## There are other people in the calendar

![Parents talk at a kitchen table with children, a guitar and a travel case nearby.](https://hpbech.com/wp-content/uploads/04-family-600x400.png)*A career decision also becomes a decision about somebody else’s time.*Henrik’s wife, Sammy, has ambitions of her own. The children need attention. Henrik wants to play music as well as pursue business opportunities. There are only so many evenings in a week.

This is where grand ideas about fulfilment become practical. Who travels? Who stays home? Whose deadline takes priority? How long can an arrangement be temporary before it becomes the way the family lives?

I want to explore these negotiations with room for affection and humour. We can be fortunate, loved and reasonably competent, and still make an impressive mess of our diaries.

## An invitation, roughly once a month

This newsletter is for readers curious about how work, money, politics, culture and relationships shape a life. You may recognise the dilemmas from business or public service, from raising a family, or simply from discovering that your plans had overlooked a few important details.

You do not need to have read the novels. Each edition will stand on its own, taking one theme as a starting point for reflection and conversation.

I plan to publish approximately once a month, in British English. At the top of every edition, you will find a link to an audio version, so you can listen instead of reading.

To begin, I would love to hear about an opportunity that changed your direction. Looking back, what did it give you — and what did it cost?

**Categories:** Blog, Business development, Politics, Society

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### [Worauf arbeiten wir eigentlich hin?](https://hpbech.com/what-are-we-actually-working-towards/)

**Published:** September 7, 2026
**Author:** Hans Peter Bech

**Excerpt:** Worauf arbeiten wir hin? Hans Peter Bech erkundet Ehrgeiz, Geld, moralische Entscheidungen und das gute Leben anhand seiner Henrik-Bertelsen-Romane.

**Content:**

![Business, Politics and Choices](https://hpbech.com/wp-content/uploads/00-banner-1400x583.png)Die Bilder wurden mit KI auf Grundlage von Prompts des Autors erstellt.**[Diesen Artikel auf Deutsch anhören →](https://directory.libsyn.com/episode/index/id/42798115)**

![Ein Reisender hält zwischen einem dänischen Zuhause und der weiten Welt inne.](https://hpbech.com/wp-content/uploads/01-opportunity-600x400.png)*Die nächste Gelegenheit kann uns weit von dem Leben entfernen, das wir uns eigentlich aufbauen wollten.*Die meisten von uns können erklären, woran sie gerade arbeiten. Wir schließen ein Projekt ab, suchen Kunden, erziehen Kinder, wechseln die Stelle oder versuchen, die Woche mit etwas Energie in Reserve zu überstehen.

Worauf wir hinarbeiten, ist eine unbequemere Frage.

Ein höheres Einkommen? Mehr Freiheit? Anerkennung? Ein sicheres Zuhause? Zeit, Musik zu machen, Freunde zu treffen oder etwas zu tun, wofür uns nie jemand eine Rechnung schicken wird — und wofür auch wir niemandem eine Rechnung stellen können?

Vielleicht wünschen wir uns all das. Schwierig wird es, wenn eine Gelegenheit uns dem einen Ziel näherbringt und zugleich ein anderes unmerklich in weitere Ferne rückt.

Diesem Spannungsfeld möchte ich mich in diesem Newsletter widmen: dem Streben nach einem guten Leben in einer Welt, die ständig die Bedingungen verändert. Es ist auch das Spannungsfeld meiner Romane über Henrik Bertelsen.

## Ein Leben, das sich nicht an den Plan hält

Als wir Henrik in [*Tumult in Mekka*](https://hpbech.com/de/buecher-de/tumult-in-mekka-de/) kennenlernen, schreiben wir das Jahr 1979. Er ist dänischer Beamter mit einer scheinbar vielversprechenden Zukunft, einer englischen Frau namens Sammy, einem gemeinschaftlichen Wohnprojekt und einer Adoption, auf die er sich vorbereiten muss. Es gibt also bereits genug zu tun.

Dann führt ihn eine unerwartete Geschäftschance nach Saudi-Arabien.

Er bricht nicht mit dem Vorsatz auf, in historische Ereignisse verwickelt zu werden. Er hat einen konkreten Auftrag, unvollständige Informationen und Gründe für die Annahme, dass wohl alles gut gehen wird. Ich vermute, viele internationale Geschäftsabenteuer beginnen mit einer Variante dieser Kombination.

In [*Der Dollar-Kompass*](https://hpbech.com/de/buecher-de/der-dollar-kompass/) führt ihn seine Arbeit in das Spannungsfeld zwischen westlicher Technologie, sowjetischen Ambitionen und dem wirtschaftlichen Überleben seines Unternehmens. Die Anforderungen zu Hause sind unterdessen nicht höflich verschwunden, um der Handlung Platz zu machen.

Henrik ist erfunden. Seine Dilemmata gehören jedoch zu einer vertrauten Welt: Chancen ergeben sich zu ungünstigen Zeitpunkten, Organisationen ändern ihren Kurs, und die Folgen einer Zusage reichen weit über die Person hinaus, die sie gibt.

Die Romane geben diesen Dilemmata Raum, sich zu entfalten. Hier möchte ich einzelne Fragen aus den Geschichten herausgreifen und zur Diskussion stellen.

## Wie viel von unserem Erfolg gehört uns selbst?

![Nachbarn essen gemeinsam im Hof eines dänischen Wohnprojekts.](https://hpbech.com/wp-content/uploads/02-community-600x400.png)*Ein individuelles Leben wird von Menschen und Institutionen getragen, die selten in einem Lebenslauf auftauchen.*Henriks Sicht auf die Welt ist davon geprägt, dass er in Dänemark aufgewachsen ist. Bildung, öffentliche Institutionen und ein soziales Sicherheitsnetz bilden einen Teil des Fundaments seiner Abenteuer. Dazu gehören auch Familie, Freunde und die Gemeinschaft, die er und Sammy mit aufbauen.

Das ist bedeutsam, weil wir Erfolgsgeschichten oft so erzählen, als hätte der erfolgreiche Mensch sämtliche Zutaten selbst mitgebracht.

Wir loben Mut, Beharrlichkeit und harte Arbeit. Zu Recht. Aber wer hat Bildung zugänglich gemacht? Wer hat sich um die Kinder gekümmert? Wer hat eine zweite Chance ermöglicht? Und wie hilfreich war es, an einem bestimmten Ort zu einer günstigen Zeit geboren zu werden?

Ein Thema, das sich durch die Saga zieht, ist meine Wertschätzung des nordischen Gesellschaftsmodells: der Möglichkeiten, die entstehen, wenn individuelle Freiheit durch gemeinschaftlich getragene Institutionen gestützt wird. Auch seine Spannungen verdienen Aufmerksamkeit. Wie erhalten wir die Bereitschaft, einen Beitrag zu leisten? Welche Verantwortung können wir teilen, und welche müssen wir selbst tragen?

Besonders interessiert mich, ob Sicherheit Abenteuerlust fördern kann. Wenn sich ein Scheitern verkraften lässt, wagen dann mehr Menschen einen Richtungswechsel, gründen etwas oder stellen etablierte Vorgehensweisen infrage?

Diese Frage verbindet Politik mit Entscheidungen, die am Küchentisch getroffen werden.

## Der Preis, der nicht im Angebot steht

Geld ist wichtig. Wer vor einem Stapel unbezahlter Rechnungen sitzt, kann mit einem romantischen Vortrag über seine Bedeutungslosigkeit wenig anfangen.

Doch sobald eine Gelegenheit mehr bietet, als wir zur Absicherung unseres Alltags brauchen, wird die Rechnung interessant. Worauf genau sollen wir gegen Bezahlung verzichten?

Vielleicht sind es Abende zu Hause. Vielleicht ist es Unabhängigkeit. Vielleicht ist es die Freiheit, zu sagen, dass ein Produkt noch nicht fertig, ein Versprechen unrealistisch oder eine profitable Vereinbarung uns nicht geheuer ist.

![Eine Hand zögert über einem Vertrag, neben dem ein Kompass liegt.](https://hpbech.com/wp-content/uploads/03-compromise-600x400.png)*Die schwierige Entscheidung sieht oft wie ein ganz gewöhnliches Geschäft aus.*Moralische Kompromisse können anfangs bemerkenswert undramatisch sein. Eine Frist läuft ab. Kollegen verlassen sich auf uns. Wir stimmen etwas zu, das wir einen Monat zuvor noch hinterfragt hätten, und finden dafür eine vernünftige Erklärung.

Die Erklärung interessiert mich ebenso sehr wie die Entscheidung. Die meisten Menschen müssen anschließend mit sich selbst leben können. Wie gelingt uns das, wenn sich unser Verhalten von unseren Überzeugungen zu entfernen beginnt?

Diese Fragen gehören in Gespräche über die Arbeitswelt, weil Organisationen aus Menschen bestehen, die Ambitionen, Loyalitäten, Ängste und Haushaltsbudgets mit in den Besprechungsraum bringen.

## Die Geschichte kommt mit zur Arbeit

Die historischen Schauplätze der Romane ermöglichen es mir, zu untersuchen, wie große Ereignisse in gewöhnliche Leben eingreifen. In Henriks Welt kann ein geschäftlicher Auftrag religiöse Autorität, politische Konflikte oder strategische Technologie zu einem Bestandteil sehr persönlicher Entscheidungen machen.

Aus der Distanz liegt die Annahme nahe, dass wir selbst verstanden hätten, was vor sich ging. Diesen Vorteil haben die Figuren nicht. Ihnen stehen nur die damaligen Informationen zur Verfügung, einschließlich Gerüchten, überzeugenden Kollegen und ihrem eigenen Wunschdenken.

Diese Kluft zwischen dem Wissen im Nachhinein und dem unmittelbaren Erleben interessiert mich. Bevor ich eine Entscheidung beurteile, möchte ich fragen, was die Person vernünftigerweise wissen konnte, welche Alternativen sie hatte und was sie zu verlieren drohte.

Die gleiche Neugier hilft uns bei der Begegnung mit einer anderen Kultur. Wir bringen unsere Vorstellungen von Vertrauen, Autorität, Zeit und Gerechtigkeit mit. Wenn wir entdecken, dass andere Menschen Dinge anders angehen, erfahren wir vielleicht etwas über die Annahmen, die wir mit gesundem Menschenverstand verwechselt haben.

## Im Kalender stehen auch andere Menschen

![Eltern sprechen am Küchentisch; Kinder, eine Gitarre und eine Reisetasche sind in der Nähe.](https://hpbech.com/wp-content/uploads/04-family-600x400.png)*Eine berufliche Entscheidung wird auch zu einer Entscheidung über die Zeit eines anderen Menschen.*Henriks Frau Sammy hat eigene Ambitionen. Die Kinder brauchen Aufmerksamkeit. Henrik möchte neben seinen geschäftlichen Vorhaben auch Musik machen. Eine Woche hat nur eine begrenzte Zahl von Abenden.

Hier werden große Vorstellungen von einem erfüllten Leben ganz praktisch. Wer reist? Wer bleibt zu Hause? Wessen Frist hat Vorrang? Wie lange kann eine Regelung vorübergehend sein, bevor sie zur Lebensweise der Familie wird?

Ich möchte diese Aushandlungsprozesse mit Raum für Zuneigung und Humor erkunden. Wir können vom Glück begünstigt, geliebt und einigermaßen kompetent sein und trotzdem ein beeindruckendes Durcheinander in unseren Terminkalendern anrichten.

## Eine Einladung, etwa einmal im Monat

Dieser Newsletter richtet sich an Leserinnen und Leser, die neugierig darauf sind, wie Arbeit, Geld, Politik, Kultur und Beziehungen ein Leben prägen. Vielleicht kennen Sie diese Dilemmata aus der Wirtschaft oder dem öffentlichen Dienst, aus dem Familienleben oder einfach aus der Erkenntnis, dass Ihre Pläne einige wichtige Einzelheiten übersehen haben.

Sie müssen die Romane nicht gelesen haben. Jede Ausgabe steht für sich und nimmt ein Thema zum Ausgangspunkt für Reflexion und Gespräch.

Ich plane, den Newsletter etwa einmal im Monat auf britischem Englisch zu veröffentlichen. Am Anfang jeder Ausgabe finden Sie einen Link zu einer Audioversion, sodass Sie zuhören können, statt zu lesen.

Zum Auftakt würde ich gerne von einer Gelegenheit erfahren, die Ihrem Leben eine neue Richtung gegeben hat. Was hat sie Ihnen rückblickend gebracht — und was hat sie Sie gekostet?

**Categories:** Blog, Business development, Society, Politics

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### [Hvad er det egentlig, vi arbejder hen imod?](https://hpbech.com/what-are-we-actually-working-towards/)

**Published:** September 7, 2026
**Author:** Hans Peter Bech

**Excerpt:** Hvad arbejder vi hen imod? Hans Peter Bech udforsker ambitioner, penge, moralske valg og det gode liv gennem romanerne om Henrik Bertelsen.

**Content:**

![Business, Politics and Choices](https://hpbech.com/wp-content/uploads/00-banner-1400x583.png)Billederne er genereret med AI ud fra prompts skrevet af forfatteren.**[Lyt til artiklen på dansk →](https://directory.libsyn.com/episode/index/id/42798120)**

![En rejsende standser mellem et dansk hjem og den store verden.](https://hpbech.com/wp-content/uploads/01-opportunity-600x400.png)*Den næste jobmulighed kan føre os langt væk fra det liv, vi troede, vi var ved at bygge.*De fleste af os kan forklare, hvad vi arbejder på. Vi er ved at afslutte et projekt, finde kunder, opdrage børn, skifte job eller forsøge at komme gennem ugen med lidt energi i behold.

Hvad vi arbejder hen imod, er et mere besværligt spørgsmål.

En højere indkomst? Mere frihed? Anerkendelse? Et trygt hjem? Tid til at spille musik, se venner eller gøre noget, som ingen nogensinde vil sende os en regning for — og som vi heller ikke kan sende nogen en regning for?

Vi kan ønske os det hele. Vanskelighederne begynder, når en mulighed hjælper os med at opnå én ting, mens den ubemærket gør noget andet mindre muligt.

Det er det felt, jeg vil udforske i dette nyhedsbrev: jagten på det gode liv i en verden, der hele tiden ændrer betingelserne. Det er også det felt, mine romaner om Henrik Bertelsen bevæger sig i.

## Et liv, der nægter at følge planen

Da vi møder Henrik i [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/), er året 1979. Han er dansk embedsmand med en tilsyneladende lovende fremtid, en engelsk kone, Sammy, et bofællesskabsprojekt og en adoption at forberede sig på. Der er allerede nok at se til.

Så fører en uventet forretningsmulighed ham til Saudi-Arabien.

Han rejser ikke hjemmefra med en ambition om at blive en del af historien. Han har en praktisk opgave, ufuldstændige oplysninger og grunde til at tro, at det nok skal gå. Jeg forestiller mig, at mange internationale forretningseventyr begynder med en variant af den kombination.

I [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) fører arbejdet ham ind i krydsfeltet mellem vestlig teknologi, sovjetiske ambitioner og virksomhedens overlevelse. Imens er kravene derhjemme ikke høfligt forsvundet for at give plads til handlingen.

Henrik er opdigtet. Hans dilemmaer hører imidlertid hjemme i en genkendelig verden: Muligheder dukker op på ubelejlige tidspunkter, organisationer skifter retning, og konsekvenserne af at sige ja rækker langt ud over den person, der træffer beslutningen.

Romanerne giver disse dilemmaer plads til at udfolde sig. Her vil jeg tage enkelte spørgsmål ud af fortællingerne og åbne dem for diskussion.

## Hvor stor en del af succesen er vores egen?

![Naboer spiser sammen i et dansk bofællesskab.](https://hpbech.com/wp-content/uploads/02-community-600x400.png)*Det enkelte menneskes liv bæres af mennesker og institutioner, som sjældent optræder på et CV.*Henriks syn på tilværelsen er præget af hans opvækst i Danmark. Uddannelse, offentlige institutioner og et socialt sikkerhedsnet udgør en del af fundamentet under hans eventyr. Det gør familie, venner og det fællesskab, han og Sammy er med til at bygge, også.

Det er værd at have med, fordi vi ofte fortæller om succes, som om den succesfulde person selv havde leveret alle ingredienserne.

Vi roser mod, vedholdenhed og hårdt arbejde. Fair nok. Men hvem gjorde uddannelse tilgængelig? Hvem passede børnene? Hvem gav en ny chance? Og hvor meget hjalp det at blive født et bestemt sted på et heldigt tidspunkt?

Et gennemgående tema i sagaen er min værdsættelse af den nordiske samfundsmodel: de muligheder, der opstår, når den enkeltes frihed understøttes af fælles institutioner. Modellens spændinger fortjener også opmærksomhed. Hvordan fastholder vi viljen til at bidrage? Hvilke forpligtelser kan vi deles om, og hvilke må vi selv bære?

Jeg er særligt optaget af, om tryghed kan fremme eventyrlyst. Hvis det er til at leve med at mislykkes, vil flere så turde skifte retning, starte noget nyt eller udfordre en etableret måde at gøre tingene på?

Det spørgsmål forbinder samfundets indretning med beslutninger, der træffes ved køkkenborde.

## Prisen, der ikke står i tilbuddet

Penge betyder noget. Den, der står med en bunke ubetalte regninger, har ikke meget at bruge et romantisk foredrag om penges uvæsentlighed til.

Men når en mulighed tilbyder mere, end vi har brug for til at sikre hverdagen, bliver regnestykket interessant. Hvad er det egentlig, vi bliver betalt for at give afkald på?

Det kan være aftener derhjemme. Det kan være uafhængighed. Det kan være friheden til at sige, at et produkt ikke er klar, at et løfte er urealistisk, eller at en indbringende aftale gør os utilpasse.

![En hånd tøver over en kontrakt ved siden af et kompas.](https://hpbech.com/wp-content/uploads/03-compromise-600x400.png)*Det svære valg ligner ofte en helt almindelig forretning.*Moralske kompromiser kan begynde bemærkelsesværdigt udramatisk. Der er en deadline. Kolleger er afhængige af os. Vi går med til noget, vi ville have sat spørgsmålstegn ved en måned tidligere, og finder en fornuftig forklaring på det.

Jeg synes, forklaringen er lige så interessant som beslutningen. De fleste har brug for at kunne leve med sig selv bagefter. Hvordan klarer vi det, når vores adfærd begynder at bevæge sig væk fra vores overbevisninger?

Disse spørgsmål hører hjemme i samtaler om arbejdslivet, fordi organisationer består af mennesker, som tager ambitioner, loyaliteter, bekymringer og husholdningsbudgetter med ind i mødelokalet.

## Historien tager med på arbejde

Romanernes historiske rammer giver mig mulighed for at undersøge, hvordan store begivenheder griber ind i almindelige menneskers liv. I Henriks verden kan en forretningsopgave bringe religiøs autoritet, politisk konflikt eller strategisk teknologi ind i meget personlige beslutninger.

På afstand er det fristende at tro, at vi selv ville have forstået, hvad der foregik. Den fordel har personerne ikke. De har de oplysninger, der er tilgængelige på det tidspunkt, herunder rygter, overbevisende kolleger og deres egen ønsketænkning.

Afstanden mellem bagklogskab og det at stå midt i begivenhederne interesserer mig. Før jeg bedømmer en beslutning, vil jeg spørge, hvad personen med rimelighed kunne have vidst, hvilke alternativer der var, og hvad vedkommende risikerede at miste.

Den samme nysgerrighed hjælper, når vi møder en anden kultur. Vi ankommer med vores forestillinger om tillid, autoritet, tid og retfærdighed. Når vi opdager, at andre gør tingene anderledes, kan det lære os noget om de antagelser, vi har forvekslet med sund fornuft.

## Der er også andre mennesker i kalenderen

![Forældre taler ved køkkenbordet med børn, en guitar og en rejsetaske i nærheden.](https://hpbech.com/wp-content/uploads/04-family-600x400.png)*En karrierebeslutning bliver også en beslutning om et andet menneskes tid.*Henriks kone, Sammy, har sine egne ambitioner. Børnene har brug for opmærksomhed. Henrik vil spille musik ved siden af sine forretningseventyr. Der er kun et vist antal aftener på en uge.

Her bliver store tanker om et meningsfuldt liv til praktiske spørgsmål. Hvem rejser? Hvem bliver hjemme? Hvis deadline kommer først? Hvor længe kan en ordning være midlertidig, før den bliver familiens måde at leve på?

Jeg vil udforske disse forhandlinger med plads til kærlighed og humor. Vi kan være heldige, elskede og nogenlunde kompetente og stadig skabe et imponerende rod i vores kalendere.

## En invitation cirka en gang om måneden

Dette nyhedsbrev er til læsere, der er nysgerrige på, hvordan arbejde, penge, politik, kultur og relationer former et liv. Måske genkender du dilemmaerne fra erhvervslivet eller den offentlige sektor, fra familielivet eller blot fra opdagelsen af, at dine planer havde overset nogle væsentlige detaljer.

Du behøver ikke at have læst romanerne. Hver udgave kan læses for sig og tager udgangspunkt i ét tema som afsæt for refleksion og samtale.

Jeg planlægger at udgive nyhedsbrevet cirka en gang om måneden på britisk engelsk. Øverst i hver udgave finder du et link til en lydversion, så du kan lytte i stedet for at læse.

Som en begyndelse vil jeg gerne høre om en mulighed, der ændrede din retning. Når du ser tilbage, hvad gav den dig — og hvad kostede den?

**Categories:** Blog, Business development, Politics, Society

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### [Når succes bliver farligere end en hurtig fiasko](https://hpbech.com/da/naar-succes-bliver-farligere-end-en-hurtig-fiasko/)

**Published:** September 4, 2026
**Author:** Hans Peter Bech

**Excerpt:** Den vigtigste ledelsesdisciplin i en startup er måske ikke at skabe det globale gennembrud, men at vide, hvornår virksomheden er stærk nok til at overleve det.

**Content:**

### Om vækst, ønsketænkning og den farlige sætning: *“Det løser vi hen ad vejen.”*

Der findes et særligt øjeblik i enhver nystartet virksomhed, hvor tvivlen begynder at slippe sit tag.

[![Man in a suit stands by a desk with a tall stack of documents in an office setting.](https://hpbech.com/wp-content/uploads/Henrik-i-Printonix-taler-i-telefon-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-i-Printonix-taler-i-telefon.png)Efter måneder eller år med udvikling, demonstrationer, investorpræsentationer, forsinkelser, bortforklaringer og nervøse budgetmøder begynder kunderne endelig at sige ja. Ordrebogen fyldes. Distributører, der tidligere var høfligt afventende, vil nu have territorier, rettigheder og leveringsplaner. Det, der længe kun var en vision i et regneark, ligner pludselig en rigtig virksomhed. Måske endda en succes?

I **Printonix** (firmaet i min kommende roman [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/)) er det præcis dér, faren opstår.

Printonix har udviklet en avanceret printer med internationalt potentiale. Den kan noget, som markedet gerne vil have. Den passer ind i en tid, hvor virksomheder begynder at digitalisere deres dokumenthåndtering. Den lover høj kapacitet, nye anvendelsesmuligheder og attraktive indtjeningsmuligheder for forhandlerne gennem salg af forbrugsstoffer og serviceaftaler. På papiret er det begyndelsen på et ægte dansk erhvervseventyr.

Men tidlig succes er ikke altid bevis på, at alt er, som det skal være. Nogle gange er det kun et bevis på, at markedet tror på konceptet. Og i en startup med ét produkt, begrænset kapital og store ambitioner kan et internationalt gennembrud snart blive farligere end en hurtig fiasko.

# Når optimismen bliver en forretningsmodel

[![](https://hpbech.com/wp-content/uploads/Mode-i-Printonix-begejstring-400x400.png)](https://hpbech.com/wp-content/uploads/Mode-i-Printonix-begejstring.png)Fiasko har den fordel, at det er forholdsvis tydeligt. Hvis investorerne siger nej tak, hvis produktet ikke vækker interesse hos kunderne, og hvis forhandlerne er skeptiske, er problemet til at få øje på. Det gør ondt, men diagnosen er enkel, og kuren er ligeså: tilbage til tegnebordet.

Succes er mere lumsk. Den forfører organisationen til at tro, at alle de vanskelige spørgsmål er besvaret.

Når ordreindgangen eksploderer, skifter samtalen karakter. Før handlede den om, hvorvidt produktet kunne sælges. Nu handler den om, hvor hurtigt man kan levere. Før var tvivlen legitim. Nu bliver den opfattet som negativitet. Den ingeniør, der peger på ustabil drift, risikerer at lyde som en bremseklods. Den økonomichef, der spørger til garantiomkostninger, virker smålig. Den salgsansvarlige, der advarer mod at love for meget for tidligt, bliver let mistænkt for ikke at forstå momentumets betydning.

I Printonix er problemet ikke kun teknisk. Det er psykologisk. Alle har noget at vinde ved at tro på et hurtigt internationalt gennembrud. Investorerne vil se deres investering forrentet. Ledelsen vil vise, at strategien virker. Grundlæggerne vil beskytte fortællingen om deres egen genialitet og dømmekraft. Medarbejderne vil gerne være en del af noget stort. Og forhandlerne vil helst ikke høre, at den maskine, der sælger så godt, måske stadig er mere vision end produkt.

# Produktet er næsten færdigt, og det er netop problemet

[![Beige laboratory freeze-dryer system with a stacked upper chamber and a separate control unit on a dark background.](https://hpbech.com/wp-content/uploads/Printonix-S-267x400.png)](https://hpbech.com/wp-content/uploads/Printonix-S.png)Den farligste fase i teknologivirksomheder er ofte ikke den tidlige prototype. Her ved alle, at produktet er ufærdigt. Fejl er forventede. Demonstrationer foregår under kontrollerede forhold. Kunderne ser potentialet, men ingen forventer endnu industriel stabilitet.

Problemet opstår, når man mener, at produktet er så godt, at det kan sælges. I dag har vi et navn for det: Minimum Viable Product – MVP.

Printonix-printeren er teknologisk lovende. Den har funktioner, som kunderne efterspørger. Den kan demonstreres. Dens fordele er både nemme at se og at forstå. Den vækker begejstring hos distributører og kunder.

Men den har en ukendt akilleshæl: selve den tekniske proces, der skal få tryksværten til at hæfte sikkert og stabilt på papiret.

For kunden er den underliggende teknologi ikke interessant i sig selv. Kunden køber ikke en elektrofotografisk proces. Kunden køber udskrifter, dokumenthåndtering, driftssikkerhed, få driftsstop, overskuelige serviceomkostninger og en leverandør, der ikke forsvinder, når problemerne opstår.

Ingen forventer, at den elektrofotografiske proces bliver et problem. Processen er ikke ny. Den er gennem de seneste tyve år blevet udviklet, industrialiseret og raffineret i en grad, så den i markedets øjne fremstår både billig og stabil. Ja, vel nærmest triviel.

Ikke mindst de japanske producenter har presset teknologien fremad med kopimaskiner og printere, hvor høj kvalitet, lave stykomkostninger og forudsigelig drift er blevet selve adgangsbilletten til markedet.

Selv for Printonix fremstår det derfor som en velkendt disciplin, ikke som et risikoområde. Det er netop problemet. Når noget er blevet så almindeligt, at alle tager det for givet, holder man op med at spørge, om man selv mestrer det godt nok.

# “Move fast and break things” før sloganet fandtes

[![](https://hpbech.com/wp-content/uploads/Henrik-tjekker-in-i-lufthavn-S-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-tjekker-in-i-lufthavn-S.png)I dag forbinder vi udtrykket “move fast and break things” med Silicon Valley. Men princippet fandtes længe før. Også i 1980’erne havde vi troen på, at hastighed kunne kompensere for manglende modenhed. Hvis bare man kom først ud på markedet og fik valideret konceptet, kunne resten løses undervejs. Fejl kunne rettes. Kunder kunne beroliges. Serviceorganisationen kunne løbe stærkere. Næste version ville blive bedre.

Det kan være rigtigt i virksomheder med dybe lommer, mange produkter og adgang til risikovillig kapital. Det er langt farligere i en nystartet virksomhed med ét produkt. Her er der ingen portefølje, der kan absorbere tabet. Ingen modne produktlinjer, hvis indtjening kan finansiere børnesygdomme i et nyt produkt. Ingen global serviceorganisation kan skjule produktets svagheder mens de udbedres. Hver leveret maskine bliver både en indtægtskilde og en tikkende bombe.

Når Printonix tager imod flere ordrer, end organisationen reelt er klar til at håndtere, øger den ikke bare omsætningen. Den øger sin eksponering. Hver ny kunde bliver en fremtidig dommer over produktets kvalitet. Hver ny distributør bliver en forstærker af både succes og skuffelse. Væksten flytter virksomheden fra udviklingsrisiko til leverancerisiko, og den overgang kræver mere kapital, mere disciplin og mere ydmyghed, end optimistiske budgetter normalt indrømmer.

# Fanget i sin egen fortælling

[![Group of professionals in a showroom standing around a large beige industrial server unit, with a 'Made in Denmark' banner and world-map backdrop behind them.](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces-400x400.png)](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces.png)Printonix er ikke kun fanget af produktets fejl.

Virksomheden er fanget af den historie, den har fortalt om sig selv. Den er dansk. Den er højteknologisk. Den udvikler selv. Den producerer selv. Den skal vise, at et lille land kan skabe avancerede industriprodukter til verdensmarkedet. Den skal også vise, at den kan gøre det hurtigt. Det er en smuk fortælling, og netop derfor er den farlig.

For når fortællingen først er solgt til investorer, medarbejdere, presse, forhandlere og kunder, bliver det svært at justere den. Hvis ledelsen pludselig erkender, at den kritiske printteknologi måske burde hentes hos specialister i Japan, eller at produktionen måske kræver skala og omkostningsniveauer, som Danmark ikke kan levere, bliver det ikke bare en strategisk korrektion. Det bliver et angreb på virksomhedens identitet.

Organisationer kan komme langt på fortællinger, men de overlever ikke på dem. Før eller siden møder de virkeligheden. Kunder betaler ikke for national stolthed, men for produkter, der virker.

Når “Made in Denmark” er en del af strategien, bliver det svært at indrømme, at andre måske kan gøre vigtige dele af arbejdet bedre.

# Den farlige sætning

*“Det løser vi hen ad vejen”* er en af de farligste sætninger i vækstvirksomheder. Ikke fordi den altid er usand, men fordi den ofte bruges som erstatning for den disciplin, der burde komme før væksten.

[![](https://hpbech.com/wp-content/uploads/Printonix-det-ser-sort-ud-S-1-400x400.png)](https://hpbech.com/wp-content/uploads/Printonix-det-ser-sort-ud-S-1.png)Printonix havde et produktkoncept med globalt potentiale, og netop derfor var fristelsen stor til at tænke globalt fra første dag. Hvis printeren kunne sælges i Danmark, kunne den også sælges i Tyskland, Frankrig, USA og Japan. Markedet var der. Behovet var der. Distributørerne var interesserede. Hvorfor så vente?

I Printonix var succeskriteriet hurtig international vækst. Da det så ud, som om Europa havde taget produktet til sig hurtigere end forventet, gik man straks videre til mere fjerntliggende markeder. Men et globalt markedspotentiale er ikke det samme som en globalt moden virksomhed.

Det fornuftige ville have været et kontrolleret betaprogram med få udvalgte kunder, hvor maskinen kunne testes under realistiske driftsforhold, uden at virksomhedens renommé stod på spil i flere lande på én gang. Derefter kunne Printonix have brugt det danske marked som næste prøvebane. Tæt på udviklingsafdelingen, tæt på ledelsen, tæt på servicefolkene og tæt nok på kunderne til, at fejl kunne forstås, gentages og rettes hurtigt. Først når børnesygdommene var væk, serviceapparatet fungerede, og økonomien i hver installeret maskine var kendt, burde den internationale udrulning have været påbegyndt.

Set i bagklogskabens krystalklare lys var det en strategisk brøler begået af en ledelse, der var både aggressiv og handlekraftig, men håbløst uerfaren.

Den vigtigste ledelsesdisciplin i en startup er måske ikke at skabe det globale gennembrud, men at vide, hvornår virksomheden er stærk nok til at overleve det.

**Categories:** Blog, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en

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### [Helt fra bunden](https://hpbech.com/?p=11583)

**Published:** March 3, 2025
**Author:** Hans Peter Bech

**Content:**

Redaktøren er på ferie i USA (mod min anbefaling!) og går derfor ikke i gang med manuskriptet til [*For ussel Mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), før hun er tilbage. Det giver mig en pause til at gå i gang med bind tre i Sagaen om Henrik Bertelsen. Om alt går vel, udkommer den i september 2026.

Kort fortalt handler serien om en helt almindelig danskers liv i en tid og en verden præget af store omvæltninger.

# Revet med af tidens strømninger

[![](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-big-eyes-High-Boox-273x400.png)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-big-eyes-High-Boox-273x400.png)Tre år gammel flyttede Henrik med familien i 1954 fra Amager til Aalborg – et på det tidspunkt kolossalt kulturskift.

Hans opvækst var helt normal, men hvor hans tre ældre brødre fik faglige uddannelser, så blev Henrik revet med af den politiske bølge, der i 1960’erne ville skubbe flere gennem gymnasiet. Fagligt var han ikke den skarpeste kniv i skuffen, men hans humør, gode sangstemme og beslutning om at lære at spille guitar skaffede ham succes på så mange andre områder!

Beruset af fester og det søde liv forlod han gymnasiet med en studentereksamen, der ikke var værd at skrive hjem om. Men hvad gjorde det, når der ikke var adgangsbegrænsning til resten af livet og heller ikke til de højere læreanstalter?

Efter et fagligt mere vellykket, men også langt studieforløb, sprang han i sommeren 1977 ud som nyslået cand. polit. og landede efter en komfortabel sommerferie som konsulent i Lavindkomstkommissionens sekretariat. Trods de gode eksamenspapirer og velmenende intentioner, gik det skidt med arbejdet og efter kun få måneder blev han lempet over i et job som embedsmand i det store statsmaskineri.

Pakket ind i det beskyttende bureaukrati klarede Bertelsen sig meget bedre. Han fik endda bijob som underviser i nationaløkonomi på Københavns Universitet. Karrierevejen lå lige for hans fødder, da han en varm sommerdag i juli 1979 fik en telefonopringning fra sin storebror, der ville have ham med på et hospitalsprojekt i Saudi-Arabien.

Hvordan det forløb, kan du læse (eller høre om) i bogen, [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/).

# Made in America

[![](https://hpbech.com/wp-content/uploads/3D-Mammon-on-table2-750-by-577-pixels-520x400.png)](https://hpbech.com/wp-content/uploads/3D-Mammon-on-table2-700x400-2.png)Således inspireret af internationale forretningseventyr lod Henrik Bertelsen sig lokke til at tage job som salgselev i det store amerikanske computerfirma Control Data. Jobskiftet i 1980 blev en voldsom kolbøtte for den unge Bertelsen, der ikke vidste noget som helst om det, han skulle beskæftige sig med. Men heldet var med ham, og efter kun tre år i jobbet blev han og fruen inviteret til topsælgerkonference på Hawaii med alt betalt.

I midten af 1980’erne, røg Control Data i kølvandet på dårlige ledelsesmæssige beslutninger ud i store økonomiske vanskeligheder. Bertelsen, der nu var smuttet ind på firmaets talentliste, blev sendt til Moskva for at undersøge, om Gorbachevs gode intentioner om at afvikle den kolde krig kunne åbne for salget af computere.

Den historie kan du glæde dig til at læse i [*For ussel Mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), der, som sagt, kommer til sommer (i år).

# Helt fra bunden

I bind tre, som jeg indtil videre har givet titlen [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/), er Henrik Bertelsen blevet godt og grundigt træt af amerikansk business og af at skulle sælge udenlandske produkter i Danmark. Han takker derfor ja til et tilbud fra et lille dansk startup, hvor han skal sidde med i topledelsen og sælge produkterne i hele verden. Det forekommer ham både mere spændende og meningsfyldt.

[![](https://hpbech.com/wp-content/uploads/HFB-standard-Small-1-267x400.jpeg)](https://hpbech.com/wp-content/uploads/HFB-standard-Small-1.jpeg)Men igen starter han på bar bund og må erkende, at erfaringerne fra det store amerikanske firma ikke kan bruges til meget i den nye virkelighed.

Men heldet er med ham.

Iværksætterne bag firmaet har set rigtigt, og snart buldrer det derudaf med stigende omsætning i både indland og udland. Bertelsen er på den grønne gren, da firmaet løber ind i likviditetsproblemer og må tage eksterne investorer ind. En ny bestyrelsesformand ser det som sin fornemmeste opgave at smadre firmakulturen, og Henriks entusiasme punkteres.

Nu røber jeg ikke mere, men [*Helt fra bunden*](https://www.plusbog.dk/helt-fra-bunden-hans-peter-bech-9788793116856), der foregår i tidsrummet maj 1986 til oktober 1989, rummer alle de dilemmaer, vi konstant kommer ud for, og som vi må navigere for at overleve med både vores værdier og økonomi intakt. Perioden er præget af store politiske omvæltninger og tektoniske skift i det marked, som Bertelsen nu arbejder i.

Historien tager os med ud i verden og beskriver, hvordan Henrik får etableret forretning under fremmede himmelstrøg herunder i USA, Japan og Kina. Den fortæller også, hvordan Henriks rockband, Harløse Retro, bliver forstærket med en rutineret keyboardspiller og får flere og flere gigs. Og om hvordan håndterer han sine lange arbejdsdage, mange rejser, familiens trivsel og livet som rockmusiker?

**Categories:** Blog, Book reviews, Globalisation, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [The Classic Virtues of Partner Channels – Now with AI as a Lever](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/)

**Published:** September 3, 2026
**Author:** Hans Peter Bech

**Content:**

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Technology companies seeking to increase growth and market share through an indirect channel of business partners need to master many disciplines. The most important are still the classic virtues: understanding the business case, generating revenue, and creating and retaining satisfied customers.

Artificial intelligence does not change these fundamental principles. But AI can make the work faster, cheaper and more precise, thereby improving the economics for both the vendor and its partners.
In this article, aimed primarily at B2B software companies in the lower third of the market penetration curve, I examine the classic virtues that, in my view, will matter most in the years ahead. Along the way, I show where AI can add genuine business value.

# The lower part of the market penetration curve

[![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations-300x243.png)](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)VCompanies looking to establish or expand their partner channel often seek inspiration from the large technology companies. In business software, Microsoft and Salesforce are obvious role models.

However, copying their partner programmes is a mistake.

The result is often a large and complicated programme that becomes bogged down in bureaucracy and diverts attention from what really matters. You will not succeed by copying a concept that has evolved over many years and been adjusted countless times as the products have achieved widespread market penetration and partners have come and gone.

Market dynamics also vary considerably depending on where your product sits on the penetration curve. In the lower part, which is the subject of this article, you should concentrate your efforts on fundamental business principles.

AI can already add value here. By combining publicly available information with your own CRM data, you can analyse potential partners far more quickly than before. You can examine their market position, capabilities, customer segments, technologies, employee profiles, and existing partnerships to identify the companies most likely to match your partner profile.

But being selective from the outset is not always the right strategy. In some markets, it may be more effective simply to recruit anyone willing to sign up, provided that the cost of onboarding and ongoing support remains limited. It can be extraordinarily difficult to predict who will actually succeed. A partner that looks perfect on paper may never generate any revenue, while a less obvious candidate may develop into one of your best partners.

In such cases, actual market performance may be a better indicator than the initial screening. Give partners the opportunity to prove their worth, measure their activity and results, and later weed out those that fail to generate pipeline and revenue. AI can also support this process by continuously identifying which partners show potential and which remain passive.

AI can significantly reduce the research effort. But it cannot determine whether the necessary mutual trust and commercial interest are present. That still requires people.

# Hygiene factors

I use the term hygiene factors for conditions that can impede growth if they are absent, but whose presence does not in itself accelerate it. They are also often referred to as prerequisites.

The most important hygiene factor is the product or service itself, which for simplicity I shall refer to as *the product*.

A product that has yet to achieve more than 20 per cent market share and is intended to be sold or serviced through a partner channel needs a very clear value proposition and razor-sharp positioning. Ideally, it should also reach the market at a time when a major wave of change is creating demand for new solutions.

[![](https://hpbech.com/wp-content/uploads/Partner-value-add-400x400.png)](https://hpbech.com/wp-content/uploads/Partner-value-add-400x400.png)The more value partners can create around the product, the more attractive it becomes for them to sell and service it.

If these conditions are not met, attracting good partners will be very difficult. Only when a product has achieved substantial market share and therefore features in many customers’ buying considerations does demand for the product itself become an argument for partners.

If the product condition is met, the partner programme should be simple, onboarding should be well organised, and ongoing support should rely on self-service wherever possible. Partners’ day-to-day activities should be supported by modern tools such as e-learning, digital certification and PRM systems.

This is where AI will play an increasingly important role.

A partner should, for example, be able to ask questions about products, pricing, competitors, contractual matters, implementation and sales processes, and receive an immediate answer based on the vendor’s own approved information. AI can also generate individual learning paths based on the partner’s role and previous activity, suggest relevant material for a specific sales opportunity, and identify areas where a partner lacks expertise.

This reduces the need for the vendor’s channel managers and product specialists to repeatedly answer the same questions. At the same time, the partner can get help when it is needed.

There are now so many mature platforms and service providers available that it no longer makes sense to develop partner programmes that require manual registration in spreadsheets, extensive classroom training or the storage of information in basic document libraries.

# Business management – the classic virtues

Recruiting successful partners requires a fundamental understanding of their business.

You may be able to spark curiosity by presenting an attractive product, but the motivation to invest emerges only when the potential partner can see how the relationship will positively impact their business – and how quickly that impact can be achieved.

[![](https://hpbech.com/wp-content/uploads/Partner-P-and-L-400x400.png)](https://hpbech.com/wp-content/uploads/Partner-P-and-L-400x400.png)

The tool I use for this purpose is called [*The Business Partner P&L*](https://hpbech.com/da/webinar-saadan-faar-du-succes-med-business-partnere/).

*The Business Partner P&L* is the financial representation of your onboarding and partner programme. It shows the financial consequences of what you call a partnership and answers the fundamental questions:

- Why do you want to build a partner channel?
- How much does the partner need to invest to get started?
- How quickly will that investment be recovered?
- What do the numbers look like over a three-year period?
- What will you contribute to make the relationship successful?

You should approach this discussion as though the partner were a potential investor. The dialogue should therefore take place at management level and only once it has been established that there is a good match between the product, the market and the partner’s business.

This is another area where AI can add considerable value.

In the past, such business cases were often based on a small number of standard assumptions. You can now develop scenarios based on the individual partner’s situation far more easily. AI can help structure the partner’s publicly available financial information, customer segments, employee profile, geographical coverage and existing product portfolio, and turn that information into assumptions that can subsequently be validated with the partner.

You can quickly model different scenarios:

- What happens if the partner invests in one, two or five salespeople?
- What is the impact of different conversion rates?
- How sensitive is the business case to a longer sales cycle?
- How much revenue does the partner need to generate to break even after six, twelve or eighteen months?
- What impact do repeat purchases, subscriptions and services have on the economics

AI can make calculations and analysis much faster. But it does not change the fundamental reality: the partner is investing real money and employee resources. The assumptions must therefore remain defensible to the people on both sides of the table.

# Revenue generation

When I argue that the partner programmes of large technology companies should not be your role models, the primary reason is their market position.

A large market share generates demand in its own right. At the same time, these companies have had many partners pass through their programmes over the years. Those that could not build a viable business have dropped out. The remaining partners are the successful ones, and new partners often join because their existing customers are already asking for the products.

When your market share and market awareness are low, the situation is entirely different.

Your most critical success factor therefore becomes your ability either to generate the leads that your new partners need to work with or to help the partners find them.

[![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)As I explain in my book [*Building Successful Partner Channels*](https://hpbech.com/biznes-en/building-successful-partner-channels/), you cannot expect your first partners to both possess the necessary capabilities and have a sufficiently strong incentive to work out for themselves how to get the business around your product off the ground.

You need to invest time and money in helping the first partners win their first customers.

The sooner this happens, the stronger the partner’s incentive to commit additional resources to your product, and the easier it becomes to recruit the next partners.

This is precisely where AI can have a major impact.

AI can significantly reduce the work that has traditionally made outbound lead generation expensive. Combined with modern data sources, the technology can be used to:

- identify companies that match a specific ideal customer profile
- detect signs of organisational or technological change that may trigger a need
- research a company’s situation before the first contact
- identify relevant decision-makers and stakeholders
- develop hypotheses about potential business problems
- prepare personalised messages and questions
- analyse previous sales processes and identify patterns in the types of prospects that convert
- prioritise leads according to probability and potential value

This changes the economics of the early stages of partner development. To a much greater extent, the vendor can provide the partner with researched account lists, background information and talking points rather than simply handing over a product sheet and wishing them good hunting.

You can go a step further and establish a joint AI-supported demand-generation engine, in which the vendor develops the methods, prompts, data, content and campaigns while the partner contributes its local market knowledge and customer relationships.

The partner’s sales organisation still needs to talk to customers, understand their situation and build trust. AI can, however, eliminate a large proportion of the preparatory work.

Most vendors assume that a new partner’s first sale will be to an existing customer. This possibility should, of course, be explored first. But there is no guarantee that the customer base has a latent need for your particular product when you are courting the partner.

Moreover, the product’s ability to help the partner acquire new customers will often carry considerable weight when the partner assesses the attractiveness of the relationship.

If you can present both a convincing Business Partner P&L and a method for systematically identifying new prospects, you have removed two of the partner’s biggest risks.

# Happy customers become your ambassadors

B2B software almost always needs to be adapted to the customer’s specific environment and circumstances. A successful implementation requires domain knowledge, product expertise and rigorous project management.

These capabilities are built through experience with customers and products.

Your risk is that failed projects will be blamed on your product. This is particularly likely when you have a small market share and only a few successful partners to point to.

The next classic virtue is therefore to support partners as they build experience.

[![](https://hpbech.com/wp-content/uploads/AI-assisted-learning-400x400.png)](https://hpbech.com/wp-content/uploads/AI-assisted-learning-400x400.png)At this stage, your primary concern should not be to ensure that you are paid for every single consulting hour the partner consumes from your organisation. What matters is that the first customers experience a professional implementation and achieve the expected business value.

The partner should, of course, have an incentive to build its own capabilities rather than rely on your support indefinitely. But you do not solve that problem by charging exorbitant rates for assistance when the partner is still on the learning curve.

AI can shorten the learning curve here as well.

Project plans, solution designs, customer requirements, support histories, implementation notes and previous projects can provide the foundation for AI assistants that help consultants identify known problems and recommend approaches. A less experienced partner consultant can thereby gain access to experience that previously existed only in the heads of a handful of experts within the vendor’s organisation.

AI can also review project materials and highlight missing information, unclear requirements, unusual configurations, and circumstances that have caused problems in previous projects.

The technology should not be held responsible for the implementation. But it can act as an additional control mechanism and make the combined experience from the vendor’s and partners’ previous projects available to those working on the project at hand.

This is particularly valuable in the early stages, when every single reference customer counts.

# Scaling

The overriding reason for using an independent partner channel to sell and service your products is the potential for scale.

To realise that potential, two conditions must be met.

### The partner channel must already exist

There must be an established channel with many potential partners that already serve the same customers as you and for whom your product is a close fit with their existing capabilities.

If you need to develop such a channel first, you should wait until you have achieved a solid market share. Otherwise, the work will take too long and cost too much.

AI can help map an existing channel in far greater detail than was previously possible. Companies can, for example, be analysed by geography, vertical market, technological capabilities, customer types, employee profiles and existing vendor relationships.

This makes it possible to approach partner recruitment more systematically while also identifying white spaces where the desired channel does not exist.

### You must be able to avoid excessive channel overlap

[![](https://hpbech.com/wp-content/uploads/Partner-markedssegmentering-400x400.png)](https://hpbech.com/wp-content/uploads/Partner-markedssegmentering-400x400.png)AAs far as possible, your partners should serve different market segments so they do not constantly run into one another.

This allows your product to exploit its market potential more effectively while preventing partners from wasting energy competing for the same customers.

In the beginning, this is rarely a major problem, and you may even be able to offer your first partners some protection as they establish their businesses.

In the longer term, you will most effectively exploit the market potential by helping partners specialise.

Here too, AI can make the work more data-driven. By continuously analysing the pipeline, won and lost deals, customer types, capabilities, and geographical coverage, you can identify the segments in which each partner has the greatest probability of success.

The objective is not necessarily to give partners exclusive territories. Rather, it is to create a division of labour in which each partner invests in the areas where the probability of building a profitable business is greatest.

## Concluding thoughts

When I am asked to share my views on current trends in partnerships, I am invariably presented with a list of the latest buzzwords. This time, they include artificial intelligence, platforms, automation and globalisation.

There is, however, a considerable distance between new terminology and mature concepts. But as technologies become genuinely useful, they should of course be adopted.

Hardly anyone today would launch a serious partner programme without supporting it with a PRM portal. Most training programmes are offered as web-based self-learning, with completion documented through digital certificates specifying the competence achieved, the issuer and, where relevant, the expiry date.

AI is the next layer on top of this digitalisation.

The technology can already assist with partner research, onboarding, personalised training, business cases, lead generation, sales material, opportunity analysis, implementation support, partner support and segmentation.

These are substantial productivity improvements that should be exploited.

[![Tre begejstrede personer sidder omkring et mødebord, mens salgsdirektøren peger på en stejlt stigende graf.](https://hpbech.com/wp-content/uploads/Det-gode-mode-400x400.png)](https://hpbech.com/wp-content/uploads/Det-gode-mode-400x400.png)But they do not change the fundamental economics of the partner relationship.

Potential partners will certainly raise an eyebrow if they are expected to attend all training in person, receive certificates on paper, register leads in a spreadsheet, search for documents on a SharePoint server and communicate about every practical matter by email.

AI-based self-service and automation can make the experience considerably better.

But even the world’s most advanced partner portal cannot rescue a poor business case.

Conversely, a partner will be willing to live with many practical inconveniences if the business opportunity is sufficiently attractive. If an investment of one million kroner this year has a strong probability of becoming five million in three years, that is the calculation that drives the decision.

That is the discussion you need to have with your potential partners.

And the more you can reduce the risk in that business case through your product, your go-to-market model, your own investment and, now, AI, the sooner the partner can make a decision and get started.

AI, in other words, does not replace the classic virtues.

It enables you to practise them better.

**Categories:** Blog, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes

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### [De klassiske dyder i partnerkanalen – nu med AI som løftestang](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/)

**Published:** September 3, 2026
**Author:** Hans Peter Bech

**Content:**



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Teknologivirksomheder, der ønsker at øge vækst og markedsandel gennem en indirekte kanal af samarbejdspartnere, skal mestre mange discipliner. De vigtigste er stadig de klassiske dyder: forretningsforståelse, omsætningsgenerering og evnen til at skabe og fastholde tilfredse kunder.

Kunstig intelligens ændrer ikke disse grundprincipper. Men AI kan gøre arbejdet hurtigere, billigere og mere præcist og dermed forbedre økonomien for både leverandøren og partnerne.I denne artikel, der primært retter sig mod B2B-softwarevirksomheder i den nederste tredjedel af markedsindtrængningskurven, gennemgår jeg de klassiske dyder, som efter min vurdering vil spille den største rolle i de kommende år. Undervejs viser jeg, hvor AI kan tilføre reel forretningsmæssig værdi.

# Den nederste del af markedsindtrængningskurven

[![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations-300x243.png)](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)Virksomheder, der står over for at etablere eller udbygge deres partnerkanal, søger ofte inspiration hos de store teknologiselskaber. Inden for business software er Microsoft og Salesforce oplagte rollemodeller.

Det er imidlertid en misforståelse at kopiere deres partnerprogrammer.

Resultatet bliver ofte store og komplicerede programmer, der drukner i bureaukrati og leder opmærksomheden væk fra det væsentlige. Du får ikke succes ved at kopiere et koncept, der har været under udvikling i mange år og er blevet justeret utallige gange i takt med, at produkterne har fået stor markedsudbredelse, og partnerne er kommet og gået.

Markedsdynamikken er tillige meget forskellig alt efter, hvor på indtrængningskurven dit produkt befinder sig. I den nederste del, som denne artikel handler om, bør du koncentrere indsatsen om helt basale forretningsprincipper.

AI kan allerede her tilføre værdi. Ved at kombinere offentligt tilgængelige oplysninger med egne CRM-data kan du analysere potentielle partnere langt hurtigere end før. Du kan undersøge deres markedsposition, kompetencer, kundesegmenter, teknologier, medarbejderprofiler og eksisterende partnerskaber og dermed identificere de virksomheder, der umiddelbart har størst sandsynlighed for at passe til din partnerprofil.

Men det er ikke altid den rigtige strategi at være selektiv fra begyndelsen. I nogle markeder kan det være mere effektivt simpelthen at rekruttere alle de partnere, der melder sig, så længe omkostningerne ved onboarding og løbende support er begrænsede. Det kan nemlig være overordentligt vanskeligt på forhånd at afgøre, hvem der faktisk bliver en succes. En partner, der på papiret ser perfekt ud, kan ende med aldrig at skabe omsætning, mens en mindre oplagt kandidat kan udvikle sig til en af dine bedste partnere.

I sådanne tilfælde kan den faktiske markedsindsats være en bedre kvalifikation end den indledende screening. Giv partnerne mulighed for at bevise deres værd, mål deres aktivitet og resultater, og lug senere ud blandt dem, der ikke skaber pipeline og omsætning. AI kan også understøtte denne proces ved løbende at identificere, hvilke partnere der viser tegn på potentiale, og hvilke der forbliver passive.

AI kan reducere researcharbejdet betydeligt. Men den kan ikke afgøre, om den nødvendige gensidige tillid og kommercielle interesse er til stede. Det kræver fortsat mennesker.

# Hygiejnefaktorer

De forhold, der kan hindre vækst, men hvis opfyldelse ikke i sig selv accelererer den, kalder jeg hygiejnefaktorer. De betegnes også ofte som nødvendige forudsætninger.

Den vigtigste hygiejnefaktor er selve produktet eller tjenesteydelsen, som jeg for nemheds skyld sammenfatter under betegnelsen *produktet*.

Et produkt, der endnu ikke har opnået en markedsandel på over 20 procent, og som ønskes solgt eller serviceret gennem en partnerkanal, skal have en meget tydelig value proposition og en knivskarp positionering. Det skal desuden helst ramme markedet på et tidspunkt, hvor en større forandringsbølge skaber behov for nye løsninger.

[![](https://hpbech.com/wp-content/uploads/Partner-value-add-400x400.png)](https://hpbech.com/wp-content/uploads/Partner-value-add.png)Jo mere værdi partnerne kan skabe omkring produktet, desto mere attraktivt bliver det for dem at sælge og servicere.

Er disse betingelser ikke opfyldt, bliver det meget vanskeligt at tiltrække gode partnere. Først når et produkt har opnået en stor markedsandel og dermed indgår i mange kunders overvejelser, bliver produktets efterspørgsel i sig selv et argument for partnerne.

Er produktbetingelsen opfyldt, bør partnerprogrammet være enkelt, onboardingen velorganiseret, og den løbende servicering i videst muligt omfang baseres på selvbetjening. Partnerens dagligdag bør understøttes af moderne værktøjer som e-learning, digital certificering og PRM-systemer.

Her kommer AI til at spille en stadig større rolle.

En partner bør for eksempel kunne stille spørgsmål om produkter, priser, konkurrenter, kontraktforhold, implementering og salgsprocesser og få et øjeblikkeligt svar baseret på leverandørens egne godkendte oplysninger. AI kan også generere individuelle læringsforløb baseret på partnerens rolle og hidtidige aktivitet, foreslå relevant materiale til en konkret salgsmulighed og identificere områder, hvor en partner mangler kompetencer.

Det reducerer behovet for, at leverandørens channel managers og produktspecialister skal besvare de samme spørgsmål igen og igen. Samtidig kan partneren få hjælp på det tidspunkt, hvor behovet opstår.

Der findes i dag så mange modne platforme og serviceudbydere, at det ikke længere giver mening at udvikle partnerprogrammer, der kræver manuel registrering i regneark, omfattende klasseundervisning eller opbevaring af information i simple dokumentbiblioteker.

# Business Management – de klassiske dyder

Rekruttering af succesfulde partnere kræver en grundlæggende forståelse af deres forretning.

Du kan sikkert skabe nysgerrighed ved at præsentere et attraktivt produkt, men motivationen til at investere opstår først, når den potentielle partner kan se, hvordan samarbejdet vil påvirke hendes forretning positivt – og hvor hurtigt det kan ske.

[![](https://hpbech.com/wp-content/uploads/Partner-P-and-L-400x400.png)](https://hpbech.com/wp-content/uploads/Partner-P-and-L.png)Det værktøj, jeg bruger til den opgave, kalder jeg [*The Business Partner P&L*](https://hpbech.com/da/webinar-saadan-faar-du-succes-med-business-partnere/).

*The Business Partner P&L* er den finansielle repræsentation af dit onboarding- og partnerprogram. Den viser de økonomiske konsekvenser af det, du kalder et partnerskab, og besvarer de fundamentale spørgsmål:

- Hvorfor vil du opbygge en partnerkanal?
- Hvor meget skal partneren investere for at komme i gang?
- Hvor hurtigt er investeringen tjent hjem?
- Hvordan ser regnestykket ud over en treårig periode?
- Hvad bidrager du med for at få samarbejdet til at lykkes?

Du skal tilgå denne diskussion, som om partneren var en potentiel investor. Derfor skal dialogen foregå på ledelsesniveau og først, når det er afklaret, at der er et godt match mellem produktet, markedet og partnerens forretning.

Her kan AI tilføre betydelig værdi.

Tidligere blev sådanne business cases ofte baseret på få standardforudsætninger. Nu kan du langt lettere udvikle scenarier, der tager udgangspunkt i den enkelte partners situation. AI kan hjælpe med at strukturere partnerens offentlige regnskabstal, kundesegmenter, medarbejderprofil, geografisk dækning og eksisterende produktportefølje samt omsætte informationerne til antagelser, som efterfølgende valideres sammen med partneren.

Du kan hurtigt opstille forskellige scenarier:

- Hvad sker der, hvis partneren investerer i én, to eller fem sælgere?
- Hvad betyder forskellige konverteringsrater?
- Hvor følsom er business casen over for en længere salgsproces?
- Hvor meget omsætning skal partneren skabe for at nå break-even efter seks, tolv eller atten måneder?
- Hvilken effekt får genkøb, abonnementer og serviceydelser på økonomien?

AI kan gøre beregnings- og analysearbejdet langt hurtigere. Men det ændrer ikke det grundlæggende forhold: Partneren investerer virkelige penge og medarbejderressourcer. Derfor skal forudsætningerne fortsat kunne forsvares af mennesker på begge sider af bordet.

# Omsætningsgenerering

Når jeg hævder, at de store techvirksomheders partnerprogrammer ikke bør være dine rollemodeller, skyldes det først og fremmest deres position på markedet.

En stor markedsandel genererer i sig selv efterspørgsel. Samtidig har disse virksomheder gennem årene haft mange partnere igennem deres programmer. De, der ikke kunne skabe en forretning, er faldet fra. De tilbageværende er de succesfulde, og nye partnere kommer ofte til, fordi deres eksisterende kunder allerede efterspørger produkterne.

Når din markedsandel og dit kendskab i markedet er små, er situationen en helt anden.

Derfor bliver den mest kritiske succesfaktor din evne til enten selv at generere de kundeemner, som de nye partnere skal arbejde med, eller at hjælpe partnerne med at finde dem.

[![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page.png)Som jeg forklarer i min bog [*Building Successful Partner Channels*](https://hpbech.com/da/biznes-en/building-successful-partner-channels/), kan du ikke forvente, at de første partnere både har de nødvendige kompetencer og et tilstrækkeligt stærkt incitament til selv at finde ud af, hvordan de får forretningen med dit produkt i gang.

Du er nødt til at investere tid og penge i at hjælpe de første partnere med at vinde de første kunder.

Jo hurtigere det sker, desto større bliver partnerens incitament til at sætte flere ressourcer bag dit produkt, og desto lettere bliver det at rekruttere de næste partnere.

Netop her kan AI få stor betydning.

AI kan reducere en betydelig del af det arbejde, der traditionelt har gjort outbound leadgenerering dyr. Sammen med moderne datakilder kan teknologien bruges til at:

- identificere virksomheder, der matcher en bestemt ideal customer profile
- finde tegn på organisatoriske eller teknologiske forandringer, der kan udløse et behov
- undersøge virksomhedens situation inden den første kontakt
- identificere relevante beslutningstagere og interessenter
- udarbejde hypoteser om mulige forretningsproblemer
- forberede individualiserede budskaber og spørgsmål
- analysere tidligere salgsforløb og finde mønstre i, hvilke typer kundeemner der konverterer
- prioritere leads efter sandsynlighed og potentiel værdi.

Det ændrer økonomien i den tidlige fase af partnerudviklingen. Leverandøren kan i langt højere grad levere færdigbearbejdede account-lister, research og samtalegrundlag til partneren i stedet for blot at udlevere et produktark og ønske god jagt.

Man kan også gå skridtet videre og etablere en fælles AI-understøttet demand-generation-maskine, hvor leverandøren udvikler metoder, prompts, data, indhold og kampagner, mens partneren stiller sin lokale markedsviden og sine kunderelationer til rådighed.

Partnerens salgsorganisation skal fortsat tale med kunderne, forstå deres situation og skabe tillid. AI kan imidlertid fjerne en stor del af det forberedende arbejde.

De fleste leverandører antager, at en ny partners første salg skal ske til eksisterende kunder. Denne mulighed bør naturligvis undersøges først. Men der er ingen garanti for, at kundebasen indeholder et latent behov for netop dit produkt på det tidspunkt, hvor du bejler til partneren.

Hertil kommer, at produktets evne til at hjælpe partneren med at skaffe *nye* kunder ofte vil blive vægtet højt i vurderingen af, om samarbejdet er attraktivt.

Hvis du både kan præsentere en overbevisende Business Partner P&L og samtidig demonstrere en metode til systematisk at identificere nye kundeemner, har du fjernet to af partnerens største risici.

# Glade kunder bliver dine ambassadører

B2B-software skal næsten altid tilpasses kundens konkrete omgivelser og situation. En succesfuld implementering kræver domæneviden, produktindsigt og stram projektstyring.

Det er kompetencer, der opbygges gennem erfaring med kunder og produkter.

Din risiko er, at fejlslagne projekter bliver tilskrevet dit produkt. Det sker særligt let, når du har en lille markedsandel og kun få succesfulde partnere, som du kan henvise til.

Den næste klassiske dyd er derfor at støtte partnernes erfaringsopbygning.

[![](https://hpbech.com/wp-content/uploads/AI-assisted-learning-400x400.png)](https://hpbech.com/wp-content/uploads/AI-assisted-learning.png)I denne fase bør din primære bekymring ikke være at sikre betaling for hver eneste konsulenttime, som partneren bruger af dine ressourcer. Det afgørende er, at de første kunder oplever en professionel implementering og får den forventede forretningsmæssige værdi.

Partneren skal naturligvis have et incitament til selv at opbygge kompetencer og ikke for evigt at basere sig på din støtte. Men det problem løses ikke ved at tage skyhøje priser for hjælpen, mens partneren stadig befinder sig på læringskurvens første del.

AI kan også her forkorte læringskurven.

Projektplaner, løsningsdesign, kundekrav, supporthistorik, implementeringsnotater og tidligere projekter kan danne grundlag for AI-assistenter, der hjælper konsulenterne med at identificere kendte problemer og anbefale fremgangsmåder. En mindre erfaren partnerkonsulent kan dermed få adgang til erfaringer, som tidligere kun fandtes i hovedet på nogle få eksperter hos leverandøren.

AI kan også bruges til at gennemgå projektmateriale og gøre opmærksom på manglende information, uklare krav, usædvanlige konfigurationer og forhold, der tidligere har givet anledning til problemer.

Teknologien bør ikke overtage ansvaret for implementeringen. Men den kan fungere som en ekstra kontrolmekanisme og gøre den samlede erfaring fra leverandørens og partnernes tidligere projekter tilgængelig i det konkrete arbejde.

Det har særlig stor værdi i den tidlige fase, hvor hver eneste referencekunde tæller.

# Skaleringen

Den altdominerende årsag til at anvende en kanal af uafhængige partnere til at sælge og servicere dine produkter er skaleringspotentialet.

For at realisere det skal to forhold være opfyldt.

### Partnerkanalen skal eksistere

Der skal være en etableret kanal med mange potentielle partnere, som allerede betjener de samme kunder som dig, og for hvem dit produkt ligger tæt på deres eksisterende kompetenceprofil.

Hvis du først skal udvikle denne kanal, bør du vente, til du har en solid markedsandel. Ellers tager arbejdet for lang tid og koster for meget.

AI kan hjælpe med at kortlægge en eksisterende kanal langt mere detaljeret end tidligere. Man kan eksempelvis analysere virksomheder efter geografi, vertikaler, teknologikompetencer, kundetyper, medarbejderprofiler og eksisterende leverandørrelationer.

Det gør det muligt at arbejde mere systematisk med partnerrekruttering og samtidig identificere hvide områder, hvor den ønskede kanal ikke eksisterer.

### Du skal kunne undgå overdækning

[![](https://hpbech.com/wp-content/uploads/Partner-markedssegmentering-400x400.png)](https://hpbech.com/wp-content/uploads/Partner-markedssegmentering.png)Dine partnere skal så vidt muligt betjene forskellige segmenter af markedet, så de ikke hele tiden støder ind i hinanden.

Dermed udnytter dit produkt markedspotentialet bedre, samtidig med at partnerne ikke bruger energi på at konkurrere om de samme kunder.

I begyndelsen er problemet sjældent stort, og du kan måske endda give de første partnere en vis beskyttelse, mens de etablerer forretningen.

På længere sigt udnytter du markedspotentialet bedst ved at hjælpe partnerne med at specialisere sig.

Også her kan AI gøre arbejdet mere datadrevet. Ved løbende at analysere pipeline, vundne og tabte ordrer, kundetyper, kompetencer og geografisk dækning kan du identificere, hvilke segmenter den enkelte partner har størst sandsynlighed for at lykkes i.

Målet er ikke nødvendigvis at give partnere eksklusive territorier. Det er snarere at skabe en arbejdsdeling, hvor den enkelte partner investerer i de områder, hvor sandsynligheden for en god forretning er størst.

## Afsluttende betragtninger

Når jeg bliver bedt om at dele mine betragtninger om aktuelle tendenser inden for partnerskaber, bliver jeg præsenteret for en liste over tidens buzzwords. Denne gang er det kunstig intelligens, platforme, automatisering og globalisering.

Der er imidlertid langt mellem nye begreber og modne koncepter. Men efterhånden som teknologierne bliver anvendelige, skal de naturligvis tages i brug.

Næppe nogen vil i dag lancere et seriøst partnerprogram uden at understøtte det med en PRM-portal. De fleste uddannelsesprogrammer tilbydes som webbaseret selvlæring, hvor gennemførelsen dokumenteres med digitale certifikater, der angiver kompetence, udsteder og eventuel udløbsdato.

AI er næste lag oven på denne digitalisering.

Teknologien kan allerede hjælpe med partnerresearch, onboarding, individualiseret uddannelse, business cases, leadgenerering, salgsmateriale, opportunity-analyse, implementeringsstøtte, partner-support og segmentering.

Det er væsentlige produktivitetsforbedringer, og de bør udnyttes.

[![Tre begejstrede personer sidder omkring et mødebord, mens salgsdirektøren peger på en stejlt stigende graf.](https://hpbech.com/wp-content/uploads/Det-gode-mode-400x400.png)](https://hpbech.com/wp-content/uploads/Det-gode-mode.png)Men de ændrer ikke på partnerøkonomiens grundlæggende mekanismer.

Potentielle partnere vil ganske vist rynke på næsen, hvis de skal møde fysisk op til al undervisning, modtage certifikater på papir, registrere kundeemner i et regneark, lede efter dokumenter på en SharePoint-server og kommunikere om alle praktiske spørgsmål via e-mail.

AI-baseret selvbetjening og automatisering kan gøre oplevelsen langt bedre.

Men selv verdens mest avancerede partnerportal kan ikke redde en dårlig business case.

En partner vil til gengæld være villig til at leve med mange praktiske uhensigtsmæssigheder, hvis forretningen er tilstrækkelig attraktiv. Hvis en investering på en million kroner i år med stor sandsynlighed kan blive til fem millioner om tre år, er det dét regnestykke, der driver beslutningen.

Det er den diskussion, du skal have med dine potentielle partnere.

Og jo mere du ved hjælp af produktet, din go-to-market-model, din egen investering og nu også AI kan reducere risikoen i den business case, desto hurtigere kan partneren træffe en beslutning og gå i gang.

AI erstatter med andre ord ikke de klassiske dyder.

Den gør det muligt at udøve dem bedre.

**Categories:** Blog, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes

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### [The European challenge (one of them..)](https://hpbech.com/the-european-challenge-one-of-them/)

**Published:** February 24, 2008
**Author:** Hans Peter Bech

**Content:**

[![Europe globe](https://www.hpbech.com/wp-content/Europe-globe.jpg)](https://www.hpbech.com/wp-content/Europe-globe.jpg)Europe is a very fragmented market for almost anything. Most established companies have found ways to manage the many languages, cultures, tastes, behaviours, differences in legislation and other characteristics that makes Europe such a difficult and expensive place to do business.

What about the software industry?

The big players like SAP, Microsoft, Oracle, Adobe and Symantec have their operations established with local representation and resources. But all the small and medium seized software companies with fantastic customer value propositions are struggling to get their products to flow across the European borders.

In spite of many years of European political cooperation we are still light years from a One European Market situation.

This is a shame, as we are missing tons of business opportunities. Where are those German, British, Spanish, French, Italian etc. management consultants, who can assist foreign software companies in getting their products into the local markets? Europe will never become One Market in the same sense as the USA. In order to give the European software industry the market and growth opportunities “at home” that it required to compete on the global markets, we must make it easier for them to cross the inter-European borders.

**Categories:** Blog, Globalisation

**Tags:** biznes

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### [Hvem er Henrik Bertelsen?](https://hpbech.com/who-is-henrik-bertelsen/)

**Published:** August 20, 2024
**Author:** Hans Peter Bech

**Content:**

Han er hovedpersonen i min nye romanserie, *Sagaen om Henrik Bertelsen*.

Kernen i bøgerne er Henrik Bertelsens jagt på de muligheder, globalisering og ny teknologi åbner for ham – og de brutale dilemmaer, han må tackle, når familie og værdier sættes på spil.

Født på Amager den 4. juli 1951 er han den yngste af en drengeflok på fire. I 1954 flytter familien til Aalborg, hvor han vokser op, bliver teenager, passer sine jobs, går i skole, spiller fodbold, lærer at spille guitar, går til fester og bliver student. Efter et enkelt år på Aarhus Universitet beslutter han at flytte til København, hvor han i 1977 bliver cand. polit.

Da vi i bind et, [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/), møder Henrik for første gang, er han fuldmægtig i Arbejdsministeriet med sidejob som undervisningsassistent på Københavns Universitet. Det går godt for ham, og han har blikket fast rettet mod en karriere i den offentlige forvaltning.

Men sådan kommer det slet ikke til at gå.

# Traume- og lidelsesfri litteratur

I modsætning til mange andre litterære figurer er Henrik ikke præget af en traumatisk og lidelsesfuld opvækst. Tværtimod. Han havde kærlige, omsorgsfulde og udadvendte forældre. I sine teenageår, der faldt sammen med ungdomsoprøret i slutningen af 1960’erne, blev forholdet til forældrene nok sat på en hård prøve, men harmonien genoprettedes, da han som 19-årig flyttede hjemmefra. Også forholdet til og imellem brødrene er godt, og i det hele taget er familien og vennerne blottet for de store konflikter og traumer.

[![](https://hpbech.com/wp-content/uploads/MU-TIM_on_table_square_S-400x400.png)](https://hpbech.com/wp-content/uploads/MU-TIM_on_table_square_S.png)Efter en hektisk ungkarletilværelse møder unge Bertelsen i 1973 engelske Samantha, og i 1975 bliver de gift på Københavns Rådhus. Sammen beslutter de at etablere et bofællesskab, og i juli 1979 kan de flytte ind i deres lille rækkehus i Bofællesskabet Leerbjerg Lod i Ny Hammersholt syd for Hillerød. I november samme år efter tager de til Indonesien for at adoptere deres første barn, en dreng, og i 1985 adopterer de nummer to, en pige, fra Korea.

I slutningen af bind et siger Henrik sine gode jobs i statsadministrationen og på universitetet op for til gengæld at blive salgselev i et stort amerikansk computerfirma. Højere løn og færre arbejdstimer lokker ham til skiftet. Hvad han ikke forudser er, at han dermed lander i en branche, der over de følgende årtier gennemgår kolossale forandringer. Forandringer, der parallelt med den samfundsmæssige udvikling og de verdenspolitiske forskydninger henholdsvis river tæppet væk under ham og lokker med nye eventyr.

I de otte bind, jeg indtil videre har planlagt for serien om Henrik Bertelsens liv og levned, kommer det aldrig til at foregå, som han planlægger. Der kommer altid noget vejen. Nogle gange ændres planerne på hans initiativ, men ofte gør andre eller omstændighederne det for ham. Altid lander hans appetit for eventyr og afveksling ham i konflikter og dilemmaer, som ikke er så nemme at rode sig ud af.

Henrik Bertelsen krøniken handler således ikke om dyb menneskelig smerte og store tragedier. Den handler om hvordan, jagten på det gode liv kan tage sig ud i en verden i konstant forandring og hvordan gåpåmod og rent svineheld kan være redningsplanken, når det ser sortest ud.

Måske er der også en god portion stoisk livsfilosofi i handlingen. Uanset årsagen til de problemer, Henrik konstant løber ind i, påtager han sig altid ansvaret.

> “Hvad kunne jeg have gjort anderledes?” spørger han sig selv. “Hvad kan jeg lære?” tilføjer han.

# I Danmark er jeg født …

[![København - Nyhavn](https://hpbech.com/wp-content/uploads/Danmark.jpg)](https://hpbech.com/wp-content/uploads/Danmark.jpg)

Selvom handlingen i *Sagaen om Henrik Bertelsen* tager os verden rundt, så er Danmark udgangspunktet. Her er han opvokset, og her er hans værdier og livssyn formet.

Som den første akademiker i familien tilskriver han ikke sin succes sig selv.

> “Jeg står på andres skuldre,” er et af hans yndlingsudtryk. “Jeg er hverken dygtigere eller klogere end andre,” siger han, “men jeg er født på et heldigt sted og tidspunkt. Jeg startede mit liv i solskin og medvind, og da uvejret satte ind, lå der gummistøvler og regntøj klar på kommoden. Selv når det ser værst ud, føler jeg ikke, at familien er truet på liv og velfærd.”

Med den tryghed, som den danske samfundsmodel tilbyder, kan Henrik kaste sig hovedkuls ud i vovefulde forretningseventyr uden at tænke så meget over, at det også kan gå galt. Og galt går det som oftest. Ingen af planerne holder. Men det gør ikke så meget, for der dukker altid nye muligheder op. Nogle gange skal han lige lede lidt efter dem først.

# Oversigt over seriens indhold

I **[*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/)** er vi i 1979. Henrik, 28 år gammel, har et godt job som økonom i Arbejdsministeriet. To gange om ugen underviser han i nationaløkonomi på Københavns Universitet. Sammen med sin engelske kone, Sammy, er han ved at etablere et bofællesskab i Nordsjælland, mens de også forbereder adoptionen af et barn fra Indonesien. Ud af det blå bliver han inviteret til at deltage i et forretningsprojekt om renovering og ledelse af hospitalskøkkener i Taif, der ligger øst for Mekka. At arbejde på et forretningsprojekt i Mellemøsten er meget anderledes end hans job som embedsmand, men han kan lide det. Så meget, at han i slutningen af den første bog accepterer et jobtilbud fra Control Data Corporation, et stort og succesfuldt amerikansk computerfirma.

[![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2-267x400.jpg)](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg)Bog to, [***For ussel mammon***](https://hpbech.com/da/boeger/for-ussel-mammon/) (der dækker årene 1980 til 1986), handler om Henriks avancement fra salgstrainee til salgschef i en industri i hastig forandring. Hans appetit på internationale eventyr fører ham til Sovjetunionen, netop som Mikhail Gorbachev lancerer glasnost og perestrojka, og Ronald Reagan finder opskriften på at tæmme kommunisternes ambitioner om global ideologisk ekspansion. Henrik drømmer om et fair, gennemsigtigt projekt – men virkeligheden byder på korruption, politisk spil og moralske kompromiser. En skjult bestikkelsesordning bringer ham i konflikt med egne værdier, mens presset vokser fra både familien og firmaet. Da Tjernobyl-ulykken rammer, bryder illusionerne sammen. Henrik må vælge mellem karrieren og sin integritet. Et intensivt rejseprogram kolliderer med hans muligheder for at spille med sit nye rockband, en drøm siden teenageårene, og med adoptionen af barn nummer to. Denne gang en lille pige fra Korea. Han må finde en måde at balancere sit familieliv, sine musikalske ambitioner og sin appetit på forretningsudfordringer.

I bog tre, [***Helt fra bunden***](https://hpbech.com/da/boeger/helt-fra-bunden/) (arbejdstitel, der dækker 1986 til 1989), forlader Henrik en lovende karriere i det store amerikanske firma og tager i stedet imod et tilbud fra en nystartet dansk virksomhed. Også Samantha ønsker at gøre karriere, så Henrik må tage sin del med at passe familiens to små børn. Ved siden af at skulle spille et stigende antal gigs med sit rockband, har Henrik nu også ansvaret for at få kørt omsætningen i gang i det nyetablerede firma. Efter at have fået styr på det lille danske marked, går han videre med at åbne de internationale markeder. Tingene går rigtig godt for Henrik, indtil eksterne investorer, bragt ind for at styrke den internationale ekspansion, pludselig begynder at ændre virksomhedens ledelse og kultur. Henrik hopper af, får job i et andet nystartet firma, kun for at opdage, at deres produkt slet ikke er markedsmodent. Jo mere han sælger, jo flere problemer opstår der. Hvad nu?

[![](https://hpbech.com/wp-content/uploads/3D-OAG-on-canvas-S.png)](https://hpbech.com/wp-content/uploads/3D-OAG-on-canvas-S.png)I bog fire, ***Over alle grænser*** (arbejdstitel, der dækker 1989 til 1997), lader Henrik Bertelsen sig friste af en headhunter, der leder efter en landechef til datterselskabet af et mindre og noget nødlidende amerikansk computerfirma. Forblændet af titlen og en attraktiv lønpakke med aktieoptioner bryder han sit løfte om aldrig at arbejde for en amerikansk virksomhed igen. Men på grund af forhold uden for hans kontrol, overgår hans datterselskab sine budgetter og præsterer langt bedre end hans kolleger i søsterselskaberne. Han fejres som en helt og bliver overdænget med bonusser og aktieoptioner. Da virkeligheden rammer, og han skal kæmpe for et konservativt budget, er der ingen, der vil lytte. For første gang i sin karriere bliver han fyret.

I bind fem, ***I kraftig medvind*** (arbejdstitel, der dækker 1997 til 2001), får Henrik et job i en meget succesfuld softwarevirksomhed og flytter til Tyskland for at bygge og drive forretningen i de tysktalende lande. Det er 1997, og kunderne udskifter deres gamle software for at undgå risikoen ved årtusindeskiftet. Forberedelsen til en børsintroduktion kræver, at virksomheden demonstrerer høje vækstrater i udlandet, og Henrik bliver bedt om at udarbejde og implementere en aggressiv vækstplan. Mens han er travlt optaget af at levere på sit budget, har familien svært ved at tilpasse sig deres nye omgivelser i Sydtyskland. Han formår at balancere familiens behov og virksomhedens forventninger, da en fusion pludselig forstyrrer alle hans planer og ambitioner.

I bog seks, ***Kun til låns*** (arbejdstitel, der dækker 2001 til 2004), bliver Henrik Bertelsen fyret igen, vender tilbage til Danmark og beslutter sig for at starte sin egen virksomhed. Slut med firmapolitik og overraskelser. Men hvilken type virksomhed skal han starte? Mens han overvejer sine muligheder, præsenterer headhuntere ham for nye muligheder, men han afviser dem. Han har mistet appetitten på monogame arbejdsforhold. Da en nystartet virksomhed tilbyder ham jobbet chefjobbet på konsulentvilkår, giver han efter. Men at drive iværksætteri er risikofyldt og uden sikkerhedsnet, og for første gang i sit liv må han tage et firma igennem en konkurs.

I bind syv, ***På egne ben*** (arbejdstitel, der dækker 2004 til 2013), lykkes det endelig Henrik at bryde med de monogame arbejdsforhold, og han lancerer et konsulentfirma. Selvom forretningen tager fart, indser han hurtigt, at han må væk fra at sælge timer. At øge sin indkomst ved blot at arbejde mere virker ikke attraktivt. Han vil hellere tilbringe mere tid med sin familie og sine venner samt på sine hobbyer. En idé om at bygge et konsulenthus af ligestillede partnere på franchisevilkår får noget momentum, men lever aldrig op til hans ambitioner. Han må finde andre veje.

I bog otte, ***Uafhængig*** (arbejdstitel, der dækker 2013 til i dag), begynder Henrik at blogge og skrive “how-to” bøger om international forretningsudvikling. Hans kernekompetenceområde. Den fjerde bog bliver en international bestseller, og hans telefon begynder at ringe oftere. Han ønsker at bruge mere tid på at skrive bøger og især på at opfylde en gammel drøm om at skrive skønlitteratur. Igen reviderer han sin forretningsmodel, og det lykkes at finde den tid og de penge, der kræves for, at han kan skrive sin første roman, som han giver titlen ***Balladen i Mekka***.

# Selvbiografi?

Nej! Men at skrive om noget, man i forvejen er bekendt med, er den dovne forfatters genvej til den gode historie. Selvfølgelig har jeg plukket i min egen verden og i mine egne oplevelser. Inspireret af Forrest Gump optræder en række virkelige personer og institutioner i bøgerne. De er til gengæld beskrevet så historisk korrekte som muligt.

Teknisk hedder genren autofiktion, hvor virkelighed og fantasi blandes på en måde, så det kan være svært for læseren at gennemskue, hvad der er hvad. Mit råd til læseren er at opfatte det hele som fantasi. Mit mål er at efterlade en opfattelse af, at det godt kunne være sket i virkeligheden.

“Based on a true story” hedder det vist i Hollywood.

# Hvorfor?

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)Hvorfor i alverden kaster jeg mig ud i at skrive otte romaner?

Fordi jeg har lyst, og fordi jeg har så meget, jeg gerne vil fortælle. Så enkelt er det.

Bogen som medie, hvor jeg har læserens fulde opmærksomhed og en forventningsafstemning, hvor historien kan få lov at udfolde sig over et par hundrede sider, er det perfekte medie for hvad, jeg gerne vil fortælle.

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Edlund A/S – IT-Systeme für einen großen Nischenmarkt](https://hpbech.com/edlund-a-s-it-systems-for-a-substantial-niche-market/)

**Published:** October 22, 2019
**Author:** Hans Peter Bech

**Content:**

> Diese Fallstudie aus der Versicherungsbranche stammt aus meinem demnächst erscheinenden Buch [*Going Global on a Shoestring*](https://hpbech.com/de/biznes-de/going-global-on-a-shoestring-en/ "Going Global on a Shoestring"). Sie beschreibt ein Szenario, in dem das Überschreiten einer Landesgrenze erhebliche Investitionen in die Lokalisierung erfordert. Zugleich zeigt sie, dass auch ein knappes Budget unterschiedlich bemessen sein kann – und dieses hier ist vergleichsweise großzügig.

## Das Kundenproblem

 ![](https://hpbech.com/wp-content/uploads/P04-CDC-Mainframe-1984.jpg) Großrechner der Control Data Corporation.  

Lebensversicherungs- und Altersvorsorgeanbieter – ob privatwirtschaftlich oder öffentlich – findet man nicht an jeder Straßenecke. In jedem Land gibt es nur eine begrenzte Zahl von ihnen. Sie sind in der Regel recht groß und unterliegen strengen Regulierungsvorschriften. Da das Versicherungsgeschäft in erster Linie auf der Verarbeitung von Informationen beruht, gehörte die Branche zu den ersten, die Computersysteme einführten. Im Laufe der Jahre haben die meisten Lebensversicherungs- und Altersvorsorgeanbieter eigene proprietäre IT-Systeme entwickelt, die sie bis heute betreiben und pflegen.

Wie alle anderen Unternehmen müssen auch sie ihre Verwaltungskosten kontinuierlich senken. Gelingt ihnen das nicht, spüren ihre Kunden die Folgen in Form eines geringeren Versicherungsschutzes und niedrigerer Rentenzahlungen. Weder die Aufsichtsbehörden noch die Kunden werden dies akzeptieren, was den Kostensenkungsdruck weiter erhöht.

 ![](https://hpbech.com/wp-content/uploads/Retired-couple-small.jpg) 

Das größte Einsparpotenzial in der Versicherungsbranche liegt in der Optimierung der Geschäftsprozesse. Dazu gehören die Automatisierung von Zahlungen sowie die Einführung von Selfservice-Angeboten für Kunden. Jede solche Verbesserung erfordert zugleich Anpassungen an den unterstützenden IT-Systemen.

Da die kontinuierliche Optimierung der Geschäftsprozesse und die Kostensenkung ganz oben auf der Agenda der Lebensversicherungs- und Altersvorsorgebranche stehen, besteht ein entsprechender Bedarf, die proprietären IT-Systeme zu modernisieren. Viele von ihnen basieren auf veralteter Technologie. Die Lösung besteht im Einsatz von Standardsystemen, die sich einfacher und kostengünstiger implementieren, anpassen und warten lassen. Da die Versicherungsbranche ihre internen IT-Systeme zunehmend nicht mehr als langfristigen Wettbewerbsvorteil betrachtet, hat sich allmählich ein Markt für Softwareunternehmen entwickelt, die Standardlösungen anbieten.

## Die Liptech-Branche

Lebensversicherungen und Altersvorsorge gehören zu den komplexesten und am stärksten regulierten Bereichen der Versicherungswirtschaft. Dieser Markt ist nicht von zahlreichen agilen und schnell wachsenden Start-ups geprägt. Auch die Infrastruktur seiner IT-Anbieter besteht kaum aus kurzlebigen Unternehmen. Vielleicht verdient dieser Teil der Insurtech-Branche daher einen eigenen Namen: „Liptech“.

Im Wesentlichen gibt es zwei Arten von Liptech-Anbietern:

- Etablierte Softwareunternehmen, die über die Grenzen ihres Heimatlandes hinaus expandieren möchten.
- IT-Beratungsunternehmen, die sich auf die individuelle Softwareentwicklung sowie die Implementierung von Standardsoftware von Unternehmen aus der ersten Kategorie spezialisiert haben.
 
Jedes Land verfügt über seine eigene nationale Infrastruktur von Liptech-Unternehmen. In den kleinsten Ländern gibt es möglicherweise gar keine, in kleineren Ländern ein oder zwei und in größeren Ländern in der Regel mehrere. Die meisten gibt es in Nordamerika.

Es zeichnet sich das Bild einer Branche ab, die nach wie vor von proprietären Systemen abhängig ist, zugleich aber einen Punkt erreicht hat, an dem die Nachfrage nach stärker standardisierten Lösungen neue Chancen für Liptech-Unternehmen mit internationalen Ambitionen eröffnet. Die Grundprinzipien von Lebensversicherungen und Altersvorsorgemodellen sind zwar universell, die gesetzlichen und regulatorischen Rahmenbedingungen für ihre Umsetzung unterscheiden sich jedoch erheblich von Land zu Land.

 ![](https://hpbech.com/wp-content/uploads/Flags-of-the-world-small.jpg) 

Die Liptech-Branche ist vor allem deshalb stark national ausgerichtet, weil ihr Markt ebenfalls national geprägt ist. Nur wenige Lebensversicherungsanbieter und kaum Altersvorsorgeanbieter sind grenzüberschreitend tätig. Anders als in Branchen, in denen IT-Unternehmen ihren Kunden ins Ausland folgen können, besteht daher nahezu keine Möglichkeit, auf diesem Weg ein globales Liptech-Geschäft aufzubauen.

Liptech-Unternehmen mit internationalen Ambitionen müssen deshalb zunächst erhebliche Investitionen tätigen, um ihre Plattformen auf mehrere Sprachen und länderspezifische Anforderungen vorzubereiten. Anschließend müssen sie entscheiden, wie weit die Lokalisierung fortgeschritten sein muss, bevor die ersten Kunden zum Einstieg bereit sind. Die Kosten für den Eintritt in einen neuen nationalen Markt können leicht mehrere hundert Millionen dänische Kronen betragen. Um ein Liptech-Unternehmen international auszurichten, braucht es sowohl finanzielle Stärke als auch visionäre Kunden.

## Internationalisierung

Es gibt keinen globalen Markt für Lebensversicherungs- und Altersvorsorgeprodukte. Jedes Land hat seine eigenen nationalen Anbieter. Lokale Traditionen, Gesetze und Vorschriften bestimmen die Rahmenbedingungen, unter denen die jeweilige Liptech-Branche tätig ist. Irgendwann werden Lebensversicherungs- und Altersvorsorgeanbieter weltweit ihre bestehenden proprietären Systeme durch Standardplattformen ersetzen. Wann und wie schnell dies geschieht, lässt sich jedoch nur äußerst schwer vorhersagen.

 ![](https://hpbech.com/wp-content/uploads/Morten-Bruun-Steiner.jpg) Morten Steiner, CIO von PFA Pension in Dänemark.  

> „Die operativen Kernsysteme bilden das Rückgrat jedes Lebensversicherungs- und Altersvorsorgeanbieters“, sagt Morten Steiner, CIO von PFA Pension in Dänemark. „Eine proprietäre, aber funktionierende Plattform aufzugeben und die eigene Zukunft in die Hände eines externen Softwareunternehmens zu legen, ist keine leichte Entscheidung – insbesondere dann nicht, wenn man der erste Kunde sein soll.“

Die größte Herausforderung für Softwareunternehmen, die einen Markteintritt erwägen, besteht in den enormen Investitionen, die erforderlich sind, bevor sich der erste Kunde sicher genug fühlt, um eine verbindliche Entscheidung zu treffen.

> „Heute ist kaum ein Lebensversicherungs- oder Altersvorsorgeanbieter bereit, sich an der Entwicklung eines Kernsystems von Grund auf zu beteiligen“, erklärt Morten Steiner. „Das Risiko ist zu hoch. Wir erwarten von unseren Softwarelieferanten, dass sie ein langfristiges strategisches Engagement zeigen und eine funktionsfähige Lösung präsentieren, die zumindest die grundlegendsten Anforderungen erfüllt.“

## Edlund A/S

 ![](https://hpbech.com/wp-content/uploads/Edlund.png) 

Die dänischen Lebensversicherungs- und Altersvorsorgeanbieter, die aus 14 Verwaltungseinheiten bestehen, begannen in den 1990er-Jahren, ihre intern entwickelten proprietären IT-Systeme durch neue Systeme zu ersetzen. [Edlund](https://www.edlund.dk/) gehörte zu den Liptech-Unternehmen, die diese Marktchance erkannten.

Heute beschäftigt Edlund 275 Mitarbeiter und erzielt auf Grundlage der Zahlen für 2018/19 einen Jahresumsatz von fast 300 Millionen DKK. Das Unternehmen ist der unangefochtene Marktführer im dänischen Liptech-Markt.

Im August 2016 wurde Edlund von [KMD](https://www.kmd.net/) übernommen, ist jedoch weiterhin unter dem Namen Edlund unabhängig tätig. KMD, einer der größten IT-Dienstleister Dänemarks, erwarb das Unternehmen im Rahmen seiner internationalen Wachstumsstrategie.

Nach der Übernahme begann Edlund, die Möglichkeiten einer internationalen Expansion eingehend zu prüfen. Im Frühjahr 2017 beauftragte das Unternehmen eine der großen Unternehmensberatungen mit einer Marktanalyse und der Erarbeitung von Handlungsempfehlungen. Daraufhin wurde beschlossen, zunächst in die Neugestaltung der Software zu investieren und anschließend die Chancen in den benachbarten Märkten zu untersuchen.

## Neugestaltung der Lösung

 ![](https://hpbech.com/wp-content/uploads/Gert-Bendsen.jpg) Gert Bendsen, CEO von Edlund A/S.  

> „Früher waren wir ein IT-Beratungsunternehmen, das Software entwickelte“, sagt Gert Bendsen, CEO von Edlund. „Das ändern wir gerade. Künftig werden wir einen wesentlich größeren standardisierten Kern anbieten, den alle Kunden gemeinsam nutzen. Der erforderliche Anpassungsaufwand wird entsprechend sinken. Das Ergebnis ist ein deutlich attraktiveres Angebot für unsere Kunden: Sie erhalten mehr und bezahlen weniger.“

Mit einem umfassenderen standardisierten Kern kann Edlund sowohl die anfänglichen Implementierungskosten als auch die laufenden Wartungskosten seiner Kunden senken.

> „Die Lebensversicherungs- und Altersvorsorgebranche wird sowohl vom demografischen Wandel als auch von einer stetig zunehmenden Regulierung beeinflusst“, betont Gert Bendsen. „Wenn die Kosten für die Entwicklung und Aktualisierung der operativen Softwaresysteme gemeinsam getragen werden, ergeben sich für jeden einzelnen Kunden erhebliche Einsparungen.“

Die Regulierung war bislang überwiegend länderspezifisch. Andere Veränderungen wirken sich dagegen über Landesgrenzen hinweg aus. Neue Standards für operative Abläufe und den Kundenservice sowie insbesondere die Optimierungsmöglichkeiten, die sich aus der technologischen Entwicklung ergeben, sind weitgehend universell. Es ist daher sinnvoll, eine IT-Plattform zu entwickeln, die Kunden in mehreren Ländern bedienen kann und zugleich die Einhaltung der jeweiligen nationalen Gesetzgebung gewährleistet.

> „Lebensversicherungs- und Altersvorsorgeanbieter können nur dann von den Fortschritten der IT-Technologie profitieren, ohne ständig steigende Kosten zu tragen, wenn sie mehr standardisierte Komponenten einsetzen“, sagt Gert Bendsen. „Edlund hat sich entschieden, die Rolle eines strategischen IT-Technologiepartners zu übernehmen.“ Wir liefern sowohl die Standardsoftware für den Betrieb des Kerngeschäfts als auch die IT-Beratung, die für die individuelle Implementierung und die laufende Betreuung erforderlich ist.“

Der Wandel von einem IT-Beratungsunternehmen zu einem Softwareunternehmen bedeutet, dass sich die Umsatzverteilung zwischen Lizenzen und professionellen Dienstleistungen von 10:90 auf etwa 60:40 verändern wird. Derzeit liegt Edlund bei 50:50, sieht jedoch noch Spielraum für eine weitergehende Standardisierung.

„Software für Lebensversicherungs- und Altersvorsorgeanbieter wird niemals vollständig ‚Plug-and-play‘ sein“, sagt Gert Bendsen. „Es sollte jedoch möglich sein, einen Punkt zu erreichen, an dem die Software 60 Prozent des Gesamtpreises der Lösung ausmacht und nur noch 40 Prozent auf Beratungsleistungen entfallen. Dieses Verhältnis wäre aus Sicht unserer Kunden ein wünschenswertes Szenario.“

## Norwegen

 ![](https://hpbech.com/wp-content/uploads/Norway-Flag.png) 

Der norwegische Markt besteht aus sechs potenziellen Kunden, die jeweils ein intern entwickeltes proprietäres IT-System betreiben. Es gibt keinen unmittelbaren nationalen Wettbewerber. Einige wenige Beratungsunternehmen bedienen die Branche jedoch mit Fachberatung und Softwareentwicklung.

Die Analyse von Edlund ergab, dass Norwegen im Bereich der Lebensversicherung und Altersvorsorge der Situation in Dänemark unter den Nachbarländern am ähnlichsten ist. Sie kam außerdem zu dem Ergebnis, dass alle sechs potenziellen Kunden von einem Wechsel auf die neue Standardplattform von Edlund profitieren könnten. Schwer einzuschätzen war jedoch, wann sie bereit sein würden, diesen Prozess einzuleiten. Ein norwegischer Altersvorsorgeanbieter hatte bereits ein Projekt mit einem anderen ausländischen Lieferanten begonnen. Nach drei Jahren zog das Unternehmen jedoch die Notbremse und stellte das Projekt ein. Das Beispiel zeigt, wie schwierig es für einen ausländischen Anbieter sein kann, die Anforderungen des lokalen Marktes zu verstehen und umzusetzen. Dadurch ist die gesamte Branche noch vorsichtiger geworden.

Edlund ist nicht das einzige Liptech-Unternehmen, das den norwegischen Markt ins Visier genommen hat. Das schwedische Unternehmen Itello AB übernahm vor Kurzem Eikos AS, eine norwegische aktuarielle Beratungsgesellschaft, die Pensionskassen und Anbieter der Finanzbranche in Norwegen und im Ausland mit Systemen und Dienstleistungen versorgt.

Es ist sehr wahrscheinlich, dass das erste Liptech-Unternehmen, das ein Projekt gewinnt und eine erfolgreiche Implementierung vorweisen kann, auch zum bevorzugten Anbieter der übrigen Unternehmen wird. Nur durch die Nutzung desselben Anbieters können sie die laufende Belastung durch die Anpassung ihrer Systeme an Änderungen der norwegischen Gesetzgebung gemeinsam tragen. Dieses mögliche „The Winner Takes It All“-Szenario lässt Edlund vorsichtig vorgehen.

> „Norwegen ist für uns ein naheliegender Markt“, sagt Gert Bendsen, „und wir stehen in sehr engem Kontakt mit potenziellen Kunden. Wir müssen jedoch den richtigen Zeitpunkt finden. Eine Lösung für den norwegischen Markt muss auf unserer neuen Plattform basieren. Die Entwicklung spezieller Funktionen für Norwegen setzt konkrete Anzeichen für ein verbindliches Engagement von mindestens einem Kunden voraus. Wir erwarten nicht, dass der erste Kunde die gesamte Investition finanziert. Ohne ein laufendes Projekt wäre es für uns jedoch schwierig, die Investition zu rechtfertigen.“

**Categories:** Globalisation, Strategy

**Tags:** fixion_en, business development

---

### [Edlund A/S – IT Systems for a Substantial Niche Market](https://hpbech.com/edlund-a-s-it-systems-for-a-substantial-niche-market/)

**Published:** October 22, 2019
**Author:** Hans Peter Bech

**Content:**

> This case study from the insurance industry is taken from my book, [*Going Global on a Shoestring*](https://hpbech.com/biznes-en/going-global-on-a-shoestring-en/ "Going Global on a Shoestring"). It represents a scenario in which crossing a national border requires substantial investment in localisation. It also illustrates that shoestrings come in different lengths—and this one is relatively long.

## The customer problem

 ![](https://hpbech.com/wp-content/uploads/P04-CDC-Mainframe-1984.jpg) Mainframe computer from Control Data Corporation.  

Life insurance and pension providers—whether commercial or publicly owned—are not found on every street corner. Each country has a limited number of them, they tend to be fairly large, and they are heavily regulated. Because insurance is primarily about processing information, the industry was among the first to introduce computer systems. Over the years, most life insurance and pension providers have developed—and continue to maintain—their own proprietary IT systems.

Like all other businesses, these companies must continually reduce their administrative costs. If they fail to do so, their customers will feel the consequences through reduced insurance cover and lower pension payments. Neither regulators nor customers will accept that, adding further pressure to reduce costs.

 ![](https://hpbech.com/wp-content/uploads/Retired-couple-small.jpg) 

The main source of cost savings in the insurance industry is the optimisation of business processes, including the automation of payments and the introduction of customer self-service solutions. Every such improvement also requires changes to the supporting IT systems.

Since continuous business-process optimisation and cost reduction are at the top of the agenda in the life insurance and pension industry, there is a corresponding need to modernise proprietary IT systems, many of which are based on obsolete technology. The solution is to use standard systems that are easier and less expensive to implement, modify and maintain. As the insurance industry increasingly ceases to regard its internal IT systems as a source of long-term competitive advantage, a market has gradually emerged for software companies offering standard solutions.

## The liptech industry

Within insurance, life insurance and pensions rank among the most complex and heavily regulated areas. This is not a market populated by many agile, fast-moving start-ups. Nor is its IT supplier infrastructure characterised by short-lived ventures. In fact, this part of the insurtech industry may deserve a name of its own: “liptech”.

There are two main types of liptech providers:

- Established software companies seeking to expand beyond the borders of their home countries.
- IT consultancy firms specialising in bespoke development and the implementation of standard software supplied by companies in the first category.
 
Every country has its own national infrastructure of liptech companies. The smallest countries may have none, smaller countries may have one or two, and larger countries generally have several. North America has the greatest number.

The picture is of an industry that remains dependent on proprietary systems but has reached a point where demand for more standardised solutions is creating opportunities for liptech companies with international ambitions. Although the principles underlying life insurance and pension schemes are universal, the legislative and regulatory frameworks within which they are implemented vary considerably from one country to another.

 ![](https://hpbech.com/wp-content/uploads/Flags-of-the-world-small.jpg) 

The main reason the liptech industry remains highly national is that its market is as well. Few life insurance providers—and scarcely any pension providers—operate across national borders. Unlike in industries where IT companies can expand internationally by following their customers, there is virtually no opportunity to build a global liptech business in this way.

Liptech companies with international ambitions must therefore begin by making substantial investments in preparing their platforms for multiple languages and country-specific requirements. They must then decide how much localisation is required before the first customers will be prepared to come on board. The cost of entering a new country can easily run to several hundred million Danish kroner. Taking a liptech company global requires both deep pockets and visionary customers.

## Internationalisation

There is no global market for life insurance and pension products. Each country has its own national providers, while local traditions, legislation and regulation determine the conditions under which its liptech industry operates. At some point, life insurance and pension providers worldwide will replace their existing proprietary systems with standard platforms. Predicting how quickly this will happen, however, is extremely difficult.

 ![](https://hpbech.com/wp-content/uploads/Morten-Bruun-Steiner.jpg) Morten Steiner, CIO at PFA Pension in Denmark  

> “Core operational IT systems are the backbone of every life insurance and pension provider,” says Morten Steiner, CIO at PFA Pension in Denmark. “Leaving a proprietary but functioning platform and placing your future in the hands of an external software company is not an easy decision—particularly if you are to be the first customer to do so.”

The principal challenge facing software companies considering entering this market is the enormous investment required before the first customer feels confident enough to commit.

> “Hardly any life insurance or pension provider today is prepared to participate in developing a core system from scratch,” Morten Steiner explains. “The risk is too high. We expect our software suppliers to demonstrate a strategic commitment and present an operational solution that meets at least the most fundamental requirements.”

## Edlund A/S

 ![](https://hpbech.com/wp-content/uploads/Edlund.png) 

Denmark’s life insurance and pension providers, comprising 14 administrative entities, began replacing their internally developed proprietary IT systems in the 1990s. [Edlund](https://www.edlund.dk/) was one of the liptech companies that recognised the market opportunity.

Today, Edlund employs 275 people and has annual revenue of almost DKK 300 million, based on its 2018/19 figures. It is the undisputed leader of Denmark’s national liptech market.

The company serves 10 of the country’s 14 operators and supplies the IT solutions used to manage more than 60 per cent of all pension payments in Denmark.

Edlund was acquired by [KMD](https://www.kmd.net/) in August 2016 but continues to operate independently under the Edlund name. KMD, one of Denmark’s largest IT service providers, acquired the company as part of its international growth strategy.

Following the acquisition, Edlund began seriously examining the opportunities for international expansion. In the spring of 2017, it engaged one of the major management consultancy firms to assist with market analysis and recommendations. This led to a decision to invest first in redesigning the software and then to explore opportunities in neighbouring markets.

## Redesigning the solution

 ![](https://hpbech.com/wp-content/uploads/Gert-Bendsen.jpg) Gert Bendsen, CEO at Edlund A/S  

> “In the past, we were an IT consultancy firm that developed software,” says Gert Bendsen, CEO of Edlund. “We are changing that. In future, we will offer a much larger standard core shared by all customers, with a corresponding reduction in the amount of customisation required. The result will be a much more attractive proposition for our customers: they will receive more and pay less.”

By providing a more comprehensive standard core, Edlund can reduce both the initial implementation cost and its customers’ ongoing maintenance expenses.

> “The life insurance and pension industry is affected by demographic change and steadily increasing regulation,” Gert Bendsen emphasises. “Sharing the cost of developing and updating operational software systems will generate substantial savings for each individual customer.”

Although regulation has so far been predominantly country-specific, other changes apply across national borders. New standards for operational procedures and customer service—and, not least, the opportunities for optimisation created by technological development—are largely universal. It therefore makes good sense to develop an IT platform capable of serving multiple customers across national borders while ensuring compliance with local legislation.

> “The only way life insurance and pension providers can benefit from advances in IT technology without facing constantly rising costs is by using more standard components,” Gert Bendsen says. “At Edlund, we have chosen to become the strategic IT technology partner that provides both the standard software required to operate the core business and the IT consultancy needed for individual implementation and ongoing support.”

The transition from an IT consultancy to a software company means that the revenue split between licences and professional services will change from 10:90 to approximately 60:40. Edlund is currently at 50:50 but believes there is scope for further standardisation.

“Software for life insurance and pension providers will never be plug and play,” says Gert Bendsen. “Nevertheless, it should be possible to reach a point where software accounts for 60 per cent of the total solution price and consultancy hours account for only 40 per cent. That ratio represents a desirable scenario for our customers.”

## Norway

 ![](https://hpbech.com/wp-content/uploads/Norway-Flag.png) 

The Norwegian market comprises six potential customers, each of which operates an internally developed proprietary IT system. There is no direct national competitor, although a handful of consultancy firms serve the industry by providing specialist advice and software development.

Edlund’s analysis showed that, in life insurance and pensions, Norway is the neighbouring market most similar to Denmark. It also concluded that all six potential customers could benefit from moving to Edlund’s new standard platform. What was difficult to assess was when they would be ready to begin the process. One Norwegian pension provider had already embarked on a project with another foreign supplier. Three years into the project, however, it pulled the emergency brake and brought the initiative to an end. The example illustrates how difficult it can be for a foreign supplier to understand and implement local market requirements. It has also made the entire industry even more cautious.

Edlund is not the only liptech company to have set its sights on Norway. Sweden’s Itello AB recently acquired Eikos AS, a Norwegian actuarial consultancy that supplies systems and services to pension funds and financial-sector providers in Norway and abroad.

There is a strong likelihood that the first liptech company to win a project and demonstrate a successful implementation will also become the preferred choice of the remaining providers. Only by using the same supplier can they share the continuing burden of adapting their systems to changes in Norwegian legislation. This potential “winner takes all” scenario makes Edlund cautious.

> “Norway is an obvious market for us,” says Gert Bendsen, “and we are in very close contact with prospective customers. However, we need to get the timing right. A solution for the Norwegian market must be based on our new platform. Developing functions specifically for Norway requires tangible evidence of commitment from at least one customer. We do not expect the first customer to finance the entire investment, but without a live project, it would be difficult for us to justify the expenditure.”

**Categories:** Globalisation, Strategy

**Tags:** business development, fixion_en

---

### [Edlund A/S - IT-systemer til et stort nichemarked](https://hpbech.com/edlund-a-s-it-systems-for-a-substantial-niche-market/)

**Published:** October 22, 2019
**Author:** Hans Peter Bech

**Content:**

> Denne case story fra [forsikringsbranchen](https://www.hpbech.dk/forsikringer-en-branche-i-opbrud-og-vaekst/) er fra min kommende bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*. Den repræsenterer et scenarie, hvor krydsning af en national grænse kræver betydelige investeringer i lokalisering. Den illustrerer, at snørrebånd forekommer i forskellige størrelser, og at denne er forholdsvis lang.

## Kundeproblemet

 ![](https://hpbech.com/wp-content/uploads/P04-CDC-Mainframe-1984.jpg) Mainframe computer fra Control Data Corporation.  

Du finder ikke livsforsikrings- og pensionsselskaber (kommercielle eller offentlige) på ethvert gadehjørne. Hvert land i verden har et begrænset antal af dem, de er ret store, og de er stærkt reguleret. Da forsikring primært er informationsbehandling, var branchen blandt de første til at introducere computersystemer, og i årenes løb har de fleste af dem udviklet og fortsætter med at vedligeholde egenudviklede og proprietære IT-systemer.

Som alle andre virksomheder er livsforsikrings- og pensionsselskaber nødt til løbende at reducere deres administrative omkostninger. Hvis de ikke gør det, vil deres kunder mærke det i form af forringet forsikringsdækning og lavere pensionsudbetalinger. Det vil hverken myndighederne eller kunderne acceptere, hvilket kun lægger yderligere pres på behovet for at skære i omkostninger.

 ![](https://hpbech.com/wp-content/uploads/Retired-couple-small.jpg) 

Den primære kilde til omkostningsreduktioner i [forsikringsbranchen](https://www.hpbech.dk/forsikringer-en-branche-i-opbrud-og-vaekst/) er optimering af forretningsprocesser, herunder automatisering af betalinger og indførelse af selvbetjeningsløsninger til kunderne. Enhver optimering kræver, at det understøttende IT-system tilpasses også.

Når løbende optimering af forretningsprocesser og omkostnings-reduktioner står øverst på dagsordenen for livsforsikrings- og pensionsbranchen, kan man følgende konkludere, at der er et tilsvarende behov for at modernisere de egenudviklede IT-systemer, der tilmed er baseret på forældet teknologi. Løsningen er anvendelse af standardsystemer, der er lettere og billigere at implementere, ændre og vedligeholde. Da forsikringsbranchen mindre og mindre betragter deres interne IT-system som en langsigtet konkurrenceparameter, har et marked for softwarevirksomheder, der tilbyder standardløsninger, langsomt udviklet sig.

## Liptech industrien

I forsikringsbranchen indtager livsforsikrings- og pensionsselskaberne førstepladsen, hvad angår kompleksitet og regulering. Her finder vi ikke mange agile og hurtige iværksættervirksomheder. Heller ikke dens infrastruktur af IT-leverandører er præget af døgnfluer, og faktisk fortjener denne del af insurtech-branchen måske sit helt eget navn “liptech”.

Der er primært to typer spillere inden for liptech:

- Etablerede softwarevirksomheder, der ønsker at vokse ud over grænserne i deres oprindelsesland.
- IT-konsulentfirmaer, der er specialiserede i skræddersyet udvikling og implementering af standardsoftwaren fra den første kategori.
 
Hvert land i verden har sin nationale infrastruktur af liptech-virksomheder. De helt små lande har måske ingen, de mindre lande en eller to og de større nogle flere. Nordamerika har flest.

Der tegner sig et billede af branche, der fortsat er afhængige af deres proprietære systemer, men som uanset nationalt tilhørsforhold er nået til et punkt, hvor efterspørgselen efter mere standardiserede systemer åbner muligheder for liptech-virksomheder med international appetit og ambitioner. Hvor principperne bag livsforsikrings- og pensionsordninger er universelle, så er de lovgivningsmæssige og reguleringsmæssige rammer, som de implementeres i hvert land, imidlertid meget forskellige.

 ![](https://hpbech.com/wp-content/uploads/Flags-of-the-world-small.jpg) 

Den vigtigste årsag til, at liptech-industrien er meget national, er derfor, at markedet også er meget nationalt. Der er kun få livsforsikringer og næppe nogen pensionsselskaber, der opererer på tværs af landegrænser. Som det er tilfældet i andre brancher, hvor IT-virksomheder betjener internationale kunder, er der praktisk talt ingen muligheder for at etablere en global forretning ved at følge kunderne.

Liptech-virksomheder med internationale ambitioner står derfor over for betydelige investeringer i at forberede deres platforme til flere sprog og landsspecifikke krav først. De skal derefter beslutte, hvor meget lokalisering der kræves for at de første kunder er parate til at komme ombord. Prisen for betjene et nyt land kan nemt løbe op i flere hundrede millioner kroner. At tage liptech-virksomheder globalt kræver både dybe lommer og nogle visionære kunder.

## Internationalisering

Som nævnt er der ikke et globalt marked for livsforsikrings- og pensionsprodukter. Hvert land har sine nationale aktører, og nationale traditioner, lovgivning og regulering bestemmer vilkårerne for den nationale liptech-industri. Alle livsforsikrings- og pensionsselskaber over hele verden vil på et tidspunkt erstatte deres nuværende proprietære systemer med standardplatforme, men hvor hurtigt, det vil ske, er meget svært at forudsige.

 ![](https://hpbech.com/wp-content/uploads/Morten-Bruun-Steiner.jpg) Morten Steiner, CIO at PFA Pension in Denmark  

> ”De operative IT-systemer er rygraden i alle livsforsikrings- og pensionsselskaber,” fortæller [Morten Steiner](https://www.linkedin.com/in/mortensteiner/), CIO hos PFA Pension i Danmark. ”At forlade sin proprietære men fungerende platform og placere sin skæbne i hænderne på et eksternt softwarefirma er ingen let beslutning. Især ikke hvis du skal være den første kunde, der gør det.”

Den primære udfordring for softwarevirksomhederne, der overvejer at komme ind på dette marked, er de enorme investeringer, der skal gøres, før den første kunde føler sig tryg ved at entrere.

> ”Næppe noget livsforsikrings- og pensionsselskab er i dag parat til at engagere sig i nyudviklingen af kernesystemer fra bunden af,” forklarer Morten Steiner. ”Risikoen er for høj. Vi forventer, at vores softwareleverandører kan demonstrere et strategisk engagement og kan præsentere en operationel løsning, der mindst opfylder de mest grundlæggende behov.”

## Edlund A/S

 ![](https://hpbech.com/wp-content/uploads/Edlund.png) 

De danske livsforsikrings- og pensionsselskaber, hvoraf der er 14 administrative enheder, startede processen med at udskifte deres internt udviklede og proprietære IT-systemer i 1990’erne, og [Edlund](https://www.edlund.dk) var en af de liptech-virksomheder, der så markedsmuligheden. I dag beskæftiger Edlund 275 medarbejdere og har en årlig omsætning (2018/19) på næsten 300 millioner kroner. Virksomheden er i Danmark den ubestridte nationale leder i liptech-industrien. Den betjener 10 af de 14 operatører og leverer IT-løsninger til at styre over 60% af alle pensionsudbetalinger i Danmark.

Virksomheden blev købt af [KMD](https://www.kmd.dk) i august 2016, men fortsætter med at operere uafhængigt under Edlund-navnet. KMD, som er en af ​​de største IT-tjenesteudbydere i Danmark, erhvervede virksomheden som en del af sin strategi for international vækst.

Efter overtagelsen fra ​​KMD begyndte Edlund for alvor at analysere mulighederne for international ekspansion. De engagerede i foråret 2017 et af de store management-konsulentfirmaer til at hjælpe med markedsanalyse og anbefalinger. Det førte til en beslutning om først at investere i et redesign af softwaren og herefter se på mulighederne i de nære markeder.

## Redesign af løsningen

 ![](https://hpbech.com/wp-content/uploads/Gert-Bendsen.jpg) Gert Bendsen, CEO at Edlund A/S  

> ”Tidligere var vi et IT-konsulentfirma, der udviklede software,” siger [Gert Bendsen](https://www.linkedin.com/in/gert-bendsen-06589b5/), administrerende direktør for Edlund. ”Det er vi ved at lave om på. I fremtiden vil vi tilbyde en større standardkerne, der deles af alle kunder, og tilpasningsindsatsen vil falde tilsvarende. Resultatet er et meget mere attraktivt tilbud til vores kunder. De vil få mere og betale mindre.”

Med en mere omfattende standardkerne kan Edlund reducere den initielle implementeringspris samt de løbende vedligeholdelsesomkostninger for deres kunder.

> ”Livsforsikrings- og pensionsbranchen påvirkes af både af demografiske ændinger og en støt stigende regulering,” understreger Gert Bendsen. “Deling af omkostningerne ved udvikling og opdatering af de operationalle softwaresystemer vil føre til betydelige besparelser for den enkelte kunde.”

Mens reguleringen indtil videre primært har været landsspecifik, gør andre ændringer sig gældende på tværs af landegrænser. Nye standarder for operationelle procedurer og kundebetjening samt ikke mindst de muligheder for optimeringer, der følger af den teknologiske udvikling, er i vid udstrækning universelle. Der er således god mening i at udvikle en IT-platform, der kan betjene mange kunder på tværs af landegrænser og samtidigt sikre, at den lokal lovgivning overholdes.

> ”Den eneste måde, hvorpå livsforsikrings- og pensionsselskaber kan drage fordel af fremskridtene inden for IT-teknologi uden at skulle stå med stadigt stigende omkostninger, er ved at bruge flere standardkomponenter,” understreger Gert Bendsen. ”Hos Edlund har vi valgt at tage rollen som den strategiske IT-teknologipartner, der leverer både standardsoftwaren til drift af kerneforretningen samt den IT-rådgivning, der kræves til den individuelle implementering og løbende support.”

Overgangen fra et IT-konsulenthus til en softwarevirksomhed betyder, at indtægtsdelingen mellem licenser og professionel services vil ændre sig fra forholdet 10:90 til ca. 60:40. Edlund er i øjeblikket på 50:50 men mener, at der er plads til yderligere standardisering.

”Software til livsforsikrings- og pensionsselskaber vil aldrig være plug and play,” siger Gert Bendsen, ”At nå frem til en situation, hvor software tegner sig for 60 procent af løsningsprisen og hvor kun 40 procent kommer fra konsulenttimer, bør være muligt. Det forhold repræsenterer et ønskescenarie for vores kunder.”

## Norge

 ![](https://hpbech.com/wp-content/uploads/Norway-Flag.png) 

Det norske marked består af seks potentielle kunder, der hver har et egenudviklet og proprietært IT-system. Der er ingen direkte national konkurrent, men en håndfuld konsulenthuse betjener industrien med faglig rådgivning og softwareudvikling.

På livsforsikring og pensionsområdet, viste analysen, at Norge er det af vore nabolande, der ligner Danmark mest. Edlunds markedsanalyse konkluderede også, at de seks kunder ville kunne drage fordel af at flytte til deres nye standardplatform, men det var svært at vurdere, hvornår de ville være klar til at starte processen. Et af de norske pensionsselskaber havde allerede kørt et forløb med en anden udenlandsk leverandør, men tre år inde i projektet trak de i nødbremsen og stoppede det. Eksemplet illustrerer, hvor vanskeligt det er for en udenlandsk leverandør at forstå og implementere de lokale markedskrav, og det har gjort hele branchen endnu mere forsigtig.

Edlund er ikke det eneste liptech-selskab, der har kastet sine øjne på Norge. Svenske [Itello AB](https://www.itello.com) erhvervede for nylig Eikos AS, et norsk aktuar konsulentfirma, der leverer systemer og tjenester til pensionskasser og leverandører inden for finanssektoren i Norge og i udlandet.

Der er meget stor sandsynlighed for, at den første liptech-virksomhed, der vinder et projekt og demonstrerer en vellykket implementering, også vil være det foretrukne valg for de resterende virksomheder. Kun på den måde kan de dele den løbende byrde med at tilpasse systemerne udviklingen i den norske lovgivning. Et sådant ”vinder tager alt” -scenario gør Edlund forsigtig.

> ”Norge er et oplagt marked for os,” siger Gert Bendsen, ”og vi er i meget tæt kontakt med med kunderne. Vi er dog nødt til at få timingen på plads. En løsning for det norske marked skal være baseret på vores nye platform. Udvikling af specifikke norske funktioner kræver konkrete tegn på et engagement fra mindst en af kunderne. Vi forventer ikke at den første kunde skal tage den fulde investering, men uden et live-projekt vil det være vanskeligt for os at retfærdiggøre investeringen. ”

---

**Categories:** Globalisation, Strategy

**Tags:** fixion_en, business development

---

### [Building Successful Business Models](https://hpbech.com/building-successful-business-models/)

**Published:** September 1, 2026
**Author:** Hans Peter Bech

**Content:**



---

[![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S-267x400.png)](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png)

Many books about business models are written to cover all types of businesses and assumes a blank sheet of paper. They are written for readers about to invent something new: a startup, a disruptive concept, a fresh market position. That is useful in such situations, but it does not reflect the reality most companies face.

Most businesses are already operating. They already have organisations, customers, products, channels, costs, and habits. Their challenge is not to invent a business model, but to manage the one they have. They want to understand where it no longer works well enough, and improve it. Or extend it into new markets. That is the starting point for *Building Successful Business Models*.

I wrote this book because I experienced the distance between the elegance of the business model framework and the messiness of applying it in real companies.

The framework offers clarity, structure, and a shared language, but once people start using it in practice, discussions often become imprecise. Definitions drift, assumptions are treated as facts, and teams move too quickly from observation to conclusion. What appears simple in theory becomes difficult when confronted with the realities of customers, markets, organisations, and commercial pressure. That experience led to a simple conclusion: the framework is valuable, but it requires a firm hand applying it to help companies manage reality rather than merely describe it.

# Why B2B Software Needs a Different Approach

[![](https://hpbech.com/wp-content/uploads/Global-planning-660x660-1-1-280x280.png)](https://hpbech.com/wp-content/uploads/Global-planning-660x660-1-1.png)This book is about applying Alexander Osterwalder’s business model framework **in B2B software companies**. Its industry focus moves beyond general principles and concentrate on the issues that are specific to how B2B software businesses create value and generate revenue.

B2B software is bought through structured decisions involving multiple stakeholders, formal business cases, implementation effort, switching costs, and a high degree of organisational friction. Even when the product is strong, demand can remain weak if customers do not feel sufficient urgency to act. That is why the book places so much emphasis on identifying compelling events, understanding customer behaviour, break adoption barriers, and the learn the difference between the theoretical and effective markets.

One of the central ideas in the book is that demand for B2B software is rarely continuous. Customers do not enter a buying process simply because a product offers apparent benefits or because a problem can be articulated. They act when something creates urgency.

Sometimes that urgency is **internal**: a breakdown, a missed target, a leadership change, or a process that has become intolerable.

Sometimes it is **external**: a regulatory shift, a technological change, or broader industry pressure that affects many companies at once.

This distinction matters because it has direct consequences for scalability. If demand depends only on isolated internal triggers, revenue becomes harder to predict and more expensive to generate. If external triggers are present, an entire segment may move simultaneously, making focused growth far more achievable.

# Who the Book Is Written For

[![](https://hpbech.com/wp-content/uploads/Target-audience-280x280.png)](https://hpbech.com/wp-content/uploads/Target-audience.png)The book is written for anyone working in a B2B software company. That includes people in product development, sales, marketing, customer success, operations, and leadership. The reason is simple: a business model is not an abstract diagram hanging on a wall. It is the logic that connects what the company promises to the market with what it must actually do to deliver on that promise and get paid.

When people across the organisation do not share the same understanding of customer segments, value propositions, channels, key activities, dependencies, and ambitions, execution becomes fragmented. Functions optimise locally, misunderstand one another, and move in different directions. The book is meant to create a shared language and a more disciplined way of thinking, enabling better decisions across roles.

# From Framework to Practical Work

[![](https://hpbech.com/wp-content/uploads/Business-Model-with-environment-1024x761.png)](https://hpbech.com/wp-content/uploads/Business-Model-with-environment.png)That shared language matters because the challenge is not the theory itself, but its application. My purpose is not only to explain the model, but to help the reader use it in a B2B software context. By narrowing the focus to that industry, we can concentrate on the issues that are truly critical there.

The canvas alone is never enough. A company can define its value proposition beautifully and still fail because it has misunderstood the market conditions that shape customer buying decisions. This is true of any business. The point here is that the framework must be applied in a B2B software context, where customer behaviour, competitive dynamics, substitutes, technology shifts, regulation, and macroeconomic conditions create a distinct set of practical challenges.

The book therefore treats the business model canvas and the business model environment as two parts of the same system. One describes how the company operates. The other describes the conditions within which it must operate. The real work lies in aligning the two.

For that reason, the book is designed as a practical guide to a structured workshop process. It does not stop at explanation. Its purpose is to help the reader use the model in a B2B software setting, and to focus attention on the issues that are critical in that context. The sequence is simple: establish a shared understanding of the language, analyse the external reality, and then refine the business model itself.

This workshop-based approach reflects how organisations actually learn: not through reading alone, but through disciplined discussion, evidence, clarification, disagreement, and synthesis. I wanted the book to be something a leadership team, a facilitator, or an internal transformation group could use to do real work.

# Why Documentation and AI Matter

[![](https://hpbech.com/wp-content/uploads/Illustration-for-using-AI-tools-for-workshop-documentation_ver1-661x400.png)](https://hpbech.com/wp-content/uploads/Illustration-for-using-AI-tools-for-workshop-documentation_ver1.png)Another reason I wrote the book is that too many workshops create temporary excitement and very little usable output. Insights disappear into memory. Assumptions are not documented. New hires cannot access the thinking. Teams repeat the same conversations months later because nothing was captured in a way that could be reused.

The book argues that documentation is not a by-product; it is a core output. It then explores how AI can improve the quality and speed of documentation and analysis, but only when the workshop itself is structured with discipline. AI cannot rescue vague thinking. It can, however, amplify clear thinking, help identify contradictions, surface missing information, and support repeated cycles of analysis, action, and learning. That matters because business model work is never finished. It is an ongoing management discipline.

# What the Reader Gets Out of It

The reader learns how to use the framework to fix problems, capture opportunities, and improve business performance. Instead of treating it as a tool for invention alone, the book turns it into a tool for diagnosis, alignment, and improvement. The reader also gets a practical lens for understanding revenue generation in B2B software: why sales cycles stall, why some markets do not convert as expected, why strong products do not automatically create demand, and why doing nothing is often the most dangerous competitor.

[![](https://hpbech.com/wp-content/uploads/Business-vision-300x168.png)](https://hpbech.com/wp-content/uploads/Business-vision.png)The book offers a clearer way to think about customer segments and value propositions. It insists on specificity: real buying situations, real problems, real triggers, real barriers, and real economic impact. That discipline moves discussion away from generic market descriptions and towards commercial reality. At the same time, it helps readers assess alignment across the organisation by connecting front office and back office, strategy and operations, ambition and capability. It shows whether the chosen market, go-to-market model, revenue logic, activities, resources, and cost structure actually fit together.

[![](https://hpbech.com/wp-content/uploads/Meeting-280x280.png)](https://hpbech.com/wp-content/uploads/Meeting.png)Finally, the book provides **a calibration tool**. No strategy framework can decide what the company, or the individual behind it, truly wants. Growth, profitability, scale, outside investment, managerial complexity, and personal risk are not merely analytical questions. They are human ones. Better analysis cannot decide for you, but it can make the consequences more visible. It can help owners and managers understand what it will take, the trade-offs they are making, and whether the path ahead aligns with their ambitions and values.

That is ultimately why I wrote *Building Successful Business Models*: not to add another layer of strategy language, but to make the existing language more useful; not to celebrate abstraction, but to improve execution; and not to help companies imagine a perfect future from scratch, but to help them understand the business they already have and make it work better.

---

The book will be released in Q4-2026.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes, business model, Business Model Generation

---

### [Why do we need a strategy?](https://hpbech.com/why-do-we-need-a-strategy/)

**Published:** December 6, 2010
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Strategy-300x225.jpg "Strategy")](https://www.hpbech.com/wp-content/Strategy.jpg) 

Do you want your business to grow, and do you want a (sustainable) solid profit?

Why then, don’t we just go out there and get some customers, convince them to purchase our solutions at good prices (to us)?

Why are we consultants always asking, “What is your strategy”?

Apparently, there are quite a lot of entrepreneurs who do not quite appreciate the need for a strategy. Maybe they have achieved their current success with hard work, cleverness and no strategy. So, why do they need a strategy now?

It is actually unfair to accuse entrepreneurs of failing to understand the importance of having a strategy. All types of companies in all trades and sizes either fail to have a logical strategy or they haven’t communicated the strategy to the ranks. Without having the statistical foundation for the following statement, I do believe I am pretty close to reality: > 75% of all companies either do not have a clear strategy or the strategy is understood by neither the management team nor the staff. This is the basis for an immense waste of resources, where millions of people are working hard every day to accomplish things that basically don’t bring value.

- What is a strategy?
- What do we mean by “need”?
 
**Strategy:** The objective of having a strategy is to achieve more with less: Your current position is A. You want to get to B. Your strategy tells you how to get there most effectively.

**Need:** When two or more persons are working together to achieve an objective, it makes good sense to have a common understanding of how they will achieve their objectives and a plan detailing who does what when. To make a meaningful plan you must have a strategy. Thus, you need a strategy to make a meaningful plan.

# **Are there situations when you really don’t need a strategy?**

Yes, if you have no particular objective with your business and you are happy with whatever happens. If you are not concerned with profit optimization. If you are not concerned with having your staff running in all different directions. If you have enough funds to cover the big holes that also could happen. Then you can do without a strategy.
The reasons why management consultants always ask, “What is your strategy?” are simple:

1. If you don’t have a strategy and you don’t want a strategy, then you don’t need a management consultant. We can save your time and our time.
2. If you don’t have a strategy but you see the need for one, then we can help you put one together, because this we do all the time.
3. If you have a strategy but it doesn’t work, then we can help you fix it, because this we do all the time.
4. If you have a strategy and it works, then we can help you accelerate the results, because this we do all the time.
 
–ooOoo–

I write about issues related to revenue growth and globalization in the software industry.

**Categories:** Blog, Strategy

**Tags:** biznes

---

### [Developing and Maintaining a Channel Partner Program](https://hpbech.com/developing-and-maintaining-a-channel-partner-program/)

**Published:** March 10, 2016
**Author:** Hans Peter Bech

**Content:**

> In the video, I discuss the channel partner program and the design principles we should apply for building successful partner programs.

This is the fourth video in the “Building Successful Partner Channels” series of five videos that TBK Consult have made for the [Microsoft Smart Partner Marketing](http://smartpartnermarketing.microsoft.com) portal.

 ## Transcript:

*Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a constant struggle.*

I am Hans Peter Bech and in the video I will discuss the channel partner program and the design principles we should apply building successful partner programs.

Building an indirect channel essentially requires the development of three basic frameworks:

- An ideal partner profile
- A channel partner agreement and
- A channel partner program
 
The channel partner agreement is the legal document signed by us and our partners.

We do not want to change this document very often.

The practical terms and conditions associated with your channel partner relationships are collectively known as *the channel partner program*.

These are the things you do for and with you channel partners, and these things may change frequently depending on situational needs.

The objective of the channel partner program is to make it *attractive and easy* to do business with you, enabling you to recruit and manage partners and make them successful.

The more successful partners you have the faster you can consolidate you position as the market leader.

The channel partner program must support the three stages of your relationship with your channel partners:

 [![The Three Stages of Partner Development](http://tbkconsult.com/wp-content/uploads/2016/03/The-Three-Stages-of-Partner-Development-1024x358.png)](http://tbkconsult.com/wp-content/uploads/2016/03/The-Three-Stages-of-Partner-Development.png) 

### **The first stage is recruitment:**

The channel partner program must motivate potential partners to talk to you in the first place and eventually to sign up to include your product in their own customer value proposition.

### **The second stage is Ramp-up & Enablement:**

You partner program should motivate the channel partners to invest in the ramp-up phase, showing patience and persistence overcoming the learning curve and their initial lack of customer references.

### **The third stage is Management & Growth:**

The partner program should motivate the channel partners to keep growing their business and thereby growing your business.

Fundamentally the partner program must be designed to support precisely those activities that you ask your channel partners to assume responsibility for.

This illustration shows some typical steps and activities required to support a customer acquisition process that you may ask your independent channel partners to assume responsibility for.

 [![ValueChain_process-v5](http://tbkconsult.com/wp-content/uploads/2016/03/ValueChain_process-v5.jpg)](http://tbkconsult.com/wp-content/uploads/2016/03/ValueChain_process-v5.jpg) 

I strongly recommend that you develop your own “best practice customer acquisition process” before you design your channel partner program as each element of the program should support each step in this process.

Thus, your channel partner program is the default path from getting started to achieving return on the investment with your product in the channel partner’s value proposition and running a profitable business “thereafter.”

The program should be fair and balanced, requiring investments and focus from you and from your channel partners, otherwise it will not work.

Your channel partner program is *not* supposed to be a free lunch where the partners can serve themselves as they please without any financial implications.

However, you should always – and with current technology it is also feasible to – deliver as many of the services as possible in formats associated with the lowest marginal cost possible.

An example is training, which is always a major element in a channel partner program, where you should invest in e-leaning formats, that may take some up-front investment on your behalf, but can be delivered to your channel partners at very little marginal cost.

The fundamental principle is to offer high value that the channel partners must pay to receive and then find ways to deliver this value as inexpensively as possible.

> Your channel partner program shouldn’t be a profit center, but it shouldn’t be a loss center either.

First published on [www.tbkconsult.com](http://tbkconsult.com/developing-maintaining-channel-partner-program/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, business development

---

### [Commission only?](https://hpbech.com/commission-only/)

**Published:** April 18, 2011
**Author:** Hans Peter Bech

**Content:**

# – Why it doesn’t work and what you could do instead.

[![](https://www.hpbech.com/wp-content/Sales-exec-199x300.jpg "Business man")](https://www.hpbech.com/wp-content/Sales-exec.jpg)Super sales people already have well paid jobs

I am assisting software companies with internationalisation. What that comes down to is helping our clients acquire customers in a new market (bootstrapping), building a local presence (bridgehead) and heading for market dominance (scaling) \[1\].

Before jumping to the subject of this post let me clarify a few things.

The clients I am assisting all have high price/low volume type of software solutions. They need to get sales people in front of potential customers in order to get the sales/purchase process rolling. Sales cycles are highly unpredictable, but always somewhere between 6 and 24 months.

I often get approached by software companies who would like me to take their products to the market either directly or through a channel of value added resellers, systems integrators or maybe even a 3-tier model. And they offer to pay us a share of the revenue generated through this effort. Basically what they are saying is: ***“We don’t want to listen to all your consulting theory or read your nice reports; get us some customers and we will pay you with a share of the revenue you generate for us.”***

This blog post will explain why this model is doomed to fail, at least in the western world and what you could do instead.

## No investment = no action.

Taking a product to the market is never a walk in the park. Taking a new product to new customers in a new market is probably one of the most difficult and risky endeavors any company can face. If you are IBM, HP, Apple, Oracle, SAP or Microsoft it may be different or at least you can afford big investments (and cover big mistakes and gigantic losses). But if you are Joe Blogs with a 250 people company in country X and you want to get into Germany: “Blogs muss sich warm anziehen”. Moving ahead with a strategy of finding someone who will penetrate the market for you and get paid in 12-24 months when the first customer signs (maybe) is a suicide mission. Here are the reasons why:

1. Taking a new product to new customers in a new market calls for super sales people. Super sales people are rare and they already have good and well-paid jobs. If they do not have a job I can guarantee that they can get a € 200.000+/year job within 3 months. Why on earth should a super sales person take on a risky project, which may pay off in 12-24 months? (Your comments to this question will be highly appreciated.)
2. Let’s just assume that there is a cowboy out there ready to take on your “value proposition”. Isn’t it fair to assume that he will expect to make much more than € 200,000 a year? If he doesn’t make anything the first year, we must assume that he expects to make € 6-800,000 the second year. Obviously someone who is to take the full risk will expect to get a considerable premium as opposed to the situation, where the risk is shared. A magnitude of 2 is not unreasonable. 
    1. Why should he choose your company? Anyone prepared to work on such conditions can pick and choose virtually any vendor to work for. Just give 3 good reasons why you are his best choice.
    2. Is your business model supporting this level of remuneration?
3. You will find someone who is willing to work for a small retainer and a big commission, but they will not be the best suited for the job and they will be working on “5” other assignments compensating for the risk associated with your project.
4. You are not committed. If you are not committed to bringing your own product to a new market, you will not respect the guy working for you and you will not go through water and fire to help him succeed. By being unwilling to make any investments yourself you might as well shout out loud, “I think the risk associated with selling my product in this market is extremely high. Is anyone else prepared to try?”

## The reseller approach

Most software companies are trying to recruit “business partners” (distributors, resellers or system integrators). The assumption is that these partners have a portfolio of existing customers where the solution will fit. Unfortunately the success rate of this approach is extremely low. The reasons are the following:

1. The resellers are reluctant to take your solution to their existing customers. They consider the risk too high. They don’t know your solution very well and they have little experience with you. They fear that promoting your solution to their existing client may jeopardise their customer relationship. They would rather try out your solution on new potential customers.
2. Resellers are not sales eagles. Only very few of them employ super salespeople. Few of them are capable of selling a new solution to a new customer.

## Share of value versus share of revenue

Let’s assume that you do have an attractive customer value proposition and that your solution is extremely competitive. Let’s also assume that you know exactly how to sell the product, that your references are second to none, that your business model is scalable and that you have a realistic exit plan. Then you could go for a joint venture model. The joint venture model gives your local partner a share of the value created instead of just a share of the revenue created.

Let’s assume a P&L scenario as the following:

[![](https://hpbech.com/wp-content/uploads/PL.jpg "P&L")](https://www.hpbech.com/wp-content/PL.jpg)Sample P&L for a new business

How much would this business be worth if you were to sell it by the end of year 5? \[2\]

## The Joint Venture

Thus a joint venture, where you buy out the joint venture partner in year five with his share of the value created is a completely different story.

The joint venture model can take many forms and shapes. It can be organised as an independent company, as a subsidiary or as a franchise. The crucial issues are the focus, the brand and the exit. The joint venture partner is seldom a single person, but rather an existing company or group of people, who have the competence, the funds and the energy it takes to get a business going.

There are obviously also issues related to the joint venture approach. Some of these are:

### Higher level of commitment/exclusivity

Anybody investing a considerable amount of energy and resources into a new business venture will look for ways to protect the investment. If you embark on the joint venture model you must help your joint venture partner with this investment protection. However you should never accept that the joint venture partner is engaged in other activities. The risk of defocus is simply too high.

Joint venture partners are very difficult to find and hard to recruit.

It will take time to find the right joint venture partner. There are not many available and the “recruitment” channels are less developed. When you find them you will realise that they are tough business people. They may not want to sign your “standard agreement”, but have their own ideas about what the deal should look like.

### If it doesn’t work.

If you choose the wrong partner and/or the relationship doesn’t work it is painful and difficult to terminate.

### Require high standards on your side.

Joint venture partners will give you a hard time if you don’t keep up excellent support and stay ahead with product development in order to remain competitive.

### The life cycle issue.

The joint venture partner you sign up may be the right one to break the new market, but will he also be the right partner to make it in the new market? How do you ensure that your JV partner is prepared to step aside when he suddenly is “a part of the problem”?

## Concluding remarks.

When you do not have the funds to do it all by yourself I recommend considering the joint venture/franchise approach as a way to accelerate new market penetration. Getting a share of the value rather than just a share of the revenue makes a very big difference.

# Notes:

1. Whether the business model is direct or indirect really doesn’t make any difference. By the end of the day only the end-customer pays the bills!
2. You can easily see that the model makes the “commission only” approach very difficult. It is almost impossible to finance the compensation for shifting the full risk to agent/reseller.

**Categories:** Blog, Marketing

**Tags:** biznes, revenue generation

---

### [The World is Flat](https://hpbech.com/the-world-is-flat/)

**Published:** February 24, 2008
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1-280x280.png)](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)In his recent book [“The World is Flat”](https://www.amazon.com/World-Flat-History-Twenty-first-Century-ebook/dp/B000U913GG "The World is Flat") Thomas L. Friedman reviews the consequences of the ever increasing capacity of the Internet. Particularly the improved communication bandwith between The USA and The Far East as well as the appetite of new Far East generations on higher education and career are in focus.

Although the book is written from a US perspective it is certainly worth while reading for anyone concerned with global development and competition.

For a European it highlights a challenge that we will have to do something about.

One of the consequences of the Flat World is the opportunity to outsource certain tasks and operations to countries with much lower salaries/cost of operation compared to Europe and the USA. However, this is for certain type of tasks/operation mainly an opportunity for English speaking countries. The outsourcing hosts in the Far East are primarily offering English speaking services.

This obviously gives English speaking countries a comparative advantage!

What are Danish, Swedish, Norwegian, Finnish, German, French, Dutch, Italian etc. businesses going to do about that? I know that some German companies are exploring outsourcing opportunities in Eastern Europe. Spain have the benefit of South America (do they take advantage of that?), but what about all the smaller countries?

**Categories:** Blog, Globalisation

**Tags:** fixion_en

---

### [How Focusing on The Results Can Make You Blind](https://hpbech.com/how-focusing-on-the-results-can-make-you-blind/)

**Published:** July 22, 2015
**Author:** Hans Peter Bech

**Excerpt:** The front office of our business model (business development, marketing and sales) are “business processes” exactly as product development, logistics, professional services, HR, G&A and manufacturing are. Getting them to work and delivering steadily increasing output at steadily decreasing cost requires the same approaches that we apply on all other business processes.

**Content:**

[![Money in the bank2](https://www.hpbech.com/wp-content/Money-in-the-bank2-239x300.jpg)](https://www.hpbech.com/wp-content/Money-in-the-bank2.jpg) 

*“In business only the results count”* is probably a statement you have heard over and over again.

I obviously cannot disagree with the fundamental fact that without solid and growing profit all businesses will lose their momentum and sooner or later they will cease to exist. However, I think that focusing on the “results only” often makes us blind to ***why*** we are in business in the first place and it makes us underestimate, undervalue and sometimes even ignore that generating these “results” is the [***outcome*** of a ***process***](https://hpbech.com/the-path-from-business-development-to-marketing-and-sales/).

## Money in the bank

I was having a conversation with a CEO of a company some time ago. “*Only the results count*” he said and I then asked “*what kind of results?*” “*Orders and revenue,*” he said. I reminded him that unless the customers actually paid, even orders and revenue were worthless and he then adjusted his definition of results to “*money in the bank.*”

We discussed the type of customers he was serving, his value proposition, the competition, lead generation, the average sales cycle, the customer acquisition cost, the average order size, the customer lifetime value and the challenges he was facing. It was a very difficult conversation as there was very little passion for the customers and hardly any solid data from his current operation. His focus was on the bottom line and not on the journey to get there.

## Marketing and sales is not a black box

My conclusion was that he talked about “money in the bank” because he did not have a passion for making his customers excited and he did not have a clear process for supporting the customers’ buying journey. Ignoring that “money in the bank” is the ***outcome*** of a clear and well defined marketing and sales process reflecting the customers’ purchase process, he had little respect for all the effort it takes to drive the AIDA (Awareness -> Interest -> Desire -> Action) process. To him anything prior to “money in the bank” was a black box and he wanted to engage sales people who could fill the black box and do whatever it would take to generate “money in the bank” now!

There are still many executives that treat business development, marketing and sales as black boxes. They assign people to do these jobs, but they fail to engage and get involved with understanding, defining, designing, documenting, monitoring and reviewing the revenue generation processes. If the black box doesn’t work then they replace the people in the box expecting the new people to figure it out.

## Marketing and sales are genuine business processes

The front office of our business model (business development, marketing and sales) are “business processes” exactly as product development, logistics, professional services, HR, G&A and manufacturing are. Getting them to work and delivering steadily increasing output at steadily decreasing cost requires the same approaches that we apply on all other business processes.

 ![](https://www.hpbech.com/wp-content/Sales-Process.jpg)A brilliant example of this approach can be found in the book “[The Sales Acceleration Formula: Using Data, Technology, and Inbound Selling to go from $0 to $100 Million](http://www.amazon.com/The-Sales-Acceleration-Formula-Technology/dp/1119047072)” by Mark Roberge from Hubspot. Actually the entire [inbound movement](https://www.hubspot.com/) for which Hubspot is the primary ambassador is based on the “process” approach to revenue generation.

It opens up the black box and gives us the tools to engineer the path to money in the bank.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [Kindle ist auch eine App](https://hpbech.com/kindle-is-also-an-app/)

**Published:** December 25, 2024
**Author:** Hans Peter Bech

**Excerpt:** Der Kindle kann zwar ein spezielles Buchlesegerät von Amazon sein, ist aber auch als App für alle Betriebssysteme verfügbar.

**Content:**

Ich bewerbe derzeit mein kommendes Buch, [*Tumult in Mekka*](https://hpbech.com/de/tumult-in-mecca-german/).

Eine meiner Kampagnen bietet [**die Kindle-Version**](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) des Buches für einen begrenzten Zeitraum (fünf Tage) kostenlos an.

Ich bekomme regelmäßig diese Antwort: “Ich habe keinen Kindle.”

> Während der Kindle ein spezielles Gerät zum Lesen von Büchern von **[Amazon ](https://www.amazon.com/b?node=16571048011)**ist, ist er auch als App für alle Betriebssysteme verfügbar.
> 
> ---

[![](https://hpbech.com/wp-content/uploads/Kindle-App.png)](https://hpbech.com/wp-content/uploads/Kindle-App.png)

---

# Bücher für die Kindle-App kaufen.

Sie können in der Kindle-App keine Bücher kaufen. Nicht einmal solche, die nichts kosten. Um mein Angebot nutzen zu können, benötigen Sie ein Konto bei Amazon und können es über Ihren Browser aufrufen. Wie Sie das machen, erfahren Sie hier: [Wie man Kindle-Bücher kauft.](https://bookriot.com/how-to-buy-kindle-books-guide/) Das Verfahren ist für alle Kindle-Bücher gleich, egal ob sie kostenlos sind oder nicht.

# Warum beschränke ich mein kostenloses Angebot auf die Kindle-Version?

Tausende von Menschen reagieren auf mein Angebot, eine kostenlose Kindle-Version zu erhalten. Um mein Versprechen einzulösen, muss ich ihnen nur den Link zur Amazon-Seite des Buches schicken. Amazon kümmert sich um den Rest. Einige der Leser werden das Buch bewerten und eine kurze Rezension hinterlassen, was für neue potenzielle Leser hilfreich ist. Bücher mit Bewertungen und Rezensionen verkaufen sich besser als Bücher ohne. Deshalb ist das Verschenken einer Kindle-Version sowohl für den Leser als auch für den Autor von Vorteil.

**Categories:** Blog, Book reviews

**Tags:** Amazon, fixion_en

---

### [Jubiläum - zwanzig Jahre Selbstständigkeit](https://hpbech.com/anniversary-twenty-years-as-an-independent-consultant/)

**Published:** December 12, 2023
**Author:** Hans Peter Bech

**Content:**



---

Am 16. Oktober 2003 gründete ich meine erste Gesellschaft mit beschränkter Haftung, die nach wie vor die Grundlage meiner Selbstständigkeit bildet.

Der Begriff “selbständig” ist ein wenig seltsam. Das Antonym ist unselbständig. Aber so verhält es sich ja nicht. “Selbstständig” ist einfach die Bezeichnung für jemanden, der sein eigenes Unternehmen führt und nicht bei jemand anderem angestellt ist.

---

[![](https://hpbech.com/wp-content/uploads/Fired-698x400.jpg)](https://hpbech.com/wp-content/uploads/Fired-698x400.jpg)Es begann eigentlich lange vor 2003. Im Herbst 1997, um genau zu sein.

Nachdem ich von meinem Job als Vertriebs- und Marketingdirektor bei RE Technology (jetzt [Barco](https://www.barco.com/en)) gefeuert worden war, wollte ich etwas ganz anderes ausprobieren. Etwas, bei dem ich weder einen Chef noch Angestellte haben musste. Mit anderen Worten, ich war mir vollkommen bewusst, was ich *nicht* wollte. Andererseits war ich völlig ratlos, was ich wollte.

Ich musste umfassend vorbereitet sein.

Ich setzte mich mit Unternehmen in Verbindung, die möglicherweise Bedarf an internationaler Geschäftsentwicklung hatten, und fragte gleichzeitig im Netzwerk nach, ob es eine realistische Möglichkeit gab. Beides war erfolgreich und im November 1997 hatte ich zwei konkrete Angebote auf dem Tisch.

**Angebot A:** Eine kleine PR-Agentur mit Kunden aus der IT-Branche stand zu einem vernünftigen Preis zum Verkauf. Der Eigentümer wollte an mich verkaufen und war sowohl beim Preis als auch bei den Bedingungen sehr entgegenkommend.

**Angebot B:** Damgaard Data bot mir einen Job als Direktor und Gebietsleiter für ihre Aktivitäten in den deutschsprachigen Ländern an. Für diesen Job musste ich mit meiner Familie für drei Jahre nach Stuttgart ziehen.

Nach langen Überlegungen entschied ich mich für das Angebot B. Es machte mich zwar nicht im rechtlichen Sinne unabhängig, aber nach Gesprächen mit Preben Damgaard und meinem unmittelbaren Chef, Per Pedersen, hatte ich den Eindruck, dass Damgaard Data einen weiten Spielraum zuließ. Das Leben als vollwertiger Selbständiger würde noch ein wenig warten müssen.

# Wieder gefeuert

Im Dezember 2000 fusionierten Damgaard und Navision Software. [![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)Die Fusion kam gerade, als ich meine Rückkehr nach Dänemark vorbereitete. Wenn Unternehmen fusionieren, kann alles passieren, und am 23. Juni 2001 wurde ich von meiner neuen Stelle in dem fusionierten Unternehmen entlassen, wo ich für die Aktivitäten in Deutschland, Österreich, der Schweiz, den Niederlanden, Belgien, Polen, der Tschechischen Republik, Slowenien und Russland verantwortlich war. Viel mehr darüber können Sie in dem Buch, [*5,460 Miles from Silicon Valley*](https://hpbech.com/de/buecher/5460-miles-from-silicon-valley/), lesen.

Meine Zeit bei Damgaard war fantastisch gewesen, und ich war überzeugt, dass es sehr schwierig sein würde, ein Unternehmen mit der gleichen Kultur und ähnlichen Aufgaben zu finden.

Jetzt musste die Zeit reif sein, den Schritt in die Selbstständigkeit zu wagen. Aber womit?

Während einer Reise von Stuttgart zum Comer See, bevor wir zurück nach Dänemark zogen, fuhren meine Frau und ich durch Lugano in der Schweiz. Wir hielten an und machten eine Bootsfahrt auf dem See. Lugano! Das sollte der Name des Unternehmens werden. Ein toller Name. Es war gut, ihn zu haben.

Aber womit sollte es sich beschäftigen? Ich hatte keine Idee.

# Wir brauchen einen Geschäftsführer

Während ich noch darüber nachdachte, womit mein zukünftiges Unternehmen mit dem fantastischen Namen Lugano ApS die Menschheit bereichern würde, klingelte das Telefon.

> “Ich brauche einen CEO. für ein Startup”, erklärte der Headhunter. “Das ist genau das Richtige für Sie!”

Wir trafen uns und nach zehn Minuten war klar, dass das Letzte, was die 10 Ingenieure mit der großartigen Idee und 10 Millionen auf der Bank brauchten, ein CEO war. Sie brauchten einen Geschäftsentwickler und Vertriebsmitarbeiter. Ich war bereit, diese Aufgabe zu übernehmen. Das Projekt war äußerst unsicher, aber nach den letzten Entlassungen hatte ich gelernt, dass das Leben an sich riskant ist.

Lesen Sie [hier](https://www.hpbech.dk/2018/12/12/fake-it-till-you-make-it/) mehr über die 10 Ingenieure, die 10 Millionen und die großartige Idee.

Nach einem weiteren Stunt als Vertrags-CEO hatte ich die Möglichkeit, mich zu einem vernünftigen Preis in das Unternehmen einzukaufen. Also gründete ich im Oktober 2003 die Gesellschaft mit beschränkter Haftung, die als Holdinggesellschaft für meinen Miteigentumsanteil fungieren sollte. Nach ein paar Jahren entschieden wir uns für eine Trennung, und ich verkaufte meine Anteile zurück an die anderen Eigentümer. Diese Scheidung verlief einvernehmlich, aber jetzt war ich fest entschlossen, die monogamen Arbeitsbeziehungen zu beenden.

# Mit Gürtel und Hosenträgern

Die beiden Hauptunterschiede zwischen einem Angestelltenverhältnis und einer selbständigen Tätigkeit liegen im Arbeitsverhältnis.

Als Angestellter bekommen Sie jeden Monat ein festes Gehalt auf Ihr Konto überwiesen, und Sie können nur mit einer Begründung, einer Kündigung oder einer Abfindung entlassen werden.

Als Selbständiger können Sie nicht entlassen werden, und Sie werden nur bezahlt, wenn Sie Kunden gewinnen und ihnen die geleistete Arbeit in Rechnung stellen können. Von Ihrem Umsatz müssen Sie Geld für Fortbildung, Urlaub, Krankheit, Rente und die Kosten für Räumlichkeiten, Versicherungen, Reisen, Unterkunft, Marketing, IT-Ausrüstung, Software und alle anderen Kosten, die mit dem Betrieb eines Unternehmens verbunden sind, zurücklegen. Von dem, was übrig bleibt, können Sie sich selbst ein Gehalt zahlen, solange Sie daran denken, Geld für Zeiten zurückzustellen, in denen Sie keine zahlenden Kunden haben. [![](https://hpbech.com/wp-content/uploads//Thinking-man-500-802x800.png)](https://hpbech.com/wp-content/uploads//Thinking-man-500-802x800.png)

Während ich wieder einmal darüber nachdachte, was ich mit meinem Unternehmen (das niemals den Namen Lugano bekam) machen sollte, kam ein neues Angebot für eine Stelle in der internationalen Geschäftsentwicklung herein. Glücklicherweise war diese Stelle nicht mit Personalverantwortung verbunden. Aber es war wieder eine monogame Arbeitsbeziehung.

Ich sagte nein danke, es sei denn, ich könnte die Aufgaben als Berater erfüllen und dürfte nebenbei noch andere Aufgaben ausführen. Das wurde akzeptiert, und mein neu gegründetes Beratungsunternehmen bekam auch seinen Lebenszweck. Ich wollte Softwareunternehmen bei der internationalen Geschäftsentwicklung helfen.

So machte ich mich nach einem sehr langen Weg endlich selbständig und fand gleichzeitig meine Nische.

Warum hatte ich nicht schon früher daran gedacht? Die internationale Geschäftsentwicklung in der Softwarebranche war mein Fachgebiet. Das war es, was ich getan hatte, seit ich im Januar 1980 als neuer Vertriebstrainee durch die Tür der dänischen Niederlassung der Control Data Corporation am Sønder Boulevard in Kopenhagen trat. Mehr über den Auftakt zu diesem Abenteuer können Sie in dem Buch *[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/)* lesen.

# Endlich frei

[![](https://hpbech.com/wp-content/uploads/Bird-free.jpg)](https://hpbech.com/wp-content/uploads/Bird-free.jpg)Ich erinnere mich noch an den Tag, an dem wir den Beratervertrag unterzeichneten. Es war ein Auftrag zur Geschäftsentwicklung, der sowohl Strategie als auch Ausführung umfasste. Ich hatte Zugang zu einem Büro in der Firma, aber ich konnte arbeiten, wo immer ich wollte.

Das Gefühl der Freiheit war großartig. Meine Loyalität galt der Aufgabe. Ich konnte mich aus allen unternehmensinternen Intrigen und politischen Kämpfen heraushalten und mich auf die Erreichung der für das Projekt erforderlichen Ziele konzentrieren.

Es war bei weitem nicht der perfekte Beratungsauftrag, aber es war eine gute Möglichkeit, damit anzufangen. Es vermittelte mir einige praktische Erfahrungen in der Rolle und lehrte mich den Unterschied zwischen einem Freiberufler (der einen großen Teil der Arbeit ausmachte) und einem Berater, der die zukünftigen Mitarbeiter des Unternehmens besser machen musste.

Als das Projekt zwei Jahre später endete, hatte ich mein Unternehmen mit einer Website, Dienstleistungskonzepten, einem breiten Netzwerk von Kontakten und neuen Aufgaben aufgebaut.

# Geschäftsentwicklung

[![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)](https://hpbech.com/wp-content/uploads/Global-planning-1.png)Bei meinem ersten Beratungsauftrag im Jahr 2005 musste ich von Grund auf lernen, was es bedeutet, ein unabhängiger Berater zu sein. Andere, die den Sprung vor mir gewagt hatten, kamen mit einer freundlichen Warnung.

> “Passen Sie auf! Sonst enden Sie mit einem Arbeitsleben, in dem Sie entweder höllisch beschäftigt sind oder nichts zu tun haben.”

Der Ratschlag basierte auf der Tatsache, dass Sie keine Zeit für den Vertrieb haben, wenn Sie sehr beschäftigt sind. Daher riskieren Sie, am Tag, an dem Ihre Projekte enden, ein leeres Auftragsbuch zu haben. Ich habe mir diesen Rat zu Herzen genommen, bin aber trotzdem in die Falle getappt.

Zusammen mit einigen Kollegen diskutierte ich darüber, wie wir einen stetigen Fluss von Projekten schaffen und unabhängig vom Zeitaufwand Einnahmen erzielen könnten. Wir probierten die verschiedenen Ideen aus, und im Februar 2013 mündete die Erfahrung in der Veröffentlichung meines ersten Buches, *[Management Consulting Essentials.](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK?)* Das Thema interessierte mich weiterhin und führte zu einer Reihe von [Artikeln](https://hpbech.com/proposals-are-the-last-thing-you-do/), die ich in meinem englischen Blog veröffentlichte.

Eine der Ideen war, Bücher über Ihr Fachgebiet zu schreiben, und im April 2015 veröffentlichte ich [*Building Successful Partner Channels*](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160) das trotz seiner engen Zielgruppe schnell den Status eines Bestsellers erreichte. Dieses und die folgenden Bücher generierten Einnahmen, die unabhängig von meinen Arbeitsstunden waren, sowie Beratungsaufträge, bei denen ich keine Zeit für Marketing und Pre-Sales aufwenden musste.

# Wert versus Preis

[![](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)Für mich sind die Freiheit und Unabhängigkeit bei weitem die wertvollsten Aspekte des Lebens als unabhängiger Berater. Es ist befreiend, mit dem zu können, was ich tun möchte, wann und wo ich es tun möchte.

Dazu müssen Sie einen stetigen Strom von Projekten haben und dürfen nicht in eine Situation geraten, in der eine Aufgabe für Sie wichtiger wird als für Ihren Kunden. Sie müssen genügend Aufträge in Ihrer Pipeline haben, damit Sie nicht alle Aufgaben annehmen müssen, und Sie müssen davon überzeugt sein, dass der Wert für Ihren Kunden die von Ihnen geforderte Bezahlung bei weitem übersteigt. Wenn Sie in der internationalen Geschäftsentwicklung tätig sind, ist Letzteres gar nicht so schwierig. Wenn ich meinem Kunden helfen kann, ein praktikables Modell für die internationale Expansion zu finden, ist der Wert mehr als hundertmal höher als das Honorar, das ich verlange.

Der Preis ist das, was die Kundin zahlt, der Wert ist das, was sie bekommt.

**Categories:** Business development, Society, Globalisation

**Tags:** fixion_en, consulting

---

### [Wie landet ein Beamter aus Hillerød in Saudi-Arabien?](https://hpbech.com/de/wie-landet-ein-beamter-aus-hilleroed-in-saudi-arabien/)

**Published:** December 22, 2024
**Author:** Hans Peter Bech

**Excerpt:** Seitdem habe ich mich oft gefragt, warum wir das getan haben. Warum haben wir nicht einfach gesagt: "Nein danke, davon wissen wir nichts." 

**Content:**

In [diesem Interview](https://www.sn.dk/hilleroed-kommune/hvordan-ender-en-fuldmaegtig-fra-hilleroed-med-at-lave-hospitalskoekkener-i-saudi-arabien/) mit Frederiksborg Amtsavis spreche ich über die Entstehung des Romans [*Tumult in Mekka*](https://hpbech.com/de/buecher/tumult-in-mekka-de/ "Tumult in Mekka") und auch ein wenig über das Buch selbst. Das Interview wurde in der gedruckten Ausgabe der Zeitung am 15. August 2023 und am Tag zuvor in der Online-Ausgabe veröffentlicht.

 [![](https://hpbech.com/wp-content/uploads/FAA-udklip-S.png)](https://hpbech.com/wp-content/uploads/FAA-udklip-S.png)## Rømer’s Kaffeehaus

Wie ein Großteil des Buches wurden auch diese Zeilen in [Rømers Kaffeebar](https://www.facebook.com/kaffebar3400) in der Slotsgade in Hillerød geschrieben. Mein absolutes Lieblingscafé.

Während an den vielen Tischchen lebhaft geplaudert wird und die Espressomaschine unten im Barbereich summt, bekomme ich Anregung für die Blickwinkel und Episoden, die die Aussagen der Bücher vermitteln sollen.

Heute sind es jedoch hauptsächlich administrative Aufgaben im Zusammenhang mit meinem Verlagsgeschäft, die ich erledigen muss. Das Schreiben ist nur ein kleiner – wenn auch wichtiger – Teil davon, ein Buch zu veröffentlichen. Mehr dazu lesen Sie in der Artikelserie [Ein Roman wird geboren](https://hpbech.com/de/ein-roman-ist-geboren/ "Ein Roman wird geboren").

## Falsche Nummer

Die Haupthandlung von *[Tumult in Mekka](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M)* basiert auf wahren Begebenheiten.

 [![](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)Im Sommer 1979 erhielt einer meiner älteren Brüder, Jørgen Bech, einen Anruf von der saudi-arabischen Botschaft in Kopenhagen mit der Frage, ob er anbieten könne, die Küchen von fünf Krankenhäusern in Taif umzugestalten und sie dann 10 Jahre lang zu betreiben. Jørgen, der zu dieser Zeit Direktor und Miteigentümer des Restaurants Lido in der Vesterbrogade war, wusste sehr wohl, dass die Botschaft die falsche Nummer gewählt hatte. Weder er noch das Lido hatte mit dieser Art von Dingen zu tun. Aber er fand, dass es spannend klang, und die Art und Weise, wie gefragt wurde, ermöglichte es ihm, mit Ja zu antworten, ohne etwas Falsches zu sagen.

> “Ja, ich denke, das können wir schaffen”, antwortete er.

Die Botschaft war offenbar zufrieden mit der positiven Resonanz, denn kurz darauf erschien eine Delegation aus Saudi-Arabien zu einem Treffen im Lido. Das Treffen, an dem ich teilnahm, war der Beginn eines der surrealsten Geschäftsprojekte, an denen ich später beteiligt sein sollte.

## Feldstudien östlich von Mekka

Nur ein paar Tage nach unserem Treffen im Lido reisten wir nach Saudi-Arabien.

Als Experten.

Keiner von und war es, am allerwenigsten ich. Zu dieser Zeit war ich Sachbearbeiter in der Abteilung für wirtschaftliche und statistische Beratung des Arbeitsministeriums. Ein Job, bei dem die Realität aus einer beachtlichen Flughöhe betrachtet wurde.

  ![](https://hpbech.com/wp-content/uploads/Jorgen-in-Saudi-Arabia.jpeg)Mein Bruder Jørgen posiert, während wir die Aussicht auf die Berge auf der Straße zwischen Mekka und Taif genießen Trotz vieler Schwierigkeiten, nicht zuletzt kultureller Komplikationen, gelang es uns, einen Vorschlag auszuarbeiten, von dem die Saudis äußerst begeistert waren. So begeistert, dass sie uns einluden, an einem Projekt an der Universität in Mekka teilzunehmen. Keiner von uns konnte dieser Verlockung widerstehen.

## Abenteuerlust, Mut, Zuversicht und Risikobereitschaft

Seitdem habe ich mich oft gefragt, warum wir das getan haben. Warum haben wir nicht einfach gesagt: “Nein danke, davon wissen wir nichts.”

 [![](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)Das haben wir nicht getan, weil sowohl Jørgen als auch ich sehr abenteuerlustig waren. Wir wollten unbedingt nach Saudi-Arabien fahren. Weil Jørgen sofort ein Unternehmen fand, das sich auf Krankenhausküchen spezialisiert hatte, und es als unseren Unterlieferanten engagierte. Weil wir es nicht als Raketenwissenschaft ansahen. Wir waren davon überzeugt, dass wir die Aufgabe bewältigen konnten.

Und was könnte schief gehen? Wir hatten alle Kosten abgedeckt, also gingen wir kein finanzielles Risiko ein. Das größte Risiko war die Chance, das Projekt zu gewinnen. In diesem Fall müssten wir für eine gewisse Zeit dorthin ziehen. Das war keine attraktive Option. Die Lösung für dieses Problem kam aus einer ganz unerwarteten Richtung.

## Kulturkonflikt

Das Projekt in Saudi-Arabien war eine einmalige Erfahrung und lehrte mich, wie viel Einfluss die Kultur auf geschäftliche Aktivitäten hat. Wir waren hoffnungslos unvorbereitet, um uns in einer autokratischen, auf der Scharia basierenden Kleptokratie zurechtzufinden. Es gelang uns zwar, genügend Informationen zu sammeln, um den Lösungsvorschlag zu erstellen, aber ohne einen lokalen Partner, der beide Kulturen – unsere und ihre – verstand, wären wir verloren gewesen.

---

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Wie man ein gutes Buch schreibt](https://hpbech.com/how-to-write-a-good-book/)

**Published:** October 26, 2025
**Author:** Hans Peter Bech

**Excerpt:** Wenn Sie mit Ihrem Buchprojekt kommerzielle Ambitionen haben, müssen Sie das Gleichgewicht zwischen der Geschichte, die Sie erzählen wollen, und der Geschichte, die viele Leser kaufen oder ausleihen und dann weiter empfehlen wollen, finden. Heutzutage spielen die Empfehlungen der Leser eine entscheidende Rolle beim Verkauf.

**Content:**

---

---

## ![ ](https://hpbech.com/wp-content/uploads/9ksxb01veivp6y41uqc.png)Ein Roman wird geboren – Teil 2

> *Wer mit seinem Buchprojekt kommerzielle Ambitionen verfolgt, muss die Balance zwischen der Geschichte, die erzählt wird, und der Geschichte, die viele Leser kaufen, verleihen und auch weiter empfehlen werden, finden. Heutzutage spielen die Empfehlungen der Leser eine entscheidende Rolle beim Verkauf.*

---

   [![](https://hpbech.com/wp-content/uploads/Inferno-Dan-Brown-257x400.jpg)](https://hpbech.com/wp-content/uploads/Inferno-Dan-Brown.jpg)Ein Bestseller mit einem schlechten Plot, einer konstruierten Geschichte, einer dünnen Botschaft und einem riesigen Marketingbudget.Schlechte Bücher können Bestseller werden – aber nur wenn der Autor oder das Thema des Buches bereits bekannt sind. Und wenn es ein großes Marketingbudget gibt.

Mit einem schlechten Produkt und einem bescheidenen Budget kommt ein unbekannter Debütautor selten weit.

Aber auch ein gutes Produkt reicht noch lange nicht aus. Trotz des begrenzten Budgets muss die Aufmerksamkeit potenzieller Leser oder Hörer geweckt werden.

I [dieser Artikelserie](https://www.hpbech.dk/en-roman-kommer-til-verden/) Ich mache Ihnen einen Vorschlag, wie Sie beides erreichen können. Ein gutes Buch und ein effektives Marketing können für einen Absatz von mindestens 3.000 Exemplaren sorgen.

Diese Artikel richten sich an alle, die ein Buch schreiben und veröffentlichen möchten. Wenn Sie sich dafür entscheiden, es von einem Verlag veröffentlichen zu lassen, kommen noch ein paar weitere Aufgaben hinzu. Erstens müssen Sie den Verlag finden, der am besten zu Ihrer Art von Geschichte passt. Als nächstes müssen Sie gegebenenfalls einen Deal aushandeln. Auf diesen Ansatz werde ich hier nicht eingehen.

---

# Der Gesamtprozess

Die gesamte Transformation angefangen mit den Gedanken im Kopf des Schriftstellers bis hin zu den Sätzen vor den Augen oder in den Ohren der Leser und Hörer lässt sich sinnvoll in fünf Phasen unterteilen:

1. Idee und Konzept formulieren (Exposé)
2. Vermarktung und Kommerzialisierung
3. Grundlegende Skriptentwicklung
4. Lektorat und Korrekturlesen
5. Freigabe
 
In dangehen und wie Sie sie in einer Konzeptbeschreibung festhalten, die Sie bei Ihrer weiteren Arbeit leitet. In den nachfolgenden Artikeln werde ich dann auf die übrigen vier Phasen eingehen.

## Das Exposé

 [![](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png) 

Ich habe viele Ideen für Bücher, die ich gerne schreiben würde. Sie schwirren die ganze Zeit in meinem Kopf herum. Irgendwann, wenn ich mich für eine Idee entschieden habe, fange ich mit einem [Exposé ](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)für das Buch an.

Es enthält die folgenden zwölf Abschnitte und ist wie folgt gegliedert:

1. Titel, Untertitel und Einband (Vorderseite, Buchrücken und Rückseite des Buches)
2. Ziel
3. Zusammenfassung
4. Zielgruppe
5. Ähnliche Bücher
6. Magneten
7. Der Manuskriptprozess
8. Der Verlagsprozess (Produktion und Vertrieb)
9. Marketing und Vertrieb
10. Produktangaben (Format, Preise, ISBN und Kategorien)
11. Zeitplan und Finanzen
12. Über den Autor
 
Die Abschnitte folgen einer etwas anderen Reihenfolge:

## Produktangaben (Format, Preise, ISBN und Kategorien)

An dieser Stelle bestimmen Sie, in welchen Formaten Ihr Buch veröffentlicht werden soll – zum Beispiel als Taschenbuch, E-Book oder Hörbuch. Danach fügen Sie die passende ISBN für jedes Format hinzu.

Wählen Sie aus, in welche [BISAC-Kategorien](https://www.bisg.org/complete-bisac-subject-headings-list) und [Themengruppen](https://www.danskeforlag.dk/kontrakter-og-ressourcer/ressourcer/metadata/thema/) ihr Buch passt.

## Zweck

Der Zweck des Buches kann auf einer bestimmten Erfahrungen beruhen, die Sie dem Leser vermitteln möchten. Während des Lesens und danach. Beim Lesen und danach.

- Was wollen Sie mit dem Buch erreichen?
- Was möchten Sie dem Leser vermitteln?
- Wie werden Sie seine Aufmerksamkeit aufrechterhalten?
- Was wird bleiben, wenn die letzte Seite umgeblättert ist?
 
Hier gibt es keine wirklichen Einschränkungen, aber wenn Sie kommerzielle Ambitionen haben, d.h. ein bestimmtes Mindestverkaufsziel, ist es wahrscheinlich eine gute Idee zu überlegen, welche Art von Lesern an dieser Erfahrung interessiert sein könnte.

Die klassische Herausforderung besteht darin, die Balance zwischen dem, was Sie schreiben möchten, und dem, was genügend Menschen lesen möchten, zu finden. Wenn Sie bei einem Verlag veröffentlichen, müssen Sie sich damit auseinandersetzen. Wenn Sie im Selbstverlag veröffentlichen, können Sie etwas entspannter sein, vorausgesetzt, Sie können die Kosten tragen und das Risiko eines Flops absichern.

## Zusammenfassung

Kann man ein Buch zusammenfassen, das noch gar nicht geschrieben wurde?

Ja, das kann man, und es wird die Qualität des Endprodukts erheblich verbessern.

Die Zusammenfassung umfasst zwei bis drei Seiten über die Personen, Orte und die Handlung.
Natürlich kann sich das Buch während des Schreibens in eine völlig andere Richtung entwickeln und die Zusammenfassung muss korrigiert werden. Dann ist es hilfreich, eine Pause einzulegen und eine überarbeitete Zusammenfassung auf der Grundlage der neuen Ausrichtung des Buches schreibt.

## Ähnliche Bücher

[![](https://hpbech.com/wp-content/uploads/Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads/Target-audience.png)Die meisten Bücher ähneln sich auf die ein oder andere Art und Weise. Autoren lesen in der Regel hundertmal mehr, als sie selbst schreiben. Es lohnt sich, Bücher desselben Genres zu lesen und sich davon inspirieren zu lassen oder auch genau das Gegenteil zu tun.

Was das Marketing angeht, können Sie Werbung mit Büchern desselben Genres verbinden, die sich bereits gut verkaufen. Ich werde später darauf zurückkommen, wie dies in der Praxis umgesetzt wird.

Führen Sie in der Buchzusammenfassung 5–6 Bücher auf, die Ihrem eigenen ähnlich sind. Wenn Sie auf Deutsch schreiben, müssen es Bücher sein, die in derselben Sprache veröffentlicht oder übersetzt wurden.

## Zielgruppe

In jedem Buch über effektive Geschäftsentwicklung und Marketing wird auf der ersten Seite betont, dass Sie Ihre Zielgruppe sorgfältig auswählen und gut kennen müssen.

Dies gilt auch für Bücher.

Wenn Sie kommerzielle Ambitionen haben, müssen Sie sich von Anfang an Gedanken über ihre Zielgruppe machen n erster Linie muss Ihr Buch einen Einfluss auf genügend viele Menschen haben. Als Nächstes muss die Zielgruppe Merkmale aufweisen, die sicherstellen, dass sie identifiziert werden kann. Je besser Sie Ihre Zielgruppe anhand von Suchkriterien beschreiben können, desto leichter wird es sein, sie vor und nach der Veröffentlichung mit der Existenz des Buches vertraut zu machen.

## Titel, Untertitel und Umschlag

Hier erklären Sie die Wahl des Titels und möglichen Untertitels.

Der Titel sollte das Interesse der Leserschaft wecken und den Inhalt angemessen beschreiben. Das ist das Wertversprechen des Buches, das in fünf oder weniger Worten zusammengefasst ist. Vorzugsweise weniger.

Bei Sachbüchern ist es von Vorteil, einen etwas längeren Untertitel zu haben, damit potenzielle Leser verstehen, ob das Buch für sie relevant ist.

Unabhängig davon, ob Sie den Titel im Laufe der Arbeit ändern: Ich bin überzeugt, dass es für den gesamten Prozess und das Endergebnis von Vorteil ist, wenn Sie sich bereits vor Beginn des Schreibens Gedanken über den Titel Ihres Werks machen.

Nun sind wir mit der Gestaltung des Buches so weit fortgeschritten, dass wir einen ersten Entwurf für das Cover erstellen können.

 [![](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)Zum Zeitpunkt des Schreibens von diesem Beitrag ist das Skript für ‘Applying Artificial Intelligence’ noch nicht fertig. Aber das Cover.Und das ist wirklich notwendig, obwohl wir noch nicht einmal mit dem Skript begonnen haben?

Ja, und dafür gibt es mehrere Gründe.

Für das Marketing, das lange vor der Veröffentlichung des Buches beginnt, benötigen wir ein Cover. Potenzielle Leser müssen von der physischen Erscheinungsform des Buches (das virtuell ist!) angesprochen werden. Es ist tausendmal einfacher, die Aufmerksamkeit mit einem Bild des Buches zu erregen als mit einem Text, der es beschreibt.

Die virtuelle Manifestation erleichtert die Rekrutierung von Alpha- und Beta-Lesern. Darauf komme ich noch zurück.

Nur sehr wenige Autoren können ein Cover entwerfen, und selbst diejenigen, die glauben, dass sie es können, sollten es wahrscheinlich lieber nicht tun.

Es kostet Geld.

Ein gutes Cover kostet etwa EUR 700 inklusive Mehrwertsteuer. Wenn Sie mehrere Versuche unternehmen müssen, summiert sich das. Sie können einen Designer im Ausland verwenden, wo das Preisniveau etwa die Hälfte des dänischen Preises beträgt. Damit können Sie sich ein paar weitere Versuche leisten.

Es gibt noch weitere Methoden zur Gestaltung Ihres Buchcovers, ich werde darauf zurückkommen.

Sobald Sie die Vorder- und Rückseite und den Buchrücken erstellt haben, können Sie das Buch in verschiedenen Situationen simulieren. Ich nutze dafür den Service von [PlaceIT](https://placeit.net/).

## Magnete

Der Begriff ist eine Übersetzung des englischen „The Hook“ und fasst in wenigen Worten zusammen, wie Sie das Interesse Ihrer Zielgruppe für Ihr Buch wecken können. Sie werden sich auf die Formulierungen in den Abschnitten Zweck und Zusammenfassung stützen, aber der Magnet liegt allein in den Augen des Lesers.

Der „Magnet“ unterstützt Sie dabei, die Botschaften zu formulieren, die Sie für Ihr Marketing nutzen werden.

## Der Manuskriptprozess

Man kann ein gutes Buch nicht alleine schreiben und veröffentlichen.

Wo Sie externe Hilfe benötigen, hängt von Ihren Interessen und Kompetenzen ab.

Eine erstaunliche Anzahl von Büchern wird von Ghostwritern geschrieben, weil die Autoren mit der guten Geschichte keine Zeit zum Schreiben aufbringen können oder wollen. Andere brauchen einen Schreibcoach, um den ersten Entwurf des Drehbuchs in den Kasten zu bekommen. Wieder andere schaffen es alleine.

In diesem Abschnitt beschreiben Sie, wie Sie die Qualität des Drehbuchs sicherstellen werden. In späteren Artikeln werden wir dieses Thema noch ausführlicher behandeln.

## Der Verlagsprozess (Produktion und Vertrieb)

In diesem Abschnitt legen Sie fest, wie die einzelnen Buchformate produziert und vertrieben werden sollen.

Die zunehmende Digitalisierung hat den Veröffentlichungsprozess für alle Formate verändert, und in zukünftigen Artikeln werde ich den Prozess für jedes einzelne Format durchgehen.

## Marketing und Marketing

Wenn Sie kommerzielle Ambitionen mit dem Buch verfolgen, aber noch nicht bekannt sind, wird das Marketing aller Voraussicht nach die größte Herausforderung darstellen.

 [![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Viele Lehrbücher werden von Beratern verfasst und dienen zugleich als Marketinginstrument. Dabei steht nicht der Verkauf vieler Bücher im Vordergrund, sondern die Akquise besser bezahlter Beratungsaufträge. So habe ich meine Schriftstellerkarriere begonnen und kann bestätigen, dass diese Strategie funktioniert.

Bei Romanen und Belletristik läuft es ganz anders.

Wenn der Verkauf des Buches allein die Kosten für den Einband, das Lektorat, das Korrektorat und die Produktion decken soll, muss es sich mindestens 300 Mal verkaufen. Investieren Sie in PR und Marketing, steigt die Gewinnschwelle auf 5000 bis 6000 Exemplare. Erst dann bleibt Geld für den Autor übrig.

Ich glaube, Sie werden überrascht sein, wie wenige Bücher sich in Deutschland mehr als 500 Mal verkaufen. Nicht weil sie schlecht sind, sondern weil nur wenige Menschen wissen, dass es sie gibt.

Wenn Sie nicht bereits bekannt sind und auf einer großen Bankroll sitzen, müssen Sie innovative Wege finden, um die Aufmerksamkeit des Lesers auf das Buch zu lenken. Dieses Thema werde ich in späteren Beiträgen ausführlich behandeln.

## Zeitplan und Finanzen

Auf Grundlage der oben genannten Überlegungen und Entscheidungen können Sie einen groben Zeitplan sowie ein Budget für die Veröffentlichung festlegen.

[**Nächster Artikel: Das Wertversprechen Ihres Buches**](https://www.hpbech.dk/bogens-vaerditilbud/)

**Vorherige Artikel in dieser Serie:**

1. Artikel 1: [Ein Roman wird geboren](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/).

**Categories:** Book reviews, Business development

**Tags:** fixion_en, Publishing

---

### [Das Manuskript](https://hpbech.com/de/das-manuskript/)

**Published:** February 17, 2026
**Author:** Hans Peter Bech

**Content:**

## Ein Roman kommt zur Welt – Teil 6

In dieser Artikelserie gebe ich meine Einschätzung dazu, wie man ein Buch vorbereitet, schreibt und veröffentlicht, das von mindestens **3.000 Leserinnen und Lesern gekauft wird**. Der Verkauf umfasst gedruckte Bücher, E-Books und Hörbücher. Warum die Zahl **mindestens 3.000** ist, erläutere ich in einem späteren Artikel.

---

Der gesamte Prozess, der die Gedanken im Kopf des Autors in Sätze vor den Augen zahlreicher Leser oder in ihre Ohren beim Hören verwandelt, hat fünf Hauptphasen:

A. Formulierung der Idee und des Konzepts (Buchzusammenfassung)
B. Marketing
C. Entwicklung des Basismanuskripts
D. Redaktion und Korrektur
E. Veröffentlichung

In diesem und früheren Artikeln diskutiere ich **Punkt A**, die vorbereitende Arbeit zur Formulierung der Idee und des Konzepts, die in der Buchzusammenfassung mündet. Die übrigen Punkte erläutere ich später.

# Die Buchzusammenfassung

[![](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-female-S-259x400.png)](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-female-S.png)Ich bin überzeugt, dass gerade die Buchzusammenfassung der Schlüssel zu einem guten Buch ist, das seine Zielgruppe erreicht. Sie wird \*\*bevor auch nur eine Zeile im Manuskript geschrieben ist\*\* erstellt und enthält folgende zwölf Elemente:

1. Titel, Untertitel und Cover (Vorderseite, Rücken und Rückseite des Buches)
2. Zielsetzung
3. Zusammenfassung
4. Zielgruppe
5. Ähnliche Bücher
6. Magneten
7. Manuskriptprozess
8. Veröffentlichungsprozess
9. Marketing
10. Format, Preise, ISBN und Kategorien
11. Zeitplan und Budget
12. Über den Autor

In der Serie sind wir nun bei Punkt 7 – dem Manuskriptprozess angekommen.

# Der Manuskriptprozess

Im Abschnitt über den Manuskriptprozess beschreiben Sie, wie Sie sich vorstellen, die Arbeit zu planen. Also wie genau Sie vorgehen werden. Es ist bewusst, dass ich nicht den Ausdruck „das Manuskript schreiben“ verwende. Der Prozess umfasst in der Regel viele weitere Aufgaben.

Stephen King erzählt in seiner autobiografischen Schreibleitung On Writing: A Memoir of the Craft, dass er im Wesentlichen einfach an seinen Computer geht und schreibt. Die Geschichte und die Figuren entwickeln sich dabei. Er beginnt am Morgen und erst nachdem er eine bestimmte Anzahl von Wörtern geschrieben hat, macht er einen langen Spaziergang. (Dies ist derselbe Spaziergang, bei dem er eines Tages schwer verletzt wurde.) Ich habe viele seiner Bücher gelesen. Sie sind unterhaltsam, aber \*\*nicht die Art von Büchern\*\*, die ich gerne schreiben möchte. Auf der anderen Seite kann ich nicht ausschließen, dass seine Methode manchmal zu einem lesenswerten Buch führen kann.

Bei mir ist der Prozess ganz anders. Er sieht folgendermaßen aus:

### [![](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-27-at-19.15.48-scaled.png)](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-27-at-19.15.48-scaled.png)Recherche

[![](https://hpbech.com/wp-content/uploads/Woman-at-PC-400x400.png)](https://hpbech.com/wp-content/uploads/Woman-at-PC.png)Sowohl meine Sachbücher als auch meine Belletristik erfordern Recherche. Für mich funktioniert es am besten, wenn ich diese abgeschlossen habe, bevor ich mit dem Schreiben beginne. Beim Sachbuch “5,460 Miles from Silicon Valley” benötigte ich über hundert Interviews sowie das Abarbeiten zahlreicher Zeitungs- und Zeitschriftenartikel. Die Recherchephase dauerte zwei Jahre.

Auch wenn ich bemüht bin, die meiste Recherche zuerst abzuschließen – es ergibt sich immer wieder etwas während des Schreibens. Aber der Hauptteil findet statt, bevor ich weitermache.

### Zeitlicher Verlauf

In vielen Büchern verläuft die Erzählung in chronologischer Reihenfolge. Sie muss nicht linear sein, aber die Leserin muss immer wissen, wo sie sich befindet. Für mich funktioniert es am besten, wenn ich die Chronologie dokumentiert habe, bevor ich anfange zu schreiben. Die Erstellung erfolgt oft parallel zur Recherche.

### Figuren und Welten

Welche Personen und Orte erscheinen im Buch und welche Eigenschaften haben sie?
Ich erstelle eine Vorlage in Scrivener und fülle diese für alle Personen und Orte aus, die vorkommen. Mehr dazu später.

### Synopsis

Meine Synopsis ist eine kurze Zusammenfassung des Inhalts jedes Kapitels und Abschnitts. Sie wird geschrieben, bevor ich mit dem Manuskript beginne.

### Stimme (PoV) und Zeit

[![](https://hpbech.com/wp-content/uploads//Thinking-man-500-401x400.png)](https://hpbech.com/wp-content/uploads//Thinking-man-500-401x400.png)Wer erzählt die Geschichte und in welcher Zeit spielt sie?

Beim Schreiben von “5,460 Miles from Silicon Valley” wählte ich die dritte Person, weil viele historische Ereignisse darin vorkamen. Bei *Tumult in Mekka* stellte ich zunächst auf Third-Person-Gegenwart, fand aber nach dem ersten Kapitel heraus, dass Ich-Erzähler in der Vergangenheit besser funktioniert. Jede Perspektive hat ihre Stärken und Schwächen; manchmal muss man es einfach ausprobieren.

### Schreiben

Ich arbeite in [Scrivener](https://www.literatureandlatte.com/scrivener/overview) und brauche am liebsten lange zusammenhängende Zeitblöcke für den ersten Entwurf, den ich M1 nenne. M1 schreibe ich alleine – fast ohne externe Hilfe.

# Redaktion

Man kann kein gutes Buch allein schreiben – das gilt fast immer.
Deshalb plante ich für [*Tumult in Mekka* ](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M)einen redaktionellen Prozess mit sechs Hauptschritten.

[![](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-27-at-19.28.31-scaled.png)](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-27-at-19.28.31-scaled.png)

## Alphaleser

Die ersten drei Kapitel von M0 wurden von fünf Testlesern geprüft, um sicherzustellen, dass Stil, POV und Struktur verstanden werden. Die Kommentare nutzte ich dann, um das Manuskript zu vollenden – Version M1.

## Redaktion und Betalesere

[![](https://hpbech.com/wp-content/uploads/Female_Reading_a_book-504x400.png)](https://hpbech.com/wp-content/uploads/Female_Reading_a_book.png)Anschließend erarbeitete eine professionelle Lektorin Manuskript M3. Diese Version wurde dann 10–20 Betalesern vorgelegt, um Feedback und potenzielle Markenbotschafter zu gewinnen – auch das hat großen Wert gebracht.

## Korrektur

Auf Basis des Betaleser-Feedbacks entwickelte ich M4, das dann von einer freiberuflichen Korrektorin gelesen wurde. Die korrigierte Fassung nenne ich M5 – die finale Produktionsversion.

# Wie lange dauert der Prozess?

In meinem Veröffentlichungsplan, den ich in einem späteren Artikel beschreibe, hatte ich sechs Monate für diesen Prozess eingeplant. Das mag lang erscheinen, aber wenn ein Roman viele Jahre leben soll, sind die zusätzlichen Monate gut investiert. Während die Manuskripte bei Testlesern sind, kann ich an anderen Aspekten arbeiten – die Zeit ist also nicht verschwendet.

Nächster Artikel: Marketing

---

# Frühere Artikel in dieser Serie:

Artikel 1: [Ein Roman wird geboren](https://hpbech.com/de/ein-roman-ist-geboren/)
Artikel 2: [Wie man ein gutes Buch schreibt](https://hpbech.com/de/wie-man-ein-gutes-buch-schreibt/)
Artikel 3: [Das Wertangebot des Buches](https://hpbech.com/de/das-wertangebot-des-buches/)
Artikel 4: [Zielgruppe](https://hpbech.com/de/zielgruppe/)
Artikel 5: [Die Magneten, die Leser und Rezensenten anziehen](https://hpbech.com/de/die-magneten-die-leser-und-rezensenten-anziehen/)

**Categories:** Admin, Business development, Marketing, Strategy

**Tags:** fixion_en, Publishing

---

### [Die Magneten, die Leser und Rezensenten anziehen](https://hpbech.com/the-magnet-that-attracts-readers-and-reviewers/)

**Published:** February 10, 2026
**Author:** Hans Peter Bech

**Content:**

In diesem Artikelserie beschreibe ich den Prozess, den ich bei der Entstehung meines ersten Romans [Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/) durchlaufen habe – von der Idee bis zur effektiven Präsentation vor Leser:innen und Rezensent:innen.

Der Prozess, der die Gedanken in meinem Kopf in Sätze vor den Augen der Leserinnen und Leser oder in eine Vorlesung für ihre Ohren verwandeln sollte, wurde von Beginn an in fünf Hauptphasen unterteilt:

A. Formulierung von Idee und Konzept (Buch-Exposé)
B. Marketing
C. Entwicklung des Basismanuskripts
D. Redaktion und Korrektur
E. Veröffentlichung

Im vorliegenden und im vorhergehenden Artikel bespreche ich Punkt A: wie ich die Arbeit an der Konkretisierung meiner Idee angegangen bin und wie es mir gelungen ist, sie in einer Konzeptbeschreibung festzuhalten, die mich im weiteren Arbeitsprozess geleitet hat.

# Buch-Exposé und Konzept

Das Buch-Exposé ist keine Erfindung von mir. Die Idee dazu bekam ich von einem Agenten in New York, der Interesse an einem meiner anderen Bücher zeigte. Er schickte mir die Punkte, die ich ausarbeiten sollte. Das war eine gute Übung, und ich beschloss, sie auch für meine kommenden Bücher zu nutzen, noch bevor ich mit dem Manuskript begann.

[![](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-female-S-259x400.png)](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-female-S.png)Meine Vorlage enthält nun die folgenden zwölf Elemente:

1. Titel, Untertitel und Umschlag (Vorderseite, Buchrücken und Rückseite)
2. Ziel
3. Zusammenfassung
4. Zielgruppe
5. Vergleichbare Bücher
6. Der Magnet
7. Manuskriptprozess
8. Veröffentlichungsprozess
9. Marketing
10. Format, Preise, ISBN und Kategorien
11. Zeitplan und Wirtschaftlichkeit
12. Über den Autor

In diesem Artikel gehe ich auf Punkt 5 und 6 ein.

# Vergleichbare Bücher

Der Trick, ein neues Produkt mit etwas zu verbinden, das viele bereits kennen, wird von Unternehmerinnen und Unternehmern häufig angewandt. Als unbekannter Autor bist du ebenfalls Unternehmer. Dein Produkt ist das Buch.

Du kannst daher sowohl Rezensentinnen und Rezensenten als auch Leserinnen und Lesern helfen, indem du auf bekannte Bücher und Autorinnen oder Autoren verweist, denen dein Buch ähnelt.

Eine Aussage wie: Eine Aussage wie: *„Mein Buch ähnelt Forrest Gump. Plot und Handlung sind unterschiedlich, aber das Genre ist dasselbe“*, ist eine schnellere und verständlichere Einführung als eine lange Erklärung darüber, worum es in deinem Buch geht.

„Mein Buch ist ein *“Sturz der Titanen” (Kenn Follett), angesiedelt in der globalen IT-Branche“*, wird für viele potenzielle Leserinnen und Leser sofort Sinn ergeben.

Die meisten Bücher ähneln anderen in einem oder mehreren Punkten. Autorinnen und Autoren lesen in der Regel hundertmal mehr, als sie schreiben. Es ist bereichernd, Bücher desselben Genres zu lesen – sei es, um sich inspirieren zu lassen oder auch, um sich bewusst davon abzugrenzen.

Wenn du mit dem Marketing beginnst, kannst du Werbung gezielt an Bücher desselben Genres knüpfen, die sich bereits gut verkaufen. Wie das in der Praxis funktioniert, werde ich später erläutern.

Im Buch-Exposé listest du fünf bis sechs Bücher auf, die deinem eigenen entsprechen.

Es gibt viele Bücher, die Tumult in Mekka ähneln – nicht in Plot und Handlung, wohl aber in Genre und Stil. Leserinnen und Leser von Ken Follett, Jan Guillou, Bernhard Schlink, Jenny Erpenbeck sowie der erzählerischen Geschichtsdarstellung von Tom Buk-Swienty und Volker Ullrich werden die Reihe über meine Hauptfigur Henrik Bertelsen und seine Zeit als relevant und interessant empfinden. Auch Leserinnen und Leser, denen die Romane von Ken Follett gefallen haben, zählen zur naheliegenden Zielgruppe meines Romans. Forrest Gump bewegt sich ebenfalls in einem vergleichbaren erzählerischen Umfeld.

Was ist ein Magnet?

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-1-705x400.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-1-705x400.png)Bei näherer Betrachtung sollten die Überschriften eigentlich die Magnete sein – im Plural.

Der Begriff ist eine Übersetzung des englischen The Hook und bezeichnet eine kurze Darstellung dessen, was die Zielgruppe dazu bringen soll, Interesse an dem Buch zu entwickeln. Du greifst dabei auf Formulierungen aus den Abschnitten Ziel und Zusammenfassung zurück, doch der Magnet wird ausschließlich aus der Perspektive der Leserinnen und Leser oder der Rezensentinnen und Rezensenten formuliert.

Denke an Trailer zu Filmen und TV-Serien. Sie sind Appetithäppchen, die Leserinnen, Leser und Rezensentinnen und Rezensenten anlocken sollen.

In der Praxis gibt es mehrere Magnete. Jeder von ihnen besteht aus drei bis zehn Zeilen Text, die Stimmung, Höhepunkte, Handlung, Figuren, Schauplätze oder andere Aspekte des Buchs hervorheben – jeweils zugeschnitten auf die Zielgruppe, an die sie sich richten.

Du gehst dabei wie folgt vor:

- Schreibe die Zielgruppen in einer Liste auf und notiere ihre wichtigsten Merkmale. Wenn du jedes potenzielle Medium bzw. jede Rezensentin oder jeden Rezensenten als eigene Zielgruppe betrachtest, wird es besonders präzise.
- Notiere Stichworte zu dir und zum Buch, die für jede Zielgruppe relevant sind.
- Formuliere aus den Stichworten einen zusammenhängenden Text, wobei das für die jeweilige Zielgruppe Wichtigste an den Anfang gestellt wird.

Gerade für Medien und Rezensentinnen bzw. Rezensenten können es Aspekte des Buchs sein, die es besonders relevant machen, darüber zu berichten. Wenn du aus Aalborg stammst, könnte das der Hauptaufhänger für die Lokalzeitungen sein. Spielt die Handlung in Aarhus, hast du einen Magneten für diese Region. Hast du Teile des Buchs in einem Café in Hilleröd geschrieben (das habe ich!), könnte man dort vielleicht eine Buchveranstaltung für dich organisieren. Bist du bereits etwas älter, ließe sich womöglich ein Magnet für Seniorenorganisationen finden.

Sobald du die Magnete formuliert hast, verfügst du gleichzeitig über ein ganzes Arsenal an Texten, das du in deinem Marketing einsetzen kannst.

Nächster Artikel: Das Manuskript

---

# Frühere Artikel in dieser Serie:

Artikel 1: [Ein Roman wird geboren](https://hpbech.com/de/ein-roman-ist-geboren/)
Artikel 2: [Wie man ein gutes Buch schreibt](https://hpbech.com/de/wie-man-ein-gutes-buch-schreibt/)
Artikel 3: [Das Wertangebot des Buches](https://hpbech.com/de/das-wertangebot-des-buches/)
Artikel 4: [Zielgruppe](https://hpbech.com/de/zielgruppe/)

**Categories:** Book reviews, Business development, Marketing, Strategy

**Tags:** fixion_en, Publishing

---

### [Hat der Westen Gorbatschow missverstanden?](https://hpbech.com/did-the-west-misread-gorbachev/)

**Published:** May 5, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1-267x400.png)](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png)Als Michail Gorbatschow 1985 an die Macht kam, sah sich der Westen mit einem strategischen Rätsel konfrontiert, wie es der Kalte Krieg bislang nicht hervorgebracht hatte: einem sowjetischen Führer, der nicht nur von Koexistenz sprach, sondern ernsthafte Reformen anzustoßen schien. Glasnost und Perestroika deuteten darauf hin, dass die Sowjetunion bereit sein könnte, sich selbst zu verändern, ihre außenpolitische Konfrontation zu entschärfen und Teile ihrer Wirtschaft für westliche Technologie und westliches Kapital zu öffnen.

Doch die eigentliche Unsicherheit betraf nie nur Gorbatschows Aufrichtigkeit. Die schwierigere Frage war, ob der Westen verstand, was sein Projekt erforderte, und ob sein Erfolg überhaupt im westlichen Interesse lag.

[*Der Dollar-Kompass*](https://hpbech.com/de/buecher/der-dollar-kompass/) greift dieses Dilemma in einem fiktiven Glasnost-Projekt auf, in dem die Hauptfigur Henrik Bertelsen nach Moskau geschickt wird, um amerikanische Supercomputer an den sowjetischen Energie- und Rohstoffsektor zu verkaufen. Der Ausgangspunkt ist wirtschaftlich attraktiv, zugleich aber politisch hochexplosiv: Die Sowjetunion braucht westliche Technologie, amerikanische Unternehmen brauchen neue Märkte, und westliche Regierungen wollen Einfluss gewinnen, fürchten jedoch zugleich, den Gegner zu stärken, den sie vierzig Jahre lang einzudämmen versucht haben. Im Roman beruht das Projekt auf der Annahme, dass sich die sowjetischen Energie- und Rohstoffexporte mithilfe westlicher Computertechnologie und westlicher Expertise steigern lassen, und dadurch jene Devisen erwirtschaftet werden können, die zur Rückzahlung der amerikanisch garantierten Kredite erforderlich sind.

Diese Annahme war keineswegs aus der Luft gegriffen. Die Sowjetunion verfügte über enorme natürliche Ressourcen, eine hochgebildete Bevölkerung und einen militärisch-industriellen Komplex, der zu beeindruckenden technologischen Leistungen fähig war. Dennoch war die zivile Wirtschaft Mitte der 1980er Jahre stagnierend, technologisch rückständig und strukturell kaum in der Lage, Wissen in Produktivität und Wohlstand umzusetzen.

# Wie viel wusste der Westen eigentlich?

[![](https://hpbech.com/wp-content/uploads/Cherneko-Funeral-280x280.jpg)](https://hpbech.com/wp-content/uploads/Cherneko-Funeral-280x280.jpg)Gorbatschow blickt in die Kamera. Tschernenkos Beerdigung. Foto: Boris Jurchenko/AP

Nachrichtendienste, Diplomaten, Ökonomen und Geschäftsleute sahen eine Wirtschaft, die von Warenmangel, industrieller Ineffizienz, technologischem Rückstand und der enormen Last der Militärausgaben geprägt war. In *Der Dollar-Kompass* bringt Henriks Freund Jesper diese Diagnose nüchtern auf den Punkt: Die sowjetische Wirtschaft sei „abgewirtschaftet“, das Wachstum zum Stillstand gekommen, die Militärausgaben seien zu hoch, und das System könne so nicht weitermachen. Damit greift der Roman eine Einschätzung auf, die im Westen weit verbreitet war.

Doch zwischen der Erkenntnis, dass die sowjetische Wirtschaft schwach war, und dem Verständnis, dass der Staat selbst bei ernsthaften Reformversuchen möglicherweise auseinander brechen würde, lag ein entscheidender Unterschied.

Michail Gorbatschow erkannte die Notwendigkeit von Reformen, konnte jedoch weder genau absehen, was diese erfordern würden, noch ihre vollen Folgen überblicken. Er hatte nicht vor, die Sowjetunion aufzulösen. Er wollte den Sozialismus retten, nicht abschaffen. Glasnost und Perestroika sollten das sowjetische System reformieren und effizienter machen, nicht durch liberalen Kapitalismus ersetzen.

Dieser Unterschied ist entscheidend. Michail Gorbatschow verstand, dass das System Offenheit, technologische Modernisierung, eine geringere militärische Belastung und bessere Beziehungen zum Westen benötigte. Doch er unterschätzte, wie tief autokratische Strukturen, Geheimhaltung, Korruption und zentrale Planung im sowjetischen Staat verankert waren.

# Unterstützung, Misstrauen und der Wolf im Schafspelz

Westliche Staats- und Regierungschefs standen vor derselben Herausforderung. Für Ronald Reagan und später George H. W. Bush war die Frage von Gorbatschows Erfolg keineswegs nebensächlich. Niemand im Westen hatte ein Interesse an einem chaotischen Zusammenbruch einer atomar bewaffneten Supermacht. Ebenso wenig wollte man riskieren, dass Hardliner die Kontrolle zurückgewannen und die Konfrontation des Kalten Krieges erneut eskalierte.

[![](https://hpbech.com/wp-content/uploads/Henrik-saelger-supercomputere-i-USSR-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-saelger-supercomputere-i-USSR-1.png)Doch der Westen wollte Gorbatschow auch nicht dabei helfen, die Sowjetunion technologisch und wirtschaftlich zu stärken. Dahinter stand die Sorge, dass eine reformierte UdSSR zwar offener und friedlicher erscheinen könnte, zugleich aber zu einem effizienteren autoritären Imperium würde.

Besonders ausgeprägt war diese Furcht bei fortgeschrittener Technologie. Im Roman ziehen amerikanische Politiker zwar eine Lockerung der Exportbeschränkungen in Betracht, jedoch ausschließlich für zivile Anwendungen und unter strenger Kontrolle. Die Sorge der Central Intelligence Agency ist offensichtlich: Systeme, die zur Modernisierung des sowjetischen Energie- und Rohstoffsektors geliefert werden, könnten ebenso militärische Planungen, Waffenentwicklung und geheimdienstliche Fähigkeiten verbessern.

Ein sowjetischer Wissenschaftler bringt das Problem im Roman direkt auf den Punkt: Die Central Intelligence Agency werde einem groß angelegten Technologietransfer niemals zustimmen, weil in der Sowjetunion historisch stets das Militär Vorrang gehabt habe. Jede größere technologische Modernisierung würde daher zwangsläufig auch die Kriegsmaschinerie stärken. Darin zeigt sich das grundlegende Dilemma von Entspannung durch Handel und Technologie: Was einer Gesellschaft hilft, kann zugleich ihren Unterdrückungsapparat stärken.

# Kapital, Expertise und die Grenzen sowjetischer Reformen

Der Westen erkannte auch, dass eine Revitalisierung der Sowjetunion Kapital und Expertise aus dem Ausland erfordern würde. Die Frage war, ob das sowjetische System beides für friedliche Zwecke nutzen konnte.

Westliches Kapital braucht Verträge, durchsetzbare Eigentumsrechte, verlässliche Buchführung, konvertierbare Währungen und Institutionen, die zwischen öffentlichem Interesse und privater Bereicherung unterscheiden können. Die Sowjetunion besaß dagegen vor allem ministerielle Fassaden, ehrgeizige Pläne, informelle Netzwerke, Nepotismus, Geheimhaltung, Korruption und ein dauerhaft hohes politisches Risiko.

[*Der Dollar-Kompass*](https://hpbech.com/de/buecher/der-dollar-kompass/) zeigt immer wieder, wie selbst der Verkauf technologischer Systeme in Bestechung, Überwachung, Erpressung und bürokratische Machtkämpfe verstrickt wird. Schon der Klappentext beschreibt das sowjetische Projekt als eine Milliardenchance umgeben von „verdeckten Interessen, gnadenlosen Rivalitäten, Bestechung und moralischer Täuschung“.

Hier war die Vorsicht des Westens zugleich nachvollziehbar und unzureichend. Nachvollziehbar, weil keine demokratische Regierung bereit sein konnte, Kapital und Hochtechnologie ohne Sicherheitsgarantien in eine feindselige Atommacht zu transferieren. Unzureichend jedoch, weil begrenztes Engagement, halb geöffnete Türen, kommerzieller Opportunismus und strategisches Zögern Gorbatschow weder die notwendige Unterstützung noch den institutionellen Rahmen verschafften, den erfolgreiche Reformen benötigt hätten.

# Tschernobyl und der Zusammenbruch des Vertrauens

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-280x280.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S-280x280.jpg)Historisches Ortsschild in Prypjat, der verlassenen Stadt nach der Atomkatastrophe von Tschernobyl, Ukraine.

Die Katastrophe von Tschernobyl machte den Widerspruch unübersehbar. Der Unfall im April 1986 offenbarte nicht nur technisches Versagen, sondern auch systemische Unfähigkeit: Geheimhaltung, Verantwortungsflucht, bürokratische Lähmung und Verachtung für das legitime Bedürfnis der Öffentlichkeit, die Wahrheit zu erfahren.

Auf diese Weise hatte Tschernobyl eine doppelte Wirkung. Die Katastrophe stärkte Gorbatschows Argument für Offenheit, weil die sowjetische Kultur der Geheimhaltung ihre Gefährlichkeit offenbart hatte. Gleichzeitig schwächte sie die Glaubwürdigkeit jenes Staates, den er retten wollte. Wenn das System nicht einmal die Wahrheit über einen brennenden Reaktor aussprechen konnte, warum sollte man glauben, dass es sich allein durch politische Parolen und administrative Dekrete reformieren ließe?

Die Katastrophe zeigte, dass die Dysfunktion der Sowjetunion nicht nur wirtschaftlicher Natur war. Sie war moralisch und institutionell.

# Hätte der Westen vorhersehen können, was danach kam?

Hätten westliche Staats- und Regierungschefs sowie ihre außenpolitischen Strategen erkennen müssen, dass der Zusammenbruch der Sowjetunion etwas noch Gefährlicheres hervorbringen könnte?

Nur teilweise. Sie hätten verstehen müssen, dass der Zusammenbruch eines Imperiums mit Atomwaffen, verletztem Stolz, schwachen Institutionen und riesigen Sicherheitsdiensten langfristig eine Gefahr darstellen konnte. Einige taten das durchaus. Aber niemand handelte danach.

Doch vorauszusehen, dass aus dem Zerfall der Sowjetunion ein Russland hervorgehen würde, das revanchistisch, hybrid, cyberfähig, atomar drohend und zu einem großen Krieg in Europa bereit sein würde, verlangte mehr als gewöhnliche strategische Weitsicht.

[![](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-1-600x400.png)](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-1.png)Die Lehre daraus ist nicht, dass der Westen die Sowjetunion einfach hätte retten sollen. Das wäre weder moralisch vertretbar gewesen — schließlich hatte die Menschen den Kommunismus nicht gewählt — noch praktisch umsetzbar. Die eigentliche Lehre ist, dass Reformhilfe in einem feindseligen System mehr erfordert als Handelsabkommen und optimistische Gipfeltreffen. Sie verlangt institutionelle Vorstellungskraft: Schutz vor Korruption, Unterstützung der Zivilgesellschaft, realistische Pläne für den wirtschaftlichen Übergang, Sicherheitsgarantien und ein klares Verständnis dafür, dass Demütigung und Zusammenbruch ebenso gefährlich sein können wie Konfrontation.

Michail Gorbatschow versuchte, ein System zu reformieren, dessen historisches Ablaufdatum möglicherweise bereits überschritten war. Der Westen versuchte, ihn zu unterstützen, ohne die sowjetische Machtstruktur zu stärken. Beide Seiten verstanden einen Teil der Wahrheit. Doch keine von ihnen begriff die Folgen in ihrem ganzen Ausmaß.

Aus diesem Scheitern entstand weder die revitalisierte Sowjetunion, die Michail Gorbatschow retten wollte, noch das stabile demokratische Russland, auf das viele im Westen hofften. Stattdessen entstand ein verwundeter Nachfolgestaat, weiterhin bis an die Zähne bewaffnet. Dieses Ergebnis war nicht zwangsläufig — doch die Gefahr hätte weit ernster genommen werden müssen, als es damals geschah.

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Book reviews, Globalisation, Marketing, Politics

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Internet Radio Rocks](https://hpbech.com/internet-radio/)

**Published:** November 20, 2008
**Author:** Hans Peter Bech

**Content:**

[![ASF](https://www.hpbech.com/wp-content/ASF.jpeg)](https://www.hpbech.com/wp-content/ASF.jpeg)

Ever listen to Internet Radio?

Moving back to Denmark from Germany in 2001 I really missed listening to SWR1. Great music, commentary and Verkehrsmeldungen (Stau, Stau, Stau). One evening I did a little surfing on the net and there it was! SWR1 to be streamed directly to my speakers in Hillerød, Denmark. Since then I have been a mega consumer of Internet radio.

Some time ago I came across the Atlantic Sound Factory and this is now my favourite station. By making a small monthly donation you get CD-quality sound through your media player of choice (Sonos) without any commercial interference.

If you like mainstream R&R, blended with some classic oldies and some new stuff, ASF is a superb choice.

[www.asfradio.com](http://www.asfradio.com/)

The Atlantic Sound Factory sends from Cedar Rapids, Iowa, USA and as I write this post 1.400 computers are tuned in to the station.

Awesome.

**Categories:** Blog, Travelling & Leisure

**Tags:** fixion_en

---

### [Selling software through a channel](https://hpbech.com/selling-software-through-a-channel/)

**Published:** March 11, 2009
**Author:** Hans Peter Bech

**Content:**

[![ChannelDevelopment_pic](https://www.hpbech.com/wp-content/ChannelDevelopment_pic-300x270.png)](https://www.hpbech.com/wp-content/ChannelDevelopment_pic.png)

Using a channel of independent companies to resell, implement and/or service your customers has a long tradition in the history of the software industry. For some software companies the channel has been a major contributor to global success, but for most software companies making it work is a constant struggle.

The word “channel” is used in the software industry to describe independent companies that assume various roles and obligations in bringing a software product to the customers. The definition is rather broad since the roles and obligations can vary substantially from “simple” reselling to system integration, solution development on top of the software, implementation in terms of consulting, project management, customization, training and support.

The common denominator is the fundamental condition that the individual channel operator is an independent contractor operating at his own expense and at his own risk. Most frequently he is also operating in his own name, but in channels designed as franchises however, this is not the case.
 **For all the wrong reasons**
Why do so many software companies have difficulties in making the channel work?
From our experience with GTM projects in the software industry, there are two major reasons why the channel based GTM fails.

**The negative approach**
Software companies very often turn to a channel based GTM approach to avoid the investment and risk involved in rapid organic growth. Although this may appear as a solid business reason, the premise is wrong.

How can you expect that someone who is not so familiar with your product and your market should be prepared to make investments and take a risk which you yourself are not prepared to take? The premise is a negative position and your whole approach will be coloured by your risk aversion attitude.

**The amateur approach**
When a software company with a direct GTM approach decides to apply a channel based GTM they are starting from below zero on the learning curve. For some odd reason software companies with a direct GTM approach tend to substantially underestimate and misjudge what it takes to recruit, enable and grow a channel. They use their staff with a learning curve from present obligations with direct sales and implementation to design and implement the channel based GTM. It will not work.

**When and Why?**
So what is the magic behind building a successful channel?
There are 3 fundamental requirements for building a successful channel:

**The strategy**
You must have a proven strategy. This means that you have a tested value proposition, you know which markets to approach and you have a sales and delivery mechanism that has proven replicable and scalable.

**The value chain**
You must define for which parts of your total value chain and for which parts of delivering the whole product the channel is responsible. These parts must represent attractive and proven business opportunities for potential resellers.

[![](https://www.hpbech.com/wp-content/uploads/ValueChain_process-v5.jpg)](https://www.hpbech.com/wp-content/uploads/ValueChain_process-v5.jpg)**The channel support**
You must invest heavily in making your channel productive and profitable.
A channel is not self-motivating. The channel partner has a substantially shorter perspective on investments than you have. And he has other choices. He may be curious and interested in new opportunities, but he will not invest substantially before he sees clear proof of return.

**The change in the channel**

From our work with clients in the software industry, we see a clear change in the channel landscape.

20 years ago there were fewer products and much fatter margins. Finding channel partners was not so easy, as the market was opaque, but they were easier to recruit, motivate and keep happy. Today products are abundant, margins are slim and the Internet has made most markets extremely transparent.

A software company with an ambition of achieving global success using a channel-based GTM approach must be well prepared, understand the idiosyncrasies of a channel and be ready to invest in walking the learning curve with the channel partners.

Using a channel based GTM approach is not a shortcut to growth and profitability. It is a strategic option next to many other options. If you can make it work you will obtain the benefits of the multiplicator. If you cannot make it work you will be left with little control and manoeuvrability.

**Categories:** Blog, Business development, Marketing

**Tags:** biznes

---

### [Helly-Hansen and online shopping - a sad experience](https://hpbech.com/helly-hansen-and-online-shopping-a-hopeless-experience/)

**Published:** March 21, 2009
**Author:** Hans Peter Bech

**Content:**

[![Helly Hansen](https://www.hpbech.com/wp-content/Helly-Hansen.png)](https://www.hpbech.com/wp-content/Helly-Hansen.png)I am a passionate skier. But my ski dress needs to be replaced. I bought my ski jacket in New Zealand in 1995. It’s a Columbia and it has served me well. The ski pants was bought in Århus in Denmark in 1996 and they are Helly Hansen.

Coming back from 8 fantastic days in the Austrian mountains I wanted to execute my intention and went on the Internet.

I decided to take a look at Helly Hansen, because my Helly Hansen ski pants hardly showed any wear and tear although they had been in operation for over 10 years.

I quickly found Helly Hansen and I also found a jacket that I was prepared to purchase. But buying it was impossible! No online shopping with Helly Hansen. They provided a few links to online stores, but they did’t link to the product that I wanted to purchase. They just linked to the front page of the online store, which also carried competitive brands as well.

I spend at least half an hour trying to find the jacket of my life – no luck.

Are they crazy in Norway or what? Why can’t I purchase directly with Helly Hansen and get the product that I fancy?

Helly Hansen: Help me! I don’t understand and I want that jacket!

**Categories:** Blog, Marketing, Travelling & Leisure

**Tags:** biznes

---

### [iPad - I like it.](https://hpbech.com/ipad-i-like-it/)

**Published:** August 6, 2010
**Author:** Hans Peter Bech

**Content:**

[![ipad 1](https://www.hpbech.com/wp-content/ipad-1.jpg)](https://www.hpbech.com/wp-content/ipad-1.jpg)I got my iPad 4 weeks ago through our office in Germany (not out in Denmark yet). I took it with me on my vacation to Croatia and Italy and am exited about the Ding.

It is great for browsing the Internet, reading news services, blogging, and checking your e-mails when out of the office. I used it all the time and rarely touched my MacBook or iPhone.

Now I’m back in the office and spend most of my time on the MacBook doing my work stuff. I usually take a 15 min break every hour when I am doing office work just to clear the head. Having a coffee or a banana on the terrace I prefer to use the iPad to catch up on news pieces and check the next to-do on the task list. I am using Basecamp for project management and the Headquarters APP for the iPad/iPhone is a super tool to peep into Basecamp.

I chose the 3G version of the iPad and will move my Data SIM card over as soon as the MicroSIM cutter, which I have ordered in the Netherlands, arrive.

18 months ago I was a PC/Windows man. Today I am all Apple. I still find the Microsoft Office applications superior to the equivalent Apple applications and do even switch to the Windows versions (on the Mac using Parallels) from time to time.

I have also ordered the iPhone4 mainly to get the HD video facility. I took 10 times more video on this years vacation thanks to the video facility in iOS4. It is just so easy and is super integrated with iPhoto and iMovie.

I think Apple is doing a great job of providing products which sort of become your friends. They are not just work tools – they become like companions. Apple is in my mind creating products with a soul.

Only drawback is the lack of support for Flash on the iOS. You do get quite some black boxes on web sites due to this. The excellent music service Musicovery will not work at all as it apparently is all Flash. But what the heck, ASF plays happily on the IPhone as well as the Ipad.

**Categories:** Admin, Blog, Marketing

**Tags:** Apple, fixion_en

---

### [The Cloud - how far away is it?](https://hpbech.com/the-cloud-how-far-away-is-it-2/)

**Published:** February 18, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Cloud-Nordics1-300x259.jpg)](https://www.hpbech.com/wp-content/Cloud-Nordics1.jpg)

At the CeBIT in the year 2000 A.D. I was interviewed by several journalists about our expectations to the ASP delivery format. How fast would it knock out the traditional (old economy?) license models? What would the pricing policies be? How would we manage the cash flow issues? How could we guarantee availability? How could we guarantee client privacy? How would we manage customizations?

Fortunately, we were well prepared, because when the hype is running you better provide some answer or you will not get any air time. In 2000 ASP stood for Application Service Provider and was essentially the same as Software as a Service.

In 2000 the ASP delivery format was hype only. The answers we provided were very fluffy and was a smokescreen for the fact that we couldn’t deliver anything. We hated the idea as we knew it would kill our business model.

## Welcome to the future

Today this is very different.

When I get up in the morning I turn on my Mac. I start up BaseCamp to check the schedule for the day. Then I start up 14dayz to keep track of my time. I check our Intranet (Google Sites) and then I go to the gym.

![](https://www.hpbech.com/wp-content/Cloud-solutions-292x300.jpg)The cloud and various IT-devices

When I get back I check my mails (Google Apps) and start the days work. TripIT will keep me updated on my travel plans and let me know if I am travelling to the same place as some of my associates and friends. Later in the day, I Doodle some meeting coordinates with people in different companies and time zones. Later I check on the status of some client projects in his SugarCRM and post my status report on his Wiki. In between, I have Skype conversations with clients and a couple of conference calls supported by DimDim (acquired by Salesforce.com).

I basically live in the Cloud (the gym is still just in the room upstairs). I was then very surprised to see the IDC analysis of Cloud Computing in the Nordic countries. Less than 10% of the people interviewed were using cloud-based services. Less than 10% are familiar with the concept and are considering using cloud-based services. More than 80% of the respondents were not familiar with the concept and 30% found it uninteresting. We are used to clouds in the Nordics, and we often go south to enjoy the sunshine. But I don’t think we can escape this “Cloud”.

One thing is to use the cloud, another is to invent it. I do hope that the Nordic software industry is more busy inventing cloud-based services than the user community is embracing it.

**Categories:** Blog, Business development, Strategy

**Tags:** biznes

---

### [Strategy & change: are they related?](https://hpbech.com/strategy-change-are-they-related/)

**Published:** May 13, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/hand-in-hand2-300x249.jpg "Related issues")](https://www.hpbech.com/wp-content/hand-in-hand2.jpg)I recently came across a statement saying that only around 25% of all companies have a strategy in place. The statement also referred to statistics saying that 80% of all change efforts failed. The question is: are the two phenomena somehow related?

If a strategic plan includes a mission, a vision, objectives, a business model, values, a strategy, a plan for the execution and a corresponding “budget”, then I think is fair to say that a majority of companies and institutions do not have this in place. If we also require that the elements of the “strategic plan” are recognized by everyone in the organization, then the percentage takes a further dip. And if we also require that each individual in the organization knows how to contribute executing the strategy and fulfill the vision, then the percentage is single digit.

Making changes is extremely difficult. A “strategic plan” should explain why the changes have to take place and prepare the individuals in the organization on the cognitive level. However, making the change happen is a leadership issue. Without strong leadership no major change will happen.

So: Yes there is a relationship between successful change execution and the presence of a plan justifying the change (the strategic plan).

I assume we have four scenarios:

1. Plan & leadership = major change will happen and we can measure the impact
2. Plan & no leadership = nothing will happen
3. No plan & leadership = major change will happen but the impact is difficult to assess
4. No plan & no leadership = nothing will happen

**Categories:** Blog, Business development, Strategy

**Tags:** biznes

---

### [Should we rush to the Cloud?](https://hpbech.com/should-we-rush-to-the-cloud/)

**Published:** June 6, 2011
**Author:** Hans Peter Bech

**Excerpt:** To quote Churchill: "Don't trust statistics that you haven't made yourself" A survey made by a vendor with a vested interest in the outcome, should always be taken with a grant of salt.

**Content:**

---

> To quote Churchill: “Don’t trust statistics that you haven’t made yourself” A survey made by a vendor with a vested interest in the outcome, should always be taken with a grant of salt.

---

[![](https://www.hpbech.com/wp-content/Cloud.jpg)](https://www.hpbech.com/wp-content/Cloud.jpg)

I recently came across a post claiming that [Axios Systems](http://www.axiossystems.com) had made a survey showing that 68% of all global companies are already planning to adopt a cloud strategy.

I assume everybody will agree that it makes sense to get electricity, water, gas and so on from big utilities. Likewise it makes good sense to have certain IT services delivered from big IT utilities, which we currently call “The Cloud”.

However, as the customer requirements for customization, integration to other systems, implementation, training, availability, response time and so on increases, the delivery format (cloud or on premise) becomes less important and in many cases “the cloud” is not the answer (yet).

So take it easy out there and continue to think before you act. B2C customers are extremely conservative, B2B customers also. Maybe 68% are planning to adopt a cloud strategy, but that doesn’t mean that they are actually planning a cloud based IT strategy and much less that they will execute a cloud based IT strategy and not at all that it cover all their IT needs. Being a “first mover” is not always the best strategy.

And finally to quote Churchill: “Don’t trust statistics that you haven’t made yourself” 🙂 A survey made by a vendor with a vented interest in the outcome, should always be taken with a grant of salt.

**Categories:** Blog, Business development

**Tags:** biznes

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### [What is management consulting?](https://hpbech.com/what-is-management-consulting/)

**Published:** June 29, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Consultant2-300x296.jpg "Consultant2")](https://www.hpbech.com/wp-content/Consultant2.jpg)Management consulting indicates both the industry and practice of helping organizations improve their performance primarily through the analysis of existing organizational problems and development of plans for improvement.

Consultancies may also provide organizational change management assistance, development of coaching skills, technology implementation, strategy development, or operational improvement services. Management consultants generally bring their own, standard or proprietary methodologies/frameworks to guide the identification of problems, and to serve as the basis for developing best practice solutions for more effective or efficient ways of performing.In general management consulting is the facilitation of both the analysis of the problems and challenges an organization may face **and** the development of the approaches to overcome these problems and challenges.

As can be derived from the definitions and descriptions above, management consulting is mainly addressing problems or challenges which are not yet fully understood and where causes and effects are still unclear. Thus the first steps in management consulting assignments are often related to the analysis of the problem or challenge and to identify possible cause/effect relationships.

Management consultants are typically specialized in the type of problem scenarios in question and thus have much more experience with running the process of finding solutions, than the client. Management consultants can also bring industry domain experience and thus draw on “best practice” experience from many companies in the client’s’ industry. However, management consultants are often very cautious recommending anything specific, but will rather help the the client making his own conclusions.

**Categories:** Blog

**Tags:** consulting, fixion_en

---

### [The 6 rules to make you stand out from the crowd](https://hpbech.com/the-6-rules-of-maintaining-trustworthiness/)

**Published:** July 9, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Stopwatch-HD-300x286.jpg)](https://www.hpbech.com/wp-content/Stopwatch-HD.jpg)Time is very democratic resource: 24 hours a day for everyone.

***“I am sorry for the delay, but I have been very busy lately”.***

I assume we have all had this excuse from someone missing a deadline. A deadline he or she voluntarily committed to. It can be a client who promised to come back on a certain issue, a colleague working on a certain task, or a supplier supposed to deliver something.

The excuse is very often delivered when WE follow up.

In such situations, I think most of us make a mental note: “Is this person reliable? Is this a trait or an exception?”

We can all make mistakes. We can all miss a deadline. **But we have to proactively manage the situation, stop fooling ourselves,** and stop letting other people down. Irrespective of who we made the commitment to. In my opinion, there is no difference in making commitments to a supplier, a LinkedIn connection, your boss, a colleague, an employee, a family member, a client, a friend – they are all human beings and must be treated with equal respect.

# The 6 rules

[![](https://www.hpbech.com/wp-content/uploads/Finger-with-band-179x300.jpeg)](https://www.hpbech.com/wp-content/uploads/Finger-with-band.jpeg)

These 6 simple rules can help us maintain and grow our trustworthiness.

1. We must immediately decline commitments which are obviously impossible to execute on time or that we have no real intention of executing anyway.
2. We must keep track of the commitments we do make (what, when, who).
3. We should check our list of commitments regularly.
4. We must proactively give notice to those affected as soon as we have to reshuffle our priorities and realize that we will miss a deadline that may be important to someone else.
5. We need to take the responsibility. Say: “I am sorry, but I/we have decided to change some of my/our priorities and…”
6. We should never use the excuse “Sorry, but I have been so busy lately.” That’s arrogant, disrespectful and insensitive.

# Managing our reputation

How do we do that?

1. We should stop being “nice” and say no more often.
2. We should stop being afraid of speaking our mind.
3. We must learn to question and challenge the assignments before making commitments.
4. We must ask for time to consider before committing to a task or project if we are in doubt that we can or will deliver.

When we start exercising these four principles we will improve our ability to think on our feet and in the future, we will make time to decline impossible or unimportant commitments, which we have no chance or intention to deliver on.

## Keeping track of our commitments

This sounds so obvious, but lots of people do not write down what they commit to doing. If we *are* very busy, then we must write down what we have promised to other people. (Use one of the many tools available that will synchronize across all your devices and/or are cloud-based.)

### Checking our commitments daily

Take a look every morning or evening and see what we have to take action on if anything.

## Being proactive

[![](https://www.hpbech.com/wp-content/uploads/Proactive-300x300.jpeg)](https://www.hpbech.com/wp-content/uploads/Proactive.jpeg)

Having a complete list of all our missed commitments will only add to the stress we suffer. We must use tools to notify people of changes in our priorities that are causing delays, or completely cancel commitments as soon as possible and BEFORE the promised deadline.

## Taking the responsibility

Don’t blame it on “the system.” We only leave the impression that we are either arrogant, totally out of control or are being remotely controlled by our environment.

## “I have been busy”

Time is the most democratic resource we have. 24 hours for everyone, 7 days in a week, 365 days in a year. What we do with that time is our own business. We should not blame a lack of time when we are unable to deliver on our promises. Time to perform a task is something we TAKE and not something we HAVE.

All commitments are not of equal importance. I think we all understand that. Admitting that we have given other commitments a higher priority is the bare truth. Whether the suffering party likes it or not and what she will do about it totally depends on how we treat them.

Trustworthiness is the most crucial character trait in any relationship. All other virtues fade in comparison when we keep failing to deliver on our own commitments. Irrespective of how small they are and to whom we have made them. Take charge and become proactive.

> When we deliver on our promises then we stand out from the crowd like a shining star & also when when we look ourselves in the mirror.

**Categories:** Blog, Business development, Marketing

**Tags:** consulting, fixion_en

---

### [Was the IT industry exciting and predictable?](https://hpbech.com/was-the-it-industry-exciting-and-predictable/)

**Published:** July 14, 2011
**Author:** Hans Peter Bech

**Excerpt:** Claiming that the IT industry used to be exciting and predictable is a distortion of reality covered by the term "Nostalgia".

**Content:**

---

Claiming that the IT industry used to be exciting and predictable is a distortion of reality covered by the term “Nostalgia”.

---

[![](https://www.hpbech.com/wp-content/CDC.jpg)](https://www.hpbech.com/wp-content/CDC.jpg)

I came across an interesting post on [Business Insider](http://www.businessinsider.com/time-for-a-new-software-economy-2011-7 "to the source") claiming that the IT industry used to be exciting and predictable!

As you get older you also tend to get a bit nostalgic. “The good old days”. Claiming that the IT industry used to be exciting and predictable is a distortion of reality covered by the term “Nostalgia”.

I started in the IT industry in 1980 as a sales rep for Control Data Corporation. Exciting it was, but predictable is was not. CDC was a very innovative company (outside its’ core business, unfortunately). CDC invented the Cybernet, which was a host of Cloud based services for the professional community. They invented PLATO, which was an e-learning platform delivered in a SaaS format. What they failed to do was foreseeing the minicomputer. While CDC was trying to beat Cray with a monster of a super computer (Cyber 205), Data General, DEC, Prime, HP and IBM was eating away on the big scientific data centers, which was the core business of CDC. Flabbergasted at the executive level CDC also missed the PC wave. Eventually CDC (with 65.000 employees in 1980) ceased to exist.

Maybe the IT industry was exciting and predictable before I joined in 1980, but ever since it has only been exciting.

What has happened in the IT industry, which has changed it completely are 3 things:

**1. the appearance of non-proprietary “standard” platforms (well, maybe not all of them are non-proprietary)**
**2. the appearance of “consumer” oriented packaged products and services (large volume/low price)** 
**3. the Internet**

In 1980 (and before I presume) IT was for business and government. All my customers in the early 80’ies were big enterprises. We were dealing with IT savvy people who had no other place to go. As soon as we had placed a Cyber computer in their data center, they basically had to come to us for applications and services. The market was not very transparent. Neither we nor the customers had a full overview over the market for hardware, software and services. Shopping around was difficult. Predictable it seemed to be, but boy did we get surprised when the budget suddenly went to a DEC/PDP or VAX.

All that has changed today for the consumer and the small businesses. I believe enterprises and government still have lots of legacy systems, which makes them less flexible in choosing new products and services.

The creation of a “consumer” market for IT products and services is a fantastic opportunity for a lot of inventive entrepreneurs. The enterprise and government market is still there and provides opportunities for other inventive entrepreneurs. It is exciting and unpredictable. This is life and this is business. This is what makes it fun and prevents sleepy monopolies dominating our lives.

Can the predictable be exciting?

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** Control Data, fixion_en

---

### [The four types of consulting](https://hpbech.com/the-four-types-of-consulting/)

**Published:** July 29, 2011
**Author:** Hans Peter Bech

**Excerpt:** This post explains the 4 types of consulting as they are defined by David H. Maister.

**Content:**

---

> *This post explains the 4 types of consulting as they are defined by David H. Maister.*

---

 [![](https://www.hpbech.com/wp-content/the-4-types-300x300.jpg)](https://www.hpbech.com/wp-content/the-4-types.jpg) The 4 types of consulting  

Which type of consulting do you provide?

There are many types of consulting. The way you promote your consulting services, the way you generate leads, the way you sell and the way you deliver depend heavily on the type of consulting business you exercise.

A project may often be a mix of various types of consulting services. This is a serious challenge for the individual and independent management consultant. Mastering the many types of consulting services as an individual is simply not possible.

This post explains the 4 types of consulting as they are defined by David H. Maister.

 [![](https://www.hpbech.com/wp-content/true-professionalism.jpg)](https://www.hpbech.com/wp-content/true-professionalism.jpg) By David H. Maister  

[David H. Maister](http://davidmaister.com/ "Go to David Maisters web site") introduced the concept of the 4 types of consulting in his book “True Professionalism” first published in 1997.

The post will review the 4 types of consulting:

- What they are
- Examples of each type of consulting
- The impact on you sales efforts and
- The impact on you delivery infrastructure
 
Understanding the difference between the 4 types of consulting is critical for any management consultant and understanding them will have a dramatic impact on how you sell and how you deliver your consulting services.

The objectives of this post are:

1. Making you familiar with the concept of the 4 types of consulting
2. Enable you to identify the needs of your clients
3. Enable you to coach your client in the direction required for successful project accomplishment
4. Review the impact on the sales process of consulting services
 
# The four types of consulting

The 4 types of consulting is defined using two criteria:

1. How close do you have to be to the client when delivering the service?
2. To which degree is the process required a standard or customized process?
 
Using these criteria we get the 4 types of consulting:

We call consulting services following a standard process and where only little client contact is required for **“Chemist or Pharmacist”** type services

We call consulting services following a standard process and where close client contact is required for **“Nursing Type”** services

We call consulting services following a customized process and where only little client contact is required for **“Brain surgery”** type services

We call consulting services following a customized process and where close client contact is required for **“Psychotherapist”** type services.

Let’s take a closer look at the 4 types.

## Pharmacist

 [![](https://www.hpbech.com/wp-content/TBKConsultingType-Pharmacist-150x150.jpg)](https://www.hpbech.com/wp-content/TBKConsultingType-Pharmacist.jpg) 

The client is looking for **a solution to a well defined issue**. He knows exactly what the problem is and he is looking for someone to run the process at the best price/performance ratio. This scenario is close to selling and delivering a “product”. The client is familiar with the service and knows the process associated with the delivery. He will probably ask a couple of suppliers for a proposal before he makes his choice.

Samples of pharmacist type of consulting services are:

- Staff recruitment
- Staff profiling
- Strategy review
- Channel recruitment
 
## Nurse

 [![](https://www.hpbech.com/wp-content/TBKConsultingType-Nurse-150x150.jpg)](https://www.hpbech.com/wp-content/TBKConsultingType-Nurse.jpg) 

The client knows the problem and also have an idea of the process required to fix it, however **he want to be involved all along the way and possibly learn from the process**. Start-up companies and younger executives often prefer nursing types services over pharmacist services as they will learn from the process. When they get familiar with the processes they will be better positioned to request the services in a pharmacist format.

Samples of nursing type of consulting services are:

- Channel program development
- Executive recruitment
- Sales training
- Customer satisfaction surveys
- Market assessments
 
## Brain surgeon

 [![](https://www.hpbech.com/wp-content/TBKConsultingType-BrainSurgeon-150x150.jpg)](https://www.hpbech.com/wp-content/TBKConsultingType-BrainSurgeon.jpg) 

The brain surgeon applies **high levels of customization, creativity and innovation combined with a low degree of client interaction**. The client is looking for a recognized top specialist who can fix an important problem, but he doesn’t feel he needs to be intimately involved in the solution.

Samples of brain surgeon type of consulting services are:

- Tax consulting
- Legal consulting
- Development of P&L models, remuneration schemes and other concepts
- Interim management
 
## Psychotherapist

 [![](https://www.hpbech.com/wp-content/TBKConsultingType-Psychotherapist-150x150.jpg)](https://www.hpbech.com/wp-content/TBKConsultingType-Psychotherapist.jpg) 

The psychotherapist is required when the problem is unclear and thus the process required also unclear. This is normally called **management consulting**. The consultant will help the client analyze the situation and also help the client identify the steps required to provide a remedy. Implementing the remedy can be an opportunity for additional consulting services or the client can decide to perform the implementation with his own resources.

Samples of psychoterapist type of consulting services are:

- Management coaching
- Ambition discovery
- Strategy development
- Value Proposition definition/development
- Investment prospect development
- M&A consulting
 
# Impact on sales

The definition of the 4 types of consulting is based on **what the client expresses a need for.**

It is your job as sales person to identify and qualify which of the 4 types of consulting services you must propose the client. You do so by [asking questions](http://www.huthwaite.com/ "SPIN selling is an excellent method for asking the right questions in sales situations").

An example: Staff recruitment may be a pharmacist type of service. But only if the job description is in place, the success criteria are defined, the reporting structure is decided, the remuneration package is defined, the evaluation scheme is defined and an introduction program is in place. If these fundamental prerequisites are not in place, **then a staff recruitment assignment can turn into a combination of all the 4 types of consulting services**. We must be able to identify these issues in the conversation with the client.

The same goes for [market bootstrapping](https://tbkconsult.com/product/choosing-foreign-markets-in-the-software-industry/ "Go to the TBK Consult blog") and [channel recruitment](https://tbkconsult.com/product/the-software-partner-channel-in-a-business-model-context/). They are also only pharmacist type of services if all the prerequisites are in place.

Obviously there will be many situations where the client is looking for a pill to cure an important, very complicated and ill-defined issue. The client would prefer a cheap pill to quickly fix a problem, which actually requires insight and analysis, then a diagnosis and then a cure. **It is your job as a sales person to coach the client and make him understand his own situation and his options.**

It is also your job to qualify the client:

Does the client want a pill and a quick fix because he has no money? **No money = no project!**

Or does the client want a pill and a quick fix because he doesn’t really understand what he is dealing with? Can you coach him into the solution process?

**If the clients perception of his situation is matching with you perception** and the client is prepared to pay a fair price for consulting assistance then you can go home and prepare your proposal.

**If the clients perception of his own situation is not matching with your perception**, *but the client is prepared to pay a fair price for consulting assistance* then you must coach him towards through a solution process.

**If the clients perception of his own situation is not matching with you perception** and *the client is not prepared to pay a fair price for consulting assistance* then you must leave the meeting as gracefully as possible (you can always choose to “fight” another day).

# Impact on delivery

Understanding the 4 types of consulting will help you become more successful as a consultant. It will also help you with pricing and applying the concept of leverage.

Most consulting assignments are a mixture of the 4 types. It may start out as any of the four types and develop into mixture.

## Pharmacist

 [![](https://www.hpbech.com/wp-content/Pharmacist-150x150.jpg)](https://www.hpbech.com/wp-content/Pharmacist.jpg) 

Pharmacist services must be **predefined and offered at competitive prices**. To be profitable with chemist type services you must have an infrastructure in place to deliver the service and you must have economy of scale in your operation.

A team of people normally delivers pharmacist type services with well-defined division of labour in the process. Typically there is a senior management consultant responsible for client engagement and a series of specialized clerks and junior staff involved with the execution.

## Nurse

 [![](https://www.hpbech.com/wp-content/Nurse-150x150.jpg)](https://www.hpbech.com/wp-content/Nurse.jpg) 

Nursing type of services must be also **be predefined and offered at competitive prices**. However the coaching element allows for above average fees if you can demonstrate domain knowledge and experience with similar type of projects.

To be profitable with nursing type services you must also have an infrastructure in place to deliver the service, but economy of scale is not so critical.

Typically there is a senior management consultant responsible for client engagement and the coaching while a staff of specialized clerks and junior consultants involved with the back-office execution.

## Brain Surgeon

 [![](https://www.hpbech.com/wp-content/Brain-Surgeon-150x150.jpg)](https://www.hpbech.com/wp-content/Brain-Surgeon.jpg) 

**Recognized specialist** delivers brain surgeon types of consulting. Some leverage may be applied, but the senior consultant will do most of the work. Getting brain surgeon types of assignments requires that you are a recognized specialist in your specific domain. Your clients will already know who you are or you will be recommended by one client to another. Premium fees can be asked.

## Psychotherapist

 [![](https://www.hpbech.com/wp-content/Psychoterapist-150x150.jpg)](https://www.hpbech.com/wp-content/Psychoterapist.jpg) 

**Recognized thought leaders** deliver psychotherapist services. Degree of leverage is low, however the psychotherapist will identify other consulting opportunities, which can be referred to other consultants in the organization. Your clients will already know who you are or you will be recommended by one client to another. Premium fees can be asked.

# Summary

Each of the 4 types of consulting are all respectable and genuine ways of providing services to client issues. However it is crucial to **understand the difference** and be able to offer and execute with the right infrastructure and resources.

Making attractive margins on delivering the 4 types of services **requires completely different types of consultants and back-office infrastructure setups**.

# Additional resources

If you are interested in learning more about running a consulting business I urge you to read the books by David Maister.

>> [David Maister’s web site](http://davidmaister.com/ "Go to David Maister")

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** consulting, fixion_en, SPIN

---

### [Personal e-mails as a marketing vehicle?](https://hpbech.com/e-mail-as-a-marketing-vehicle/)

**Published:** February 24, 2008
**Author:** Hans Peter Bech

**Content:**

[![email](https://www.hpbech.com/wp-content/email.jpg)](https://www.hpbech.com/wp-content/email.jpg)Each person in your organization is submitting in average 10 personal e-mails to external business contacts each and every working day.

If your company employs 500 people the volume of personal e-mails to external contacts will be in the magnitude of 1.000.000 each year.

If you ask your marketing manager how much he would have to pay for 1.000.000 impressions in various media the answer will be: Not less than € 25.000.

My question is: Why don’t companies take advantage of their personal e-mails as a marketing channel?

Note: I am involved with selling eMailSignature, a software solution, which allows business and organizations to manage the layout and content of e-mail signatures. It often puzzles me that even marketing managers haven’t thought of using the (FREE!!) e-mails as a marketing channel.

**Categories:** Blog, Business development, Marketing

**Tags:** biznes

---

### [Which market?](https://hpbech.com/which-market/)

**Published:** September 20, 2008
**Author:** Hans Peter Bech

**Content:**

[![simpleworldmap](https://www.hpbech.com/wp-content/World-Map-300x155.jpeg)](https://www.hpbech.com/wp-content/World-Map.jpeg)I frequently meet with software companies from around the world, where we discuss issues around internationalization. One typical question is which market (geography) to penetrate first or next. I ask them the following question: “Assume that I know everything about each individual market in world. Which questions would you ask me in order to assess and prioritize markets?”

In 10 out of 10 cases none have prepared a list of questions that they must have answered before deciding to enter a new market. Of course they can come up with the traditional questions like market potential and competitors, but it is obvious that they have not worked hard to make a prioritized list of critical and specific questions and the corresponding justification mechanism.

Many software companies seem to consider “market analysis” a waste of money and will rather “jump in the pool” and check depth and temperature this way.

We will never be able to know the idiosyncrasies of a new market, where we have not been operating before, as well as we know our current markets. Thus we must accept a certain degree of uncertainty. But how can we get a feeling for the most fundamental challenges which we must expect to face in the new market?

Before jumping into the pool we need to find out what we need to know (and skip all the stuff which is just nice to know). I have a rule of thump saying around 10 questions. If we can get reasonable answers to 10 critical questions we can assess the market penetrability.

I don’t believe we can get much help from Gartner, IDC, Forrester et al who all operate on a very global level. It is also very unlikely that there is an existing and fairly actual report, which is addressing our specific case (if there is – get it!!). So what should be done?

I believe two types of market intelligence activites should be performed.

**Web Based Market Research**

Obviously a web based research effort will identify competitors, their positioning, their GTM and also some of their reference customers. Analyzing industry specific online media will give you an idea of market trends and gossip.

**Customer Interviews**

By interviewing customers you can obtain a wealth of information. What they are doing today in the area that you address, who their current vendor is, if they are satisfied, if and when they are planning to replace etc. (Remember that if you have a list of 1.000 companies, you will be able to get in touch with around 750, and make it through to 500 individuals of which 250 are willing to talk to you – don’t take it personally it is just the way life is).

**The supply side**

Until now we have been focusing on the demand side of a new market. If we cannot expect to win business there is no reason to look at the supply side. If your market analysis comes out positive it is time to look at how your supply side and your value chain should be organized. What is the minimum setup required to get bootstrapped into the new market? Don’t invest in getting market dominance in the first 12 months – it is not going to happen. You will just loose an awful lot of money.

**Categories:** Blog, Business development

**Tags:** biznes, international business

---

### [People makes the difference, not products](https://hpbech.com/from-good-to-great/)

**Published:** September 7, 2008
**Author:** Hans Peter Bech

**Content:**

[![Good to great](https://www.hpbech.com/wp-content/uploads/Goog-to-great.jpg)](https://www.hpbech.com/wp-content/Goog-to-great.jpg)

I had lunch with a friend of mine the other day. He had just finished selling a company he started 2 years ago for the neat sum of XX million Euro. Now, how do you do that?

Well, his case is really interesting. Had they invented a new gismo that people was lining up to acquire or a new material that could reduce the weight of automobiles by 25% or new technology or some other thing new?

No.

They didn’t even have any IP. All they did was repackage some services that were readily available on the market and sell the new package to corporate customers. The package was well thought of and represented an attractive value proposition, but the real difference was my friend’s ability to acquire new customers. Within the 2 year period, my friend and his partners managed to get so many new enterprise customers on subscription plans that the company’s baseline revenue is secured for the next 3 years.

Asking my friend what really made that possible his answer was: “My partners. Life has taught me that people make the difference, not products.”

He then told me that his personal business bible was “[Good to Great](http://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996)” by Jim Collins and his team. The part, where Jim and the team find out how great companies recruit the right people and then find out what to do with them next, is a rule by which my friend lives.

I rushed home and ordered Good to Great from Amazon.de. Soon after receiving the book, I was fortunate to have a strike of the flu for a couple of days and managed to get through the book in between sleeping. That’s an interesting book for sure. I was so inspired by the book that a wrote a two page summary of the findings. You can review them here.

**From Good to Great**
[The book by Jim Collins “Good to Great” (2001)](http://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996) is a study of US companies which from a position of average performance suddenly takes off and outperforms the market by at least a factor of three over a sustained period. The study attempts to identify patterns of behaviour and characteristics that make these “great companies” differ from their peers in the same industry.

Becoming great doesn’t happen overnight, nor can it be subscribed to a single event, program, person or incident. It is the constant accumulation of small steps that suddenly gains momentum and takes the company off to outstanding performance.

*Why do we need to know what it takes to be great if we are happy with just being good?*

From the study, it appears that the effort required to become great is not more demanding than what it takes to become and remain good. Rather the opposite. It seems that as soon as they gain momentum the great companies have an easier route than the good companies and a much easier route and life than those companies, which struggle with low performance.

**Industry**
Great performers are not related to specific industries. You can find them in any industry at any time.

**Level 5 leadership**
Great companies all have level 5 leaders and leadership cultures:

- Great top leaders are passionate and strong willed, but they are not big egos, tyrannic or charismatic. They listen well and have an integrating leadership style.
- They are focused on the success of the company and the team and not on their own success.
- They understand how to attract the right people and move/get rid of the wrong people.
- They want and can face brutal facts.
- They are looking for a market/segment/concept where the company can become a clear #1.

**First who – then what**
Great companies are extremely meticulous in finding the right people first, get them in the right seats and get the wrong people off before defining the course and direction.
The right people are 85% attitude and spirit and 15% qualifications, experience and competence.

**Confront the brutal facts**
Great companies are constantly looking for facts on their course and destination. They face brutal facts much better and react much swifter than the average peer. However, they never linger from their ambition of becoming #1 in the line of business they have chosen.

**The Hedgehog Concept**
Great companies choose a market/concept/approach which can make them a clear #1 in their business. When taking off from good to great this market/concept/approach may not be their current core business. If they consider it impossible to become #1 in their current core business, they will adjust their strategy.
To drive the process they use 3 focus areas:

- What are we really passionate about
- Where can we apply this passion to become #1
- How can we measure our progress and performance with simple metrics

**Culture of Discipline**
Great companies chose to hire people who are self-disciplined and they nurture a culture of responsibility that amplifies self-discipline.
People with self-discipline need less:

- Hierarchy
- Bureaucracy
- Control

Motivation and organizational alignment don’t seem to be an issue in great companies. People seem to be motivated by the culture, their assignments and the course.

**Technology Accelerators**
In none of the great companies were technology a breakthrough factor, but in all of the companies were technology an accelerator.

All great companies invest heavily and are at the forefront of those technologies, which can improve their performance and position.

**The Flywheel and the Doom Loop**
Great companies benefit from a long a consistent pull in a well thought direction adjusting the course constantly but never making abrupt strategic moves and acquisitions.

Great companies are like flywheels gaining more and more momentum.

Their good and not so good peers suffer from sudden changes, greater than God leaders and an inability to accept and understand the brutal facts from the market. Instead of gaining momentum, they enter a doom loop.

**Purpose/Vision**
All the great companies had a purpose and a vision beyond just making money. It was generally a purpose and a vision that everyone in the organization could identify with and support.

## Note

The book [has been criticized](https://www.linkedin.com/pulse/why-you-cannot-learn-success-from-successful-people-companies-bech/) for scientific faults, for stating the obvious and for being too general to offer any help.

**Categories:** Blog

**Tags:** fixion_en, Organization - Management and Leadership

---

### [The Fifth Perspective](https://hpbech.com/the-fifth-perspective/)

**Published:** August 15, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/The-5th-dimension.jpg "The 5th dimension")](https://www.hpbech.com/wp-content/The-5th-dimension.jpg)We need to measure how well management are leading and executing

This post is claiming a need for a fifth perspective in business leadership.

**The management perspective = Leadership & Execution capability.**

The fifth perspective is critical for any company in the software industry with ambitions of achieving global market dominance.

# The 4 (now 5) Perspectives

The Balance Scorecard framework, which is helping us link strategy with execution, gave us 4 perspectives:

1. The Financial Perspective
2. The Customer Perspective
3. The Internal Processes Perspective
4. The Learning/Growth Perspective

My claim is that we also need to measure managements’ ability to lead/execute. This translates into measuring how capable and effective management are at defining, and executing successful strategies.

# From Strategy to Execution

As a CEO you know that it takes a clear strategy to lead the journey through the **three phases of international market penetration**: Bootstrapping, Bridgehead and Dominance. You also know that it is not the strategy per se, which will do the job; *it is the execution of the strategy*. Strategy execution requires that more people understands the strategy and the activities, which must be accomplished to generate the desired outcome.

Linking strategy and execution has always been the #1 management challenge. For good reasons. While the “brilliant” strategy can be conceived in the executive boardroom, execution cannot. Execution is the myriad of activities performed by our own staff and by our business partners. Attempting to micromanage execution compensating for the lack of strategy understanding in the ranks is doomed to fail. It this was possible, the Soviet Union would be the dominating world economy today. Well, it is not.

Execution requires that management is capable of communicating the strategy AND establish motivation programs, which are driving staff and business partners to perform activities in line with the strategic objectives. **Thus the need for monitoring, measuring and improving the fifth perspective: Execution Capability.**

 Measuring Management Perspective Performance

How do we measure how well we perform on the Management Perspective?

At TBK Consult we measure Management Performance in 4 areas:

1. Strategy formulation quality
2. Setting and following up on objectives
3. Drive (ability to act)
4. Alignment

The actual measurement is performed through 22 questions. Ask the advisory board, the management team and some key staff members to answer these 22 questions and you will get a clear picture of the fifth dimension = the management team’s ability to lead and execute.

**Categories:** Blog, Strategy

**Tags:** consulting, fixion_en, Organization - Management and Leadership

---

### [The Three Types of Independent Management Consultants](https://hpbech.com/the-three-types-of-independent-management-consultants/)

**Published:** September 8, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Number-3-150x150.jpg)](https://www.hpbech.com/wp-content/Number-3.jpg) 

In a previous blog post I wrote about [the 4 types of consulting](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting"). This post is about the **three** types of independent management consultants.

I have been working in government for 3 years and in business for 31 years. Since 2003 I have been operating as a management consultant. Through all those years I have come across a multitude of consultants, advisory board members, board directors and interim managers. I have come to the conclusion that there are basically three types of independent management consultants.

**Which type are you?**

Identifying where you fit may help you to go “all in” or “all out” of the management consulting business.

Before I reveal the different types, let’s get some definitions right.

# What is a management consultant?

According to [Wikipedia](http://en.wikipedia.org/wiki/Management_consulting "Go to source") management consulting indicates both the industry and practice of helping organizations improve their performance primarily through the analysis of existing organizational problems and development of plans for improvement.

 ![](https://www.hpbech.com/wp-content/Hands-over-head-Square-1-300x281.jpg) 

In my universe a management consultant has experience working in and working with a broad range of businesses. A management consultant is experienced with the 360 degrees of running a company and most importantly with marketing and sales. A management consultant has experience with companies in all stages of growth: Start-up, bootstrapping, early success, takeoff and maturity. The management consultant should also also have experience with business turnaround issues. In other words, a management consultant has broad and narrow stroke experience and typically, 20 years or more of solid business acumen.

In addition he must have acquired a methodical framework for exercising consulting type assignments. Exercising management consulting is very different from running the business. A structured consulting process is crucial for balancing the facilitation and the frank challenging of client prejudices. It is the accumulated business experience **and** the methodical framework, which makes a management consultant.

# What does a management consultant do?

His first “assignment” is to define his field of specialty, formulate his customer value proposition, identify his ideal customer profiles, find them and win their projects. In short he must start exercising his skills as a marketeer and a **top star salesman**. Having signed consulting assignments on the book he can now start delivering.

A management consultant starts any and all assignments with understanding the client’s business. He spends the first time interviewing stakeholders, studying material that the client has provided and researches the Internet for sources the client didn’t provide. He applies a systematic approach accumulating insight and a systematic approach documenting his findings.

After having learned the details of the client’s business, the management consultant identifies problems and opportunities. Obviously there will be certain problems and opportunities, which led the client to engage the management consultant in the first place, but a management consultant will through his systematic approach find problems and opportunities, which the client didn’t know and never thought of. A management consultant brings fresh eyes, fresh experience and an open mind to any business enterprise, providing a completely different perspective than that of someone who has been running the company for some time or someone looking to start a new venture.

Having nailed the problems and opportunities of the business the management consultant will then analyze the gathered information and facilitate the process of identifying solutions and plans for the future. The facilitation is structured and qualified in the sense, that the management consultant uses his experience and insight challenging the conclusions made by the stakeholders.

By the end of the process there is well-defined “who-do-what-when” plans for changing the situation, which the management consultant was brought in to help facilitate. The organization should now be capable of implementing the changes agreed to.

# The three types of consultants

All companies have issues they need outside help to solve. The kind of consultants they engage can be divided into three groups:

- The Unemployed
- The Celebrity
- The Career Consultant
 
## The Unemployed

 [![](https://www.hpbech.com/wp-content/Unemployed-203x300.jpg)](https://www.hpbech.com/wp-content/Unemployed.jpg) 

The Unemployed is a person without a job (!). As he cannot find a job or while he is looking for a new job he gets a business card saying “management consultant”.

The Unemployed will have experience from previous jobs. He will also have a network of business contacts, which may be interested in his services on a project basis. But he typically has no content. He has not invested in learning what consulting is and he has no structured methodology taking his clients through the various phases of a consulting assignment. He is “in-between” jobs and spends time looking for work.

The Unemployed will mostly get operational interim type assignments with clients who are attracted by the experience and the low price The Unemployed is willing to accept.

The biggest challenge of The Unemployed is finding work. With long periods without work he keeps lowering his price. Thus the jobs he finds will not pay well, keeping him busy with little time to develop his skills and find another job.

The Unemployed will normally not have “management consultant” on his business card for long. He will find a job with a regular salary and be much more comfortable than having to hunt for the next assignment.

## The celebrity

 [![](https://www.hpbech.com/wp-content/Celebrity.jpg)](https://www.hpbech.com/wp-content/Celebrity.jpg) 

The Celebrity is also “unemployed”, but seldom with a need to find a new job. The Celebrity is a recognized business executive, who for certain reasons does not want to be involved with corporate politics or deliver the many hours a top executive assignment requires. He chooses to work as a consultant on a project basis or as an advisory board member.

The Celebrity will have experience from previous jobs or business ventures. He will also have a solid network of business contacts, which demands his services. But also he typically has no content. He does not invest in learning what consulting is and he has no structured methodology taking his clients through the various phases of a consulting assignment. He operates based on his previous experience, his network and his good name.

The Celebrity doesn’t have to look for work. His reputation and track records from his previous business activities makes him an attractive person. Having him on board will often be perceived as an endorsement of the client and thus carry value in itself.

The Celebrity will typically be more interested in equity or in working as a business angel rather than getting a consulting fee.

The biggest challenge of The Celebrity is staying clear of low prestige projects, high-risk assignments and scandals. One or two failures can devaluate his brand, leave him with a broken reputation and eliminate the demand for his presence.

## The Career Consultant

 [![](https://www.hpbech.com/wp-content/Career-consultant-300x300.jpg)](https://www.hpbech.com/wp-content/Career-consultant.jpg) 

The Career Consultant is a senior executive who has deliberately chosen a career as a consultant. He has invested the time and energy in studying consulting principles and is combining his personal experience with a set of structured approaches to help his clients.

The Career Consultant is using his personal network to get his first assignments, but he is also investing in building a brand and a pipeline ensuring new projects with clients outside his immediate personal network.

The challenges of the Career Consultant is building a brand and getting those assignments, which actually support his brand building efforts. Leverage is an additional challenge. As he builds his brand he will get bigger and bigger projects where he needs to delegate work to others. Finding other qualified Career Consultants to whom he can delegate work is a major challenge.

See also my posts on [Management Consulting Essentials](https://www.hpbech.com/increase-your-prices-part-1/)

**Categories:** Blog, Strategy

**Tags:** consulting, fixion_en

---

### [Management Consulting Productivity](https://hpbech.com/management-consulting-productivity/)

**Published:** September 26, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Performance-150x150.jpg)](https://www.hpbech.com/wp-content/Performance.jpg)We must constantly improve our productivity

How do you ensure that you constantly improve speed, quality, value and price/performance in your consulting services?

***In short: How do you deliver more, at a lower price with a higher profit?***

I find most of the management consulting industry terribly old fashioned. I have the impression that most management consultants are dinosaurs with very little feel for internal innovation. The adoption of new technology and thinking in the management consulting industry is slow.

It is the good old “Partner, sr. consultant, consultant, jr. consultant, trainee” hierarchy where we grow volume and margin through leveraging. Too many old style offices, too many meetings, too many face2face interviews, too many surveys, too many Word documents, too many PowerPoints, too many workshops, too much marketing fluff, too much “old-boys-network”.

I believe we as an industry have an obligation to be more innovative. We must embrace new technology in our working methods. Not only to become more productive, but also to “invent” new ways of serving our clients.

With the ever increasing pace of changes in the global markets, we – the management consulting industry – must reinvent ourselves and use new technology to deliver more, faster, at a more competitive price and with a higher profit for ourselves.

Do you have any thoughts on this challenge?

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: Positioning](https://hpbech.com/increase-your-prices-part-1/)

**Published:** December 6, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/Recommended-300x300.jpg)](https://www.hpbech.com/wp-content/Recommended.jpg) If you are more busy than you appreciate, you should increase your prices  

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy.

They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

## Supply and demand

I am an economist by education and an international business man by trade. I have learned and experienced that *when demand increases with supply fixed the price should increase*. Then why is it apparently so difficult for independent management consultants to increase their prices, when they are so busy? I have made a small collection of reasons or “excuses” from the answers I get on my questions above and from my observations in general.

I’d like to share my observations and recommendations with you in this series of posts. The first post will be about positioning.

## Positioning

Take a look at the web sites and blogs of independent management consultants and you will find some of the answers to their troubles.

***One of the most important parameter in conveying the value of your services is associated with your positioning or your brand.***

 [![](https://www.hpbech.com/wp-content/Jack-of-all-trades-234x300.jpg)](https://www.hpbech.com/wp-content/Jack-of-all-trades.jpg) A broad positioning is not a good way to maximize your income  

Most independent management consultants choose ***a very broad positioning***. They communicate working cross industries and mastering many areas such as strategy consulting, executive recruitment, coaching, interim management, sales optimization, mergers & acquisitions, Go-To-Market strategy development, channel development, IT procurement consulting, vendor contract review consulting and even more.

The reason for applying a broad positioning is to appear relevant for as broad an audience as possible. The consultant believes that the broader his brand they more consulting assignments he will be considered for.

***Unfortunately, reality works precisely the opposite way.***

The broader you position yourself the less “special” you are. You appear to do what many others consultants can do and you will be compared with consultants who are exactly specialized in *each* of the areas you pretend to cover.

***By applying a broad positioning, you dilute your value.***

Your current clients and people you already know may engage you because they are familiar with your personal qualities, but they will most likely not pay premium prices. New clients will find you uninteresting. You appear as a “jack of all trades, master of none.” Some may engage you if your price is substantially lower than the “specialist” and that’s exactly ***the trap***. You’ll get low paid assignments and you will need to work many hours just to make a reasonable income.

## The sharp positioning

Applying a sharp positioning obviously requires that you ***are*** sharp. If you claim to be a specialist in a certain discipline and/or in a certain industry, you must be able to back it up with your resumé and client references.

Most independent management consultants are previous [middle managers, sales executives, country managers or CEOs](https://www.hpbech.com/the-three-types-of-independent-management-consultants/ "The Three Types of Independent Management Consultants"). Their challenge is that they are not really special, nor are they [consultants](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting").

My recommendation is to look at what you have done so far. Look at your previous experience (your resumé) and you clients. Look at what you really like to do. Spend some time considering what your specialty should be in the future – based on those areas where you can prove it. Don’t rush. Take your time. Talk to your spouse and close friends about it. Download a couple of books on the subject and read them. Check the web.

When you are ready fill in these two sentences:

1. In the future my speciality will be to help clients \[max 20 words and only ONE specialty in ONE industry\]
2. That I am a specialist in this area and this industry is proven by \[max 20 words\]
 
(You are welcome to send your drafts to me if you would like a second opinion.)

From this day on you are going to build your position and reputation as a specialist. You will find Linkedin groups where this specialty is discussed. Your web site will be about this speciality, you blog will communicate that this area is your passion and focus, you will join associations and network communities where this specialty is exercised.

The consulting assignments you will get from now on will reinforce your position as a specialist.

## How long does it take to become a specialist?

 [![](https://www.hpbech.com/wp-content/Calendar2.jpg)](https://www.hpbech.com/wp-content/Calendar2.jpg) Become a specialist in just 3 months  

Well, maybe you are already a specialist. If you truly are a generalist, I would say **3 months**! Too good to be true?

If you choose an area where you have more than 5 years of operational experience, download and read 5 books on the subject, subscribe to Google Alerts on the subject, and mix with the subject community, I will guarantee you that within three months, you will know more about this subject than 99% of the potential clients you will meet.

You will not become a *recognized* specialist in 3 months, but you will be on your way.

## The opportunity (and danger) of the sharp positioning

 [![](https://www.hpbech.com/wp-content/Pass-the-ball.jpg)](https://www.hpbech.com/wp-content/Pass-the-ball.jpg) Don’t do it all yourself. Pass the ball!  

When you get assignments as a specialist you can ask higher rates. When working on client assignments you will discover consulting opportunities in areas outside your specialty. Your clients will even ask you to provide consulting on urgent issues, which are not within your field of expertise. And they will even be prepared to pay your specialist fees for the additional services.

But don’t give in to the temptation! There are good reasons why you should never accept any assignments outside you area of specialty:

1. You cannot provide top performance outside your specialty. You risk doing a mediocre job and ruin your reputation.
2. Assignments outside your specialty dilute your position.
3. You miss an opportunity to pass the lead to someone you know and who has this areas as his specialty. You collect a finders fee or a commission. You now have someone working for you, where you make money without spending hours!
4. Declining an assignment and referring to someone else is probably the strongest signal you can send a client that you care about his business.
 
The next post will be about the #1 skill all specialists must master: [Networking](https://www.hpbech.com/increase-your-prices-part-2/ "Increase your prices – part 2")

Other posts in this series:

Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: Networking](https://hpbech.com/increase-your-prices-part-2/)

**Published:** December 15, 2011
**Author:** Hans Peter Bech

**Content:**

[![Recommended blue grunge stamp](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/) If you are more busy than you appreciate you should increase your prices  

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask them why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

## The #1 skill to master: Networking

- How do you find clients who have a desperate need for what you do?
- How do clients, with a desperate need for what you do, find you?
 
***Networking is the ultimate skill required preparing for client engagements.***

## Social Media Networking

Yes, social media networking and communication work. However, you are most likely not an expert in this field. Unless social media networking *is* your domain expertise, I will advice you not to invest your precious time in becoming one. Engage someone who are already experts in social media networking and communication, and let them do the work for you.

 [![The bureau of small projects](https://www.hpbech.com/wp-content/The-bureau-of-small-projects-300x253.jpg)](https://www.hpbech.com/wp-content/The-bureau-of-small-projects.jpg) 

I have engaged with [The Bureau of Small Projects](http://smallprojectsbureau.com) in Los Angeles to help me increase the visibility of my company and myself on the www. We have agreed that I focus on my clients and on generating content in my areas of expertise. The Bureau will help to make it known to the world. Now my mailbox is cluttered daily with notifications from new followers on Twitter and LinkedIn.

Social media networking is a long-term strategy. Don’t expect results overnight. However, social media networking has the benefit of the [long tail](http://en.wikipedia.org/wiki/Long_Tail "Long Tail"). The effects are accumulating.

## Personal Networking

 [![](https://www.hpbech.com/wp-content/Networking2.jpg)](https://www.hpbech.com/wp-content/Networking2.jpg) Networking is the #1 way to generate leads, but selling is VERBOTEN at networking events.  

Getting long-term and profitable client engagements comes through personal contacts. Clients engage with people they know and trust or with people they have been recommended by someone they know and trust.

Networking means inviting people for “a cup of coffee”, participating in networking events in you industry association, in the industry association of your clients or in other physical contexts where you meet other executives.

### Never sell at a networking event.

You don’t go to a networking event “to be sold” anything, neither do the other networking parties.

So the one thing you don’t do when networking is “selling”. It is VERBOTEN. There will be more about “selling” in the next blog post, but let me just repeat:

***No “selling” at networking events.***

## Networking behavior

Networking events are opportunities for maintaining relationships with people you already know and for making new contacts.

Your primary objective when making new contacts is “filtering”. You meet people and you let them talk. You make a very brief introduction of yourself (no selling!) and then you ask questions. Your questions will make people talk. What people say and how they say it will give you the opportunity to determine if this is a person you would want to “do business with” in the future. Whether or not they are a potential client is irrelevant at this stage. The question is if they can win your confidence.

***Isn’t it the other way around? Shouldn’t I win their confidence?***

I assume you are who you are, and that you are not playing a role. I also assume that what you do can be explained in a few seconds. Leave it to the other person to make his judgement. If he finds you and what you do interesting, he will let you know.

## A cup of coffee

 [![](https://www.hpbech.com/wp-content/Coffee-300x199.jpg)](https://www.hpbech.com/wp-content/Coffee.jpg) A cop of coffee is an excellent way to get acquainted with new contacts  

Invite people you find interesting for “a cup of coffee.” “A cup of coffee” is a 45-60 minutes informal introduction. The “cup of coffee” typically takes place in a cafe, but sometimes also in your office or the other person’s office. I prefer the cafe as it is less committing at this stage of an acquaintance.

A “cup of coffee” meeting is introductory (no selling!). There is no formal agenda and there is no prior commitment to a next step. However, as you have taken the initiative you must be prepared to give a helping hand to your “coffee” fellow if you can.

You can also “meet” with people virtually. Having a cup of coffee with someone in Frankfurt, Auckland or Chicago can be accomplished through Skype.

## The objective of networking

Most of your business will come through your network, either directly or through recommendations.

The objective of networking is to get to know interesting people. Some of these may become your clients some day, while others may become your partners, your vendors, your sources for inspiration and so on.

### Give and don’t sell

 [![](https://www.hpbech.com/wp-content/GIVE-300x225.jpg)](https://www.hpbech.com/wp-content/GIVE.jpg) The #1 rule in networking  

The #1 rule in networking is your preparedness to give and your ability to refrain from selling.

Be prepared to give to people you find interesting. I’m not talking about free consulting hours. I am talking about references to other people in your network or material to read or some other information or contacts, which could be valuable for the other party.

Don’t expect anything in return, but I can assure you: The more you give, the more you will receive.

And finally, networking is a long-term effort. Stay true to your networking activities, filter your contacts and give, give, give. People you meet today will most likely not engage you as a trusted advisor tomorrow. Be patient and act naturally. Stay in touch and they will come to you when time is right for them.

Other post in this series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self-assessment](https://www.hpbech.com/increase-your-prices-part-5/) 
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Negotiating the price and the payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client reference](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [The delivery](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #13: [The Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Marketing

**Tags:** consulting, fixion_en, social media

---

### [Management Consulting Essentials: Pre-qualification](https://hpbech.com/increase-your-prices-part-3/)

**Published:** December 19, 2011
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

## The #2 skill to master: Sales Skills

Books about selling can fill an entire library. I assume you have read some of them. Most of the literature is about selling products and services. Is selling management consulting any different?

Not really. B2B selling is always about facilitating a purchase decision. Nobody engages a management consultant unless there is a major challenge and/or a major opportunity, which the client cannot handle internally. Management consultants are engaged when there is a lot at stake.

## The four types of consulting

[![](https://www.hpbech.com/wp-content/the-4-types-300x300.jpg "the 4 types")](https://www.hpbech.com/wp-content/the-4-types.jpg)The 4 types of consulting

Are you familiar with the [four types of consulting](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting")? The credit for defining the four types of consulting goes to [David H. Maister](http://davidmaister.com/ "Go to David Maister"). If you claim to be a management consultant, but have never heard of David H. Maister, I would question your seriousness and dedication. Read his books!!

The sales approach differs somewhat depending on which type of management consulting you are offering.

### Lead generation

Lead generation is the discipline of identifying potential clients for your services. If you are providing “[chemist type services](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting")” lead generation can be a part of your sales process. You may even be doing some type of \[slider title=”justified”\] justified means that there is a compelling event. Maybe you have got a tip or read something indicating a certain issues, which is your speciality mastering. \[/slider\] cold calling.

If you are providing any of the other three types of consulting services I will consider lead generation an integrated part of [your networking effort](https://www.hpbech.com/increase-your-prices-part-2/ "Increase your prices – part 2"): ***Your potential clients will find you.*** However, that someone is calling on you (e-mail or phone call) doesn’t mean they should become your clients.

## Qualification

As an independent management consultant you want to ensure that each engagement increases your value in your next engagement. This mean that you will disqualify any engagement, which will [dilute your position in the market](https://www.hpbech.com/increase-your-prices-part-1/ "Increase your prices – part 1"). The first blog post in this series was exactly about this phenomenon.

So let’s assume that you are now evaluating a potential client. The potential client (“client” for short) wants to meet with you. You have the option of meeting the client or starting with a phone call. What do you do?

### Start with the phone call.

Your time is precious.

As an independent management consultant you only have 24 hours a day (more on how to “extend” the 24 hours in a later post). You need to sleep for 6-8 hours. You need to develop your skills and competencies. You need to do administrative work. You need to do networking. You need to maintain your website, blog and social network profiles. You need to write whitepapers, articles and books. You need regular physical exercise. And you probably also want to spend some time doing something else.

As an independent management consultant you do not get a fixed salary transferred to your bank account by the end of each month. You live from the invoices paid by happy customers, who value your services because they make a big difference.

There are two good reasons why you take a phone call with the client before you take a meeting.

### Saving time

Saving time is not the most important reason, but it is the one which is the easiest to understand.

Taking a meeting with a potential client will require at least 4 hours:

- Preparation: 1 hour
- Meeting: 1 – 1,5 hour
- Transportation: 1-2 hours
- Follow up: 1 hour

A phone call requires 1,5 hours:

- Preparation: 1 hour
- Meeting: 0,5 hour
- Transportation: 0 hours
- Follow up: 0 hours

### Qualification

The fact that you are called by a potential client within your target segment and on a potential assignment, which seems to match your positioning doesn’t mean that the client is qualified.

You use the phone call to achieve the following:

1. Let the client explain why he or she has contacted you?
2. Let the client explain the magnitude of the issue (urgency, importance, what she has already tried, what the consequence of the “zero-option” is (the option of doing nothing) and if the CEO is supporting this initiative (if you are not talking to the CEO already)?
3. Do they have the funds required to engage a management consultant?
4. If you are satisfied with the answers you make an appointment
5. If you are not satisfied with the answers you can ask the client to clarify some issues and settle for a second phone call.

Believe me: The fact that you are being contacted by a potential client doesn’t mean that he is qualified. Just face the brutal facts: You are not being contacted by someone who normally deals with McKinsey & Co., The Boston Consulting Group, Bain & Company or PA Consulting. You are not being contacted by someone with a €2M project. You are most likely being contacted by someone who is not used to dealing with management consultants, but has been pushed in your direction by someone knowing you.

A: The reality is that a lot of companies hate the idea of engaging a management consultant.

B: The reality is that a lot of companies can’t afford engaging a management consultant.

The sole purpose of the phone call is to verify that you are not dealing with one of those companies. The probability of convincing A to love you is slim. The probability of convincing B to find the money is even slimmer. Even though their problem might be gigantic the probability of a deal for you is low. You can give them all your FactSheets and all your whitepapers and all your books, but you should not give them your time.

Qualifying is not easy, but is it absolutely necessary. The art of qualifying is doing it very gently. It is the art of controlling the situation and the conversation. Give the potential client anything, but your time until the moment where you feel confident that there is a genuine willingness to engage.

Other posts in this series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: The first meeting](https://hpbech.com/increase-your-prices-part-4/)

**Published:** December 23, 2011
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

## The first meeting

[![](https://www.hpbech.com/wp-content/Meeting-two-casual-300x199.jpg "Meeting two casual")](https://www.hpbech.com/wp-content/Meeting-two-casual.jpg)The first meeting

Any engagement for the individual management consultant always starts with a first meeting. Unless you are going to discuss [a chemist type service](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting"), this doesn’t mean that the first meeting is the start of a management consulting engagement!

If you are an experienced management consultant you will know that irrespective of how much the client tells you at the very first meeting there is nothing you can do for any client until you have some genuine insight into the nature of the situation. Therefore the objective of the first meeting is NOT to close a deal for fixing the issues with which the client is struggling.

### Objective 1: Check the chemistry and culture

Your first objective is to verify that you can trust and that you will enjoy working with this client. Does he convey healthy business ethical principles, does he convey integrity and does he seem to be realistic in his perception of a what a potential consulting assignment will achieve? As a seasoned business man you should trust your intuition. If it doesn’t smell well, it probably won’t taste good and you should walk away.

As an independent management consultant you just don’t want any bad deals or lousy projects.

### Objective 2: Size the pain

[![](https://www.hpbech.com/wp-content/The-Problem-226x300.jpg "The Problem")](https://www.hpbech.com/wp-content/The-Problem.jpg)The financial impact of the issue must be much bigger that your consulting fees

The second objective is to size the pain. How big and critical is the issue at hand? What happens if it doesn’t get fixed? What will the client do if they don’t engage you to help them deal with it? Is there a deadline? What is the budget? Use the good old SPIN approach and keep asking questions to qualify that there is a compelling reason for taking action.

There are two things you never do at this stage:

1. **You don’t sell:** You ask questions to make sure there is a compelling reason to do something. You make the client confirm that the financial impact of the issue is much bigger than your consulting fees (not that you will reveal anything about you fees at this stage). You also ask questions to verify with yourself that this is a project that you can actually handle.
2. **You don’t start the consulting engagement:** This is tricky and takes some time to learn. You can ask a lot of questions, but you avoid any questions related to the causes of the issue or the possible solutions to the issue.

Assess if the person you are talking to is “avoid” or “achieve” driven. “Avoid” driven personalities are constantly looking for ways to minimize risk. “Achieve” driven personalities are constantly looking for ways to exploit growth opportunities.

### Objective 3: Can you help us?

The preferred outcome of the first meeting is that the client asks you if you can help them fix the issue.

You response will be that you will think about it, but in any case is additional insight required. You will need to interview people and read material. When you have done so it will make sense to get together, review your observations and then define the next steps.

If the client is receptive to this approach you should mention your minimum price for such a “first insight phase”. There is no need for you or the client to spend any more time and energy if your threshold fee is outside the range he is willing to pay.

If the client doesn’t ask you if you can help, then there will be no deal. You thank the client for taking the time and agree to do a follow up call sometime in the future.

### Your presentation

What about your presentation? How should you convince the client that you are the right consultant for the job?

You shouldn’t! The client makes this conclusion himself.

Why are you there in the first place? It is because it makes sense. Your position, your web site, your blog, your whitepapers, your resume, you references – all that support that you are the subject matter expert. *The way you conduct yourself at the meeting does the rest.* It’s your gently yet firm way of running the meeting and taking your client to the conclusion, which will cause him to ask for your help. It’s the questions you ask, not the things you say.

[![](https://www.hpbech.com/wp-content/No-presentations-300x218.jpg "No presentations")](https://www.hpbech.com/wp-content/No-presentations.jpg)You can always ask if there is anything in particular he want’s to know about you. Answer his questions short and clear and ask for confirmation. Avoid that the meeting is about you, your experience and your fantastic qualifications. The less you say the better.

The meeting is about the client and his issues.

PowerPoint presentations and long explanations will only do damage and increase the probability of loosing the control and the business. *Leave you PowerPoints at home.* A clear positioning statement at the back of your business card should be enough.

The next post: [Assessing your performance](https://www.hpbech.com/increase-your-prices-part-5/ "Increase your prices – part 5: Self assessment").

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** consulting, fixion_en, SPIN

---

### [Management Consulting Essentials: Self assessment](https://hpbech.com/increase-your-prices-part-5/)

**Published:** December 29, 2011
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

## Assessing your own performance

[![](https://www.hpbech.com/wp-content/The-mirror-300x235.jpg "The mirror")](https://www.hpbech.com/wp-content/The-mirror.jpg)Frank self-assessment is required to improve your performance and your corresponding value

In the previous post I described a first meeting you have had with a potential client. On the way back to your office/home or to your next meeting you are assessing your own performance. When you get back to your office you write down your observations.

Increasing your value (and price) you must constantly improve your performance. You also need to match your specialty with the right clients and the right projects.

Here is the list of assessment questions you will ask yourself:

1. Was my pre-meeting qualification adequate?
2. Did I achieve my objectives with the meeting?
3. Did I ask the right questions?
4. Did I get the information I need for the next step?
5. Is the the client qualified?
6. Is the project qualified?
7. Will successful completion of the project deliver substantial and tangible result to the client?
8. Can I deliver the projects?
9. Can I win the projects?
10. Do I want this client as a reference?
11. Will this client serve as my reference for future clients?
12. Will my value increase when I deliver successfully on this assignment?
13. What should I do different next time?
14. Should/can I delegate the project or parts hereof to someone else?

Surprisingly few people are assessing their own performance and constantly challenging themselves to perform better next time. However, their is no way you can ask higher prices unless you constantly improve your performance.

The next post: [Confirming the project objectives.](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/ "Increase your prices – part 6: The objectives")

Other post in this series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** consulting, fixion_en

---

### [Happy New Year](https://hpbech.com/happy-new-year/)

**Published:** January 2, 2012
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/New-Year-300x285.gif "New Year")](https://www.hpbech.com/wp-content/New-Year.gif)I wish all my readers a happy New Year. May 2012 fulfill your ambitions and bring joy, happiness, fun and prosperity to you and those you care about.

This blog grew its’ readership from 20.000 visits in 2010 to almost 86.000 visits in 2011. In December 2011 we had close to 6.000 visits. The traffic to the blog increased by more than 100% in the 2nd half of 2011.

## The Independent Management Consultant

[![](https://www.hpbech.com/wp-content/Career-consultant1-300x300.jpg "Career consultant")](https://www.hpbech.com/wp-content/Career-consultant1.jpg)The independent management consultant

The blog is aimed at the Independent Management Consultant. I saw a post somewhere recently claiming that there are approximately half a million independent management consultants world wide. My “feeling” is that this number is somewhat low. Anybody out there with a reliable number?

I am an independent management consultant myself. I write this blog to share my thoughts and experiences with the objective of steadily increasing the value we, as management consultants, can provide our clients and the outcome we can take home for ourselves.

### Why do I care about other management consultants?

- The more value independent management consultants bring to the business community the more respected our profession will be.
- Higher standards leads to improved reputation, which again lead to more projects and better remuneration.
- I want to work with other independent management consultants, who specialize in areas complementary to my own services. I subcontract or refer business to other consultants when a project is outside my area of expertise. This way I can maintain account control, provide more value to my clients and enjoy the benefits of the leverage.
- Writing is a way to reflect on what I read, observe and experience through my own consulting praxis. It is a great way for me personally to continuously consider how I can improve my consulting skills, increase my productivity and improve the price/performance ratio of my customer value proposition.
- The number of independent management consultants will grow in the future.
- The need for specialized skills on a project basis will drive the increasing demand for our services.
- The benefits of being your own master and making your own decisions will drive more and more people to work as independent contractors.
- The proliferation of web based collaboration tools and social media platforms will enable people inside and outside organizations working closely together irrespective of time and place.

I also believe that writing a blog is a good way to communicate your values and positions to the world. The world of potential clients and potential cooperation partners.

## Who are the readers?

[![](https://www.hpbech.com/wp-content/Reader-300x253.jpg "Reader")](https://www.hpbech.com/wp-content/Reader.jpg)Who is reading this blog?

I don’t know much about my readers. I don’t ask a lot of questions either. Tracking the traffic to the blog I use several web stat tools.

Here are some highlights:

- Average time on the blog: 2m 17s
- New visitors: 80%
- Most visiting country: USA
- Most visiting continent: Europe

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en

---

### [Management Consulting Essentials: The objectives](https://hpbech.com/increase-your-prices-part-6-the-objectives/)

**Published:** January 5, 2012
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

This is the 6th post in a series of post addressing the issue that too many independent management consultants are working too many hours for too little pay.

It is my objective to inspire as many independent management consultants as possible to exercise their profession and approach their clients in a different way.

See the end of this post for a summary.

This post is about setting the objectives for a management consulting project.

## The project objectives

[![](https://www.hpbech.com/wp-content/Time-for-change-300x199.jpg "Time For Change")](https://www.hpbech.com/wp-content/Time-for-change.jpg)Management Consultants are instrumental when executing change

So you have decided to bid for the business. It meets most of your [qualification criteria](https://www.hpbech.com/increase-your-prices-part-3/ "Increase your prices – part 3: Pre-qualification").

What are the project objectives? Qualify and quantify them. Write them down.

Why is the client spending money on this project? Write down the background. Don’t think about the solution at this stage just focus on the objectives and the circumstances.

Writing down this information will help you understand the clients’ situation and identify information you may be missing fully grasping what the client would like to achieve.

### Measuring success

How will the client measure if the project is successful? Are there certain milestones, which can be meaningfully defined? Are there quantifiable outcomes of the project? Can the project be broken down into smaller projects?

### Client contributions

What do you need from the client to be successful? Can the client jeopardize the project? How?

### Outside your control

But before you call the client again you need to reconsider all those project elements, which are not related to you.

If you have been an independent management consultant for some time you will already have experienced how clients can make it impossible or at least very difficult for you doing your job. Just a few examples:

- The CEO for whom you are working gets fired or resigns
- Certain client representatives are working against you (the CEO forgot to inform or motivate the project to his associates)
- The client is acquired by another company
- The information provided by the client prior to engaging was not exactly correct, only partial or very subjective.
- Certain client representatives do not deliver information on time
- The project gets postponed due to other urgent issues
- The project objectives changes
- The need for the project vanish
- The client can’t pay
- Etc.

Is there anything you can do to mitigate the risk factors?

### Pricing considerations

Can you package some of or the entire project into a “fixed price/fixed delivery” format, or do you have to go for time & material? Can you estimate the effort required?

### Reconfirming the objectives and the conditions with the client

You should now be well positioned to call the client again and have the project objectives reconfirmed. You can also test some of your concerns and make sure that both of you have the same understanding of the “project environment”.

Providing the project objectives, milestones, deliverables and a description of the environment in writing BEFORE quoting any prices is highly recommendable.

The next post: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/ "Increase your prices – part 7: The deliverables")

## Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: The deliverables](https://hpbech.com/increase-your-prices-part-7-the-deliverables/)

**Published:** January 9, 2012
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

This is the 7th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay.

See the end of this post for a summary.

This post is about defining what you will deliver during your management consulting assignment.

## Deliverables

There are four main reasons why specifying the deliverables is a very good idea:

1. It is a great way to set expectations and agree with the client beforehand what is to be delivered and when.
2. It is easier, especially for new clients, to accept a proposal with specific deliverables.
3. Payments are normally associated with deliveries. It is an opportunity for you to agree with the client up front when payments will be released.
4. It prevents you from engaging in projects, which turn out to be open-ended. You use too many hours and the client is unsatisfied. The situation becomes “lose-lose”.

## The dilemma

Clients are engaging management consultants because they are facing issues that they cannot handle themselves or because they consider an outside “expert” contribution as required. ***Thus, management consultants are called upon when change is required.*** The need for having clearly defined deliverables is grounded in the discrepancy between what clients are ultimately looking for and what management consultants can actually deliver.

### What do clients want?

[![](https://www.hpbech.com/wp-content/Questionmark-270x300.jpg "Questionmark")](https://www.hpbech.com/wp-content/Questionmark.jpg)What client ultimately wants and what management consultants can deliver is not always the same

Clients undertake change projects to achieve business results, which can be measured in reduced cost, increased revenue, improved profit, asset sale, asset acquisition, increased market share, improved sales productivity, shorter sales cycles, improved quality, shorter delivery time, less customer complaints, improved customer satisfaction, increased production capacity, faster time-to-market, improved channel performance, bootstrapping new markets, a solid basis for making high impact decisions, etc. etc.

### What can management consultants deliver?

Management consultants typically deliver process facilitation, analysis, recommendations, opinions, domain expertise, training, coaching, validation, data, etc. etc.

Only very seldom does the final outcome of a change project depend entirely on the work performed by the management consultant. Never does the management consultant control all the issues and processes which determine the outcome of a change project.

Thus, there is a need for determining when a management consultant has delivered the agreed upon deliverable irrespective of the final outcome of the change project.

### Performance based pricing

I will devote a dedicated blog post to the issue of performance based pricing. A this stage I will only conclude that business performance based pricing on management consulting services is the exception and not the rule simply because the relationship between the two is extremely thin. Numerous other internal and external issues will determine the outcome of any change projects.

## Deliverables

If you are familiar with [the four types of consulting](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting") you also know that some consulting assignments have very specific deliverables, while other assignments are of an exploratory nature, where the final as well as the intermediate deliveries are harder to specify.

### Type of deliverables

Deliverables can be anything that is tangible and which you and the client can agree has been performed or not.

These are typical types of deliverables:

- The \[slider title=”report.”\] Management consulting assignments often include some kind of written documentation; the hated Report. The better you can specify the content and the format of the written documentation the better. A report can also be a market survey, a long list, a short list, interview summaries, an opinion etc. \[/slider\]
- \[slider title=”Events.”\] Workshops, training sessions, meetings you facilitate. Such events may also be completed with a report summarizing the findings and conclusions. \[/slider\]
- \[slider title=”Process completion.”\] Situations where you deliver process or project management, coaching, process facilitation and so on can be used to define a completed delivery.\[/slider\]
- \[slider title=”Hours.”\] Selling hours is nobody’s favorite business. There are however instances and situations where that is the only meaningful deliverable. \[/slider\]

## Payment and deliverables

As a management consultant you should always avoid having an asynchronous relationship between the effort delivered and the payment received. Tying payments to deliverables is a great way to synchronize client payments with the effort delivered by the management consultant.

## Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/ "Increase your prices – part 1: Positioning")
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/ "Increase your prices – part 2: Networking")
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/ "Increase your prices – part 3: Pre-qualification")
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/ "Increase your prices – part 4: The first meeting")
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/ "Increase your prices – part 5: Self assessment")
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/ "Increase your prices – part 6: The objectives")
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/ "Increase your prices – part 8: Pricing")
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/ "Increase your prices – part 9: The proposal")
Post #10: [Negotiating the price and the payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/ "Increase your prices – part 10: Negotiating the price and payment terms.")
Post #11: [Client reference](https://www.hpbech.com/increase-your-prices-part-11-client-references/ "Increase your prices – part 11: Client references")
Post #12: [The delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/ "Increase your prices – part 12: Delivery")

**Categories:** Blog, Business development, Marketing

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: Pricing](https://hpbech.com/increase-your-prices-part-7-pricing/)

**Published:** January 16, 2012
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

This is the 8th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay.

It is my objective to inspire as many independent management consultants as possible to exercise their profession and approach their clients in a different way.

See the end of this post for a summary.

## Pricing

This series of posts has the title “increase your prices.” However, the pricing itself is just a single element in securing a high price for what you do.

There are two major parameters, which determine how much you can ask for a certain assignment:

1. The perceived value of the outcome for the client
2. The perceived substitution opportunities for the client

### The value of the outcome

The amount a client is willing to invest in consulting is proportional with the perceived value of the solution. The value can be either minimizing risk associated with a new venture, avoiding costly consequences of certain activities, revenue opportunities from new initiatives and so on. All projects are initiated for a reason, but not all projects have clear and measurable objectives.

This issue is covered by post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/ "Increase your prices – part 6: The objectives")

### The substitution opportunities

The price a client is prepared to pay for consulting is depending on the perceived substitution alternatives available. If the project can be delivered by many other consultants, with whom the client has good experience, there will be a competitive pressure on your prices.

This issue is covered by post #1: [Brand values & positioning](https://www.hpbech.com/increase-your-prices-part-1/ "Increase your prices – part 1: Positioning")

## Pricing formats

You basically have two formats available as an independent management consultant:

1. The fixed price format
2. Time & material

Both formats can be combined with a performance element when this makes sense. I will deal separately with this issue after describing the two main formats.

### The fixed price format

[![](https://www.hpbech.com/wp-content/Box-300x300.jpg "Box")](https://www.hpbech.com/wp-content/Box.jpg)Fixed price = fixed delivery

The fixed price format is preferred by many customers especially when engaging with a new consultant. It makes many clients comfortable when they know the price of the project and that they have budget coverage.

As an independent management consultant you use the fixed price format *when you fully control the risk associated with the project*. When the project prerequisites and the outcome can be defined very precisely and the effort required to complete the project is well within your control, then you can often set a price which is acceptable to the client and at the same time provides a very satisfactory remuneration for you.

Packaged services such a executive search, market research, strategy analysis, customer satisfaction surveys, reseller search and so on are predominantly delivered on a fixed priced basis.

Your average hourly pay on fixed price projects will normally *exceed* what you can ask on a time & material basis.

[![](https://www.hpbech.com/wp-content/Manager-300x199.jpg "Manager")](https://www.hpbech.com/wp-content/Manager.jpg)This should never be you

There are apparently independent management consultants who accept a fixed price format for projects where they cannot control the risk. Such situations are normally characterized by vaguely defined projects assumptions and unclear project objectives. This leads to very unfortunate situations where the consultant has to deliver many more hours than estimated or anticipated. Such hours cannot be delivered to other clients at a more acceptable price. The consultant risks being dragged into a vicious circle.

The best way to avoid high risk fixed price projects is to break them down into smaller sub projects. The first sub projects should be devoted to defining the project assumptions and project objectives more precisely. After setting the objectives and defining the project premises it will be more obvious and measurable what the next steps should be.

### The time box

[![](https://www.hpbech.com/wp-content/Time-box-300x300.jpg "Time box")](https://www.hpbech.com/wp-content/Time-box.jpg)There are situations where a fixed price is required, but the project by nature is open-ended. In such situations a “time box” can be a solution. A time box is a fixed amount of hours, days, weeks or months. If the project has not been completed within the time box, the client and the consultant can negotiate how to continue the project.

The time box gives the client a fixed price, but leaves the outcome open.

### Time & Material (T&M)

[![](https://www.hpbech.com/wp-content/Meter-300x225.jpg "Meter")](https://www.hpbech.com/wp-content/Meter.jpg)T&M is not the preferred remuneration for management consultants

Most clients know that consultants charge more for fixed price projects than they can charge on a T&M basis. Clients therefore often ask their trusted advisors to deliver on a T&M basis.

There is a limit to how much you can charge as an independent consultant on a T&M basis. The CEO will typically divide his own salary package with 1.600 and it will be difficult for you to charge more than that. This is one of the reasons why small companies seldom can engage good consultants. Larger companies are prepared to pay higher consulting fees simply because their executives are used to higher fees themselves.

It is almost impossible for the independent management consultant to make a premium on the T&M format. However, there are obviously projects where no other format is applicable. Projects of an exploratory nature or ongoing process facilitation can basically only be delivered on a T&M basis.

T&M is never the preferred format for the independent management consultant.

## Performance based pricing

[![](https://www.hpbech.com/wp-content/Casino2-300x199.jpg "card player gambling casino chips")](https://www.hpbech.com/wp-content/Casino2.jpg)High risk is a “no-go” for an independent management consultant

There are obviously many potential clients who will try to push the risk associated with a project to the consultant. This is acceptable when you do consulting in areas where you have a better chance of managing the risk than the client has.

Let’s give a few examples.

Let’s assume that you work with reducing the expenses associated with certain operational activities. Your business model is to do an audit first. If you can identify a savings potential of amount Y, you are entitled to charge the client x% of Y for the audit. Your risk is minimal as you are doing this all the time and you know how to deal with all the “loose ends” of such an assignment. You may even have a set of services for taking the savings home that the client also can pay for on a performance basis. Such a business model can be highly profitable for an independent management consultant.

IPO and M&A projects always have a retainer and a performance element. In this situation the client will be highly motivated to ensure the consultant gets the best terms and conditions possible. The performance element is not introduced to minimize the risk, but to maximize the outcome. A performance bonus is obviously also easier to award when it is being paid with someone else’s money, which is the case in the IPO/M&A situation.

***You should never accept a performance based format in situations where the risk is high and basically outside your control.***

Let’s assume that a potential client wants you to help him break into a new market. He offers you a high percentage of the revenue, which will be generated by your own effort. You don’t know the client very well, and he is not prepared to pay you for the learning curve activities required for you to understand the Customer Value Proposition, the nature of the Value Chain and all the other basics concepts.

Such a project is a suicide mission, which you should always reject. See this blog post to get a more elaborate explanation of why this format simply doesn’t make sense: [Commission Only?](https://www.hpbech.com/commission-only/ "Commission only?")

> As an independent management consultant you have very few “swings and roundabouts”. Would a company devote a substantial portion of their resources to something, which is extremely risky? Something that may leave the company with no revenue if the project failed? Start-ups have to, but mature companies would never do so. Will you?

## Price and value

The perceived value of something is reflected in the price. If you are unable to get a reasonable price for your services there can only be three reasons:

1. The perceived value of your service is low and/or
2. The competitive pressure is high and/or
3. The potential client doesn’t have any money

In the first two instances you need to work on your [Value Proposition](https://www.hpbech.com/increase-your-prices-part-1/ "Increase your prices – part 1: Positioning"). In the third instance you need to walk away.

## Pro bono

Doing pro bono work is something we all do from time to time. We obviously do so for other reasons than making money. Do not mistake pro bono work with engaging in high risk projects, which are to yield a high profit some day. Those are two different things. We do pro bono work to help someone in need.

## Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

[![Enhanced by Zemanta](http://img.zemanta.com/zemified_e.png?x-id=22127fe4-2c79-40fb-a485-8042ad9c3a00)](http://www.zemanta.com/ "Enhanced by Zemanta")

**Categories:** Blog, Marketing

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: Negotiating the price and payment terms.](https://hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)

**Published:** January 30, 2012
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

This is the 10th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay.

See the end of this post for a summary and a list of subjects in the series.

***This post is about negotiating the price and the payment terms***

## The price and the value

[![](https://www.hpbech.com/wp-content/Balance-300x225.jpg "Balance")](https://www.hpbech.com/wp-content/Balance.jpg)The value of your consulting must justify the price you ask. If the value you provide is uncertain or the issues you are addressing are non-critical any price you quote will be too high. If your consulting services are easy to substitute the competitive pressure will drive down the price you can ask.

The price you can ask and your negotiation power is determined by the issues covered in post #1 – #9. If the client is finding your price too high *after* you have submitted your proposal, then you have missed something in your positioning, in your qualification of the client and/or in your qualification of the project/assignment.

## Never negotiate the price

I know there are many philosophies on price negotiations. When it comes to setting the price for services provided by an independent consultant my recommendation is clear:

***The price you quote the first time must the right price.***

[![](https://www.hpbech.com/wp-content/Firm-stand-300x196.jpg "Firm stand")](https://www.hpbech.com/wp-content/Firm-stand.jpg)Stand firm!

The value of management consulting is normally magnitudes higher than the price being paid for the consulting. It has no impact on the clients’ business case that you reduce your price with 5-10%.

The price can only change if you also **change the deliverables**. If the client is not prepared to pay your price, and is insisting on wanting all the deliverables associated with the price, then you have one option only: ***Stand firm and don’t give in.***

## The payment terms

As an independent management consultant you must always get an up-front payment when signing the contract. ***A consulting contract with no up-front payment is the same a no contract.*** With no up-front payment the client has not committed himself to the project.

How much up-front payment depends on the length of the project. For shorter projects 30-50% is appropriate. For longer projects an amount equivalent to 1/n’th where n is the expected duration of the project in months.

The next post: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/ "Increase your prices – part 11: Client references")

## Increase your prices: Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: The proposal](https://hpbech.com/increase-your-prices-part-9-the-proposal/)

**Published:** January 23, 2012
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

This is the 9th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay.

See the end of this post for a summary and a list of subjects in the series.

***This post is about writing proposals.***

## The proposal

[![](https://www.hpbech.com/wp-content/Proposal2.jpg "Proposal")](https://www.hpbech.com/wp-content/Proposal2.jpg)The proposal is the written confirmation of what you have agreed with the client during the pre-project discussions including the specific terms and conditions for performing the work. The proposal is also your opportunity to demonstrate that you understand the situation, have identified and qualified the objectives, have defined the specific deliverables, have a clear process for the project and have clear terms and conditions for the payment you will receive for delivering your services.

> The proposal should as clearly as possible illustrate that the price to be paid for your services is peanuts compared to the business potential released by your contribution.

## The content of a management consulting proposal

I recommend using the following structure for your proposal:

1. Introduction
2. The Background
3. The Business Objectives
4. The Purpose of the Services Offered
5. The Deliverables
6. The Process
7. Terms & conditions

In the following I will elaborate briefly on each section of the proposal.

### Introduction

The introduction is a brief management summary of the purpose of the proposal. What will you do, why will you do it and what are the outcome expected to look like.

### The Background

The background is a brief description of the clients business. Normally you can use the “About Us” from the clients web site and sharpen the content with you own words. Most clients have very fluffy and glossy adjective ladden “About Us” statements. Clean out the fluff and present a crisp description of the client’s core activities and their current market position.

Describe the current situation with a focus on the challenges and the opportunities associated with the business environment related to the area where your services are to be delivered. This section describes the clients motivation for investing money in engaging you.

### The Business Objectives

A management consulting service is seldom a self contained project; it is mostly a component of a larger context. Describe the business objectives associated with the grand project. Translate the objectives into tangibles if possible. What is at stake if nothing is done? What is gained when the project is successful?

This section of the proposal is the most critical. The probability that you will get this assignment is directly proportional with the size of the business opportunity for the client and your understanding of this relationship.

### The purpose of the service offered

In this section you specify the purpose of the service you provide related to the overall business objective. Focus on the outcome of the service in terms of business value.

### The Deliverable

[![](https://www.hpbech.com/wp-content/Deliverables.jpg "Deliverables")](https://www.hpbech.com/wp-content/Deliverables.jpg)List and specify what you will deliver and in which format. Deliverables are typically:

- Preparation and facilitation of workshops
- Documentation
- Recommendations
- Meetings

If you know the principle content of reports you can include a table of content or a sample report as an appendix. The more specific you can be on the content and format of your deliverables the better.

### The Process

[![](https://www.hpbech.com/wp-content/Process.jpg "Process")](https://www.hpbech.com/wp-content/Process.jpg)The process is describing the activities required to produce the deliverables and the associated timeline. As an independent management consultant your typical process steps are:

- Research (existing client documentation and Internet)
- Surveys
- Interviews
- Workshops
- Meetings

[![](https://www.hpbech.com/wp-content/Gantt-chart.jpg "Gantt chart")](https://www.hpbech.com/wp-content/Gantt-chart.jpg)Provide a simple Gantt chart illustrating when you will perform which activities and deliver which deliverables.

Don’t be too specific on the process. Leave it as open as possible. Your obligation is to deliver the deliverables. The process is not really important for the client other than he should be convinced that you have one.

### Terms and Conditions

In this section you quote your price(s) and the payment schedule for the services to be delivered.

[![](https://www.hpbech.com/wp-content/Terms-and-conditions-225x300.jpg "Terms and conditions")](https://www.hpbech.com/wp-content/Terms-and-conditions.jpg)You may want to submit your first draft of your proposal the the client without prices. Doing so gives you an opportunity to verify the situation, the objectives, the deliverables and the process one final time. In case of adjustments you have the opportunity to apply corresponding adjustments to the price afterwards.

I recommend to quote prices separately only on items which are genuinely separate, meaning that they actually can be excluded from the delivery without affecting other deliveries. Bundle items which are interrelated.

Pack as many of your Terms & Conditions as possible into “General Terms & Conditions”. These T&C’s should comply with industry standards and should be non-negotiable.

If your work is depending on client contributions you may want to define the consequences of the client’s lack of performance (which is almost always the case!!).

Next blog post in tho series: Negotiating the price and payment terms.

## Increase your prices: Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Business development, Marketing

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: Delivery](https://hpbech.com/increase-your-prices-part-12-delivery/)

**Published:** February 20, 2012
**Author:** Hans Peter Bech

**Excerpt:** The 7-step model is simply a framework enabling the management consultant to work structured and secure alignment with his client at all times mitigating project risk as tight as possible.

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/) If you are more busy than you appreciate you should increase your prices  

This is the 12th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay.

See the end of this post for a summary and a list of subjects in the series.

***This post is about delivery***

## Delivery

I often meet independent management consultants who know exactly what needs done. In the shortest time imaginable they cut through “the crap” and deliver the recepy for the remedy. Clients are enthusiastic, because they love to get into execution mode fast. Maybe the remedy is right – maybe it is wrong. In any case that’s not how a management consultant is supposed to work. Jumping to conclusions and activities is the last thing a management consultant should do.

## The 7 step management consulting process

 [![](https://www.hpbech.com/wp-content/7-steps-simple-300x300.jpg)](https://www.hpbech.com/wp-content/7-steps-simple.jpg) The 7 step management consulting process  

I recommend using this 7 step process model in all your consulting practice. Management consulting is not just about “getting things done”. It is also a learning process for the client, enabling him to replicate and continue improving the processes and performance after you are gone. The 7-step model enables you to document the findings and conclusions in each phase leaving a trail, which you and the client can use to learn and improve throughout the project.

### Insight

Separating insight from previous experience, prejudices, assumptions, presumptions, conclusions, believes etc. is absolutely critical. Insight is **the raw data on the specific situation**. Try to get data from independent sources. Talking to the clients’ staff, customers, potential customers, suppliers and industry analysts are excellent sources for insight.

### Analysis

This is the phase where you draw conclusions based on the insight. You may have to move back and forth between Insight and Analysis until you and the client are comfortable with the premises for what you are about to do.

### Objectives

Setting objectives is the foundation for the strategy, but also the only way you can measure if you are successful or not. Objectives should be as SMARTE as possible (**S**pecific, **M**easurable, **A**ccepted, **R**ealistic, **T**imed and **E**thical).

### Strategy

Strategy is the general approach to achieving your objectives. It is a written explanation and justification of how a set of general activities can lead to the objectives defined. Check and double check that the entire project team is **aligned** on the strategy before moving to planning and execution.

### Plan

The Plan is the “What-Who-When”. The plan is normally supported by a budget and an organizational structure.

### Execution

Time to execute. Monitor that execution is following the plan and nobody is missing their deadlines.

### Measure

In bigger projects you measure regularly during execution and adjust according to the learning. Make sure you also perform regular “project reviews” where you measure performance against objectives on the “macro level” and document what should be improved/adjusted in the future.

### Applying the 7 step management consulting process

The 7-step model can be the basis for a 1-hour meeting where you move all the way from step 1 to step 5. And it can be the basis for an 18 months project of bringing a new product on the market, making an acquisition, moving into a new market etc. You can have several small 7-step processes in a big 7-step process. You may have to move back to previous steps if you loose alignment and consistency, if new people come onboard or if major external changes occur.

*Do all projects always start at 1 and end at 7?*

No, far from. You will often be approached by clients who are in step 5 or 6 and wanting your advice. You will always meet lots of people who mix up objectives with strategy, insight with analysis, strategy with plans and people who just want to execute something *now!* based on a hunch. It is your job to make sure the client understands the premises and guide him thorough this process.

The 7-step model is simply a framework enabling the management consultant to work structured and secure alignment with his client at all times mitigating project risk as tight as possible.

## Recommended literature

I will recommend any independent management consultant to read at least two books by [David Maister](http://davidmaister.com/):

 [![](https://www.hpbech.com/wp-content/True-Prof.jpg)](https://www.hpbech.com/wp-content/True-Prof.jpg) David Maister: True Professionalism  

There are relatively few new ideas in business, if any at all. How often can one repeat the basic advice of “Listen to your clients, provide outstanding service, train your people, look for and eliminate inefficiencies, and act like team players?’’ The problem, clearly, is not in figuring out what to do. Rather, the problem is to find the strength and courage to do what we know to be right.

David Maister: [True Professionalism](http://www.amazon.com/True-Professionalism-ebook/dp/B000FC0VV6/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1329647900&sr=1-1 "Amazon.com")

The other book is focused on building deeper relationships with your clients and delivering value on top strategic issues.

 [![](https://www.hpbech.com/wp-content/The-Trusted-Advisor.jpg)](https://www.hpbech.com/wp-content/The-Trusted-Advisor.jpg) David Maister: The Trusted Advisor  

In this book, we discuss the importance of trust relationships with clients, showing how trust can be employed to achieve a wide range of rewards. We also explore the relationship between trust and successful advice-giving, the key components of trust and the way it can be nurtured in a relationship.

We offer a way to map the trust development process, and reveal the capabilities that must be developed to successfully navigate the process. We help you determine the level of trust in your current relationships and show you how to be more worthy of trust, and how to make that worthiness evident to your clients.

David Maister: [The Trusted Advisor](http://www.amazon.com/The-Trusted-Advisor-ebook/dp/B000FC0VWA/ref=sr_1_1?s=digital-text&ie=UTF8&qid=1329652008&sr=1-1 "Amazon Kindle version")

The next post in this series: [The Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/ "Increase your prices – part 13: The Quest for Certainty")

## Increase your prices: Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Uncategorized

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: The Quest for Certainty](https://hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Published:** April 10, 2012
**Author:** Hans Peter Bech

**Excerpt:** If everything is running according to schedule, you are ahead of your budgets, you are winning market share, you can find all the top qualified people you need, your margins are improving, your net profit is increasing, your customer satisfaction is increasing, your employee satisfaction is increasing and your market valuation keeps growing, then what would you need a management consultant for?

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

The title of this post #13 can be rephrased this way:

**Will the engagement of management consultants improve the probability of success?**

Occasionally I get this question from potential clients, who do not have much experience, have bad experience or are otherwise skeptical towards using management consultants.

My answer always is: *“I don’t know. As an independent management consultant I can only answer for myself. Call my other clients and ask them why they engaged me and what they achieved.”*

It is not my job to convince anybody to engage a management consultant. That decision must be made separate from talking to me.

I sometimes face this scenario: “We do not have any plans for engaging a management consultant, but if you believe you can make a difference, we will be happy to consider your proposal.”

Proposal for what?

> [![](https://www.hpbech.com/wp-content/DEC-300x74.jpg "DEC")](https://www.hpbech.com/wp-content/DEC.jpg)DEC is a good example of a company who paid a high price for ignoring changes in the environment
> 
> If everything is running according to schedule, you are ahead of your budgets, you are winning market share, you can find all the top qualified people you need, your margins are improving, your net profit is increasing, your customer satisfaction is increasing, your employee satisfaction is increasing and your market valuation keeps growing, then what would you need a management consultant for?

## If it ain’t broke- don’t mend it

When all the lights are green there is a very good reason to call in someone external to take a check on the situation. Successful organizations have a tendency to suffer from megalomania and people in the organization believe they can walk on water. Complacency makes us blind and external changes in the market, in technology and in the environment get ignored. ***Success is the first step to failure.*** Often it is exactly the top management who suffer from megalomania. In this case they will not call in an external management consultant who might tell them something they don’t want to hear.

This post is about dealing with situations where a potential client wants some kind of assurance up front that the engagement of you as a management consultant will produce positive results.

Management consulting includes a very broad spectrum of services. This post is primarily focusing on “[psychotherapist](https://www.hpbech.com/the-four-types-of-consulting/ "The four types of consulting")” type services.

## Why engage a management consultant?

Why do CEOs use management consultants? Using management consultants is typically a CEO decision. In larger organizations the decision and budget may reside with Divisional Executives who have the full P&L responsibility for their operations. Line managers will often be reluctant to engage management consultants as they perceive this as a sign of their own inadequacy.

The are typically five areas where the need for external assistance is required:

1. To assist with strategic and business planning
2. To help identify, organize and manage change
3. To assist resolve issues
4. To help identify opportunities
5. Other areas where there is little in-house experience, too much in-house bias or no in-house resources available

The main characteristics of the five areas are “change” and “uncertainty.”

## Mitigating risk

**[![](https://www.hpbech.com/wp-content/Questionmark1-270x300.jpg "Questionmark")](https://www.hpbech.com/wp-content/Questionmark1.jpg)Will engaging a management consultant *guarantee* that the change will be successful and the uncertainty reduced?**

The answer is no!

There is no “guarantee” when dealing with change and uncertainty.

No management consultant in this world could have guaranteed Apple that the iPod, iPhone and iPad would become successful.

**[![](https://www.hpbech.com/wp-content/Questionmark1-270x300.jpg "Questionmark")](https://www.hpbech.com/wp-content/Questionmark1.jpg)Will engaging a management consultant *increase the probability* that the change will be successful and the uncertainty reduced?**

The answer is: Maybe!

The role of the management consultant is *to facilitate* the process of describing the \[slider title=”situation”\] including gathering additional information from the organization and the market \[/slider\], analyze and present the issues, analyze and present the options, define the objectives, define the strategy, assess the organization’s capabilities for executing, develop the plan and identify the critical success factors.

Executing the strategy through the associated plan and budget is *not* the responsibility of the management consultant. Of course, you can ask the management consultant to perform the execution. If he accepts to do so then he is – by definition – no longer a consultant. He then becomes the CEO or one of the executives. He becomes an “insider”.

### Nothing ever goes according to the plan

[![](https://www.hpbech.com/wp-content/Business-Plan-200x300.jpg "Business Plan")](https://www.hpbech.com/wp-content/Business-Plan.jpg)Nothing ever goes according to the plan

Irrespective of how you execute a plan I think it is fair to claim that *nothing ever goes according to the plan*.

Not even the set-up of a cost center, where we in principle have full control, will go according to plan. It always turns out that finding the people with the required skills is more difficult than expected, the learning curve is longer and steeper than expected and making people work together takes more effort that expected.

Strategies and plans where the outcome depends on potential customers making purchase decisions in our favor are associated with considerable risk and almost always under-perform.

[![](https://www.hpbech.com/wp-content/normal-distribution1.jpg "normal distribution")](https://www.hpbech.com/wp-content/normal-distribution1.jpg)Statistically you should expect that 50% of all outcomes were overachieving compared to the plan and 50% were underachieving compared to the plan.

That is not the case.

I do not have any empirical evidence, but my guess is that 99% of all new business plans underachieve and only 1% overachieve.

Why is it so?

[![](https://www.hpbech.com/wp-content/Success-200x300.jpg "Success")](https://www.hpbech.com/wp-content/Success.jpg)I see two main reasons for this phenomenon

1. CEO’s and executives are driven by success to the extent that they systematically overestimate the opportunities and underestimate the obstacles, the competition, the expenses and the inertia.
2. The management consultant forgets his role as the impartial facilitator and the “devil’s advocate” and joins the “team of optimistic dreamers”.

I see this happening again and again: Independent management consultants who are talking enthusiastically about their client’s fantastic products and opportunities. Sometimes they even come across as cheap sales people.

We all want to be part of a success and the sooner the better. We identify the success of our clients with our own success, and that is ultimately also the objective. However, as management consultants we must stay detached. We must remain the “outsiders”. We must maintain our positions as the un-biased facilitators looking for the cheese as well as the holes in the cheese.

***Auto-hyping and unconscious self-suggestion are the management consultants worst enemies.***

## Conclusion: Will the engagement of management consultants improve the probability of success?

If the management consultant maintains his role as the “outsider” and the un-biased facilitator, then the answer is: Yes!

But is also depends on how you define success.

[![](https://www.hpbech.com/wp-content/Example-1.jpg "Example 1")](https://www.hpbech.com/wp-content/Example-1.jpg)My company was asked to help a German company expand their business in Sweden. After having interviewed 20 potential customers, some of the competitors and some other players in the eco-system, it became apparent that the value proposition of the German company was not very different from what the local competitors already offered. It also became clear that the German company only had less than 1% market share in Germany, and that customers were spread across several industries and sizes of companies. Entering the Swedish market would require several years of investment and “time-to-break-even” would be very hard to predict. Wouldn’t it make more sense to go for 2% in Germany than trying to bootstrap Sweden? Wouldn’t it more more sense to focus on a market segment in Germany and achieve a >10% share of this specific segment, before initiating international activities?

*We recommended that our client stop the effort in Sweden and focus on Germany.*

[![](https://www.hpbech.com/wp-content/Example-2.jpg "Example 2")](https://www.hpbech.com/wp-content/Example-2.jpg)A client asked us to perform a review of their operation in the UK (which was unprofitable) and provide suggestions for improvements. After 4 days of interviews in the UK and a review of the pipelines we came to the conclusion that there was nothing wrong in the UK. The go-to-market approach applied in the UK was involving resellers. The resellers were all in the final stage of the learning curve and they all has solid pipelines of projects to be closed within the following 3 months.

*Our recommendation was to do nothing. 3 months later the UK operation was profitable.*

These examples show that management consulting assignments can lead to results that were not part of the initial mission.

Applying a set of trained and experienced external eyes on a situation will improve the probability of success. However, defining the success factors before commencing the assignment can be extremely difficult.

## Recommendation

[![](https://www.hpbech.com/wp-content/yes-maybe-no-300x225.jpg "yes-maybe-no")](https://www.hpbech.com/wp-content/yes-maybe-no.jpg)My recommendation is to never set the expectations that you can ensure a successful outcome of an assignment before you have sufficient insight to make that justification yourself.

What you can assure is that you will remain the trusted adviser who will provide an un-biased situation assessment at all times and that you will always speak your mind irrespective of the potential repercussions.

## Increase your prices: Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and by how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/ "Increase your prices – part 1: Positioning")
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/ "Increase your prices – part 2: Networking")
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/ "Increase your prices – part 3: Pre-qualification")
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/ "Increase your prices – part 4: The first meeting")
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/ "Increase your prices – part 5: Self assessment")
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/ "Increase your prices – part 6: The objectives")
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/ "Increase your prices – part 7: The deliverables")
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/ "Increase your prices – part 8: Pricing")
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/ "Increase your prices – part 9: The proposal")
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/ "Increase your prices – part 10: Negotiating the price and payment terms.")
Post #11: [Client references](https://www.hpbech.com/increase-your-prices-part-11-client-references/ "Increase your prices – part 11: Client references")
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/ "Increase your prices – part 12: Delivery")

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**Categories:** Blog, Business development, Marketing

**Tags:** consulting, fixion_en

---

### [Management Consulting Essentials: SPIN Selling](https://hpbech.com/spin-for-the-independent-management-consultant/)

**Published:** February 20, 2013
**Author:** Hans Peter Bech

**Content:**

[![Spin Selling](https://www.hpbech.com/wp-content/Spin-Selling.jpg)](https://www.hpbech.com/wp-content/Spin-Selling.jpg)If there is one sales approach that an independent management consultant should master, my recommendation is SPIN Selling. SPIN Selling is the brainchild of Neil Rackham who wrote a book of the same name in 1988.

SPIN was the first approach to try and kill the perception that selling was telling. Sales methodology was (and to most still is) based on asking a few questions, then presenting a solution and then overcoming objections and preventing procrastination.

## SPIN questions

SPIN is about asking questions, lots of questions and asking them within a very disciplined framework.

SPIN Selling operates with four types of questions:

- **S**ituational questions
- **P**roblem identification questions
- **I**mplication questions
- **N**eed-payoff questions

### Situational Questions

[![Letter S](https://www.hpbech.com/wp-content/Letter-S.jpg)](https://www.hpbech.com/wp-content/Letter-S.jpg)Questions about the client’s company and his current situation are situational. The answers are important for the management consultant, but not for the client. With the Internet, LinkedIn and other web based information sources we can do the basic research before we meet the client and reduce our situational questions to verification questions and questions to fill in the gaps.

As a management consultant there are a few situational issues you must understand in order to win management consulting engagements and execute successfully. You must understand the ambitions of the CEO, the owner or whomever you are talking to. The ambition is the 3-5 year perspective. Does he want to prepare the company for an IPO, will he sell to an industrial player, will he grow the company to be come a leading independent player or will he prepare for private equity funding to fuel further growth?

You will not always get a straight answer, but any CEO and owner will acknowledge your interest in the ultimate objective of the company. The answers will also give the real objectives; those that any strategy and activity ultimately must support.

### Problem Questions

[![Letter P](https://www.hpbech.com/wp-content/Letter-P.jpg)](https://www.hpbech.com/wp-content/Letter-P.jpg)Most independent management consultants understand that they need to identify a problem (pain identification) before they can present a solution. Asking questions to identify problems are called Problem Questions. As soon as a problem has been identified most sales people jump to present their solution. This is what you should never do and where Neil Rackham and his SPIN selling make such a huge difference.

### Implication Questions

[![Letter I](https://www.hpbech.com/wp-content/Letter-I.jpg)](https://www.hpbech.com/wp-content/Letter-I.jpg)The professional management consultant holds his horses and probes deeper. He asks implication questions to make the client elaborate on the consequences of the problems. He asks who are affected, how much it means to the various people affected and the impact on company performance. He also asks what the consequences may be if the problem is not fixed. He asks how important this or these specific problems are related to other problems the client may face.

The trained management consultant understands that any problem must be related to the impact on the company’s performance, their competitive position, the CEO’s ambitions and job or the owner’s ambitions and wealth. The management consultant uses his questioning technique to identify the cause-effect relationship. In SPIN terminology this is called identifying *the explicit needs*.

> In management consulting explicit needs should always be in the million USD or EUR range. Needs smaller than that are not worth fixing.

### Need-Payoff Questions

[![Letter N](https://www.hpbech.com/wp-content/Letter-N.jpg)](https://www.hpbech.com/wp-content/Letter-N.jpg)In the traditional SPIN approach the seller now gets the buyer to talk about his explicit needs related to the benefits of the seller’s “generic solution” (as he cannot possibly know the details). Getting the buyer to state the benefits has greater impact while sounding a lot less pushy.

A management consultant doesn’t have a specific “product” to sell, but wants to win the engagement of finding potential solutions for the implicit and explicit needs. Thus, his primary objective is to ensure that the client actually decides to do something. The second objective is to get an assignment for a “preliminary insight analysis.”

The professional management consultant knows that whatever the client tells him is only one version of the situation. The professional management consultant also knows that there is nothing he can do until he learns some more. He needs insight first.

[![SPIN process](https://www.hpbech.com/wp-content/SPIN-process.jpg)](https://www.hpbech.com/wp-content/SPIN-process.jpg)SPIN is a questioning process. All four steps are required and in that sequence. SN or SPN or NIPS will not work!!

## SPIN and management consulting

The beauty of using SPIN in selling management consulting is that it proves and improves your quality as a consultant. Management Consulting is 50% questions, 40% facilitation (which is also asking questions) and 10% documentation. By taking your potential client through a SPIN process you demonstrate exactly what most people are looking for in a independent management consultant: A person that first cuts through the crap identifying the root causes – and then help fix the issues.

[![SPIN template](https://www.hpbech.com/wp-content/SPIN-template1-300x192.jpg)](https://www.hpbech.com/wp-content/SPIN-template1.jpg)Use this simple template to help you keep asking for more implications. Keep asking until you know them all. There may be 2 or there may 50.

A SPIN process requires asking many more questions than most people are comfortable with. As an independent management consultant you must learn the art of “civil interrogation”. You must be able to see eye-to-eye with your client irrespective of whether she is the person serving you in the cafeteria or she is the president of the United States of America. Respectful? – always. Submissive? – never. Only this state of mind will enable you to cut through all the fluff, reservations and ignorance your prospective clients may represent and find those huge problems that are worth solving and that you can help solve.

## The simple sale

Selling consulting services as an independent management consultant is typically a “simple” sale. The “simple” sale is a sale to the decision maker, who doesn’t have to ask someone else for permission and budget. If you make sure you always deal directly with the top person (by refusing to talk to anyone else), then SPIN selling is the most direct way to important and rewarding consulting engagements.

By the end of a well-facilitated SPIN session the client will ask you if you can help him. What do you say? You say: “Let me think about it and get back to you.” Never jump in the trap and start “telling.” Ask how urgent it is? Are there any budget restrictions? Who else should be involved? Ask for a new appointment where you will present your solution.

Then you go back and consider if you can do the job, how you will do the job and how much it is worth for the client.

# Acknowledgements

Thank you to Jason Yip for permission to use this black board SPIN illustrations: http://jchyip.blogspot.dk

Training and consulting on SPIN is provided by [Huthwaite International](http://www.huthwaite.co.uk "Huthwaite International")

**Categories:** Blog, Marketing

**Tags:** consulting, fixion_en, SPIN

---

### [I'm Sorry I Broke Your Company - Another Problem with Management Consulting](https://hpbech.com/im-sorry-i-broke-your-company-another-trouble-with-management-consulting/)

**Published:** February 27, 2013
**Author:** Hans Peter Bech

**Excerpt:** "I'm Sorry" is not the traditional academic thesis based on years of "research" which characterize most management literature. The book is based on Karen's personal experience, her common sense and some secondary source research. The book has several illustrative examples from Karen's own praxis and also refers to other cases which have reached the public domain.

**Content:**

---

> “I’m Sorry” is not the traditional academic thesis based on years of “research” which characterize most management literature. The book is based on Karen’s personal experience, her common sense and some secondary source research. The book has several illustrative examples from Karen’s own praxis and also refers to other cases which have reached the public domain.

---

[![Karen Phelan Book](https://www.hpbech.com/wp-content/Karen-Phelan-Book-199x300.jpg)](https://www.hpbech.com/wp-content/Karen-Phelan-Book.jpg)

Karen Phelan’s new book: “I’m Sorry I Broke Your Company – When Management Consultants are the Problem. Not the Solution,” is a must read for all management consultants and for all companies that engage management consultants.

Karen Phelan was working as a management consultant for Deloitte in the 1980’s and for Gemini Consulting in the 1990’s before taking a seat at the other side of the table with Pfizer and Johnson & Johnson. In 2008 she returned to the ranks of management consultants.

The “I’m Sorry” book is operating in the same universe as [*“The Trouble with Strategy: The brutal reality of why business strategy doesn’t work and what to do about it”*](http://tbkconsultblog.com/2012/08/17/the-trouble-with-strategy/) by Kim Warren. It accuses the big management consulting companies of many of the atrocities experienced in the corporate world lately. Enron and Swissair being some of the prime victims.

The book touches on three areas where management consultants flourish:

- Strategy Definition
- Supply Chain Management
- Human Resources

## Strategy Definition

You cannot predict the future. And neither can management consultants. Believing that there is a scientific approach to predicting the future and thus an option of formulating and applying a strategy to take advantage of that future is an illusion. An illusion that serves a very profitable platform for management consultants and an illusion that can cause tremendous damage for most companies.

> Businesses don’t succeed by predicting the future and dictating the marketplace; they succeed by recognizing good opportunities and pursuing them, especially when no one else does.

Karen claims that this process cannot be delegated to external management consultants who fly in, interview, do market research and discuss the options with a few executives. You need to involve your own people in this process, not just those who never talk to neither customers nor to suppliers.

## Supply Chain Management/Process Reengineering

Karen explains how Gemini’s “brown paper” approach enabled everyone involved in a problem to see the big picture and discuss how the entire process could be improved. Large rolls of brown butcher paper was used to draw the processes and allowed for adding yellow stickers and applying notes. The approach was “low tech” and really just a facilitation tool. It required consultants who were domain experienced to participate otherwise they couldn’t facilitate the discussion and make provocations.

But it worked and generated positive results.

As Gemini started to hire consultants straight out of the universities, the “brown paper” approach was shelved and replaced by more sophisticated frameworks and “best practice” approaches including software based supporting systems. That was when the trouble began.

> Any tool, method, program, or initiative that promises to solve your business problems without involving everyone involved in your business problem will fail.

## Human Resource Management

The book claims that management consultants do more damage than good when they promote and implement frameworks, with the objective of suppressing or eliminating the irrational impact of the human element in organizational performance.

Karen is especially critical to all the initiatives taken in the “human resource” domain. Leadership development programs, rank stacking, performance appraisals and other “scientific” approaches dividing people into pre-defines categories and make them fit a normal distribution curve have a disastrous impact on motivation and behavior. She is also very critical of the way incentive programs reward sub-optimization and work against the common interest of the company.

> [![Karen Phelan](https://www.hpbech.com/wp-content/Karen-Phelan.jpg)](https://www.hpbech.com/wp-content/Karen-Phelan.jpg)People manage the measures! Sometimes they even manipulate the measures!
> 
> A metrics scorecard acts like a car’s dashboard. If you watch it instead of the road, you will crash!

## Our verdict

“I’m Sorry” is not the traditional academic thesis based on years of “research” which characterize most management literature. The book is based on Karen’s personal experience, her common sense and some secondary source research. The book has several illustrative examples from Karen’s own praxis and also refers to other cases which have reached the public domain.

Karen is a talented author. The narrative is excellent and a great joy to read. I also tend to agree with most of her observations. I admit to have a crush on people who go up against the mainstream. Hans Christian Andersen wrote “The Emperor’s New Clothes” in 1837 and it hasn’t lost any relevance over 175 years. We need people like the little boy and Karen may be one of them helping us to challenge conventional wisdom.

Out of five stars I will award all five.\*\*\*\*\*

## From my own world

I have been involved in several projects on the client side where some of the big management consulting companies did their “magic”.

I especially remember the merger of Damgaard and Navision in year 2000 (acquired by Microsoft in 2002). I was promoted from my position as Geschäftsführer in charge of Damgaards operation in Germany, Austria and Switzerland to become vice president Central Europe responsible for Belgium, The Netherlands, Germany, Austria, Switzerland, Poland, Russia, the Czech Republic and Slovenia. No one ever asked me if I wanted that position and what the position was supposed to do was never defined until I was finally “released”.

For 9 months I was involved in tons of meetings where one of the big management consulting companies facilitated the definition of the new organizational structure. That was a frustrating experience. It is not fair to assign all the blame on the management consulting company. A merger is a difficult situation where people are fighting for their lives and exercising political games under the radar to secure their positions and power bases. The management consulting company took advantage of the situation and didn’t help cutting through the crap and stabilize the situation fast. Instead they tried to accommodate everyone with complicated organizational structures and matrix reporting frameworks. Their bills kept increasing until management decided to dismiss them and carry on on their own.

I started as a management consultant in 2003. I have had successful and not so successful assignments. Retrospectively I came to the same conclusion as Karen. Succesful management consulting is basically the ability to facilitate a discussion between the people involved in a problem and helping them finding a solution. The facilitation requires domain experience and business acumen more than anything else. You can use various frameworks such as Business Model Generation, NABC Customer Value Proposition and Balanced Scorecard Principles, but they only serve as structure for the discussions. As soon as the management consultant “takes over” the thinking and provides the conclusions, then it goes wrong. Then it just becomes reports on the shelve leaving no improvement behind. Writing reports doesn’t change behavior.

## Post script

There is a large market for “report generation” for management consultants which are not really supposed to change anything.

Governments and large organizations will call on management consultants to “dig to the bottom” of a situation, providing explanations or place the responsibility. These “independent” reports are often aimed at winning time, blurring the causes of mishaps and protecting someone from the consequences of the blame.

Dealing with the future governments and large organizations call on management consultants to “predict the future” or at least draw up likely future scenarios. Government and Enterprise executives then discuss high level issues related to these scenarios. Seldom is any action taken, but the discussions are no doubt very interesting.

**Categories:** Blog

**Tags:** consulting, fixion_en

---

### [YouTube - the death of the "keynote speaker" business model?](https://hpbech.com/youtube-the-death-of-the-speaker/)

**Published:** May 23, 2013
**Author:** Hans Peter Bech

**Content:**

[![YouTube](https://www.hpbech.com/wp-content/YouTube.jpg)](https://www.hpbech.com/wp-content/YouTube.jpg)YouTube, Vimeo and other online video services are very powerful communication channels. What could be a better promotional platform for the professional keynote speaker than to post her past performances as videos on the web?

However, who wants to invite and pay a keynote speaker to repeat what she has already told the rest of the world for free on YouTube or Vimeo?

The challenge for most keynote speakers in today’s tough financial environment is the price/performance issue. Keynotes may be interesting to listen to, but they don’t change much and they are not always so entertaining.

# The keynote speaker dilemma

[![Rolligs Stones](https://www.hpbech.com/wp-content/Rolligs-Stones.jpg)](https://www.hpbech.com/wp-content/Rolligs-Stones.jpg)As an entertainment element, keynote speakers are competing with musicians, standup comedians, ventriloquists, magicians and other performing artists. Most people will prefer to be entertained by an entertainer and experience something funny or spectacular.

We all enjoy famous musicians when they repeat their greatest hits. Personally, I have paid to see the Rollings Stones more than 10 times. I have all their records and several DVD’s, but a live performance is a different thing. However, not all musicians are like the Rolling Stones to me. Some I would pay to see once and most I would never pay to see.

Listening to the same keynote speaker repeating the same pitch twice isn’t much of an attractive option to me. The keynote speaker delivers something interesting, often with a touch of newness wrapped in an entertaining format. When you have seen and heard it once, a repetition may be boring and irritating.

## Keynote speakers are seldom change agents

Although keynote speakers are promoted as a sort of change agent, they cannot accomplish much with a 30-45 minute one-way pitch followed by 10-15 minutes of questions and answers. Most business executives these days know it takes much more to change behavior than having someone say interesting things for 30-45 minutes. Thus most would go for the entertainer and leave the behavioral stuff for more in-depth and interactive events.

Take this example showing Simon Sinek delivering a keynote at a Top Executive conference in Copenhagen on February 6, 2013. Simon Sinek: [Start with why](http://jyskebank.tv/013601581571132/simon-sinek-start-with-why)

Then compare the Copenhagen keynote to his TED presentation three years earlier.

I don’t want to pick on Simon Sinek because he actually delivers a very good pitch. The content is excellent and he delivers the messages in a forceful and entertaining format. Simon **is** an excellent keynote speaker.

I am only questioning the value of seeing him live on stage and paying for it compared to watching him free on YouTube.

Where is the added value?

# The need for celebrity

[![Bill Clinton](https://www.hpbech.com/wp-content/Bill-Clinton.jpg)](https://www.hpbech.com/wp-content/Bill-Clinton.jpg)There is still a need for adding a celebrity to the agenda of an event. The sheer show-off effect displaying your ability to afford a celebrity on the agenda can be the endorsement of the event. Celebrities can afford to repeat their pitches, because it is not primarily their message you come to experience. Going to an event attended by celebrities sort of makes you a “celebrity” yourself and many people appreciate this feeling.

“I met Bill Clinton the other day…”

Celebrity keynote speakers are typically made on a platform of past successful performance. Retired CEO’s, successful artists, previous presidents and similar people are traveling the world to deliver keynote speeches. Their value is amplified by the publicity they enjoy and people come to listen because they *have been* successful. What they say is not so important. Such keynote speakers don’t need YouTube, Vimeo etc. They are already well known and in high demand. At least for some time. Celebrities do wear out.

# Customized Keynotes

With the option of watching any keynote speaker live on the Web, the focus will move away from the “canned” message and to the speaker herself.

I have attended a number of events where the keynote speaker had done research on the company and the subject of the event and delivered a customized keynote. That was very powerful learning experience and extremely entertaining. I believe there still is a strong market for that.

# Keynotes as promotions

Personally I did a customized keynote at conference in Scotland just lately. The title of my keynote was “An Introduction to the Anatomy of the Software Industry.”

This is a highly customized keynote presentation. It takes times to do the research and development of customized keynote presentations. Thus at first glance the business model has more cost. However, my objective is not to sell myself as a keynote speaker. My objective is to show my industry insight, my analytical capabilities and my presentation skills. I use keynote presentations as opportunities for doing research and staying up to date on recent developments. This is a part of promoting my books and myself as a keynote speaker and facilitator.

# The customized keynote is the way to go

If you are not a celebrity you will have to customize and/or change your keynote content continuously. Before people chose to go to an event they may check up on the speakers on the Internet. When they begin to experience that keynote speakers are delivering the exact same content live as on YouTube they will stay away.

Time is precious and we do not want to waste our time and money on something which can be delivered to our iPad on the couch. Unless that something is Barak Obama or the Rolling Stones.

–ooOoo–

I write about issues related to revenue growth and globalization in the software industry.

[Check out what others have to say about the book](http://www.amazon.com/Building-Successful-Partner-Channels-software/product-reviews/8793116160).

Get your copy of my Amazon bestseller: [Building Successful Partner Channels](http://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8)

More information on my [workshops for software industry executives](http://www.tbkacademy.com/)

Subscribe to my free [biweekly e-journal](http://eepurl.com/bgeYYf) with two to three hand picked posts that will put you a step ahead in the race for global market leadership.

**Categories:** Blog

**Tags:** fixion_en

---

### [A letter from Amazon.com](https://hpbech.com/a-letter-from-amazon-com/)

**Published:** August 9, 2014
**Author:** Hans Peter Bech

**Content:**

[![Amazon](https://www.hpbech.com/wp-content/Amazon-300x87.jpg)](https://www.hpbech.com/wp-content/Amazon.jpg)I received a letter from Amazon.com today.

As an author myself I agree 100% with Amazon.com.

Here is the letter:

*Dear KDP Author*

Just ahead of World War II, there was a radical invention that shook the foundations of book publishing. It was the paperback book. This was a time when movie tickets cost 10 or 20 cents, and books cost $2.50. The new paperback cost 25 cents – it was ten times cheaper. Readers loved the paperback and millions of copies were sold in just the first year.

With it being so inexpensive and with so many more people able to afford to buy and read books, you would think the literary establishment of the day would have celebrated the invention of the paperback, yes? Nope. Instead, they dug in and circled the wagons. They believed low cost paperbacks would destroy literary culture and harm the industry (not to mention their own bank accounts). Many bookstores refused to stock them, and the early paperback publishers had to use unconventional methods of distribution – places like newsstands and drugstores. The famous author George Orwell came out publicly and said about the new paperback format, if “publishers had any sense, they would combine against them and suppress them.” Yes, George Orwell was suggesting collusion. 

Well… history doesn’t repeat itself, but it does rhyme.

Fast forward to today, and it’s the e-book’s turn to be opposed by the literary establishment. Amazon and Hachette – a big US publisher and part of a $10 billion media conglomerate – are in the middle of a business dispute about e-books. We want lower e-book prices. Hachette does not. Many e-books are being released at $14.99 and even $19.99. That is unjustifiably high for an e-book. With an e-book, there’s no printing, no over-printing, no need to forecast, no returns, no lost sales due to out of stock, no warehousing costs, no transportation costs, and there is no secondary market – e-books cannot be resold as used books. E-books can and should be less expensive.

Perhaps channeling Orwell’s decades old suggestion, Hachette has already been caught illegally colluding with its competitors to raise e-book prices. So far those parties have paid $166 million in penalties and restitution. Colluding with its competitors to raise prices wasn’t only illegal, it was also highly disrespectful to Hachette’s readers.

The fact is many established incumbents in the industry have taken the position that lower e-book prices will “devalue books” and hurt “Arts and Letters.” They’re wrong. Just as paperbacks did not destroy book culture despite being ten times cheaper, neither will e-books. On the contrary, paperbacks ended up rejuvenating the book industry and making it stronger. The same will happen with e-books.

Many inside the echo-chamber of the industry often draw the box too small. They think books only compete against books. But in reality, books compete against mobile games, television, movies, Facebook, blogs, free news sites and more. If we want a healthy reading culture, we have to work hard to be sure books actually are competitive against these other media types, and a big part of that is working hard to make books less expensive.

Moreover, e-books are highly price elastic. This means that when the price goes down, customers buy much more. We’ve quantified the price elasticity of e-books from repeated measurements across many titles. For every copy an e-book would sell at $14.99, it would sell 1.74 copies if priced at $9.99. So, for example, if customers would buy 100,000 copies of a particular e-book at $14.99, then customers would buy 174,000 copies of that same e-book at $9.99. Total revenue at $14.99 would be $1,499,000. Total revenue at $9.99 is $1,738,000. The important thing to note here is that the lower price is good for all parties involved: the customer is paying 33% less and the author is getting a royalty check 16% larger and being read by an audience that’s 74% larger. The pie is simply bigger.

But when a thing has been done a certain way for a long time, resisting change can be a reflexive instinct, and the powerful interests of the status quo are hard to move. It was never in George Orwell’s interest to suppress paperback books – he was wrong about that.

And despite what some would have you believe, authors are not united on this issue. When the Authors Guild recently wrote on this, they titled their post: “Amazon-Hachette Debate Yields Diverse Opinions Among Authors” (the comments to this post are worth a read). A petition started by another group of authors and aimed at Hachette, titled “Stop Fighting Low Prices and Fair Wages,” garnered over 7,600 signatures. And there are myriad articles and posts, by authors and readers alike, supporting us in our effort to keep prices low and build a healthy reading culture. Author David Gaughran’s recent interview is another piece worth reading.

We recognize that writers reasonably want to be left out of a dispute between large companies. Some have suggested that we “just talk.” We tried that. Hachette spent three months stonewalling and only grudgingly began to even acknowledge our concerns when we took action to reduce sales of their titles in our store. Since then Amazon has made three separate offers to Hachette to take authors out of the middle. We first suggested that we (Amazon and Hachette) jointly make author royalties whole during the term of the dispute. Then we suggested that authors receive 100% of all sales of their titles until this dispute is resolved. Then we suggested that we would return to normal business operations if Amazon and Hachette’s normal share of revenue went to a literacy charity. But Hachette, and their parent company Lagardere, have quickly and repeatedly dismissed these offers even though e-books represent 1% of their revenues and they could easily agree to do so. They believe they get leverage from keeping their authors in the middle.

We will never give up our fight for reasonable e-book prices. We know making books more affordable is good for book culture. We’d like your help. Please email Hachette and copy us.

Hachette CEO, Michael Pietsch: 

Copy us at: 

Please consider including these points:

– We have noted your illegal collusion. Please stop working so hard to overcharge for ebooks. They can and should be less expensive.
– Lowering e-book prices will help – not hurt – the reading culture, just like paperbacks did.
– Stop using your authors as leverage and accept one of Amazon’s offers to take them out of the middle.
– Especially if you’re an author yourself: Remind them that authors are not united on this issue.

Thanks for your support.

The Amazon Books Team

P.S. You can also find this letter at [www.readersunited.com](http://www.readersunited.com/)

**Categories:** Blog

**Tags:** Amazon, fixion_en

---

### [Outdoor advertising for you, everybody and me](https://hpbech.com/outdoor-advertising-for-you-everybody-and-me/)

**Published:** October 30, 2014
**Author:** Hans Peter Bech

**Content:**

[![outdoor advertising](https://www.hpbech.com/wp-content/outdoor-advertising.jpg)](https://www.hpbech.com/wp-content/outdoor-advertising.jpg)“Outdoor” is one of the few analog advertisement channels that have survived the digital tsunami.

Traditional analog advertising has lost terrain simply because consumers and businesses spend less and less time reading newspapers and magazines and watching broadcast television. When readers and viewers walk away so does the advertisement spending. It simply goes where the readers and viewers go and currently that is to the online media.

The reason that outdoor advertising has not lost out is obviously because we still drive from place to place with nothing else to do in the meantime than look at the traffic and the surroundings. And that’s when we get exposed to outdoor advertisement.

And it works! We actually do remember those marketing messages that we read on billboards on the highway, at bus shelters and on the side of buses.

The only issue is the cost.

The cost of outdoor real estate in locations with no traffic is very affordable and extremely stiff in locations with prime traffic. No surprises there.

But that is about to change.

Trucks with large poster boards have been around for a while, but the new concept introduced by the Los Angeles startup [Zeusvision](http://zeusvision.com "Zeusvision") takes the concept a few notches higher.

[![Zeusvision Promo 698*400](https://www.hpbech.com/wp-content/Zeusvision-Promo-698400-300x172.jpg)](https://www.hpbech.com/wp-content/Zeusvision-Promo-698400.jpg)The Zeusvision buses are essentially huge iPads on wheels capable of displaying multi-media messages according to time and location. Zeusvision is including on-board technologies, like GPS, cameras, inertial motion sensors, light sensors, eye tracking, gesture tracking, real-time GPU processing and other tech packages they are still exploring that allow graphics and video to interact with the public in ways never dreamed of before.

Allowing 3rd parties to come up with new ideas and tools for using the “iPads on wheels” Zeusvision will release their Software Development Kit (SDK) and Application Programming Interface (API) in Q1 of 2015.

Customized multimedia messages and experiences will be available for as little as $99.

**Categories:** Blog, Business development

**Tags:** biznes

---

### [How to concentrate and focus on your work](https://hpbech.com/how-to-concentrate-and-focus-on-your-work/)

**Published:** November 4, 2014
**Author:** Hans Peter Bech

**Content:**

[![Time is very democratic resource: 24 hours a day for everyone.](https://www.hpbech.com/wp-content/Stopwatch-HD-300x286.jpg)](https://www.hpbech.com/wp-content/Stopwatch-HD.jpg)Time is very democratic resource: 24 hours a day for everyone.

Do you face a challenge concentrating and focusing on your work? Do you get distracted by phone calls, emails, text messages and people knocking on your door?

I assume we all face these challenges. Books have been written about how to effectively deal with them. Still we struggle to stay focused and concentrated.

When I started my own business 10 years ago I no longer had to answer to anybody. While that was a blessing in itself it also turned out to represent some genuine challenges. Getting business for my new venture was never the challenge, but getting things done effectively certainly was.

Despite having all kinds of project and time management tools available there was one last thing that they could not fix: Focus and concentration.

I don’t know how I found it, but one day I read about the Pomodoro technique on the Internet.

The technique is dead simple.

[![Pomodoro1](https://www.hpbech.com/wp-content/Pomodoro1.jpg)](https://www.hpbech.com/wp-content/Pomodoro1.jpg)You pick a task that you want to accomplish. You then take a simple kitchen timer. You set it to 25 minutes. In the following 25 minutes you only work on that task. You don’t answer the phone, you don’t check your emails, you ignore incoming chat messages, you don’t check the number of likes on your recent Facebook update and you tell people knocking on your door that you’ll get back to them later. Come rain, come shine – you just focus on the task.

When the 25 minutes are up, then you break off, stretch your legs, dance to some music, brew a cup of tea or whatever you can accomplish in 5-10 minutes. Then you start another 25 minutes Pomodoro. You should not use the break for work. Recreation only!

It took me a while to learn how to concentrate uninterrupted for 25 minutes, but now the ticking of the clock keeps me focused and productive.

If you have challenges with focusing and like the idea of the Pomodoro technique, then there are plenty of tutorials on the Internet and also a couple of small books on the subject. [The Pomodoro Technique Illustrated](http://www.amazon.com/Pomodoro-Technique-Illustrated-Pragmatic-Life/dp/1934356506) by Staffan Nöteberg is a great introduction.

[http://pomodorotechnique.com](http://pomodorotechnique.com/)

BTW: I have purchased the red pomodoro timer and take it with me wherever I go. It helps me focus and I enjoy when it is ticking along and I am being very, very productive.

**Categories:** Blog, Business development

**Tags:** biznes

---

### [Why management misalignment is a productivity drain](https://hpbech.com/why-management-misalignment-is-a-productivity-drain/)

**Published:** November 25, 2014
**Author:** Hans Peter Bech

**Content:**

[m](https://www.hpbech.com/wp-content/misalignment.jpg)If you are a frequent business traveler who travels alone, then you often have the opportunity to overhear other business travellers’ conversations. What do your fellow business people actually talk about?

How they can make the world a better place?

How they can provide better value to their customers?

Never!is

Listen to the conversations and you will find that 99.9% of the content is about internal misalignment, mostly presented in an “us – them” framework. People complain about the behavior of other people in the organization – up, down and sideways.

How much energy, time and resources are organizations wasting due to misalignment?

Have you ever been in a merger situation? In such situations, the misalignment issue is obvious and out in the open. Probably more than 75% of the energy, time and resources in such situations are “allocated” to introverted speculation, political positioning and idling.

In a typical organization (not in merger mode), I will claim that somewhere around 25-50% of the energy, time and resources are “wasted” due to misalignment issues.

## A simple test – four questions & six priorities

Ask each individual member of a business unit to assign “increase, stay the same or decrease” to the following four questions:

[![the 4 market situation questions](https://www.hpbech.com/wp-content/the-4-market-situation-questions.jpg)](https://www.hpbech.com/wp-content/the-4-market-situation-questions.jpg)You will be surprised to learn that the answers will not be the same. In none of the teams, where we have asked these four questions, have we received identical answers from the individual team members.

Now ask the members of the same group to individually rank the importance of the six sources for financial performance:

[![The 6 sources questions](https://www.hpbech.com/wp-content/The-6-sources-questions.jpg)](https://www.hpbech.com/wp-content/The-6-sources-questions.jpg)Again you will find that the individual priorities are completely out of sync.

## Does it matter?

Is it really that important for a business team to be aligned on the perception of the issues above?

Yes. It is vital.

Setting realistic and relevant objectives must be closely related to these issues. The strategy, the plans and the KPI’s will be fundamentally different for different scenarios. Allowing the members of a business team to have different perceptions of the market situation and to have different perceptions of the priority of the six sources for financial performance is an invitation to an arbitrary pull and push in all directions. It should come as no surprise that complaining about the behaviours of other people in the organization – up, down and sideways – is a popular exercise.

## Why is misalignment accepted?

[![Disagreement](https://www.hpbech.com/wp-content/Disagreement.jpg)](https://www.hpbech.com/wp-content/Disagreement.jpg)Disagreements are considered healthy.

By having disagreement you can test the validity of positions and strategies. However, very few organizations have a structured and systematic framework for measuring the degree of misalignment and the instruments required for the remedy. Therefore, most organizations consider misalignment a “fact of life” – something that they will have to accept.

However there are fundamental issues about which you cannot afford to disagree all the time and forever. There are times where the disagreements must be aligned.

The issues that you must secure synchronization and alignment about at regular intervals are:

- The reason for being in business
- The customer value proposition
- The market situation
- The sources for growth
- The objectives
- The strategy (the general approach to achieve your objectives)
- The importance of the management areas
- The plans and the KPI’s

Disagreements over facts can be aligned by actually getting the facts on the table and keeping them updated (for instance data on the external market situation).

Alignment on what to do in the future (to achieve the organization’s objectives) requires systematic and regular testing of the individual’s perception of the strategy, the plans and the KPI’s. Only by comparing the individual perceptions can we identify and remedy misalignment.

## An additional management overhead?

Is the alignment effort just an additional management overhead on top of all the other “internal” stuff?

If the alignment exercise can release 25-50% of an organization’s time and energy, then it is definitely worthwhile considering.

By using some of the principles from the balanced scorecard framework it is possible to develop situation-specific questionnaires which can test the degree of alignment in any business unit. Such questionnaires should not take more than 60 minutes to complete. By using [modern web-based survey tools](http://valuemaker.eu) the mapping and reporting is performed automatically.

Based on the alignment mapping provided by the survey, a one-day workshop with the business team is usually enough to eliminate the most severe misalignment problems.

–ooOoo–

I write about issues related to revenue growth and globalization in the software industry.
You can follow me on Twitter: [@hpbech](https://twitter.com/hpbech)

**Categories:** Blog, Business development

**Tags:** biznes

---

### [Why and When Do We Need Software Product Managers?](https://hpbech.com/why-and-when-do-we-need-software-product-managers/)

**Published:** December 5, 2014
**Author:** Hans Peter Bech

**Excerpt:** If a company wants to maximize the lifetime value of its software IP assets, then they need software product management.

**Content:**

---

> If a company wants to maximize the lifetime value of its software IP assets, then they need software product management.

---

[![software product management2](https://www.hpbech.com/wp-content/software-product-management2-278x300.jpg)](https://www.hpbech.com/wp-content/software-product-management2.jpg)

Why would we need a product management function? When is the right time to appoint someone to take the lead on software product management?

> A product manager leads and manages one or several products from the inception to the phase-out in order to maximize life-time business value.

- The product manager works with marketing, sales, engineering, finance, quality, support, and professional services to make the products a business success.
- The product management has the business responsibility beyond a single customer project.
- The product manager determines what to make and is accountable for the business success within an entire portfolio.
- The product manager defines the “statement of direction,” the roadmap, the release plan and determines what to innovate.
- The product manager is responsible for the entire value chain of a product following the life cycle and asks: “What do we keep, what do we make, what do we stop?”

## In the beginning…

[![Startup2](https://www.hpbech.com/wp-content/Startup2.jpg)](https://www.hpbech.com/wp-content/Startup2.jpg)

In a software start-up the founders assume responsibility for R&D, product management, marketing, sales and everything else. A start-up is an interim organization in search of a business model. A start-up is in constant learning mode and the founders must be directly and intimately involved in all product, market and customer related functions.

As soon as a viable product and business model has been identified, the company moves out of the start-up phase and into adolescence. The time for scaling the business has begun. Now is the time to separate and optimize R&D, product management, marketing, sales and all the other business disciplines.

Now we need dedicated software product managers.

## The software industry idiosyncrasies

Why do we say software product management?

All other industries just have “product managers” – why the difference?

[![ValueChain_process-v5](https://www.hpbech.com/wp-content/ValueChain_process-v5.jpg)](https://www.hpbech.com/wp-content/ValueChain_process-v5.jpg)

The software industry is different from all other industries in so many fundamental ways that it makes perfectly good sense to deliberately highlight this fact:

- Software is invisible.
- Software has no value per se (the value is derived from using the software and the service).
- The value of the software will often depend on how well we (and our partners) deliver the services required to apply the software to current or new business practices.
- The customer’s implementation, training and adoption levels of the software has a major impact on the value derived from the product.
- The scrap value of obsolete software is nil.
- Scaling a software product based business requires no factories, inventories, trucks and retail outlets.
- “Cost of Goods Sold” for software products is typically negligible.
- R&D expenses are high.
- Customer acquisition costs are high.
- Getting the software products to customers requires no physical infrastructure (the implementation and support of the software may require an infrastructure of experts).
- Most software based business models are highly affected by network effects.
- Most software based business models are affected by Geoffrey Moore’s “Crossing the Chasm” phenomenon.

Operating as a software product manager in the software product universe requires intimate understanding of these unique environmental and framework conditions.

## Why do we need software product managers?

Products managers are the mini CEO’s responsible for the lifetime value of a specific software product line. The product manager is the cogwheel between organizational units with completely different dynamics:

- Where the sales function is customer and short-term revenue driven the product manager is market value driven.
- Where R&D is technology driven, the product manager is market opportunity driven.
- Where marketing is driven by volume of leads, the product manager is market volume driven.

> If a company wants to maximize the lifetime value of its software IP assets, then they need software product management.

## Software Product Management Training & Certification

[![SPM](https://www.hpbech.com/wp-content/SPM.png)](https://www.hpbech.com/wp-content/SPM.png)

The TBK Academy® runs a 3 day training course for software product managers. The course follows the syllabus developed by the International Association of Software Product Managers. On the third day of the course we offer the attendees the opportunity to take the ISPMA certification test and become “ISPMA certified Software Product Manager.”

**Categories:** Blog, Business development

**Tags:** biznes

---

### [Going Global on a Shoestring - Retrospection](https://hpbech.com/going-global-on-a-shoestring-retrospection/)

**Published:** January 27, 2015
**Author:** Hans Peter Bech

**Excerpt:** What made Dataco so incredibly successful? How could we launch a complete LAN/WAN product line and achieve global coverage in less than two years and reach a position to sell the entire company in just four years?

**Content:**

[![by Edvard Eriksen](https://www.hpbech.com/wp-content/Mermaid-small.jpg)](https://www.hpbech.com/wp-content/Mermaid-small.jpg) 

The first part of this story can be read here:

[Going Global on a Shoestring – The Start](https://www.hpbech.com/going-global-on-a-shoestring-the-start/ "Going Global on a Shoestring – The Start")

What made Dataco so incredibly successful? How could we launch a complete LAN/WAN product line and achieve global coverage in less than two years and reach a position to sell the entire company in just four years?

## The team

The Dataco team was incredibly talented.

Critical product strategy decisions had already been made before I joined the team. It was decided that we should not move into application software. Our products should support software from Novell and other network operating systems and application stacks.

It was “in the air” using a reseller channel although the final decision was left with me. Michael Mathiesen and Bent Henrik Madsen were co-CEO’s and had provided most of the funding through personal loans. Peter Videcrantz was VP R&D and had a fabulous team of engineers working day and night. [Allan Koch](http://www.linkedin.com/pub/allan-koch/1/98a/242) was in charge of production and logistics. Later Mogens Hansen joined me as support manager and after an internal financial crisis Steen Bergholdt joined as CFO.

It was a committed and powerful team capable of making fast and bold decisions and getting them executed.

Incentive schemes were in place aligning ambitions for the company with remuneration for key staff members. If we could make the company rich we would also get rich. We were motivated to put in long long hours.

## No money

 ![](https://www.hpbech.com/wp-content/No-money.jpg) 

We didn’t have much money and we were constantly short of cash. Lack of funds makes you more innovative.

We wanted to exhibit at the CeBit Fair (Hannover, Germany) in 1987. We got floor space in hall 12 and Jan de Black made a booth of unplaned boards painted gray (our company colors) with a slightly elevated floor hiding the cables and a meeting room with an overhead projector.

It was the ultimate low budget booth, but it made us look different and entrepreneurial – we were clearly the new kids on the block. We had big posters on the walls explaining what the products did and a big white board where we could take visitors to discuss his particular issues and how to solve them.

Potential big ticket customers and potential resellers were allowed to sit down in our small meeting room.

It was a huge success and we returned with tons of leads and potential reseller opportunities.

## Timing

The timing for the type of products, which Peter Videcrantz was the architect behind, was exactly right. Combining PC networking with IBM 3270, 31xx and 34xx, DEC VT100 protocol conversion in an affordable ethernet based product line hit a need in the enterprise market. Using the ISO/OSI label to make it appear as based on official global standards helped big enterprise IT executives (with notorious risk aversion) decide in our favor.

## Global product

Moving packages with data and converting data transmission protocols is the same all over the world. Moving into a new country didn’t require any other changes to the products other than a translation of the control program and the documentation. The advantage of starting in the Nordics is that you can use English as the common language. It was only when moving into Germany and Southern Europe that the language became (a small) issue.

## Channel approach

Our channel approach was successful in many ways. The starter packages generated cash that we desperately needed to fuel further expansion. My focus on the partners’ P&L and Mogens Hansen’s focus on helping our partners master our products accelerated the learning curve.

[To be continued](https://www.hpbech.com/going-global-on-a-shoestring-the-final/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** business development, Dataco, fixion_en

---

### [My Paradise in Croatia](https://hpbech.com/adria-paradies/)

**Published:** January 12, 2015
**Author:** Hans Peter Bech

**Excerpt:** Paklenica is a mountainous area just north of Zadar along the Croatian coast. The place is well known to rock climbers around the world. To the rest of us, it doesn't mean anything until we get there. 

**Content:**

---

> Paklenica is a mountainous area just north of Zadar along the Croatian coast. The place is well known to rock climbers around the world. To the rest of us it doesn’t mean anything until we get there.

---

[![Starigard Map Overview](https://www.hpbech.com/wp-content/Starigard-Map-Overview-300x267.png)](https://www.hpbech.com/wp-content/Starigard-Map-Overview.png)

Just after leaving the Sveti Rok tunnel on the A1 motorway and descending southbound towards the Adriatic Sea you will cross the #8 coastal highway running from Rijeka in North Croatia to Dubrovnik in South Croatia. If you leave the motorway and go northwest on highway 8 for approximately 20 minutes you come to the [Paklenica National Park](http://www.np-paklenica.hr/en/) and the small town of [Starigrad](http://www.starigrad-paklenica.net/de/index.htm).

Paklenica is a mountainous area well know to rock climbers around the world.

A few kilometers after the entrance to the park you’ll find the small town of Starigrad. It is really not much of a town. Rather it is a selection of private vacation houses, camping sites, small grocery shops, restaurants, cafes and fruit markets. There are a few hotels, but they are a minority in the area.

Continue through Starigrad and just where the town ends a sign on the left side of the road says “[Adria Paradies](http://adria-paradies.com/index.php).” Turn left and you will arrive in one of the best vacation places I have ever visited during my 13 summer holidays in Croatia. The “resort” is directly at the seashore and all apartments have magnificent views over the water. There is very little noise from the road behind the resort also because there is very limited traffic on this section of the road.

[![Adria P from the sea](https://www.hpbech.com/wp-content/Adria-P-from-the-sea.jpeg)](https://www.hpbech.com/wp-content/Adria-P-from-the-sea.jpeg)

[Aria Paradies](http://adria-paradies.com/index.php) is a small and exclusive summer holiday resort with 4 houses each holding 4-5 apartments. It is located directly at the sea and offers a small swimming pool (mainly for the kids) and a magnificent (private) rocky beach exclusively for the guests.

[![Marinko and his dad](https://www.hpbech.com/wp-content/Marinko-and-his-dad-300x249.jpeg)](https://www.hpbech.com/wp-content/Marinko-and-his-dad.jpeg)Marinko and his dad

The place is managed by Marinko and his parents and they make a significant contribution to the informal atmosphere and the tranquility of the place.

Our apartment has a bedroom and combined sitting room/kitchen. The terrace is facing the ocean and offers a 180 degree panoramic view over the water and the peninsula on the other side. The sun is rising behind the house and our terrace is in the shade of the building until midday. In the afternoon we have full sunshine and in the evening we can enjoy spectacular sunsets behind the mountain range in the distance.

We always bring our bikes (you can also rent bikes in town) and drive down to the village in just a few minutes. There are plenty of cafés, restaurants, fruit and vegetable markets and small supermarkets. If you want hypermarkets there are quite a few just outside the town of [Zadar](http://www.zadar.travel/en) (46km) that you will probably pay a visit anyway.

[![Photo Safari2](https://www.hpbech.com/wp-content/Photo-Safari2-300x225.jpeg)](https://www.hpbech.com/wp-content/Photo-Safari2.jpeg)

The national park [Paklenica](http://www.np-paklenica.hr/) is just behind you. We go there by bike and hike if the weather is grey. If you fancy a hike in July/August do start early in the day as it gets pretty hot.

Last year we did a photo safari in the mountains and that was a breathtaking experience. You go away in the morning with a local guide in a 4WD and come back late in the afternoon. We were just 5 guests in our party and had a great time.

After enjoying the spectacular and peaceful mountains we finished the trip with a swim by some waterfalls.

[![By the water falls](https://www.hpbech.com/wp-content/By-the-water-falls.jpeg)](https://www.hpbech.com/wp-content/By-the-water-falls.jpeg)

Starigrad Paklenica is a peaceful and gorgeous area with so much to see and enjoy. It is fairly unspoiled because of the only few and small hotels available. Most of the accommodation is private apartments and rooms plus a few big camping areas.

The area around the small harbour offers night entertainment for the younger generation, but that doesn’t really take off until we have left on our bikes for a nightcap on our terrace overlooking the sea at Adria Paradies.

[![Sunset in Adria Paradise](https://www.hpbech.com/wp-content/Sunset-in-Adria-Paradise.jpeg)](https://www.hpbech.com/wp-content/Sunset-in-Adria-Paradise.jpeg)

Hope to see you there.

**Categories:** Blog, Travelling & Leisure

**Tags:** fixion_en

---

### [Going Global on a Shoestring - The Start](https://hpbech.com/going-global-on-a-shoestring-the-start/)

**Published:** January 20, 2015
**Author:** Hans Peter Bech

**Content:**

[![by Edvard Eriksen](https://www.hpbech.com/wp-content/Mermaid-small.jpg)](https://www.hpbech.com/wp-content/Mermaid-small.jpg) 

What made Dataco so incredibly successful? How could we launch a complete LAN/WAN product line and achieve global coverage in less than two years and reach a position to sell the entire company in just four years?

Some of the “unfair” advantages of coming from a small country with its own language are:

1. You are forced to speak foreign languages,
2. You are forced to look beyond your own borders for business growth, and
3. You don’t have a lot of money to play with.
 
When I received “the” phone call in the spring of 1986, I was country sales manager for Control Data Corporation in Denmark.

It was my job at Control Data Corporation to sell Cyber mainframes, software development projects and Cybernet data services in Denmark. It was also my job to introduce new Control Data businesses to the Danish market.

 [![Control Data Corporation - R.I.P.](https://www.hpbech.com/wp-content/CDC.jpg)](https://www.hpbech.com/wp-content/CDC.jpg) Control Data Corporation – R.I.P.  

In those days, Control Data Corporation was not doing well in the US. If you could deliver your revenue numbers, “corporate” would leave you alone and give you a lot of freedom. We used this “freedom” to start and grow businesses that had virtually no roots with our owners in the USA.

The Danish market was and still is a very small market – approx. 0,36% of global demand for IT-related products and services. Selling US products into this tiny market was my job and it was a job I did very well (made it to the 100% Club every year and one year I even made the Summit Club!). I was on the list of “promising potential” for a career in the Worldwide Headquarters in Minneapolis, Minnesota, USA. I was doing well, but the prospects for Control Data Corporation didn’t look great in those days.

Then the phone rang.

On the line was Michael Mathiesen from “Scandinavian Dataco.” (Never heard of him or them!).

They were looking for a VP (sales & marketing) to take their new line of LAN/WAN products to the market.

After interviews, tests and what have you, I was offered the job and took it.

I left mighty Control Data Corporation and the prospect of a career climbing the corporate ladder step-by-step to the executive dining room at the top of the WHQ building on Route 101 in Mendota Heights in Minneapolis, Minnesota, USA. Instead, I was propelled directly into the “top executive team” of Scandinavian Dataco, a startup with 15 people, with offices in a shack by the Copenhagen Free Harbor, hardly any revenue, but a pretty impressive “burn rate” (a term invented much later).

# From 0,36% to 100%

From one day to the next my potential market had increased from 0,36% to 100%. That’s an 278 fold increase!

I felt like a child in a toy shop.

To the Dataco Executive Team, it was clear from day one that the success of the company depended on our ability to take shares of the 100% and not only of the 0,36%. It was also clear that the funding for penetrating the 99,64% would have to come from the 0,36%. We would need to build a solid position in Denmark first and then go global next.

All resources (and I mean all!!) were thrown in to generate traction in Denmark. Everyone in the company was out selling to people they knew and who knew someone who knew someone. The most important deal was landed by our VP of R&D, Peter Videcrantz. He managed to get one of the four Danish Telcos (Jydsk Telefon) interested in replacing their entire internal data communication infrastructure with our system. If we could close that one we would be blue-stamped and jump the chasm (that book wasn’t even written by then) in one elegant leap.

# Choosing the channel

During the process of getting me on board we obviously discussed “how” to grow revenue fast. I don’t remember who made the suggestion, but we all agreed that we needed to build a channel of resellers. The reasons for making this decision were very simple:

1. We didn’t have the resources to scale the business as fast as our ambitions demanded by doing direct sales only.
2. We didn’t have the resources to grow market penetration as fast as the window of opportunity demanded by doing direct sales only.
 
 ![](https://www.hpbech.com/wp-content/Channel_model_conceptual.jpg)I didn’t have any experience with operating through a channel when we made that decision. I just thought it made sense on the “logical level.” With Control Data I was the channel partner of other vendors, so I had that experience!

## Getting lighthouse customers

Having the channel decision in place before launching the products should prove to be a gigantic advantage.

We won the business with Jydsk Telefon and signed up their Business Services Division as a reseller. Seen from the outside this wasn’t exactly a clean channel partner setup, but it proved to be an extremely powerful cocktail for the next phase.

 ![](https://www.hpbech.com/wp-content/Jydsk-Telefon.jpg) 

With Jydsk Telefon as a customer and a reseller, all doors were now open. Banks, insurance companies, manufacturing companies, retailers and everyone else wanted to talk to us. “If it is good enough for Jydsk Telefon, then it is also good enough for us.” And we took those meetings, but we never fulfilled a direct sale. We closed the deals and asked the customer who he preferred as the implementation partner. Then we took the deals to the resellers. Using this approach we could pick and choose our resellers and I don’t recall a single one rejecting to accept an order. The rumors spread and now resellers were knocking on our doors. We signed up all the big names and we rapidly approached the so-called tornado (we didn’t know this concept in those days) and the tipping point (also unknown to us). The only real defeat I remember was when the Danish Parliament chose a solution from Digital Equipment Corporation delivered by Datacentralen (a company owned by the Government) over a solution from Norsk Data based on our system. Being slapped by your own government hurts, but what doesn’t kill you makes you stronger. We persevered and continued to grow our market share in Denmark nevertheless.

[To be continued](https://www.hpbech.com/going-global-on-a-shoestring-retrospection/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Dataco

---

### [The Successful Failure (Part 1)](https://hpbech.com/the-successful-failure-part-1/)

**Published:** February 10, 2015
**Author:** Hans Peter Bech

**Excerpt:** Within the first 12 months, we had signed up resellers all over Europe as planned. Each reseller had invested in a starter kit including technical training and sales training and was selling to real customers. What could possibly go wrong?

**Content:**

---

> Within the first 12 months, we had signed up resellers all over Europe as planned. Each reseller had invested in a starter kit including technical training and sales training and was selling to real customers. What could possibly go wrong?

[![oops key](https://www.hpbech.com/wp-content/Failure-300x199.jpg)](https://www.hpbech.com/wp-content/Failure.jpg)

When I received that phone call, it came as no big surprise to me. I received similar phone calls several times a month. I was on the list of the headhunters locally as well as internationally.

I was becoming a local celebrity. My picture was in the news on a weekly basis and I was regularly called to make comments. It was the first time in my life where I could consider myself extremely successful. As happens to most people who become successful, they tend to assign the success to themselves. I did that too and thought that I could walk on water.

And then the phone rang.

On the line was Bent Henrik Madsen. “Would you be interested in a new project?”

Not really. I was doing very well where I was. But – there is always a BUT.

We are in early 1988. I was Executive Vice President at Dataco, responsible for global sales and marketing. Dataco was a start-up when I joined and it was now taking off like a rocket. I was traveling the world setting up resellers and making OEM deals left, right and center. I was a shareholder in Dataco. Not a major one, but still. My terms with Dataco were proving to be really interesting. As the business developed, the executive team was rewarded handsomely for the results. I had a super team of people. I had hired each and every one myself and we were running like clockwork, producing impressive results.

And then we got external funding.

[![People and money](https://www.hpbech.com/wp-content/People-and-money.jpg)](https://www.hpbech.com/wp-content/People-and-money.jpg)

You can read all about it in this post >> [The Dataco Case Story](http://www.tbkconsultblog.com/going-global-on-a-shoestring/). From being something extraordinary, my job at Dataco became just “a job.” I was 37 years old and extremely successful. I didn’t want a “job”. I wanted a mission. I wanted to change the world (that concept was invented much later). I wanted to be on the team building a successful company operating globally, with the HQ in Denmark and with me as the CSO on the executive team!

Bent Henrik knew where to put the pressure and I started tilting.

In April 1988 I left successful Dataco to join Mercante – another promising start-up.

# Mercante

[![Photon Imager II](https://www.hpbech.com/wp-content/Photon-Imager-II-226x300.png)](https://www.hpbech.com/wp-content/Photon-Imager-II.png)

Mercante was a start-up based on the idea of making a high-performance printer for the office environment. The founders came from the photocopier business and had recently completed a semi successful project with Philips. By combining several technologies, Mercante had designed a LED printer that could print 20 pages per minutes, could hold 4 times 500 sheets (up to A3), had a 10 or 20 bin sorter and could print three print jobs “simultaneously.”

The CTO explained that the breakthrough was making a LED printer perform 20 ppm at 300 dpi.

Having no intimate experience with printers I was not impressed by getting toner on paper at 20 ppm. Any photocopier could do that and 300 dpi was already the industry standard.

What was new was the 4 times 500 sheets paper capacity, the 10/20 bin sorter and the “parallel” printing capability. No one else could do that and I saw real opportunity for value to the customers.

At an executive meeting just after I started we were reviewing the development plans. The product was still a prototype and there were several issues that needed fixing before we could release the product for sale.

I wanted three versions of the printer. A 15 ppm, a 20 ppm and a 25 ppm version.

HP had a 20 ppm machine with a Canon engine so I wanted something just below and above what HP could offer. HP wasn’t pushing this product very hard, but if we were successful I feared that they would flex a muscle or two and make our life miserable. With three basic versions I could create a portfolio of options coming in low with a 15 ppm/500 sheet version less expensive than the HP machine and then up sell to 25 ppm/2000 sheets with 10/20 bin sorters where HP couldn’t catch up.

The CTO agreed. That would prove to be a disastrous decision. The CTO should have vetoed my request. Changing a printer from doing 20 ppm to do 25 ppm was not a trivial task. I should have known better, but I didn’t.

We moved on.

# Preparation

[![Business Charts](https://www.hpbech.com/wp-content/Launch-300x199.jpg)](https://www.hpbech.com/wp-content/Launch.jpg)

With several months to commercial release we started preparing our Go-to-Market strategy and building the organization.

We decided for an indirect sales strategy. There was an established network of printer distributors and resellers all over Europe. After talking to several of the resellers it seemed that they all loved the idea of this type of printer. There was very little competition in this segment and the price tag – and thus the margins – were attractive. With this type of printer the resellers could sell maintenance contracts and the consumables side of the business was a gold mine.

The printer did things not seen before so we would have to educate the market to appreciate the features and justify the high price tag.

With my previous success from Dataco under my belt I saw no reason not to schedule a fast roll out all over Europe. The plan called for a pan European roll out within one year after first launch. To support this effort I started hiring area managers.

Before we had shipped the first unit I had built an organization with 3 area managers, a marketing team of 4 people including a technical writer and 3 secretaries. We divided Europe into 4 regions of which I personally took the German speaking countries and the rest of the world outside Europe.

# Launch

[![Red button labeled with the word GO.](https://www.hpbech.com/wp-content/Launch2-300x225.jpg)](https://www.hpbech.com/wp-content/Launch2.jpg)

If you have ever been with a start-up then you will know that deciding the commercial launch date (where you take orders and deliver) is no trivial task. I don’t think any one of us on the executive team didn’t know that this decision was critical.

Was the product ready? When is a product truly ready?

There were issues with the product, but we didn’t consider them critical. We could fix these issues within the next 3-6 months. There would be some noise in the beginning, but we would catch up with field engineering changes. The printer was a modular design and we could replace each module as we improved the reliability.

The pressure was enormous. We had taken outside investment. We had built the organization. We had lined up resellers and lighthouse customers. Postponing the launch would have been expensive.

Sales material, partner programs, price lists, press releases, posters and what have you were in place at the commercial launch. We knew how to work the press and got lots of editorial coverage.

We had lighthouse customers in place writing nice testimonials and the first resellers in Denmark and the Nordics were signed and sealed.

# Success

The printer was a huge success.

New partners signed reseller agreements and paid for starter kits including demo units and training.

We trained the resellers and they started selling the printers to their customers.

Within the first 12 months we had signed up resellers all over Europe as planned. Each reseller had invested in a starter kit including technical training and sales training and was selling to real customers.

We were airborne.

# Japan

[![Japan](https://www.hpbech.com/wp-content/Japan.jpg)](https://www.hpbech.com/wp-content/Japan.jpg)

You cannot be in the printer business without sourcing most of the stuff in Japan. So did we. Most of the photo chemical components were provided by Japanese suppliers. We had excellent relationships in Japan (you normally have excellent relationships with people who sell you stuff!!).

I don’t know who got the idea, but it certainly wasn’t me. We should use our connections in Japan to make OEM deals there.

I should have vetoed that. I only resisted, then gave in. Big mistake.

We went to Japan and we wasted lots of money and precious time, but I did learn something.

Unless you are Apple, Armani or Porsche, Japanese prefer to buy Japanese manufactured products. To penetrate the Japanese printer market you must do joint ventures. Joint ventures require investment and time. If you want to make it big in Japan you must have someone on the ground, patience and lots of money. It may pay off handsomely some day, but it is not a quick win for a start-up.

We gave up Japan and returned our focus to Europe.

# The Taste of Success

The printers were selling well. Orders came in from all over Europe.

I remember Alitalia ordering 10 units for their maintenance facility in Rome. It was for an application that I have had never thought of, but one we could replicate with all airlines all over the world.

[![XEROX](https://www.hpbech.com/wp-content/XEROX.jpg)](https://www.hpbech.com/wp-content/XEROX.jpg)

XEROX from El Segundo in California called. They would like to order two units for an OEM test.

XEROX is a wonderful company. They have a policy of not squeezing small companies. They were interested in evaluating our printer for an OEM deal and asked us for a proposal including hardware, consumables, training and support. I did the proposal and flew off to the US to walk them through the details. The meeting took place over a very nice lunch and two weeks later I received an order with a PO number. We billed and they paid. We shipped and trained them and they started testing.

We participated in the CeBIT circus in Hanover, Germany and came back with bags of business cards from potential customers and resellers. Distributors were knocking on our doors, but we turned them down. We were not ready for a two tier model just now.

We had regular meetings with our resellers and did sales forecasts, which were passed to the manufacturing department who passed them to our suppliers. I was at the front end of the value chain and I enjoyed the outlook.

[To be continued… ](https://www.hpbech.com/the-successful-failure-part-2/)

**Categories:** Blog, Business development, Marketing, Strategy, Uncategorized

**Tags:** biznes, business development, Dataco

---

### [The Successful Failure (Part 2)](https://hpbech.com/the-successful-failure-part-2/)

**Published:** February 17, 2015
**Author:** Hans Peter Bech

**Excerpt:** I learned that if you want to be an entrepreneur then you have to come to terms with failure. Take the heat, face the brutal facts and get on with life. As long as people are not losing limbs and lives and you are not behaving unethically, then there is just the business risk left.

**Content:**

---

> Within the first 12 months, we had signed up resellers all over Europe as planned. Each reseller had invested in a starter kit including technical training and sales training and was selling to real customers. What could possibly go wrong?

---

 [![oops key](https://www.hpbech.com/wp-content/Failure-300x199.jpg)](https://www.hpbech.com/wp-content/Failure.jpg) 

The first part of this post can be found here: [The Successful Failure (Part 1)](https://www.linkedin.com/pulse/successful-failure-part-2-hans-peter-bech).

We were successful. Sales were steadily climbing.

Manufacturing had a hard time keeping up with production when the support hotline for our new printers started to glow.

The printers were jamming.

We knew about the problems. They were there when we released the product for sale. We just hadn’t been able to fix them as fast as we thought we could. We shipped more and more printers with built-in problems waiting to explode in our faces.

The problem was actually two-fold. The printer jammed in the fusing unit and the toner consumption was way over specifications.

To help our customers we shipped spare fuser units that they could have available for replacement on site. We also shipped toner free of charge to compensate for the additional consumption. Our pre-sales support people were transferred to post-sales support to help customers fix the problems. The pre-sales (now post-sales) people were on the road to see and help customers make what we had already sold them work according to our own specifications. The support folks returned and filed expense reports that we could not reclaim anywhere. Expenses grew and sales dropped.

We were treating headaches with painkillers.

The real problem with printers that jam is the interruption of production. Not the printer’s production, but the customer’s production! When Alitalia cannot print out work orders to their mechanics you can probably imagine that the consequences are catastrophic.

Customers became nervous and started rumbling. Resellers became nervous and stopped selling.

# My Personal Integrity

 [![Manager](https://www.hpbech.com/wp-content/Manager1-300x199.jpg)](https://www.hpbech.com/wp-content/Manager1.jpg) 

All products will malfunction from time to time. The average time between failures never approaches eternity for any product. However, the issues get critical when you cannot fix them. We were a start-up. We were still in burn-rate mode. Early success had led us to believe we were heading for the tornado. Now we were heading for the abyss.

We were running out of money, goodwill and spirit.

We had been out there with our overhead presentations, posters, press releases and sales material. We had made resellers sign partner agreements and pay for demo kits and training packages up front. We had convinced customers that this was a great product. We had accepted an OEM test order from XEROX, who now had the units on stand-by until we could provide a convincing fix to the issues. We had OEM negotiations with other big corporations.

I felt terrible and guilty.

Motivating myself and my team to continue to sell this “great” product was getting increasingly difficult as we proved unable to fix the causes and make our product comply with the specifications.

# Decline and Fall

 [![Decline and fall](https://www.hpbech.com/wp-content/Decline-and-fall-300x300.jpg)](https://www.hpbech.com/wp-content/Decline-and-fall.jpg) 

The problems didn’t arise from one day to another. We knew about them from the very start. The consequences, however, appeared more slowly. In the beginning you hope they will go away by themselves. You hope it was a “Monday” machine or something that can be fixed quickly. When you are in sales you must believe in your product. You just don’t want to believe that this is a design problem.

At a certain point you realize that this is critical. You realize that it is a design problem. You also realize that R&D cannot deliver on their promises. Your promises to the market are based on the promises from R&D to you. When you cannot trust R&D you are reluctant to promise the market anything. When you cannot promise the market anything, business comes to a halt.

It may sound as if I am blaming R&D, but that is not the case.

Any start-up must run these risks, but they should mitigate them carefully and not scale too early. We scaled far too early. We took the risk and we failed.

I have to take my share of the responsibility. I was on the executive team. I could have quit any time, but I decided to stay and drive forward. I suggested stopping sales and laying off everyone in sales and marketing until the problems were solved. However, laying off people in Denmark doesn’t stop the cash from flowing. There was a three month notice period. What if we could fix the problems in three months? The discussions went on and on and we lost time, trust and money.

First we ran out of trust from the market, then from our investors and then we ran out of cash.

The company filed for bankruptcy.

# Printers are high tech devices – we should respect them more!

A printer is a combination of several technology domains.

**Mechanics** must pick up the paper in the input tray, transport it through the printing process and deliver the sheet in the designated output tray. Again and again and again etc. without interruption.

**Photochemistry** must transfer the image to a magnetic drum, which then attracts the toner. As the paper passes through the drum the toner is transferred and burned in to the paper in the fuser.

**Software** must handle the communication with the print sources (application programs) and control the printing process including system status monitoring and reporting.

**Electronics** provide the platform for the software and connects to the sensors controlling the process and monitoring the printer’s system status.

All Mercante printers were set to print 25 ppm. The 15 and 20 ppm versions had a software delay mechanism that paused the printer momentarily to scale down the speed. A brilliant solution. This way we could upgrade the printers by a simple change in the firmware. The only problem was that the original design was for 20 ppm. Pushing the design to deliver 25 ppm caused all types of technical problems primarily in the photo chemical process.

We should never have embraced all four technologies. That was a big mistake. Photo chemistry for printers was already a mature technology. There was no way we could differentiate ourselves by being able to print black toner on paper. Everyone did that day in and day out. We should have sourced the entire printing engine from one of the Japanese suppliers (maybe there was a reason for HP to do just that?).

We differentiated ourselves on the three other technologies and that was more than sufficient.

# What did I learn?

 [![live and learn](https://www.hpbech.com/wp-content/live-and-learn.jpg)](https://www.hpbech.com/wp-content/live-and-learn.jpg) 

When I was with Dataco I remember that the head of R&D Peter Videcrantz always said “stay clear of mechanics.” Peter was obsessed with avoiding field engineering changes. I could now add “stay clear of photo chemistry” to my store of knowledge. Never again would I get involved with a start-up relying on mechanics and/or photo chemistry unless they could show off Olympic medals and world records (which a start-up cannot).

Were there some other technologies out there waiting to cheat on me?

I also learned that you cannot trust people until you know you can trust them. If you trust people and they fail to deliver then it is your problem not theirs. Even though you are “just” the EVP of sales and marketing you have to dig deep down and form your own opinion. You have to take those fights and you must fight hard to make sure that the company is making the right decisions. You represent the entire company and all the stakeholders, not only yourself and your own department. Leadership is not a precise science, but I learned that I needed to be a tougher cookie in the executive team in the future.

> [![Skeptical](https://www.hpbech.com/wp-content/Skeptical.jpg)](https://www.hpbech.com/wp-content/Skeptical.jpg)Never take a yes for a yes!!

I also learned that I could not walk on water. I learned that success is a combination of many things and you should be careful in assigning too much credit to yourself. I was extremely successful at Dataco, but only because it was a fantastic product and only because the other people on the team were extremely talented.

It was the combination, not me alone.

I learned that if you want to be an entrepreneur then you have to come to terms with failure. Take the heat, face the brutal facts and get on with life. As long as people are not losing limbs and lives and you are not behaving unethically, then there is just the business risk left.

I didn’t crash in a test flight. I just lost some money and pride. I was alive and had learned a lot, but I was ashamed of having caused other people to lose money and time believing in me. That was the toughest part. I hope they have forgiven me.

What doesn’t kill you only makes you stronger.

And then I went on to do other things.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** business development, Dataco, fixion_en

---

### [My new book "Building Successful Partner Channels" is available!](https://hpbech.com/1932/)

**Published:** March 31, 2015
**Author:** Hans Peter Bech

**Excerpt:** “Fantastic! I found this book helpful for restructuring our channel strategy in one business line and the creation of a new channel of indirect partners. I would highly recommend this to anyone looking to learn more about the indirect channel strategy.”

**Content:**

---

> ★★★★★ “Fantastic! I found this book helpful for restructuring our channel strategy in one business line and the creation of a new channel of indirect partners. I would highly recommend this to anyone looking to learn more about the indirect channel strategy.”
> 
>  Amazon reader review

---

 [![#1 03-04-2015](https://www.hpbech.com/wp-content/1-03-04-2015-251x300.png)](https://www.hpbech.com/wp-content/1-03-04-2015.png) 

We made it to the top!

After working on the project for more than twelve months we can finally release my new book [Building Successful Partner Channels for sale](http://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8) today. It has taken a full calendar year to write the book, but if I had not blocked the calendar the last six months, I wouldn’t have made it. Blocking the time meant that I could devote half my time to completing the book, while I spent the second half on research and preparation for my fourth book, which will be published in Autumn 2015.

Declining consulting assignments was not easy, but it was necessary to get the project that was highest on my professional ambition list completed. Apart from working on my books I only spent time running my executive workshops across Europe and they provided super inspiration for my book projects, too.

 [![3D BookCover 2 splash](https://www.hpbech.com/wp-content/3D-BookCover-2-splash-236x300.jpg)](https://www.hpbech.com/wp-content/3D-BookCover-2-splash.jpg) 

Writing a book is an activity that requires focus, concentration and time, but in return provides a magnificent overview of the subject area. My synopsis and all my drafts have been through a group of subject matter experts from around the world and this critical scrutinizing has had an enormous impact on the result (which is ultimately up to the reader to judge). Since I am not an native English speaker my “Danglish” has been well and thoroughly processed by my PA Emma Crabtree (residing in Portugal). Illustrations and layout have been in the hands of Jelena Galinka operating from Tallinn in Estonia.

Building Successful Partner Channels is a book about how to build and develop indirect (not just sales!) channels in the software industry, when you have ambitions to become the global market leader. I wrote the book because I have had great success with this approach, but can see that many others have trouble making it work. On LinkedIn there are about 5 million people who work with marketing tasks in the software industry, and I have written the book to help as many of them as possible with the experience and principles, which I successfully have and continue to apply.

On 3, 4 and 5 April the book was #1 on Amazon in the category Global Marketing (Kindle Free) and on 7 April it was in the top five in Kindle Paid.

[Click here to read the first two chapters for free.](http://issuu.com/tbkconsult/docs/channel_development_and_management_/1)

[Click here to buy the book (Kindle: $ 9.99, Printed book: $ 16.95 plus Value Added Tax for your country)](http://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Building Successful Partner Channels

---

### [Sales is Not a Dead Profession - it Has Just Changed Quite a Bit](https://hpbech.com/sales-is-not-a-dead-profession-it-has-just-changed-quite-a-bit/)

**Published:** April 8, 2015
**Author:** Hans Peter Bech

**Excerpt:** A surprisingly large number of senior (sales) executives do not read many books. If you only read two books this year The Sales Acceleration Formula should be one of them.

**Content:**

---

> A surprisingly large number of senior (sales) executives do not read many books. If you only read two books this year The Sales Acceleration Formula should be one of them.

---

[![The Sales Acceleration](https://www.hpbech.com/wp-content/The-Sales-Acceleration-202x300.jpg)](https://www.hpbech.com/wp-content/The-Sales-Acceleration.jpg)

I subscribe to around ten newsletters and one of them comes from [Tomasz Tunguz](http://tomtunguz.com/ "Tomas Tunguz") from Redpoint who writes regularly about the [SaaS](http://en.wikipedia.org/wiki/Software_as_a_service) industry.

In his newsletter from 25 March 2015 he recommends [Mark Roberge](http://www.hubspot.com/company/management/mark-roberge "Mark Roberge")’s [The Sales Acceleration Formula](http://www.amazon.com/The-Sales-Acceleration-Formula-Technology/dp/1119047072) as the best book on SaaS sales. As I consult for several SaaS companies I rushed over to Amazon and got my Kindle copy and turned the last page Wednesday last week. Mark’s book is nothing less but brilliant.

Mark is the Chief Revenue Officer at [Hubspot](http://www.hubspot.com/) and the book is valuable because it explains the entire journey from the very start to now what is a multi-layered sales organization with over 400 people.

If you are into SaaS sales (or any other B2B sales activity) this book is a must read and each day you procrastinate about reading the book will be a day of lost opportunities.

## It is about the customer first and about us in that specific context!

Some of the principles are not new, but still widely unimplemented in most sales organizations. Sales people need to understand the business of their customers first and then how to help the customer in her specific situation. I learned this principle when I started in sales in 1980, but even today I meet sales people diving in with company and generic product presentations first consuming all the oxygen in the room.

In a SaaS context where the \[slider title=”CAC/CLV”\] Customer Acquisition Cost/Customer Lifetime Value \[/slider\] ratio is always a huge challenge there is less time available for the discovery process so the sales reps need to lead with discovery first. Mark explains how a new type of relationship with marketing can help ensure that sales time is spent on the most qualified leads and at the best possible time.

## Cold calling, direct mail, trade shows and display advertising is dead

At Hubspot, marketing is responsible for lead generation and sales is responsible for developing, closing and keeping the customers. Cold calling, direct mail, trade shows and display advertising as means for generating leads was never even considered at Hubspot.

Now that may not be such a big surprise as Hubspot is a company that focuses on helping others with platforms for generating inbound leads, but when Hubspot started only very few marketers (their primary buyers) understood what they were talking about. Mark actually delivers a convincing pitch on why the tide has turned, and I fully agree with him. At least in a SaaS context the question is “how can customers who need what we have find (and engage) with us?” and much less “how can we find customers who need what we have?”

[![Outbound versus inbound](https://www.hpbech.com/wp-content/Outbound-versus-inbound-300x123.png)](https://www.hpbech.com/wp-content/Outbound-versus-inbound.png)

He has a very nice illustration of the difference between outbound and inbound marketing and how to manage the challenges associated with the inbound approach.

I can highly recommend the book and as I wrote in my review on Amazon:

> “…but as most CEOs and SVPs will not read this book the rest of us can enjoy the great insight and practical advice provided.”

A surprisingly large number of senior (sales) executives do not read many books. If you only read two books this year [The Sales Acceleration Formula](http://www.amazon.com/The-Sales-Acceleration-Formula-Technology/dp/1119047072) should be one of them.

The other one should be my new book: [Building Successful Partner Channels](http://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8) 🙂

**Categories:** Blog, Marketing

**Tags:** biznes, revenue generation

---

### [The price is what we pay - the value is what we get](https://hpbech.com/the-price-is-what-we-pay-the-value-is-what-we-get/)

**Published:** May 18, 2015
**Author:** Hans Peter Bech

**Excerpt:** The exact same product can produce very different levels of value depending on how the customer applies the technology. Some of these differences may be associated with objective factors such as the customer’s industry, location and company size, but mostly they are only associated with the customer’s organisational capability to take full advantage of the value potential.

**Content:**

Do you focus on the price or on the value?

As consumers we often focus on price (or cost of acquisition). If we can get the exact same product or service at a lower price then why not.

 [![TBK value>price 698*400](https://www.hpbech.com/wp-content/TBK-valueprice-698400-300x172.png)](https://www.hpbech.com/wp-content/TBK-valueprice-698400.png) 

However, as what we acquire becomes more complicated and we come to rely on it’s availability and performance, then the price/value relationship gets more difficult to assess. Often it is even worthwhile paying a premium for what appears to be the same product or service, which we could get for less if we pushed.

I work with technology companies that provide solutions for businesses and often the value of a solution is magnitudes higher than the price the customer has to pay (this is why companies make investments – they expect a nice return).

 [![Customer_Involvement](https://www.hpbech.com/wp-content/Customer_Involvement-300x186.png)](https://www.hpbech.com/wp-content/Customer_Involvement.png) 

The exact same product can produce very different levels of value depending on how the customer applies the technology. Some of these differences may be associated with objective factors such as the customer’s industry, location and company size, but mostly they are only associated with the customer’s organisational capability to take full advantage of the value potential. It can be the level of investment the customer is willing to make, but very often it is only the ambition, the persistence and the skills that make a big difference.

When we enter the arms race for market leadership in the information technology industry we are obviously much better off if we keep adding customers that can report immense value from our technology, rather than winning customers who struggle to make it work (and for political reasons would like to put the blame on the vendor). When we have established our reputation and enjoy brand recognition then this risk quickly diminishes.

Assessing if a potential customer has what it takes to get value out of our technology is not an easy task. It requires salesmanship and nerves of steel in situations where we really need the revenue and the testimonials. One way to qualify potential customers is to observe if they are mostly focused on negotiating a low price or if they are mostly focused on releasing the potential value. If there is too much of the first then maybe we should walk away.

 [![FIND_icon](https://www.hpbech.com/wp-content/FIND_icon-248x300.png)](https://www.hpbech.com/wp-content/FIND_icon.png) 

Years ago when I was responsible for revenue generation with a startup I received a call from a very well known global company. They had heard about our technology and wanted to test it out. They asked me to provide a proposal for a test setup including implementation, training and support for six months. I thought long and hard about this quotation. Winning this account would make us jump the chasm in one big leap. I finally decided to quote list prices and I also added what I believed would be my own expenses associated with winning the deal to the support package. A week later I was invited to review the proposal with the responsible director from the customer. A couple of days later I flew back to Copenhagen to find the PO waiting in the fax. Not once did they negotiate the price. They were entirely focused on the potential value the technology could bring and squeezing us on price wouldn’t have any impact on an RoI scenario.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, revenue generation

---

### [What we get in return for our high taxes](https://hpbech.com/what-we-get-in-return-for-high-taxes/)

**Published:** June 20, 2015
**Author:** Hans Peter Bech

**Excerpt:** In Denmark we disagree about a lot in politics, but not about the value of having a core foundation of tax-sponsored public services that make the playing field a little more even for all of us. Democracy, capitalism and human rights don't have to be every man for himself.

**Content:**

---

> In Denmark we disagree about a lot in politics, but not about the value of having a core foundation of tax-sponsored public services that make the playing field a little more even for all of us. Democracy, capitalism and human rights don’t have to be every man for himself.

---

[![American-Dog-Tick](https://www.hpbech.com/wp-content/American-Dog-Tick-300x225.jpeg)](https://www.hpbech.com/wp-content/American-Dog-Tick.jpeg)

Last Sunday I was playing with my grand kids in the garden at my son’s and daughter in law’s place. We were playing kid’s tennis spending most of time looking for the ball in the bushes. Monday morning I found that a tick had bitten me in the back. Wednesday morning my wife checked the bite and was worried. She insisted that I went to the doctor.

I had an appointment with my dentist the same day at 10:40 and as our doctor (a small ambulatory with several doctors and nurses) have the hours 11-12 reserved for non-scheduled consultations I went and checked in before going to the dentist.

The dentist was on time so I checked out from her at 10:55, walked across the street to the doctors and waited 10 minutes before my name was called. The doctor had a look at the tick bite and prescribed penicillin for the next 10 days. The consultation took less than 5 minutes. I didn’t even get a prescription as he had already entered the information in my central EMR (electronic medical record). I walked across the street to the pharmacy and picked up the drugs. The lady in the pharmacy offered me a glass of water so I could start the cure right away.

[![S-tog 2](https://www.hpbech.com/wp-content/S-tog-2-300x243.jpg)](https://www.hpbech.com/wp-content/S-tog-2.jpg)

At 11:15 I was sitting in the train on my way to my 12 o’clock lunch appointment in Copenhagen reflecting over the process that I just experienced. I had to pay €30 for the penicillin and the dentist cost me €60, but apart from that everything else was paid through my tax bill. My train is slightly delayed as there is an ambulance picking up someone at the next station. I know that the unfortunate will not be presented with a huge bill or rejected for being an alien if she happens to be visiting.

I know that my example is just one out of a thousand incidents that happens every day in Denmark, but I was grateful for the speed of the process and for not having to worry about the financial implications of my treatment.

[![Skat DK](https://www.hpbech.com/wp-content/Skat-DK-300x183.png)](https://www.hpbech.com/wp-content/Skat-DK.png)

We pay an awful lot of taxes in this country and most people would run away screaming if they were not born here. We had an election for the parliament this week and not one of the political parties had or have changes to the concept of free health care, free education and a tight social security system on their agenda. We disagree about a lot in politics, but not about the value of having a core foundation of tax-sponsored public services that make the playing field a little more even for all of us.

Democracy, capitalism and human rights doesn’t have to be every man for himself.

**Categories:** Blog, Society

**Tags:** fixion_en, Politics and Economics

---

### [How LinkedIn made me a bestselling author](https://hpbech.com/how-linkedin-made-me-a-bestselling-author/)

**Published:** July 8, 2015
**Author:** Hans Peter Bech

**Excerpt:** When I joined LinkedIn in 2004 I was not in a situation where I personally needed to be found, but I did want my company to be found, so I invested in building my profile around my company. In 2015 that changed and I embarked on a completely different strategy.

**Content:**

---

> When I joined LinkedIn in 2004 I was not in a situation where I personally needed to be found, but I did want my company to be found, so I invested in building my profile around my company. In 2015 that changed and I embarked on a completely different strategy.

---

> Why did you look at my LinkedIn profile?

I get asked this question frequently and my answer is always the same:

> Sorry, but I don’t remember

 ![](https://www.hpbech.com/wp-content/LinkedIn_heart-square.jpg) 

When I do research for my own activities or for my clients, LinkedIn is now the primary source of information on companies as well as on individuals. I therefore look at many companies and personal profiles on an almost daily basis. Unfortunately I cannot always remember why I looked at a particular profile and even if I could, then I usually cannot reveal exactly what the research mission is or was.

I could obviously hide my identity when doing research, but as you will see below I have no reason for doing so. Rather, it may be to my advantage to leave my footprint behind.

I get around 600 visits to my own profile on a weekly basis and I obviously don’t have the time to ask each of them why they looked at my profile. I also don’t see why I should ask – I welcome every visit irrespective of the reason. If people want to get in touch with me they can find my contact information on my LinkedIn profile and write me, tweet me or call me. (Quite a few people do so, which I enjoy – thank you!!)

## Why are we on LinkedIn?

 [![KEEP](https://www.hpbech.com/wp-content/KEEP.png)](https://www.hpbech.com/wp-content/KEEP.png) 

When LinkedIn opened the doors in May 2003 (I joined in January 2004) people didn’t know why they should join and how they should use the platform. Most treated LinkedIn as an electronic version of their current personal network and only connected with people they had met and knew from the physical world. I did that too until I asked myself the question “Why?”

> Why am I on LinkedIn and what do I want to achieve with my presence?

Asking this question led me to THE fundamental question:

> Do I want to be found?

When I joined LinkedIn in 2004 I was not in a situation where I personally needed to be found, but I did want my company to be found, so I invested in building my profile around my company.

## LinkedIn made me a bestselling author

 [![3D BookCover 2 splash](https://www.hpbech.com/wp-content/3D-BookCover-2-splash-236x300.jpg)](https://www.hpbech.com/wp-content/3D-BookCover-2-splash.jpg) 

In 2012 I published [my first book](http://issuu.com/tbkconsult/docs/tbk-eb_a5-001-v1?e=2462622/5435860) and that changed my agenda completely. Now I really wanted to be found, so that my potential readers could find my book and read it (I didn’t, and still don’t, charge for my first book). As I write books for commercial professionals in the information technology and software industry, LinkedIn is probably the best place to be found without having to invest millions in promotional activities.

Optimizing my presence on LinkedIn with the objective of being found by commercial professionals in the information technology and software industry forced me to answer four additional questions:

1. ***How*** do I make it easy for my potential readers to find me?
2. ***What impression*** do I want to make on my visitors?
3. What ***immediate value*** can I provide my visitors?
4. What do I want my visitors ***to do*** after visiting my profile?
 
I now have a very clear strategy and plan for my LinkedIn activities that I will not share with you today, but I can tell you that it works extremely well. [My recent book](http://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160) is an Amazon #1 bestseller and I can only thank LinkedIn for that.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Publishing, social media

---

### [Why we should always share with others](https://hpbech.com/why-we-should-always-share-with-others/)

**Published:** July 15, 2015
**Author:** Hans Peter Bech

**Excerpt:** Looking good is not the same as being good. A world with people sharing is a much better and richer place to live in than a world where everyone only takes care of themselves.

**Content:**

---

> Looking good is not the same as being good. A world with people sharing is a much better and richer place to live in than a world where everyone only takes care of themselves.

---

[![Richard Branson](https://www.hpbech.com/wp-content/Richard-Branson.jpg)](https://www.hpbech.com/wp-content/Richard-Branson.jpg)

Very few of us share the recognition that Sir Richard Branson enjoys, thus all of us should have more reason to create awareness for ourselves than he has.

Richard Branson writes all his posts himself. Because he needs the attention or recognition? No, he blogs because he has so much he wants to share with the world.

I have never met Richard Branson, but Brian – the brother of my brother in law from Manchester, UK – has.

Brian used to run a boxing club in Manchester. Some years ago he was called to Buckingham Palace to receive recognition for his work keeping youngsters out of trouble by keeping them busy and disciplined in his boxing club.

It just so happened that Richard Branson, on that same day, was also called to Buckingham Palace to receive his knighthood. After the ceremony Richard Branson invited all the recipients for a drink at a hotel around the corner from Buckingham Palace. As Richard was making his way through the line of recipients to shake their hands and hear their stories he also came to Brian.

I heard this story from Brian as we meet at a family reunion in Royton a couple of months after the ceremony. This is what he told me:

> Sir Richard Branson came over to me and offered his congratulations. I also congratulated him and told him that I was honored to be at this event with him and that it was very generous of him to invite us all for drinks and snacks. “Call me Richard, please” he said and continued, “I am the last one in this room to deserve this honor. All I have done is made some money, but the rest of you have served your communities. You have taken time out of your busy schedules to serve the needs of others. You haven’t asked for any other remuneration than the warm feeling of doing good. You deserve the admiration and you inspire me.

Richard left Brian flabbergasted and continued to talk with the rest of the recipients. Prior to the ceremony Richard had checked what the other recipients were nominated for. He knew all the stories and could relate to them as he addressed them individually. Richard invested time and effort because he genuinely admired and cared for the people that were being honored for serving their communities.

## So what’s the point?

![](https://www.hpbech.com/wp-content/Give-and-take.png)

The point is that we should all share our experiences, observations and take a stand. Not for self serving purposes or to become famous, but out of a genuine desire to give and to share what is actually free for us to give and share.

Looking good is not the same as being good. A world with people sharing is a much better and richer place to live in than a world where everyone only takes care of themselves.

[Adam Grant wrote a great book](http://www.amazon.com/Give-Take-Helping-Others-Success/dp/0143124986) on this subject explaining how we can all give without being taken advantage of. An excellent read for the summer holidays.

Thank you to my brother-in-law Wilfred Burton from Royton by Manchester, UK for double checking that I got the Branson quote right.

**Categories:** Blog

**Tags:** fixion_en

---

### [How getting fired advanced my career](https://hpbech.com/how-getting-fired-advanced-my-career/)

**Published:** July 31, 2015
**Author:** Hans Peter Bech

**Excerpt:** Considering my next assignment as a project rather than a job has worked very well for me. Interviews were initiated by me, I defined the agenda and I chaired the meetings. After all it was me looking for a project that matched my ambitions and not me trying to fit into a job defined by someone else. Several times the project that I landed wasn’t even defined when I knocked on the door.

**Content:**

---

> Considering my next assignment as a project rather than a job has worked very well for me. Interviews were initiated by me, I defined the agenda and I chaired the meetings. After all it was me looking for a project that matched my ambitions and not me trying to fit into a job defined by someone else. Several times the project that I landed wasn’t even defined when I knocked on the door.

---

 ![](https://www.hpbech.com/wp-content/Fired-698x400-300x172.jpg) 

I have been fired five times in the course of my 35 years + in business and I actually benefited tremendously and learned quite a lot from being “pink-slipped,” as they say in the US.

I worked with 11 companies in this period, plus had a number of teaching and board of directors positions until I started my own company in 2003.

I got fired for the following reasons:

- M&A situations: Twice (I was a poor fit for the new situation)
- Disagreement over strategy and operations: Three times (I want to do it *this*way and they want to do it *that* way)
 
The lessons I learned from being fired were:

- It is certainly not the end of the world (after the 2nd time you become a PRO)
- It can pay very well (bank the severance package and find a new project)
- Maybe I should have initiated the break myself
- It pushed me in new directions where I could learn new things, become more valuable and be more content
 
I never got fired without a good reason and even though I, for a moment, felt like the one losing a battle that I had decided to fight, the outcome was always better than the situation I was in. It forced me to carefully consider what I really wanted to do with my life. It taught me what I valued and disliked in an organization, to be much more critical and selective, to ask better and tougher questions, to downplay the remuneration part (I would always catch up anyway when I showed results), to assess if I could identify with the new project mission and check if I could respect and work with my new peers.

I have only ever ONCE applied for a position that was being formally advertised, and at the time I was still in gainful employment. I have also been approached by headhunters, but only once did I take a project through this channel. It is flattering to be approached by headhunters, but what they bring along is obviously outside our control. Most of the time I was in projects where I had no plans to leave and when I was in between projects what they brought along seldom matched with my plans.

## Take time-out

 ![](https://www.hpbech.com/wp-content/Bird-free-portrait-238x300.jpg) 

When I was fired I always took a month off to define the new course of my life, do some research, list the companies that would match my ambitions and then get in touch with the CEOs or chairmen (of the Board of Directors) to start the “sales” process. With this approach I always ended up with alternative project offers to choose from.

## Look for projects, not for jobs

Considering my next assignment as a project rather than a job has worked very well for me. Interviews were initiated by me, I defined the agenda and I chaired the meetings. After all it was me looking for a project that matched my ambitions and not me trying to fit into a job defined by someone else. Several times the project that I landed wasn’t even defined when I knocked on the door.

In 2003 I decided to start my own company and I have only fired myself a couple of times for wandering off in the wrong direction. I have managed to talk my way back in after redefining the project.

*PS. I realize that I am fortunate, that I benefit from living in a place where there are always projects available and that I have very few competitors for the projects that I go for. I am not ignorant to the fact that there are environments and situations completely different from mine and where unemployment is a tragedy that is very difficult to overcome.*

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en

---

### [Avoiding and mitigating risk is not the same thing](https://hpbech.com/avoiding-and-mitigating-risk-is-not-the-same-thing/)

**Published:** August 5, 2015
**Author:** Hans Peter Bech

**Excerpt:** The reason that cultures with a high degree of risk-avoidance do few type B-investments is that they can obviously always save the investment and thereby avoiding the risk of failure and since they are “only” foregoing an opportunity and the consequences are not deadly, they seem better off in the short term when applying this principle.

**Content:**

---

> The reason that cultures with a high degree of risk-avoidance do few type B-investments is that they can always save the investment and thereby avoiding the risk of failure and since they are “only” foregoing an opportunity and the consequences are not deadly, they seem better off in the short term when applying this principle.

---

 ![](https://www.hpbech.com/wp-content/Skiing-with-helmets-300x213.jpg) 

Everything we do is associated with a certain degree of risk. Some of this risk is completely outside our control and impossible to mitigate, like getting hit from behind when we stop on red at a traffic light. Completely avoiding risk requires a degree of isolation that very few are willing to accept. Instead, we work together minimizing the risk through cooperation and legislation and we take our own individual precautions like fastening the seat belt when driving a car and wearing a helmet when we ski or ride a bike. We try to foresee what can go wrong and we have strategies and procedures for managing the most probable unwanted outcomes of our projects and activities. The more severe the consequences of an unwanted outcome the more rigid the control systems we establish to minimize the risk. The control systems surrounding nuclear power plants and air traffic are extremely comprehensive, minimizing the risk of failure and subsequent loss of limbs and lives.

## Managing and mitigating risk in business projects

In business we constantly have the opportunity of investing in new projects that may improve our competitive position, grow our company in some way or provide other advantages that will yield an attractive pay back some time in the future. All these initiatives may fail and if they do we may be worse off compared to the situation where we did nothing. As a matter of fact all investments will always have a negative impact on our short term position since we have just committed resources to an activity and these resources are not available for other opportunities that may suddenly pop up.

## Risk and culture

There are basically two types of investments we can do:

A. Investments initiated to mitigate threats or reduce cost
B. Investments initiated to pursue a promising opportunity

 ![](https://www.hpbech.com/wp-content/Hofstede-Turkey-vs-Denmark.png) 

The A-type investments enjoy high priority in all companies in all cultures, while the volume of B-type investments are very depending on the cultural environment.

[The Hofstede Center](http://geert-hofstede.com/) defines and monitors six cultural dimensions in all countries around the globe and one of them is risk-avoidance. Cultures with a high degree of risk-avoidance will be more driven towards A-type investments while cultures with a low degree of risk-avoidance will do a fair amount of B-type investments also.

The reason that cultures with a high degree of risk-avoidance do few type B-investments is that they can always save the investment and thereby avoiding the risk of failure and since they are “only” foregoing an opportunity and the consequences are not deadly, they seem better off in the short term when applying this principle.

The paradox is that the more B-type investments we do, the less A-type investments will be forced upon us. The more we pursue opportunities the better are the chances that we grow and improve both our competitive capacity and our ability to maneuver when the going gets tough. If we never invest in pursuing opportunities because they may fail then we will slowly sink into reactive mode where we have little experience with driving change and where we learn nothing since we never try anything new and risky.

I have articulated this propensity in Bech’s 3rd law: “If doing nothing is acceptable, then “doing nothing” will be done.” This law applies in all cultures, but the law applies more often in cultures with a high degree of risk-avoidance.

**Categories:** Blog, Business development

**Tags:** biznes

---

### [My little secret in South Tyrol](https://hpbech.com/my-little-secret-in-south-tyrol/)

**Published:** August 12, 2015
**Author:** Hans Peter Bech

**Excerpt:** There are obviously thousands of great places you can stay in South Tyrol, but when adding up all the various elements including the price Gasthof Etschblick is a small secret pearl that we can highly recommend.

**Content:**

---

> There are obviously thousands of great places you can stay in South Tyrol, but when adding up all the various elements including the price Gasthof Etschblick is a small secret pearl that we can highly recommend.

---

[![Erwin, Hannelore og Hans Peter](https://www.hpbech.com/wp-content/Erwin-Hannelore-og-Hans-Peter-300x171.jpg)](https://www.hpbech.com/wp-content/Erwin-Hannelore-og-Hans-Peter.jpg)

We spend two weeks hiking in the Alps every year. One week in August on our way back from [Croatia](https://www.linkedin.com/pulse/article/my-paradise-croatia-hans-peter-bech) and one week in October when the temperature is pleasant and the autumn colors are hypnotizing. We never book in advance, but check the weather forecast the day before we arrive and then head for where the sun is shining (hiking in the rain is possible, but not our preference). This approach has taken us to numerous places in the Alpine countries (France, Switzerland, Germany, Austria, Italy and Slovenia).

In this post I’ll share a little secret if hiking and biking in the Alps is something you enjoy.

[![Estchblick location](https://www.hpbech.com/wp-content/Estchblick-location-269x300.png)](https://www.hpbech.com/wp-content/Estchblick-location.png)

Between Bozen and Meran (in South Tyrol) there is a little village by the name of Mölten (at 1.000m). From Mölten you take a very narrow road (5 km) to the gondola station connecting Mölten with Vilpian in the valley below. Just opposite the gondola station is the small Gasthof Etschblick (17 rooms) offering breathtaking views of the surrounding mountains and the valley below. It is by no means a luxury hotel, but the owners and the location makes it one of our preferred places in the Alps.

[![2015-08-09 09.38.42 HDR](https://www.hpbech.com/wp-content/2015-08-09-09.38.42-HDR-300x226.jpg)](https://www.hpbech.com/wp-content/2015-08-09-09.38.42-HDR.jpg)

[Gasthof Etschblick](http://www.etschblick.com/) is run by Hannelore. Her husband Erwin also gives a hand when he is home after work (Erwin is a bricklayer). Their two children Jana (8) and Elia (6) are usually in the picture some of the time (staying at Etschblick really requires that you are fond of children). Hannelore serves a four course homemade meal in the evening and that certainly adds to the quality of your stay. We really enjoy the informal family atmosphere Hannelore and Erwin have created.

We recommend buying a “[MobilKarte](http://www.mobilcard.info/en/mobilcard.asp)” for all public transportation in Südtirol (available at the tourist information offices in the region). The MobilKarte gives you unlimited access to busses, trains and even a lot of the gondolas in Südtirol and the price is just €28 for 7 days (1- and 3-day cards are also available). Hiking directly from the hotel is of course an option, but the MobilKarte will give you access to many more amazing hikes without needing a car (which also means that you don’t need to end the hikes where you started).

One morning we took the small gondola (run by Hannelore’s father) across from the Gasthof at 08:25 down to Vilpian, caught the 201 bus to Bozen Bahnhof, walked 10 minutes to [the new Bozen-Oberbozen gondola](http://www.ritten.com/de/ritten-erleben/rittner-seilbahn/), took the small train from Oberbozen to Klobenstein where we caught the bus arriving at Pemmern in 1.538m at 10:30. We took the gondola to Schwartzseespitze and hiked to Rittner Horn in 2.260m for lunch. On the return trip we took the bus directly from Klobenstein to Bozen Bahnhof and caught the train back to Vilpian where the gondola took us to our hotel. The entire trip (except the gondola to Schwartzseespitze) was on the MobilKarte. It may sound a little complicated, but it is actually very easy and the trips offer breathtaking views of the landscapes en route to our destinations.

Sometimes we get the bus 156 at 09:16 just across from the gasthof and drive to Falzeben ([Meran 2000](http://www.meran2000.com/en/summer/)) and hike along the Europäische Fernwanderweg (E4). We stop at[ Möltener Kaser ](http://www.moeltner-kaser.com/de/index.php)for lunch and can make it to Scheermoos just in time for the 156 bus taking us back to the hotel.

[![CIMG0166](https://www.hpbech.com/wp-content/CIMG0166-1024x768.jpg)](https://www.hpbech.com/wp-content/CIMG0166.jpg)

Other days we take our bikes down to the valley in the gondola and ride the 36km to Bozen and back along the Etsch river. The bike routes around Bozen are completely separate and you can ride right into the center of the town without having to mix with motorized traffic.

There are obviously thousands of great places you can stay in South Tyrol, but when adding up all the various elements including the price Gasthof Etschblick is a small secret pearl that we can highly recommend.

Hope to see you there!

**Categories:** Blog, Travelling & Leisure

**Tags:** fixion_en

---

### ["The Navision Model" was born when IBM said no thanks](https://hpbech.com/the-navision-model-was-born-when-ibm-said-no-thanks/)

**Published:** September 7, 2015
**Author:** Hans Peter Bech

**Excerpt:** PC&C GmbH became a huge success for both Navision and for the three founder. It is a unique export adventure in the short history of the European software industry and has become a precedent for international expansion under the name of "The Navision Model."

**Content:**

---

> PC&C GmbH became a huge success for both Navision and for the three founders. It is a unique export adventure in the short history of the European software industry and has become a precedent for international expansion under the name of “The Navision Model.”

---

 [![no-thank-you-600x402](https://www.hpbech.com/wp-content/no-thank-you-600x402-300x201.jpg)](https://www.hpbech.com/wp-content/no-thank-you-600x402.jpg) 

25 years ago three young gentlemen from Jutland in Denmark set up a small office in Hamburg, Germany, from where they would sell the Danish financial software program Navigator to German customers. In honor of their achievements here is a short version of a very interesting chapter in the short history of the European software industry.

## Alles Gute kommt von oben

 [![Danmark med pil på Hobro](https://www.hpbech.com/wp-content/Danmark-med-pil-på-Hobro-212x300.png)](https://www.hpbech.com/wp-content/Danmark-med-pil-på-Hobro.png) 

It is the 1980’s and Lars Damsgaard Andersen and Jesper Bowman work respectively as CFO and Controller with the manufacturing company Faltec A/S in Hobro, Jutland, in North Denmark, where they use an accounting system that runs on an IBM AS/400. In the latter half of the 1980’s they change to a PC-based platform and choose the DOS-based Navigator, sold by IBM and developed by the small Danish software company PC&C ApS (Personal Computing & Consulting). Planning to implement a new financial system in the German subsidiary of Faltec, Lars and Jesper study various German software solutions, but do not find anything to their liking. They therefore propose that the German subsidiary uses Navigator. After a demonstration of the Danish software program in an English version the German staff are very excited; excited enough that Lars, Jesper and Per Grønfeldt, a technical consultant from the IBM reseller of the product, translate the program to German and put it into operation. It works well and everyone is happy.

## A foreign acquisition triggers a bright idea

Meanwhile Faltec A/S is acquired by a Swedish group, and Lars and Jesper lose much of the autonomy and influence they had when the company was in Danish hands. They discuss with Per if there is a market for Navigator in Germany, and if they together could develop a business there. Per, who already has a good relationship with the two co-founders and developers Torben Wind and Peter Bang at PC&C, offers to inquire whether there might be enough interest for the three Jutlanders to start the distribution of Navigator in Germany.

 [![06_agenda](https://www.hpbech.com/wp-content/06_agenda-250x300.png)](https://www.hpbech.com/wp-content/06_agenda.png) 

The feedback is positive, and in August 1989 the trio – Lars, Jesper and Per – travel to Copenhagen to present and discuss the idea with Jesper Balser who is the CEO of PC&C. Spending a full day getting familiar with each other and discussing the opportunity proves that the chemistry between the four is really good. The trio returns to Jutland with instructions to prepare a business plan and find the funding needed to get started in Germany. They are also told that a new product is in the development pipeline, and that a potential launch in Germany must be based on the new product.

## The business plan is written in their spare time

 [![Business vision](https://www.hpbech.com/wp-content/Business-vision-300x168.png)](https://www.hpbech.com/wp-content/Business-vision.png) 

The trio, who have full-time jobs, are now engaging in the research required to write the business plan and in finding private investors that will support the funding efforts. After numerous discussions with PC&C in Copenhagen the outline of a framework for a future German distribution activity materialises and the corresponding agreements are signed. The German company, which will be called Deltacom GmbH, gets the exclusive rights to distribute Navigator, assuming that certain agreed sales targets are met. Deltacom will be responsible for the translation and localization of the software to comply with German legislation and market requirements, and the trio must assume full responsibility for and fund all activities associated with the distribution in Germany. PC&C, who contributed to the initial funding and makes a trade credit available, gets a 20% share of Deltacom GmbH, but is otherwise only involved with providing experience and advice, while everything else is in the hands of the Jutland – and soon-to-be – German trio.

## Kick off in Hamburg 1 July 1990

 [![Germany small](https://www.hpbech.com/wp-content/Germany-small-300x290.jpeg)](https://www.hpbech.com/wp-content/Germany-small.jpeg) 

In the spring of 1990 Lars Damsgaard, Jesper Bowman and Per Grønfeldt quit their jobs and move to Germany, and on July 1st of the same year they open the doors of their new office in Hamburg. They start work on making the product ready for the German market, and to avoid wasting precious time the trio uses daytime hours driving up and down the German Autobahns visiting and demonstrating the product for potential distributors and customers all over the Bundesrepublik. The release of the new product Navigator 3.0 is delayed, so even when potential customers and resellers show interest, Deltacom cannot deliver. In late spring of 1991 the product is finally ready for the German market enabling much needed revenue and cashflow.

## German things take time

The go-to-market model was defined from the very beginning and is based on serving the customers through value added resellers (VARs). Although the recruitment of VARs and the subsequent sale to their customers is growing very slowly and falls short of any hopes, expectations, and also the minimum thresholds agreed to maintain exclusivity, the VAR model is maintained and PC&C in Copenhagen agrees to extend the exclusivity and gives the trio more runway to get the business off the ground.

The sluggish start is very tough on the cash flow, and the trio, working around the clock, have to tighten their belts, while PC&C in Copenhagen helps by extending the credits. Even Deltacom’s German bank has to step in and accept overdrafts, but as they see that things are going in the right direction, albeit somewhat slower than expected, they exhibit unusual patience.

## The snowball effect finally occurs

 [![Friendly_tornado](https://www.hpbech.com/wp-content/Friendly_tornado-300x290.jpg)](https://www.hpbech.com/wp-content/Friendly_tornado.jpg) 

In mid-1993 the famous snowball effect finally kicks in. At that time, Deltacom have recruited a half hundred VARs, and some of these are part of nationwide networks with other partners, that are now also showing interest. On top of the trio’s own market-oriented activities the word of mouth machine begins to work, and sales now really take off. When PC&C launches Navision Financials for Windows in 1995 Jesper Bowman, Lars Damsgaard and Per Grønfeldt have both the organization and the VAR-base ready, and although the whole translation and adaptation effort have to be redone for the new product, market acceptance is very fast and the new product becomes a huge success.

## Swapping shares

 [![Navision2](https://www.hpbech.com/wp-content/Navision2-300x91.jpg)](https://www.hpbech.com/wp-content/Navision2.jpg) 

At the end of 1990’s, Navision Software (PC&C is renamed in 1995) prepares for its IPO and decides to buy all of its distributors around the world. Shares, in what is currently PC&C GmbH, are swapped for shares in Navision Software A/S at a price negotiated between the parties. After the IPO in the spring of 1999 these shares become liquid and ensure the trio a handsome reward for the initiative they took 10 years earlier and for the many hours they had put into the project before being engulfed by the tornado leading Navision to become the market leader in the SMB segment in Germany.

## “The Navision Model” was born when IBM said no thanks

 [![IBM_2](https://www.hpbech.com/wp-content/IBM_2.jpg)](https://www.hpbech.com/wp-content/IBM_2.jpg) 

What the trio did not know when they made contact with Jesper Balser & Co. in 1989, was that the year before PC&C ApS , based on their successful co-operation with IBM in Denmark, had discussed distribution with a wide range of IBM subsidiaries in Europe. Due to their co-operation with other local software vendors, IBM Germany decided to decline the opportunity to use Navigator as an IBM logo-product supporting their PC business. Being under competitive pressure from Damgaard Data in the small Danish domestic market, PC&C was extremely keen to grow internationally, and with no immediate options for Germany they were very open to other initiatives. The three hopeful Jutlanders could obviously not match IBM’s position in Germany, but history would show that Jesper Balser and company made the right decision when they chose to give the trio the chance. PC&C GmbH became a huge success for both Navision and for the trio themselves. It is a unique export adventure in the short history of the European software industry and has become a precedent for international expansion under the name of “The Navision Model.”

In December 2000 Navision Software A/S merged with Damgaard A/S and became Navision A/S, which in August 2002 was acquired by Microsoft. Navision Financials is currently marketed worldwide under the name Microsoft Dynamics NAV.

Sources: Interview with Lars Damsgaard Andersen and my own research.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, ERP, Germany

---

### [Why you should charge for coffee with someone you don't know](https://hpbech.com/why-you-should-charge-for-coffee-with-someone-you-dont-know/)

**Published:** September 16, 2015
**Author:** Hans Peter Bech

**Excerpt:** Do you accept all invitations for coffee? Maybe you should consider if this is best use of your time. Maybe there are other ways to help more people without having to invest so much time and drink so much coffee.

**Content:**

---

> Do you accept all invitations for coffee? Maybe you should consider if this is best use of your time. Maybe there are other ways to help more people without having to invest so much time and drink so much coffee.

---

 [![HPB in workshop portrait](https://www.hpbech.com/wp-content/HPB-in-workshop-portrait-232x300.jpg)](https://www.hpbech.com/wp-content/HPB-in-workshop-portrait.jpg)I was the keynote speaker at a business event some time ago. At the following lunch I was sitting next to the CEO of a software company.

As my keynote was about how information technology and software companies can grow faster than their competitors, we obviously talked a lot about issues related to this subject. We especially talked about how to enter foreign markets. At a particular stage in the conversation, the CEO asked me a question that I frequently get:

> “So how can you help our company?”

I think I saw some level of surprise in her eyes when I answered:

> “I don’t know?”

After a few minutes of silence, I told her that – in my capacity as an advisor – I work very much like a doctor. Doctors rarely have patients coming to their clinics asking: “Doctor, what can you do for me?” I also rarely hear doctors making general presentations elaborating on all the good things they may do for their patients. Just as patients need to give the doctor some clues as to what the consultation should be about, advisors also need to learn about the issues or objectives first. Do you have a problem that needs fixing now or do you have the ambition of winning gold in Triathlon at the next Olympic games? Why are you asking for a consultation?

 [![Coffee Meeting](https://www.hpbech.com/wp-content/Coffee-Meeting.jpg)](https://www.hpbech.com/wp-content/Coffee-Meeting.jpg)The CEO understood that very well and asked if I could find time for a cup of coffee while I was in town. I asked her if she was engaging me for a consultation and again, she looked at me somewhat surprised.

“Will you be charging me for having a cup of coffee?” the CEO asked.

I responded: “Will the doctor charge you for a consultation?”

“Yes, she will, but that is different,” said the CEO.

“How is it different?” I asked.

“Well, I know that the doctor can help me so it is only fair that she gets paid,” replied the CEO.

“That is not exactly true,” I responded. “The doctor can fix trivialities now and then, although in most cases, she will simply ask you to wait and see. However, if it is something more complicated, then she will ask you to take certain tests before she will attempt to make any diagnosis. She may very well refer you to a specialist or even have you admitted to the hospital without making any diagnosis. She will charge for the consultation nevertheless.”

“I am not paying you to have a cup of coffee with me,” said the CEO.

As it wasn’t a question, I didn’t respond and picked up conversations with some of the other attendees.

Of course, I don’t always charge for having a cup of coffee with someone, but often I pretend that I do. I prefer to choose my coffee-drinking company myself, and in this case, I decided to take a rain check. Later that same day, I went to a cafe around the corner from my hotel for a cappuccino with some of the other attendees from the event.

**Categories:** Blog, Business development, Strategy, Uncategorized

**Tags:** biznes, consulting

---

### [If you never receive inbound inquiries then there is something terribly wrong](https://hpbech.com/if-you-never-receive-inbound-inquiries-then-there-is-something-terribly-wrong/)

**Published:** September 23, 2015
**Author:** Hans Peter Bech

**Excerpt:** Being in a market where potential customers are looking for what we offer, but never reaching out to us is a sign that we are doing something terribly wrong. If we do not have an increasing stream of inbound inquiries for what we offer then we must take a serious look at our marketing and lead generation activities.

**Content:**

---

> Being in a market where potential customers are looking for what we offer, but never reaching out to us is a sign that we are doing something terribly wrong. If we do not have a increasing stream of inbound inquiries for what we offer then we must take a serious look at our marketing and lead generation activities.

---

 [![](https://hpbech.com/wp-content/uploads/Desert-Pixabay-280x280.jpg)](https://hpbech.com/wp-content/uploads/Desert-Pixabay.jpg)Is sales really like roaming the desert looking for water?Most of the posts I read on the [LinkedIn Sales Pulse](https://www.linkedin.com/pulse/?trk=nav_responsive_sub_nav_pulse) are related to situations where it is very hard to find potential customers for what we offer and where selling to these potential customers seems very hard as well. Many of the posts sound as if sales is like marching in the desert looking for water. We are constantly thirsty (the sun is burning down mercilessly on our unprotected heads) and there is per definition not a lot of water around.

If we feel as if we are in this situation then we are definitely in the wrong place. We shouldn’t go to the desert looking for water. We go THROUGH the desert to reach a destination on the other side where everything is in abundance and where we can help selected customers derive massive value from engaging with us in a process where they also buy our products and services. That’s where we want to be and that’s actually where our customers want us to be, too.

The desert may be the learning process, the brand building process, the marketing process and the pipeline building process. It should not take forever and be a permanent situation. If we do not start getting steady streams of inbound leads then there is something very wrong with our [business model](http://www.tbkconsultblog.com/business-model-generation-the-emperors-new-clothes-part-1/) and we need to consider if we should be looking for an oasis or be prepared to cross a different desert.

## Not everyone is in the market for everything all the time

Thinking back on the many purchase decisions I have been involved in through the years it dawned on me that in the vast majority of cases (>90%) *we* started the project, identified the solution and found the vendor. Only in very few and actually insignificant purchase situations was a project initiated by a vendor. Introspection may not be a valid scientific approach (believing that the rest of the world behaves as we do), but my guess is that ***the vast majority of purchase decisions and the choice of vendor are NOT initiated by a sales person making a cold call*.**

## First research -> then action

 [![FIND_icon](https://www.hpbech.com/wp-content/FIND_icon-248x300.png)](https://www.hpbech.com/wp-content/FIND_icon.png) 

We know for a fact that looking for a solution to a business challenge starts with research and today this research always includes trawling the Internet for information. It also involves reaching out to our peers in the industry to learn how they have dealt with similar challenges. Based on this research we will define the scope of the project, get an idea of the budget required and then we start calling the vendors that we have identified through the research process.

> If we do not receive inbound inquiries from potential customers it means that no one is actively looking for what we offer or that those who are looking do not find us or that they consider us irrelevant.

## Nomads live in the desert, the rest of us don’t.

Being in a “market” where no one is actively looking for what we offer is like living permanently in the desert. It is possible, but requires very specialised skills and is not for everyone. Living in the dessert is considered a tough life. Few people choose and enjoy this type of life permanently.

 [![](https://www.hpbech.com/wp-content/Funnel-with-specialization-small-271x300.png)](https://www.hpbech.com/wp-content/Funnel_simple.png) 

Being in a market where potential customers are looking for what we offer, but never reaching out to us is a sign that we are doing something terribly wrong. In any B2B market only a fraction of the potential customers are actively looking for a solution to a business problem at any particular point in time. Let’s say that 20% are somewhere in an active purchase process at any given time. Whenever these 20% research potential solutions our name never pops up. Our name never gets mentioned and recommended. The only way we can be considered is by calling them at exactly the time when they start their research, otherwise it is mostly too late. Imagine the sales effort we need to muster in order to find those potential customers who are in the early stages of research. If we work very hard we may land a lucky punch now and then, but it’s hardly a scalable business model.

> If we do not have an increasing stream of inbound inquiries for what we offer then we must take a serious look at our marketing and lead generation activities.

**Categories:** Blog, Marketing

**Tags:** biznes, revenue generation

---

### [The 6+4 habits that will make you stand out from the crowd](https://hpbech.com/the-64-habits-that-will-make-you-stand-out-from-the-crowd/)

**Published:** November 10, 2015
**Author:** Hans Peter Bech

**Excerpt:** Trustworthiness is the most crucial character trait in any relationship. All other virtues fade in comparison when we keep failing to deliver on our own commitments. Irrespective of how small they are and to whom we have made them. Take charge and become proactive.

**Content:**

---

> Trustworthiness is the most crucial character trait in any relationship. All other virtues fade in comparison when we keep failing to deliver on our own commitments. Irrespective of how small they are and to whom we have made them. Take charge and become proactive.

---

 [![Time](https://www.hpbech.com/wp-content/Time.jpg)](https://www.hpbech.com/wp-content/Time.jpg) 

These 6+4 habits are really simple to learn and do not require a Ph.D. in astrophysics. Anybody can follow them although very few actually do. If you follow them you will have an easier life and people will notice and respect you.

> *I am sorry for the delay, but things have been crazy around here and I have been so busy.*

I assume we have all heard this form of excuse from someone missing a deadline, failing to deliver something that was very important to us. A deadline she voluntarily committed to or even suggested herself. It can be a client who promised to come back on a crucial issue, a colleague working on a key task or a supplier who is supposed to deliver something important. It was important to us, but apparently not important to them.

The excuse is very often delivered when **WE** follow up.

In such situations I think most of us make a mental note: “Is this person reliable? Is this a trait or an exception?”

We can all make mistakes. We can all miss a deadline. **But we have to proactively manage the situation, stop fooling ourselves and stop letting other people down.** Irrespective of who we made the commitment to. In my opinion there is no difference in making commitments to a supplier, a LinkedIn connection, your boss, a colleague, an employee, a family member, a client, a friend – they are all human beings and must be treated with equal respect.

## The 6 habits

These 6 simple rules can help us maintain and grow our trustworthiness.

1. We must immediately decline commitments which are obviously impossible to execute on time or that we have no real intention of executing anyway.
2. We must keep track of the commitments we do make (what, when, who).
3. We should check our list of commitments regularly.
4. We must proactively give notice to those affected as soon as we have to reshuffle our priorities and realize that we will miss a deadline that may be important to someone else.
5. We need to take the responsibility. Say: “I am sorry, but I/we have decided to change some of my/our priorities and…”
6. We should never use the excuse “Sorry, but I have been so busy lately.” That’s arrogant, disrespectful and insensitive.
 
## Managing our reputation (the +4 habits)

How do we do that?

1. We should stop being “nice” and say no more often.
2. We should stop being afraid of speaking our mind.
3. We must learn to question and challenge the assignments before making commitments.
4. We must ask for time to consider before committing to a task or project if we are in doubt that we can or will deliver.
 
When we start exercising these four principles we will improve our ability to think on our feet and in the future we will make time to decline impossible or unimportant commitments, which we have no chance or intention to deliver on.

### Keeping track of our commitments

This sounds so obvious, but lots of people do not write down what they commit to do. If we *are* very busy, then we must write down what we have promised to other people. (Use one of the many tools available that will synchronise across all your devices and/or are cloud based.)

### Checking our commitments daily

Take a look every morning or evening and see what we have to take action on, if anything.

### Being proactive

Having a complete list of all our missed commitments will only add to the stress we suffer. We must use tools to notify people of changes in our priorities that are causing delays, or completely cancel commitments as soon as possible and BEFORE the promised deadline.

### Taking the responsibility

Don’t blame it on “the system.” We only leave the impression that we are either arrogant, totally out of control or are being remotely controlled by our environment.

### “I have been busy”

Time is the most democratic resource we have. 24 hours for everyone, 7 days in a week, 365 days in a year. What we do with that time is our own business. We should not blame a lack of time when we are unable to deliver on our promises. Time to perform a task is something we TAKE and not something we HAVE.

All commitments are not of equal importance. I think we all understand that. Admitting that we have given other commitments a higher priority is the bare truth. Whether the suffering party likes it or not and what she will do about it totally depends on how we treat them.

Trustworthiness is the most crucial character trait in any relationship. All other virtues fade in comparison when we keep failing to deliver on our own commitments. Irrespective of how small they are and to whom we have made them. Take charge and become proactive.

> When we deliver on our promises then we stand out from the crowd like a shining star & also when we look ourselves in the mirror.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** business development, fixion_en

---

### [The magic happens when you want to make the world a better place!](https://hpbech.com/the-magic-happens-when-you-want-to-make-the-world-a-better-place/)

**Published:** November 13, 2015
**Author:** Hans Peter Bech

**Excerpt:** When Özlem launched Classloom.com in April 2015 just a few months before the summer break she didn’t expect much traffic. She thought that teachers were busy wrapping up the year and wouldn’t have time to study a new Teacher-Parent-Student communication tool until after the summer break, but fortunately, she was wrong.

**Content:**

---

> *When Özlem launched Classloom.com in April 2015 just a few months before the summer break she didn’t expect much traffic. She thought that teachers were busy wrapping up the year and wouldn’t have time to study a new Teacher-Parent-Student communication tool until after the summer break, but fortunately, she was wrong.*

---

[![](https://www.hpbech.com/wp-content/Özlem-Turhan3.jpg)](https://www.hpbech.com/wp-content/Özlem-Turhan3.jpg)Özlem Turhan, founder and CEO of classloom.com

When Özlem Turhan enters the stage in New York tonight to receive the [Stevie Award](http://www.stevieawards.com/women/default.cfm) for the **Best New Product or Service of the Year – Consumer Services** she will think back on how this all started just a little over a year ago.

In the summer of 2014 Özlem Turhan decided to leave her position as co-CEO of [Workcube](http://www.workcube.com/en/), a very successful software company she had founded with her husband in 2001. Working side by side with her husband was becoming increasingly difficult and after a heated discussion over some organizational issues at the company, Özlem decided it was time to move on.

## The Teacher-Parent-Student triangle

With her head free from obligations at Workcube she started scanning her surroundings for areas that could be improved with information technology. She wanted to start a web based business where she could reach and serve millions of users all over the world without making massive investments or building a large and dispersed organization. Being an experienced mother of three children aged 3, 9 and 14 she very soon came across an area where she saw that web based information technology could make a huge difference: The Teacher-Parent-Student triangle.

## With happy parents and teachers come happy students.

From the perspective of a parent, education is about giving your children the best possible foundation for a happy life. Özlem knew from her own experience that meeting this objective requires the Teacher-Parent-Student triangle to work smoothly and that seamless and ongoing communication is the main ingredient. With strong relationships in the triangle, problems can be swiftly identified and solved, and with positive parent engagement student learning seems to happen almost automatically. With happy parents and teachers come happy students.

She also saw how cumbersome it was for teachers, parents and students to communicate with the tools they have available today. This gave her the idea that now has materialized into [Classloom.com](http://classloom.com) – a free internet “social media” collaboration service for teachers, parents and students.

## A new product in just four months

[Zafer Altun](https://tr.linkedin.com/in/zaferaltun), a software developer from her husband’s company, offered to do the development in his free time and together Zafer and Özlem designed and developed the first beta version of the platform in just four months. Then she invited friends and friends of friends to test the beta version and report their observations back to her. The ideas of the Zafer Altun and the feedback from the users resulted in major changes to the platform.

## Launch – and then what?

When Özlem launched [Classloom.com](http://classloom.com) in April 2015 just a few months before the summer break she didn’t expect much traffic. She thought that teachers were busy wrapping up the year and wouldn’t have time to study a new Teacher-Parent-Student communication tool until after the summer break, but fortunately she was wrong.

To be continued…

I am following Özlem’s Classloom.com project and will write about how the business develops, about the challenges she is facing and how she solves them.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [It is sandbagging time again - are you ready?](https://hpbech.com/it-is-sandbagging-time-again-are-you-ready/)

**Published:** November 18, 2015
**Author:** Hans Peter Bech

**Excerpt:** Accepting a budget we don’t believe in brings us into a psychological mode of proving we were right. Any option of proving that we cannot deliver will be used in a self-destructive approach towards failure. As a manager in the corporate environment, we must always be prepared to walk away. There is nothing wrong with leaving due to disagreements over the budget. It’s actually much better than being fired for under-performing.

**Content:**

---

> Success in big corporations is delivering on our budget again and again. Never come short and never come too high. Stay within 101-105%.

---

[![Sandbagging](https://www.hpbech.com/wp-content/Sandbagging-300x171.jpg)](https://www.hpbech.com/wp-content/Sandbagging.jpg)

It is November and you are most likely struggling with the budgets and the plans for 2016 (if your fiscal year is the calendar year).

When I became sales manager the first time in 1982 and had to go through my first budget process I was very fortunate having a brilliant mentor who helped me understand some crucial premises, that I will now share with you. This post is about planning and budgetting in *the mature corporate environment*. I will address the issues in startups and smaller companies in later posts.

## What is success?

Success is delivering on our budget again and again. Never come short and never come too high. Stay within the 101-105%. If we come in too low we will be punished and may lose our job. If we come in too high our superiors will be suspicious that we have sandbagged and they will just add on top for the following period, making our lives increasingly more miserable.

In sales success is *not* associated with anything else than meeting our budget and other fiscal targets. Whether we increase or lose market share is not an issue. As long as we deliver on our numbers we will be forgiven almost anything else.

> Success is delivering on our budget again and again. Never come short and never come too high. Stay within the 101-105%.

## When is a success secured?

Success is secured when we negotiate the budget. The lower the revenue budget and the higher the expense budget we can negotiate the better are our chances of success. The fact is that our options for changing much in the market place in a single budget period are slim. Getting a low revenue and a high expense budget is our best insurance for success.

> Success is secured when we negotiate the budget.

## Write a plan

The budget is numbers in a spreadsheet. They do not tell how we are going to make them and under which assumptions they have been made. We need to carefully consider what we must do to deliver the numbers and we must write it down with all the details. Whenever someone pushes us for higher numbers or wants to cut our expenses we take out our plan and revisit our assumptions. First we fight to avoid the increase/decrease, then we ask for proportional adjustments if we believe that the adjusted targets are achievable.

## Be prepared to walk away

Getting and accepting a budget that we do not believe is achievable is like getting the kiss of death. If we meet or over perform we have just proved that we were sandbagging in the first place. If we miss the budget then we will be punished.

Accepting a budget we don’t believe in brings us in to a psychological mode of proving we were right. Any option of proving that we cannot deliver will be used in a self-destructive approach towards failure. As a manager in the corporate environment we must always be prepared to walk away. There is nothing wrong with leaving due to disagreements over the budget. It’s actually much better than being fired for under-performing.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [The differences between the direct and the indirect go to market approaches](https://hpbech.com/the-differences-between-the-direct-and-the-indirect-go-to-market-approaches/)

**Published:** December 2, 2015
**Author:** Hans Peter Bech

**Content:**

---

> Using an indirect go-to-market approach means finding, recruiting and managing independent companies that find, win, make, keep and grow happy customers providing solutions with our product as a core component.

---

![](https://www.hpbech.com/wp-content/Channel_model_conceptual.jpg)Using a *direct* go-to-market approach means that we are employing and paying all the resources required for finding, winning, making, keeping and growing happy customers. The benefit of the direct approach is the full control we enjoy and our ability to make fast changes to the way we interact with the market. The drawback is the massive investments this approach requires and the steadily growing organization we need to manage on our path to global market leadership.

Using an *indirect* go-to-market approach means finding, recruiting and managing independent companies that find, win, make, keep and grow happy customers providing solutions with our product as a core component. Such independent companies operate in their own name, at their own expense and at their own risk. The benefit of the indirect approach is the enormous scalability potential available. The drawback is the added complexity of managing independent companies between us and our customers and the additional time it takes to recruit and enable the partner before we can book any significant revenue.

> Understanding that we introduce a third party business model into our own business model is probably the most important observation that will help us become successful with an indirect channel.

Using the business model framework introduced by Alexander Osterwalder in his seminal book [Business Model Generation](http://www.businessmodelgeneration.com/), a business model with an indirect channel is illustrated this figure:

![](https://www.hpbech.com/wp-content/Working-with-the-canvas.png)1. The first observation this framework provides is the realization that our partners are *not* our customers. They are our channel to our customers.
2. The second observation is that the customers of our channel partners are still *our* customers even when the invoicing relationship is through our partners. We want to build and create brand awareness with the customers and ensure that they see value in the fact that the channel partners’ solutions are build with our core technology.
3. The third observation is that recruiting and managing channel partners becomes a key activity and a core competence we must have.
4. The fourth observation is that we now need a value proposition for our partners as well as value proposition for our customers. Our partner value proposition is based on our understanding of the business model opportunity we provide them.

Thus, it is not only about our product, but about enabling our channel partners to build and scale a successful business model with our product as a key component of their customer value proposition.

Choosing the indirect go-to-market approach generally requires more time and additional investments up front, but pays off as our channel partners gain momentum and grow their business with our product.

This video provides a short introduction to the Alexander Osterwalder business model framework:

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Business Model Generation

---

### [Budgeting in big and small companies - do you know the difference?](https://hpbech.com/budgeting-in-big-and-small-companies-do-you-know-the-difference/)

**Published:** December 16, 2015
**Author:** Hans Peter Bech

**Excerpt:** Budgeting and planning in small and medium-sized companies are not a sandbagging game that determines our destiny in the company. People approaching the exercise with such an attitude will not last long in this environment. Budgeting and planning in small and medium-sized companies require taking off the masks and speaking our mind frankly. Being wrong is not a capital offence as long as we move swiftly to raise the issues and find a new solution.

**Content:**

---

> Budgeting and planning in small and medium-sized companies require taking off the masks and speaking our mind frankly.

---

[![](https://www.hpbech.com/wp-content/Budget-boss-with-body-guard-250x300.jpg)](https://www.hpbech.com/wp-content/Budget-boss-with-body-guard.jpg)

Budgeting and business planning are established and repetitive activities in any big corporation. Excel templates and fixed planning formats are made available ensuring that the budgets and corresponding plans are comparable and can be consolidated across business units. Sometimes the process is organized as a bottom up process, where managers are asked to give their best bets on the next 12 months, but mostly it is a top down process where managers are asked to meet certain objectives. These activities consume massive amounts of resources and typically take place by the end of the fiscal year when people are busy meeting the objectives of last year’s budgets.

## The small world is different

Small and medium sized companies have little tradition for the very formal budgeting and business planning exercises. The reason being that the companies are managed by the owners and they only answer to themselves. If we do not have ambitions for change, why should we waste time and money on lengthy planning exercises?

In the software and information technology industry we cannot afford to not have ambitions. The nature of our industries dictates to us to grow faster than our competitors or we will be left more and more disadvantaged. We constantly have to review our position and our options for growth and take steps to win further market share. Organizing these reviews in an annual budgeting and planning cycle may not be a bad idea, but believing that the business (model) environment is fixed for a year at a time is obviously naive.

Where the main objective of the big corporations, that are listed on the stock exchanges, is predictability the objective of the small and medium sized companies is maximum growth without falling into a cash-flow trap. Having plans and budgets cut in stone for the coming 12 months doesn’t serve the small company well. Having a good idea of the direction, while maintaining the ability to reshuffle cost and investments, and being able to take advantage of opportunities seems much more attractive.

The budgets in big as well as in small and medium sized companies are used to break down the objectives and assign them to individuals. This is a big job and it is understandable that big companies don’t want to do this more than once a year. In the smaller companies we must be prepared to do this as required. If an opportunity presents itself we must be able to reshuffle resources and ask people to assume new responsibilities. If these people are paid based on their performance we obviously need to redesign their remuneration packages, too.

As I wrote in [a previous post](https://www.linkedin.com/pulse/sandbagging-time-again-you-ready-hans-peter-bech), it is the annual budgeting and business planning exercise in the big corporations where the outcome may lay the foundations for our success or be the kiss of death.

This is completely different in a small company. With fewer management layers the small or medium sized company has direct communication between the executive management and the people responsible for execution. They are in the same room sharing the same discussions. We may put together a 12 months budget with a corresponding plan, but we all know that everything can be changed based on what actually happens. We know that no plan survives the meeting with reality and we are prepared to change at short notice.

Budgeting and planning in small and medium sized companies is not a sandbagging game that determines our destiny in the company. People approaching the exercise with such an attitude will not last long in this environment. Budgeting and planning in small and medium sized companies requires taking off the masks and speaking our mind frankly. Being wrong is not a capital offense as long as we move swiftly to raise the issues and find a new solution.

**Categories:** Blog, Business development

**Tags:** biznes

---

### [Building Successful Partner Channels – the video series](https://hpbech.com/building-successful-partner-channels-the-video-series/)

**Published:** December 22, 2015
**Author:** Hans Peter Bech

**Excerpt:** Microsoft has asked TBK Consult to provide tutorial content on how to overcome the challenges with building and growing an indirect sales channel and we have produced 5 short posts for their Smart Marketing Portal.

**Content:**

---

> Five short videos on building, managing and optimising an indirect channel in the IT-industry.

---

Click below to go to the five videos.

Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a constant struggle.

[![Microsoft2](https://www.hpbech.com/wp-content/Microsoft2-300x72.jpg)](https://www.hpbech.com/wp-content/Microsoft2.jpg)

Microsoft, that has built its own success on the indirect channel, offers the [Smart Partner Marketing](http://smartpartnermarketing.microsoft.com/) web portal to help their own resellers and channel partners to run better businesses.

[Microsoft has asked TBK Consult](http://www.prlog.org/12513445-hans-peter-bech-helps-improve-the-online-experience-for-microsofts-isv-community.html) to provide tutorial content on how to overcome the challenges with building and growing an indirect sales channel and we have produced 5 short posts for their Smart Marketing Portal:

- [Does your business model support an indirect channel?](https://dl.dropboxusercontent.com/u/860283/Post%201%20Does%20your%20business%20model%20support%20an%20indirect%20channel%20Final-1.pdf)
- [Key Considerations for the Direct vs. Indirect Market Approach](https://dl.dropboxusercontent.com/u/860283/Post%202%20Direct%20vs%20Indirect%20market%20approach-1.pdf)
- [The indirect channel is an integrated element of your product offering and value proposition](https://dl.dropboxusercontent.com/u/860283/Post%203%20The%20channel%20as%20an%20integrated%20element.pdf)
- [Developing and maintaining a channel partner program](https://dl.dropboxusercontent.com/u/860283/Post%204%20Developing%20and%20maintaining%20a%20channel%20partner%20program.pdf)
- [Channel partner recruitment from early stage to late stage](https://dl.dropboxusercontent.com/u/860283/Post%205%20Channel%20partner%20recruitment%20from%20early%20stage%20to%20late%20stage.pdf)

[![video in cinema](https://www.hpbech.com/wp-content/video-in-cinema-300x225.jpg)](https://www.hpbech.com/wp-content/video-in-cinema.jpg)

Last week we recorded a series of tutorial videos on the same subjects that we expect will be ready for publication in January 2016.

The content of the five subjects have been optimized for video and will be complemented with illustrations for the optimal learning experience.

A big thank you to the [Copenhagen Marriott Hotel](http://www.marriott.com/hotels/travel/cphdk-copenhagen-marriott-hotel/) for providing a super location for the shooting and to Microsoft for sending [David Mangone](https://www.linkedin.com/in/david-mangone-19b30) over from Seattle to direct the production. David did a wonderful job and we managed to do all five videos in just one day, on a very tight budget and we also found a little time to include some small surprises for the viewers.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [Renovating and consolidating the TBK Consult web sites](https://hpbech.com/renovating-and-consolidating-the-tbk-consult-web-sites/)

**Published:** December 29, 2015
**Author:** Hans Peter Bech

**Excerpt:** Executives do not search Google for consultants to help them solve serious business problems. Management consulting is a relationship business and potential clients reach out to you because they know you or have been referred to you, by someone they know and trust.

**Content:**

[![](https://www.hpbech.com/wp-content/06_agenda.png)](https://www.hpbech.com/wp-content/06_agenda.png) 

This post is from “our own world” and describes the project of renovating the TBK Consult web sites. I would be grateful for any comments and suggestions from those of my readers who know much more about web sites and web based marketing than I do.

## Why do we want to renovate our websites?

About a year ago we did a face-lift of all our web sites, ensuring that they were mobile friendly and didn’t get punished by the new ranking principles introduced by Google. As I was preparing our budget for 2016, I realized that our maintenance costs were way too high. Looking for an inexpensive way of keeping our web sites updated I found out that most WordPress maintenance providers charge per URL and we have five of those:

[www.tbkconsult.com](http://www.tbkconsult.com)
[www.tbkconsult.com/blog](http://www.tbkconsultblog.com)
[www.tbkacademy.com](http://www.tbkacademy.com)
[www.tbkpublishing.com](http://www.tbkpublishing.com)
www.tbkholding.com

By consolidating all the web sites onto just one URL we can reduce our maintenance costs by 80%.

## [Codeable.io](http://codeable.io)

Talking to some of the WordPress maintenance companies the name [codeable.io](http://codeable.io) kept popping up as the place to go for design and migration projects, so there I went, signed up and launched our project.

I didn’t realize that I had jumped right into a chat room and several WordPress designers immediately jumped at me with tons of questions that I couldn’t answer. They were all very good and valid questions, but I just hadn’t been through the process to be able to review them. Just before leaving the chat room one of the designers suggested a specific approach and made a bid for a complete redesign of our homepage for a very low price. I liked the approach and the price was so low that I would lose very little should it fail, so I accepted and paid to Escrow with my credit card.

## David Gaz

 ![](https://www.hpbech.com/wp-content/The-bureau-of-small-projects-1024x863.jpg) 

The gentleman making the bid was [David Gaz](https://www.linkedin.com/in/davidgaz) from [The Small Project Bureau](http://smallprojectsbureau.com) in Los Angeles and as it was late in the evening my time we immediately took a Skype call to get acquainted and discuss where to go from here. David turned out to be a very experienced WordPress designer and confirmed that he was prepared to work on the design until I was completely satisfied.

Based on the information I had made available David was in no position to make a new design, so I suggested to take the ball and provide a proper project specification and scope.

## **What can a web site do for TBK Consult?**

This is a question we have been discussing internally ever since we started the company in 2007. My own position has always been that you cannot sell management consulting from a web site. Executives do not search Google for consultants to help them solve serious business problems. Management consulting is a relationship business and potential clients reach out to you because they know you or have been referred to you, by someone they know and trust.

Our first web sites reflected this position and offered content that visitors could download without any strings attached, enabling them to become familiar with our expertise and experience. We were not trying to drive traffic to the web site and we didn’t harvest email permissions or perform any other conversions as we were convinced that potential clients would get in touch if they really needed our assistance.

### **Selling books and workshops are different stories**

Things changed when we started writing books and offering workshops. These are products you can sell through the web. Maintaining a dialog with potential readers and workshop attendees through social media and email is an excellent way to nurture the relationship until clients are ready to buy. Our new website should therefore be designed and maintained with the primary objective of drawing traffic and converting this traffic to sales of publications and workshops.

### **Business objectives first** 

Writing the specification it immediately dawned on me that I *wasn’t* qualified to do just that. What I was qualified to do was to define the objectives or the project scope. Defining the project scope forced me to explain our business model and the role the consolidated web site should play. Revisiting our own business model was a great opportunity to review all the building blocks. I documented the project scope in a [Prezi presentation](http://prezi.com/bnf9mmy9vq02/?utm_campaign=share&utm_medium=copy) that I sent to David.

### **Home page design completed**

David did deliver on his promise and kept working on the homepage design until I was happy. Even when I changed my mind on some key elements of the design in the middle of the project, David supported the changes and did so with a smile!

### **Phase Two**

Upon completing the design I released the payment from Escrow and had a Skype discussion with David about phase two. Again we agreed that the ball was back with me and that I needed to come up with a site map and some guidelines for the pages and sub-pages. Having to sit down and think it all through again at a more detailed level was an excellent exercise. For inspiration I reread David Meerman Scotts “[The New Rules of Marketing & PR](http://www.amazon.com/The-New-Rules-Marketing-Applications/dp/1118488768)” in it’s fifth edition and I read Brian Halligan’s & Dharmesh Shah’s “[Inbound Marketing](http://www.amazon.com/Inbound-Marketing-Revised-Updated-Customers-ebook/dp/B00MIT7ALS).” Both books are excellent and exactly what you need if you have huge ambitions and a tight budget.

I completed [the detailed specification](https://dl.dropboxusercontent.com/u/860283/The%20TBK%20Consult%20Web%206.2.pdf) and [the site map](https://dl.dropboxusercontent.com/u/860283/Website%20Sitemap%20version%202.pdf) and within 24 hours David had made a fixed price proposal. The proposal was built using the structure of my specification and was very transparent and easy to understand. I accepted the proposal and we again used [codable.io](http://codable.io) to complete the deal. I paid into Escrow and David could commence the work.

### **Poets and Plumbers**

 ![](https://www.hpbech.com/wp-content/PoetsplumbersPortrait.png) 

One of our advantages is that we have and keep producing tons of content. I use writing as method to structure and simplify reality into models we can use for preparing our next move back into reality. I share my ideas and experience in blog posts, white papers, videos and books. David is excited because this is good for SEO and will drive traffic to the web site, when all the content is consolidated on one URL. It is however a challenge to make the new site user friendly, so the visitor immediately knows if she is in the right location and can find the content she is looking for.

David is the plumber who knows how to make web sites easy to find and navigate and I am the poet providing the content that the visitor is ultimately looking for.

## **Content marketing**

We give away a lot of free content with the objective of turning a certain percentage of our visitors into customers. In this respect we are actually not very different from our clients who face the exact same challenges.

To be successful with web and social media marketing requires three basic components:

1. A steady stream of highly relevant content
2. Traffic
3. Products that people are prepared to buy based on the information made available
 
With these three basic components in place we can start tweaking the web site (SEO) to generate more traffic and improve conversion rates. I am convinced that our new consolidated web site will provide us with the platform to help more clients become more successful and that is the route for us to become more successful, too.

[I’ll keep you posted.](https://tbkconsult.com)

**Categories:** Admin, Blog

**Tags:** biznes

---

### [The two main information technology channel challenges for 2016](https://hpbech.com/top-information-technology-channel-issues-for-2016/)

**Published:** January 1, 2016
**Author:** Hans Peter Bech

**Content:**

---

> Your product is a crucial part of your business model, but there are other building blocks that are just as important.

---

![](https://www.hpbech.com/wp-content/New-Year.gif)

I cannot predict the future, so I’ll leave that to others.

But I can with a 100% certainty tell you what the two major challenges will be in 2016 for information technology companies that want to serve their customers through an independent channel of resellers.

# Challenge number 1

In 2016 a vast number of information technology companies will consider moving from a direct to an indirect go-to-market approach. Giving up the control, the revenue and the gross margin that the direct go-to-market approach provides in exchange for the scalability option provided by the indirect go-to-market approach is a difficult journey that often leave companies completely ripped off.

![](https://www.hpbech.com/wp-content/Secunia2.jpg)

An example of a successful direct to indirect go-to-market migration is the amazing turnaround of [Secunia](https://secunia.com). In January 2016 I will realise a series of post describing this turnaround and I can assure you an exciting learning experience from a company that went from a direct to a two-tier indirect go-to-market approach in just two years. This exercise was undertaken to ensure renewed growth and profitability from an unfortunate situation of declining revenue and severe losses.

[Stay tuned for the details](https://www.hpbech.com/the-successful-turnaround-of-secunia-part-1/).

## Know what you are doing

Secunia hired a new CEO that brought solid experience with indirect channel building and management to the company. If you set out to build an indirect channel then knowing what you should do and expect will help you design a realistic strategy and help you read the early feed back and adjust swiftly.

If you don’t have this experience within your company I can recommend reading my 2015 Amazon #1 bestseller “[Building Successful Partner Channels](http://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160).”

# Challenge number 2

In 2016 most information technology companies will continue believing that their channel partners will figure out for themselves what it takes to find, win, make, keep and grow happy customers on their behalf.

Reality will prove them all wrong.

Channel partners need substantial help and guidance before they have a solid business model in place that allow for repeatable and growing sales of any new product and they need ongoing support to maintain the focus and keep growing.

## Learn from the most successful channel partner–driven information technology company

![](https://www.hpbech.com/wp-content/Microsoft-Smart-Partner-Marketing-1024x871.png)

Microsoft has released a very comprehensive web site titled “[Smart Partner Marketing](http://smartpartnermarketing.microsoft.com)” aimed at helping their thousands of partners running better businesses. Microsoft is the undisputed global leader in building and managing an indirect channel ecosystem. Working with channel partners is a integrated part of the Microsoft DNA and their success is closely related to how many partners they have and to how these partners perform. You should therefore listen closely when someone like Microsoft invest in a web portal with content that is *without* any direct relationship to their products.

> “Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a depressing and constant struggle.”

The quote above is opening five videos that I have recorded for the Microsoft [Smart Partner Marketing](http://smartpartnermarketing.microsoft.com) web site and that will be released in January 2016. These five videos will give you the basic frameworks for building and managing a successful partner channel.

# The one image worth remembering

You can learn a lot about building and managing channel partners from companies such as Secunia and Microsoft, but if you are looking for a simple image of “the big picture” that can help you release it in 2016 then this is it:

![](https://www.hpbech.com/wp-content/Business-Model-with-environment-1024x761.png)Always think “business model.”

Your product is a crucial part of your business model, but there are other building blocks that are just as important.

When you choose to use independent resellers (in a one- or two-tier setup) to find, win, make, keep and grow happy customers on your behalf then you introduce a third party business model into your own business model. Keep that in mind and use this framework to review your initiatives before you execute them and then use the framework again when you review the results and take corrective actions.

> I wish you all the best for the new year and sincerely hope that the indirect channel will release its’ scalability potential propelling you towards global market leadership.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [The successful turnaround of Secunia, part 1](https://hpbech.com/the-successful-turnaround-of-secunia-part-1/)

**Published:** January 5, 2016
**Author:** Hans Peter Bech

**Excerpt:** Colsted and his team knew that expecting resellers to invest in lead generation at this early stage of market penetration was unrealistic and they, therefore, set off to design lead generation campaigns for their distributors.

**Content:**

---

> Colsted and his team knew that expecting resellers to invest in lead generation at this early stage of market penetration was unrealistic and they, therefore, set off to design lead generation campaigns for their distributors.

---

 [![Secunia](https://www.hpbech.com/wp-content/Secunia2-300x113.jpg)](https://www.hpbech.com/wp-content/Secunia2.jpg) 

In September 2015 [Secunia](https://secunia.com/) was acquired by [Flexera Software](http://www.flexerasoftware.com), providing the Secunia shareholders with an attractive return on their investments. The acquisition was the culmination of a transformation process that started in July 2013 when the board of directors appointed a new CEO.

This series of posts documents Secunia’s journey from a company in trouble to a profitable company on a promising growth trajectory.

# Secunia

Secunia is a provider of cloud-deployed and on-premises vulnerability assessment and security patch management software. Secunia’s solutions allow organizations to assess, prioritize and mitigate software vulnerabilities quickly and cost-effectively. The Secunia products belong in the Software Vulnerability Management category. Secunia was controlled by the two private equity funds [DKA Capital](http://www.dankap.dk) and [The Damgaard Company](http://www.damgaard.com/SitePages/Welcome.aspx).

Entering 2013 the company had accumulated a somewhat poor reputation for its aggressive direct telemarketing based sales approach in the Nordics and their international sales efforts had not performed as expected. The company was suffering from internal organizational conflicts and heavy losses. The failed international expansion projects had left the company bleeding with stagnating revenue and an increasing cost base.

# Something must be done

Between May and June 2013 the board of directors sorted out the most critical organizational conflicts and assigned [Russell Reynolds Associates](http://www.russellreynolds.com) to search the market for a new CEO. In July 2013 [Peter Colsted](https://dk.linkedin.com/in/peter-colsted-054720) was appointed CEO of Secunia.

The assignment given to Colsted was clear: Ensure a positive turn-around and prepare the company for sale as fast as possible.

 ![Profit and Loss](https://www.hpbech.com/wp-content/Profit-and-Loss.jpg) 

Looking at the P&L for the years 2010-2014 you can imagine that entering the fray in July 2013 was not pretty. Cash flow is inadequate to fund operations and making investments requires asking the shareholders for additional cash. However, the shareholders know that a turnaround will require further investments and they are prepared to chip in.

# Situation analysis and mapping the options

 [![Peter Colsted3](https://www.hpbech.com/wp-content/Peter-Colsted3-279x300.jpg)](https://www.hpbech.com/wp-content/Peter-Colsted3.jpg) 

After analyzing the situation in July and August, Colsted and his management team come to the following conclusions:

- Secunia must shift focus from the low-end market to the upper mid and enterprise market. The low-end market segments are no longer attractive mainly due to competing low cost products.
- Outside North America Secunia must move from a mainly direct go-to-market approach to an indirect two-tier approach. Secunia must continue the direct go-to-market approach in North America.
- Secunia should consider penetrating additional markets and Eastern Europe seems an attractive opportunity.
 
# Migrating from a direct to an indirect go-to-market approach

 [![Channel_model_conceptual](https://www.hpbech.com/wp-content/Channel_model_conceptual-300x212.jpg)](https://www.hpbech.com/wp-content/Channel_model_conceptual.jpg) 

The decision to change the go-to-market strategy is supported by the fact that there is an existing channel of distributors and resellers specializing in security software. Based on existing relationships, Colsted and his team now reach out to these distributors and in September 2013 a meeting with 15 potential distributors takes place at the Secunia Headquarters in Copenhagen, Denmark. Colsted explains the new strategy and admits that Secunia has no great track record with the indirect channel approach, but he and some of the new members of his management team have substantial indirect channel experience from previous jobs, they know what to do and they are committed to making it work. However, the necessary channel programs and frameworks are far from being in place and the distributors have to cooperate actively in putting it all together in parallel with recruiting resellers and ramping up sales.

The distributors are all excited, support the strategy and most of them sign distributor agreements to get started. Secunia had deliberately only invited specialized Value Added Distributors and left the broad-liners out of the picture realizing that they would be hesitant to this “joint venture” approach of building the markets. To build this market requires a much more active hands-on engagement by the distributor than a typical broad-liner is prepared to do.

# Partner Program kick-off

In September and October 2013 Secunia completes the development of the partner program and kick-starts the partner portal and the partner recruitment.

 [![Secunia Partner Logo](https://www.hpbech.com/wp-content/Secunia-Partner-Logo.jpg)](https://www.hpbech.com/wp-content/Secunia-Partner-Logo.jpg) 

Secunia Partner LogoTraining and certification programs are initially based on classroom training, but during the spring of 2014 Secunia defines the certification criteria for sales and support staff and develops a corresponding curriculum to be delivered as e-learning through the web. The expensive “brick and mortar” type training can be reduced and product presentations and skills development beyond the e-learning curriculum are now delivered as webinars and web-based Q&A sessions.

As Secunia pass their direct sales activities to the distributors and resellers they realize that the pipeline of leads is very thin. Colsted and his team know that expecting resellers to invest in lead generation at this early stage of market penetration is unrealistic and they therefore set off to design lead generation campaigns that they can pass on to the distributors who then can implement these with their resellers.

[To be continued…](https://www.hpbech.com/the-successful-turnaround-of-secunia-part-2/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [The successful turnaround of Secunia, part 2](https://hpbech.com/the-successful-turnaround-of-secunia-part-2/)

**Published:** January 12, 2016
**Author:** Hans Peter Bech

**Excerpt:** There were many surprises and setbacks on the road, but acting swiftly and correcting failures fast enabled Colsted and his team to achieve the overall objective.

**Content:**

---

> There were many surprises and set backs on the road, but acting swiftly and correcting failures fast enabled Colsted and his team to achieve the overall objective.

---

 [![Secunia Post 2](https://www.hpbech.com/wp-content/Secunia-Post-2-300x171.jpg)](https://www.hpbech.com/wp-content/Secunia-Post-2.jpg) 

In September 2015 [Secunia](https://secunia.com/) was acquired by [Flexera Software](http://www.flexerasoftware.com), providing the Secunia shareholders with an attractive return on their investments. The acquisition was the culmination of a transformation process that started in July 2013 when the board of directors appointed a new CEO.

This series of posts documents Secunia’s journey from a company in trouble to a profitable company on a promising growth trajectory.

[Read part 1](https://www.hpbech.com/the-successful-turnaround-of-secunia-part-1/)

# Reseller #100, but the course needs correcting

By mid 2014 Secunia and their distributors can celebrate the recruitment of reseller number 100, but there are a few issues:

- An inside sales operation to support the distributors that was established in Vienna in December 2013 doesn’t provide the value that was expected. The unit is closed and two of the people are offered jobs working from their own homes.
- Most of the new resellers are unfamiliar with selling to the upper mid-market and enterprise segments and sell too low in the market. Deal sizes are too small and the sales efforts required by Secunia, the distributors and the resellers themselves are too expensive. Recruiting and ramping up resellers and systems integrators that are familiar with the target market segment takes more effort and time, but Secunia now work with the distributors to refocus the partner recruitment strategy on the upper segments.
- The effort in building lead generation based on inbound principles doesn’t bear fruit. The conversion rates are too low. Proactive outbound lead generation activities need to be continued to secure a steady growing pipeline of sales opportunities.
- The two-tier distribution approach doesn’t work well everywhere and Secunia decides to take over distribution in the Nordics and to put Eastern Europe on the back burner.
 
From the middle of 2014 the focus markets are North America (direct sales and selected partnerships), DACH (Germany, Austria & Switzerland – indirect), UK & Ireland (indirect), MEA (Middle East and Africa – indirect), Benelux (indirect), Australasia (indirect) and the Nordics (indirect with own distribution).

# 1st Secunia World Wide Partner Conference

In October 2014 the 1st Secunia Worldwide Partner Conference is held in Dubai with 60 attendees and they conclude that it was a tough journey, but that the platform is now in place to develop the business substantially in 2015 and beyond.

By the end of 2014 it is evident that the turnaround has been successful and the books can be closed with insignificant increase in revenue, but with black numbers on the bottom line. The foundation for substantial growth and profitability is in place for the years to come.

# The divestment process starts

After a successful Q1 in 2015 the board of directors decides to start the divestment process and commission [Mooreland Partners](http://www.moorelandpartners.com) to lead the process. An investor prospect is developed and by the end of April potential candidates have been identified. By mid May a handful of candidates have submitted bids and in July Flexera Software is given exclusivity. The detailed due diligence and final negotiations are completed in seven weeks.

## Mission completed

Colsted’s mission is completed, but getting there was in no way the simple result of setting a strategy, making a plan and executing it. There were many surprises and set backs on the road, but acting swiftly and correcting failures fast enabled Colsted and his team to achieve the overall objective.

Let’s take a closer look at some of the challenges that they faced.

## Serving or making a market?

Secunia was and still is *making* a market rather than fulfilling captive demand. The Vulnerability Management space is growing – the threat is more prevalent than ever, and awareness around the consequences of vulnerabilities is building. However, there is still a knowledge deficit in the market around the risk associated with un-patched software. Secunia, the distributors and the resellers often have to educate the customers and activate the need first before they can start the sales process.

Moving up market does increase the length of the sales cycles and the complexity of the sales projects and making this move through an indirect channel sounds like a suicide mission, but Colsted and his team found a short cut.

## Piggybacking on Microsoft

Secunia’s products are complementary to, and the Secunia CSI even integrates seamlessly with, [Microsoft WSUS](https://technet.microsoft.com/en-us/windowsserver/bb332157.aspx) and [Microsoft System Center Configuration Manager](https://www.microsoft.com/en-us/server-cloud/products/system-center-2012-r2/), which is the preferred System Management solution for large organizations worldwide. Secunia extended the partnership with Microsoft by signing an agreement that enables the Secunia CSI to be installed in all Microsoft Technology Centers globally – the only product of its kind to have such status. This has led to increased visibility of Secunia and their solution, and has also had a positive effect on customers’ perception of the Secunia CSI. The Secunia CSI is now deployed in Microsoft Technology Centers in North America, the UK, Germany, Singapore, Russia, Dubai and Israel.

The increased collaboration with Microsoft has had a significant impact on awareness and recognition, and Secunia experience greater interest from, and collaboration with, Microsoft customers through System Center User Groups, System Center implementation partners and MVPs (Microsoft Most Valued Professionals).

Piggybacking on Microsoft is a clever move that makes it much easier to identify potential customers and shorten the sales cycles, and it also solves a few additional headaches.

## Not really fit for an indirect channel

Considering the indirect channel option, Colsted and his team are facing two fundamental challenges:

1. There is very limited value add associated with the Secunia products.
2. Secunia products will never be the main revenue provider for any reseller.
 
The indirect channel works best when the resellers can add value on top and around a product and when the product is a core component of all reseller activities. As this is not the case for Secunia they must find other ways to make reselling their products attractive. The solution is to work with the Microsoft infrastructure resellers and resellers that already have an established business with security solutions and where including Secunia’s products can be accomplished without incurring additional sales costs over and beyond the initial training. These resellers already serve the target segments and can benefit from the larger share of customers’ wallet offered by Secunia.

[To be continued…](https://www.hpbech.com/the-successful-turnaround-of-secunia-part-3/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [The successful turnaround of Secunia, part 3](https://hpbech.com/the-successful-turnaround-of-secunia-part-3/)

**Published:** January 19, 2016
**Author:** Hans Peter Bech

**Excerpt:** Picking the right person and getting the right team into the right seats on the bus is no simple endeavour.

**Content:**

---

> Picking the right person and getting the right team into the right seats on the bus is no simple endeavour.

---

[![Secunia Post 3](https://www.hpbech.com/wp-content/Secunia-Post-3-300x171.jpg)](https://www.hpbech.com/wp-content/Secunia-Post-3.jpg)

In September 2015 [Secunia](https://secunia.com/) was acquired by [Flexera Software](http://www.flexerasoftware.com), providing the Secunia shareholders with an attractive return on their investments. The acquisition was the culmination of a transformation process that started in July 2013 when the board of directors appointed a new CEO.

This series of posts documents Secunia’s journey from a company in trouble to a profitable company on a promising growth trajectory.

[Read part 1](https://www.hpbech.com/the-successful-turnaround-of-secunia-part-1/)
[Read part 2](https://www.hpbech.com/the-successful-turnaround-of-secunia-part-2/)

## Changing the organization

Recruiting many partners to address a larger footprint and changing the market focus at the same time called for more and more senior channel development resources within Secunia. Cutting off the direct sales organization was easy enough, but building up the muscle to work actively with distributors and resellers would take time, which Colsted didn’t have. It was therefore decided to reduce staff at Secunia headquarters and build small satellite expert teams in the regions. Accepting that people could work from anywhere in the world offered a much larger base for the recruitment of qualified talent and the resources required for executing the new strategy were quickly brought on board.

## The McDonalds approach failed

![](https://www.hpbech.com/wp-content/mcdonalds-logo.png)

Designing lead generation programs that were to be implemented in the various locations faced resistance. The markets apparently respond differently and what works well in the UK fails in Germany and vice versa. Colsted didn’t have the time to verify if this feedback represented genuine differences in market behavior or were mere reflections of differences in attitudes within his own organization. He decided to decentralize the decision making process and leave the program definition in the hands of the local teams. As long as they generated sufficient volumes of qualified leads they could do as they pleased. The programs designed by Secunia marketing were available for those who wanted to use them.

## North America is special

![](https://www.hpbech.com/wp-content/North-America.jpg)

Since the Secunia revenue generation model worked well in North America Colsted decided to only make a few changes here. They continued with the direct go-to-market approach, but this was complemented with very selected partnerships with system integrators and IT security consultants in a referral fee format. The new market segmentation and focus were applied, which meant replacing most of the sales organization with enterprise savvy sales staff. The partnership approach was positively facilitated by the cooperation with Microsoft, which elevated the status of Secunia in the eyes of the IT security community in North America. The Secunia operations in North America continued to deliver sustained revenue growth with good gross margin throughout this period and thus helped fund the turnaround of the European operations.

## Filling the gap

The move from the direct to the indirect approach in the markets outside North America meant taking 40% of the revenue and accepting a 60% immediate reduction. The impact on the bottom line was somewhat offset by the reduction in operational expenses caused by downsizing the sales organization, but investments were required for the recruitment of new staff and for increased international travel activities. The reduction in revenue was to be compensated later by the scalability opportunity offered by the two-tier distribution model. Colsted obviously took as much cost as possible in 2013, which wasn’t “his” year anyway and where making a profit was already out of the question, but when the revenue increase would kick-in was difficult to say. It didn’t happen in 2014. Sales invoiced and agreed in 2014 totaled DKK 106.1 million; a decrease compared to 2013 results, but after Q1 2015 the scalability potential materialized, proving that the two-tier model was working.

## Why did the Secunia turnaround succeed?

It is worth noting that the products Secunia offered during the turnaround were *exactly the same* as those that they were offering before 2013. They do have a new product in the pipeline, but it was not released during the process and therefore had no impact on the outcome.

It is also worth noting that the business environment didn’t change substantially during the process. Although customers are becoming increasingly aware of the risk associated with un-patched software there is still a lot of missionary work required before a sales effort will bear fruit.

![](https://www.hpbech.com/wp-content/Peter-Colsted3-952x1024.jpg)Peter Colsted

The turnaround must be credited to Colsted and his team. They didn’t make miracles or perform wizardry, but did a solid analysis of the situation identifying the opportunities as well as the obstacles. They executed with determination and corrected swiftly when needed and often on a hunch rather than waiting for solid failure. It was not a happy-go-lucky approach closing their eyes to the pitfalls and hoping for the best, but a professional strategy crafted by people who knew what they were doing. Colsted and his team have solid experience with building and managing indirect sales channels and don’t suffer from the misconception that channel partners are just cheap sales resources that will do our job for us.

The Secunia shareholders and the board of directors also deserve a big round of applause. Picking the right person and getting the right team into the right seats on the bus is no simple endeavor. Being prepared to invest when things look grim requires guts, but this is what investors are supposed to do and DKA and The Damgaard Group delivered on their responsibilities.

The only question I have is the timing of the divestment. If they had waited a year could they have asked a much higher price for the company? I am sure they have considered this opportunity and had their reasons for not being more patient.

All in all, a job extremely well done.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [Software Industry Conference 2016](https://hpbech.com/software-industry-conference-2016/)

**Published:** February 2, 2016
**Author:** Hans Peter Bech

**Content:**

---

> In this industry it is not enough to get the good ideas – you need to get them before everyone else makes them common best practise.

---

I have been invited to deliver the closing keynote presentation at the [Software Industry Conference](http://www.softwareindustryconference.com) in Bussum, the Netherlands on March 17th 2016.

The title of my keynote is:

# Selling Information Technology in the 21st Century

I will prepare my keynote in an open source format sharing the issues I will address.

I will also take questions from the industry that you would like to hear my perspective on and maybe see included in the presentation.

[![SINC logo](https://www.hpbech.com/wp-content/SINC-logo-300x163.jpg)](https://www.hpbech.com/wp-content/SINC-logo.jpg)

You will have to attend the conference to get the final results before they get published as part of the conference proceedings and become publicly available.

Attend the conference because in this industry it is not enough to get the good ideas – you need to get them before everyone else makes them common best practise. Find and use the differentiators that can get you to the market leadership position – the only comfortable position in our industry.

Follow #hpbgl and #sincnl

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, business development

---

### [The Channel in Your Value Proposition](https://hpbech.com/the-channel-in-your-value-proposition/)

**Published:** March 3, 2016
**Author:** Hans Peter Bech

**Content:**

---

> In the video, I discuss how can you design your value propositions to release the full potential your partner channel.

---

This is the third video in a series of five that TBK Consult have made for the [Microsoft Smart Partner Marketing](http://smartpartnermarketing.microsoft.com) portal.

 *Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a constant struggle.*

I am [Hans Peter Bech](http://www.linkedin.com/in/hanspeterbech) and in this video, I will discuss how can you design your value propositions to release the full potential your partner channel.

Let me illustrate the optimal use of the channel as an integrated element of your product offering and value propositions through a short case study.

 [![Microsoft acquires Navision](http://tbkconsult.com/wp-content/uploads/2016/02/Microsoft-acquires-Navision-223x300.jpg)](http://tbkconsult.com/wp-content/uploads/2016/02/Microsoft-acquires-Navision.jpg) 

Microsoft Dynamics AX and Dynamics NAV are products based on the acquisition of the Danish software company Navision in 2002.

When Navision started out with their first product in 1984 they decided to serve the market exclusively through resellers.

Over the years Navision noticed that *adding an option for the resellers to make changes to the product had a much larger impact on sales than adding a functional feature to the basic software product itself*.

This observation led to the release of two products, Navigator/AL where AL stands for Application Language in 1990 and Concorde XAL where XAL stands for eXtended Application Language in 1991.

Both products enabled the partners to make customizations and to develop *additional* functionality on top of the standard features provided in the core product.

Although this move made the products more complicated and the learning curve for new partners steeper, it allowed the partners to add extensions and services for which they should pay no license fee to Navision.

Navigator/AL and Concorde XAL increased the value that the partner could create with the product. Instead of just reselling a standard software product, the reseller could offer customization, extend the functionality, offer professional implementation services and charge the customers for ongoing support.

 [![Reseller versus VAR](http://tbkconsult.com/wp-content/uploads/2016/02/Reseller-versus-VAR-300x210.png)](http://tbkconsult.com/wp-content/uploads/2016/02/Reseller-versus-VAR.png) 

Today it is [not unusual](https://tbkconsult.com/the-scandinavian-dynamics-ax-growth-comet-1/) that a customer solution based on a Microsoft Dynamics product has a 90% value add.

The extension allowed the partners to differentiate from other resellers and develop vertical solutions making them more attractive to customers. Customized solutions create a much tighter relationship between the reseller and the customers making it more difficult for the customers to switch to another partner.

With the opportunities for extending the functionality many partners started to develop new modules and offer them to other partners.

Navision motivated their partners to adopt a vertical market approach. By making the partners focus on different market segments they could expand the channel with much less risk of over-penetration.

Partners that invested in vertical solutions were supported by joint programs where Navision co-sponsored marketing and sales activities. In tradeshows more than 50% of the exhibition “real estate” was reserved for partners displaying their solutions to potential customers.

Navision also stressed that customers had a choice of implementation partners minimizing the “lock-in” situation that most customers dislike. Customers started to decide for NAV or XAL first and then scanned the marked for the right implementation partner next.

With the Navigator AL and Concorde XAL frameworks the partners became an integrated part of Navision’s value proposition to the customers as well as to new potential partners. Navision had invented an ecosystem with much more scalability potential than they could ever have mustered should they had decided to develop all the functionality themselves.

If you want to take the indirect channel route to the market you should consider how you can enable your partners to create value on top of your product.

By allowing resellers to make changes to your product, you can:

- Drastically increase their revenue and profit opportunity
- Grow the channel faster and wider without suffering from over-penetration
- Increase the switching cost for resellers as well as for customers
- Release eco-system dynamics enabling the channel partners to pull you towards market leadership.
 
> *If you succeed in motivating the partners to take the baton, then you have paved the road to success.*

*Note: Navision was based on the merger of Navision Software and Damgaard in 2000. Damgaard released Concorde XAL (eXtended Application Language) in 1991 and AXAPTA in 1998. Both products achieved massive international success.*

First published on [www.tbkconsult.com](http://tbkconsult.com/the-channel-in-your-value-proposition/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, business model

---

### [Why you should write book reviews](https://hpbech.com/why-you-should-write-book-reviews/)

**Published:** May 29, 2018
**Author:** Hans Peter Bech

**Excerpt:** The vast majority will benefit from a relevant and clear digital footprint that makes them easy to find for potential customers and employers.

**Content:**

---

> The vast majority will benefit from a relevant and clear digital footprint that makes them easy to find for potential customers and employers.

---

 [![](https://hpbech.com/wp-content/uploads/Kindle-Paper-White-flat-angle.jpg)](https://hpbech.com/wp-content/uploads/Kindle-Paper-White-flat-angle.jpg) 

It should come as no surprise that, as a writer, I think book reviews are important and meaningful.

But my main message in this post is *not* for the authors, but for you, ***the reader***. There are many good reasons why readers who review books can benefit greatly.

# You are a brand (whether you like it or not)

When I receive a serious inquiry from a person I don’t already know, I first Google their name.

 [![](https://hpbech.com/wp-content/uploads/Google-Hans-Peter-Bech.jpg)](https://hpbech.com/wp-content/uploads/Google-Hans-Peter-Bech.jpg) 

The first thing that comes up is always the person’s LinkedIn profile. Now I quickly assess whether there is a match between what the person claims on their LinkedIn profile and what the rest of the Google search results show. Often there isn’t. And the reason is typically that the person hasn’t posted anything online that relates to the areas of expertise highlighted on the LinkedIn profile. In other words, there is no digital trail that supports the person’s brand.

On the other hand, when there is a clear connection, it helps to reinforce credibility even before the first contact.

As pretentious as it may sound, we all have a brand. But few people have a strong brand, and that’s actually self-inflicted. It pays to work actively to strengthen your brand, especially by optimizing your digital footprint.

The vast majority of people (other than celebrities, retirees and investors) would benefit from a relevant and clear digital footprint that makes them easy to find for potential customers and employers.

# Kill several birds with one stone

 [![](https://hpbech.com/wp-content/uploads/Typewriter-698400.png)](https://hpbech.com/wp-content/uploads/Typewriter-698400.png) 

With book reviews, you can kill many birds with one stone.

Reading (or listening to) books remains one of the most serious ways to stay professionally up-to-date. If you invest your time in reading or listening, you might as well get some personalized advertising for your money at the same time. A book review gives you the opportunity to strengthen the digital footprint related to your professional interests and skills.

At the same time, you’ll be left with subject-relevant keywords associated with your name. This means that you can also appear in searches that use the same keywords. People who don’t even know who you are can now find you via the keywords.

When you review a book, you read it differently. You are more thorough, you take more notes, and you think more about what it actually says. When you’re done writing the review, you can also remember what from the book you find useful and what you can afford to quickly forget again.

# What is a book review?

 [![](https://hpbech.com/wp-content/uploads/Anmeldelse.jpg)](https://hpbech.com/wp-content/uploads/Anmeldelse.jpg) 

A [review](https://medium.com/@hpbech/review-the-only-sales-guide-youll-ever-need-9f9eb88706ed) can be anything from a few lines to several pages of text. It’s up to you how much you want to write. Very short reviews like “this is a great book” or “this book is not worth the money” have no value and are a waste of time to write.

The more you write, the more relevant keywords will appear. You should ideally write over 400 words, around 1,200 words will be good, while over 2,000 words is too long (Google rewards long articles!)

Remember, book readers read book reviews, and they don’t mind reading plenty of words if the content is good. And they often respond with a like, a comment and a share.

A review should not be a summary of the book. This can be found on the publisher’s or author’s website anyway. It should be your assessment of the book’s content and can be garnished with your personal experiences and reasoned opinions.

Personally, I don’t review non-fiction books that I don’t like (on the other hand, I can be tough on fiction – especially when well-renowned authors write bad books). Whether you want to follow the same line is up to you, but I typically put the bad books aside before I finish them, and then I don’t think it’s fair to write a review.

I think reviews should have substance and an edge, so I don’t write so-called “back-slapping reviews.” Your focus should be on yourself and what you think is good or less good in relation to the book’s treatment of the topic and what your insight can contribute. That way, the relevant keywords will naturally appear in the text.

As you review more books on the same topic, you can link to previous reviews and grow your digital footprint.

# Where do you post the reviews?

Most people think of editorial book reviews, but getting a book review published in a printed newspaper or other professional media has limited value for the average reader, and it is also close to impossible.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-Publishing.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-Publishing.jpg) 

If you don’t have the ambition to become a regular blogger, the most obvious option is to write a review as an article on [LinkedIn Publishing](https://www.linkedin.com/pulse/why-you-cannot-learn-success-from-successful-people-companies-bech/).

[LinkedIn Publishing](https://www.linkedin.com/post/new) is a super easy way to blog, and book reviews are great for linking relevant keywords directly to your LinkedIn profile.

You can also use [Medium](https://medium.com/@hpbech/a-practical-guide-to-personal-freedom-55bf46b5f9fb), which is a dedicated platform for bloggers. I personally like Medium, but I think most people who don’t plan to blog that often would be better served by LinkedIn Publishing.

Of course, you can also start your own blog, but if you’re not much of a writer or have a direct commercial aim with your writing[(like I do)](https://www.amazon.com/Hans-Peter-Bech/e/B00V902RXS), you probably won’t get enough traffic for it to make sense.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-kommentar.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-kommentar.jpg) 

Many people write short reviews in the LinkedIn comments section and tag the author. I don’t recommend this. The author is not the target audience (a single person can hardly be called a group) for your review, and a post in the comments section has a very short lifespan. It’s better to post a brief comment in the comments section and then link to your review wherever it is. You can repeat this activity over a few weeks. This will drive traffic to your review and improve your ranking on Google.

# Book portals

 [![](https://hpbech.com/wp-content/uploads/Amazon-book.jpg)](https://hpbech.com/wp-content/uploads/Amazon-book.jpg) 

You should also briefly review the books you read on the book portals (typically where you bought the book) and then link to your longer review elsewhere. Not all portals will accept you linking out (Amazon doesn’t, others do), but you must write enough for other readers to find your full review. You can gather many like-minded people on the book portals, where pretty much everyone with an interest in the same book will come by at some point. This in turn increases traffic to your review -> better ranking on Google.

# On-demand review

 [![](https://hpbech.com/wp-content/uploads/Google-Reviews.png)](https://hpbech.com/wp-content/uploads/Google-Reviews.png) 

When you start reviewing books, you will be contacted by authors who want you to review their new release. Often they will offer you the book for free, but you should decline.

Firstly, books are cheap (especially considering the investment the author has made in writing it) and secondly, you shouldn’t review books that you don’t want to buy and read. Commercial reviewers are obligated to review certain books, but you are not. And once you’ve accepted the free book, you have a moral obligation to write something, too.

# You can hijack other people’s reviews

 [![](https://hpbech.com/wp-content/uploads/Newsjacking.jpg)](https://hpbech.com/wp-content/uploads/Newsjacking.jpg) 

If you’ve reviewed a book that turns out to be or become popular, you can link to other people’s reviews. When you see someone else’s review, give it a like, add a short comment and link to your own review and share the other person’s review on your social profiles. You have now helped both your fellow reviewer and yourself. Your colleague has gained additional exposure for their review, and you will draw some of their readers to your review.

It’s similar to the [Newsjacking](https://www.newsjacking.com) phenomenon and can also work the same way, especially if you are early with your review.

# Examples of reader reviews

If you would like some inspiration for reader reviews, [click here](https://www.hpbech.dk/category/boganmeldelser/) to read my Danish reviews and [click here](https://tbkconsult.com/blog/) to read my English reviews.SaveSave

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en, Publishing

---

### [Nine Steps to a Successful 2019](https://hpbech.com/nine-steps-to-a-successful-2019/)

**Published:** January 5, 2019
**Author:** Hans Peter Bech

**Excerpt:** One of the biggest time savings I have achieved comes from the decision to set up an office at home. Besides a saving of $10,000 in annual rent, I save 45 minutes every day on the commute. This corresponds to 50 effective working days per year.

**Content:**

---

> One of the biggest time savings I have achieved comes from the decision to set up an office at home. Besides a saving of $10,000 in annual rent, I save 45 minutes every day on the commute. This corresponds to 50 effective working days per year.

---

By success, I understand that you achieve your goals. These are goals you have defined yourself. Thus, you decide for yourself whether you are successful or not. Your success is not for others to judge! I always reserve a few days in December to take a helicopter perspective on my results, goals, priorities, behaviours and activities. For this purpose, I have developed a process with nine steps and four tools that I will share with you.

The tools are:

1. A mind map
2. My P&L statement and balance sheet
3. My business model
4. My calendar

I document all observations, conclusions and decisions in a mind map. It allows me to maintain an overview of both the retrospective analysis, the forward-looking assessment and the associated plan on a single (although jam-packed) page.

![](https://www.hpbech.com/wp-content/Mindmap-1024x382.jpg)I use the [MindManager](https://www.mindjet.com/mindmanager/) program from the company Mindjet, but many other alternatives can do virtually the same.

# Step 1: Current Goals and Results

Before looking ahead it is a good idea to look back.

Which goals did I set the last time I was in the helicopter (I was up there in March, June and October 2018)? Which goals did I achieve, and on which did I fail? Why did I reach some but not others? Could a change in behaviour and another priority of the activities have made a difference?

There are conditions in the environment that we do not control and that affect our results. However, it seems that you always attribute your genius to the goals you achieved while using changes in the environment to explain the deviations from the goals you failed to meet. If you make mistakes (and you do that throughout your life), and if you take responsibility for them, then you can learn to become better at reading trends in your environment and assess how they will develop. It is only the mistakes that you take responsibility for from which you can learn. Therefore, it is a good idea to assume responsibility for all errors and deviations. You get better at setting goals and intervening earlier when you find that the direction is wrong and circumstances have changed.

Retrospectively, there were goals I reached in 2018, and there were goals I did not achieve. After the analysis, I know more about where I went wrong and where I was spot on.

# Step 2: New Goals

Based on the performance analysis, I proceed to formulate my goals for 2019. Many years of practice have taught me that the goals must be SMART. That is, Specific, Measurable, Advanced (usually A stands for Accepted, which applies to goals formulated for others, but in my case I use the A to push me forward performing something I haven’t done before) , Realistic (it’s hard, but with practice you get better at setting the bar high, but not too high) and Timed (when should a goal be reached, and how can I continuously follow up that I’m on the right track?).

![](https://tbkconsult.com/wp-content/uploads/2018/12/business-vision-1024x572.png)
Goals are not just financial goals. Far from it. In my case, not at all. For example, I want to publish two books in 2019 (there are two separate goals). I can quite easily estimate the expenses and time required for research, writing, editing, production and marketing. However, guessing how many copies they will sell is impossible. Guessing how many keynotes and workshops they will generate is also impossible. So I don’t spend a minute on that. I must have the budget to cover the cost of getting the two books on the street. That’s all. In December 2019, I will know how the market received the books, and I can better assess what they will bring in 2020.

For 2019, I have formulated a total of eight business goals and five personal goals. I write them into my mind map.

# Step 3: The business model

I use the Alexander Osterwalder [business model framework](https://tbkconsult.com/product/business-model-generation-the-emperors-new-clothes/), so after looking back and ahead, I bring up my business model canvas (which also is a mind map) and check if something needs to be adjusted. There always is.

![](https://tbkconsult.com/wp-content/uploads/2017/01/business-model-with-environment-1024x761.png)

First, I take a quick tour of the Business Model Environment (the four areas that surround the model). Are there conditions in the environment that will affect me in 2019? Are there issues that pose a threat? Are there conditions that open up new opportunities?

That analysis is always rewarding. Maybe because I work exclusively with IT companies where the rate of change takes place at lightning speed.

Overall, the development in my environment is very conducive to the type of business I run. The threats are few and the possibilities almost limitless. Just take my books which are selling around the world. The development in IT technology makes production and distribution still cheaper. It is easy to find qualified freelance resources for the tasks I cannot undertake myself (editorial, proofreading, illustrations and pagination). Correspondingly, ongoing marketing becomes harder because noise levels are rising and social media are changing their algorithms to hinder organic sharing (their business model is to charge me for communicating with my network). On the other hand, the many years that I have blogged on my core subjects now pays off. An increasing amount of traffic comes from organic search, just as I continuously improve the quality of connections on LinkedIn, Twitter and Facebook, so they fit better with my primary target audience, (which has been the same for the past 15 years).

Fifteen years ago, my main product was consulting services. Today it is (1) books, (2) keynotes and (3) workshops. It has required ongoing adjustments to my business model and demanded that I learn new disciplines and forged new partnerships. For 2019, my goals mean that I can only devote a few days to consulting services, so I have decided what types of tasks I will take on, and carefully documented the conditions I can offer. This pre-analysis makes it easier and faster to respond to inquiries.

If you have not yet completed an analysis of your own or your company’s business model, then Alexander Osterwalder has developed many excellent tools that can help.

I maintain and document my business model in a separate mind map that I link to from my 2019 plan. You can also use [Strategyzer](https://strategyzer.com), which is Alexander Osterwald’s tool.

# Step 4: What should you do more and what should you do less?

As is also apparent from Alexander Osterwald’s business model framework, it is activities that lead to results. Learning how these relationships work is the key to all success.

With my goals and KPIs defined, I can now consider which activities should ensure that I can meet my ambitions for 2019. I have learned that three simple questions can help with the process:

- What should I stop doing?
- What should I do more of (including new activities)?
- What should I do less of?

Some activities are much tighter related to results than others.

![](https://tbkconsult.com/wp-content/uploads/2017/09/going-global-bookcover-2018-480x580.png)

One of my goals is, as mentioned, to write two books in 2019. I have already done most of the research for the first book, and I know exactly which activities to complete ensuring that it can be published on a specific date. The other book is only at the idea stage, but I have written enough books to know what it takes to get it published in 2019. In this area, there is a very close relationship between activities and goals, also because I have, in the main, full control over the process.

I also have a goal to sell copies of the books I have already written. Here the relation between activities and goal fulfilment is much more difficult to determine. In retrospect, it is somewhat impossible to comprehend what leads to the purchase of my books. I have some ideas on how the relationship works and which activities best stimulate the AIDA process (Awareness -> Interest -> Desire -> Action). In 2019 I will test some new ideas I have to achieve that goal.

# Step 5: Doing it yourself or outsourcing?

One of the significant advantages of running a small business like mine is that I am very close to the activities that affect goal fulfilment. However, there are activities that I cannot do, and then there are those I do not want to do.

In my many years as a solo practitioner, I have established a network of skilled freelancers who help with activities that I have decided not to do myself. It is web design and maintenance, editing of books and other publications, proofreading, graphics work including setting up publications and communication with non-qualified leads.

Previously, I also outsourced accounting, but with the development of IT tools for automation of bookkeeping, time consumption has been reduced to a few hours a month. Moreover, it’s an activity I like. In this way, the accounts are always up-to-date, and I am in full control.

# Step 6: The Calendar

Now comes the difficult one.

![](https://tbkconsult.com/wp-content/uploads/2018/12/weekly-calendar-300x218.png)

Activities take time, and time is the most democratically distributed resource we have. Twenty-four hours a day, seven days a week for us all. Everything takes time, and time is the most scarce resource I have. If you can learn to dedicate your time working towards your goals (those you have set yourself), you will be able to perform miracles. My experience is that counting hours is not sufficient. You will overestimate how much time you have available and underestimate how much time you spend (or waste?) on activities that have taken on a life of their own. It seems much better to [insert time blocks into the calendar](https://tbkconsult.com/little-personal-productivity-hack-path-better-life/) because then you force yourself to:

- Assess which activities deserve your limited time
- Which goals these activities are related to
- How much time to spend
- When it should take place

Blocking hours in your calendar does not mean that you cannot move things around, but it is a healthy learning process. It forces you to consider whether to replace an activity in favour of another, where the original activity should go and if you have under/overestimated the time spent on activities. I have my calendar booked completely out a month ahead, and every Monday morning I book an additional week.

From my many years in business, I have to say that most people are caught in this trap:

- They overestimate how much time they have available
- They underestimate how long time things take (things take time)
- They underestimate how slow the environment responds to their activities

The result of this reality distortion is that most plans are not implemented on time and that goals and budgets are not achieved.

The calendar exercise helps me to reduce the distance between my ambitions and reality. In this way, I have achieved goals I had not believed possible in my wildest imagination just a few years earlier.

# Step 7: Tools

Besides the jobs that I have outsourced to a number of freelancers, my activities are closely related to me personally. If I want to do more in less time (and I do!), then I have to adjust my behaviour as well as learn how to use new tools.

Within my area, there has been no less than a revolution in the development of tools for improving productivity.

One of the biggest time savings I have achieved comes from the decision to set up an office at home. Previously I had an office in the centre of Copenhagen. Besides a saving of $10,000 in annual rent, I save 45 minutes every day on the commute. This corresponds to 50 effective working days per year.

An equally great time saving is achieved by being almost hysterically mean with physical meetings. If I have to get out of the office and take a 1-hour meeting, it will consume half a day. Physical meetings are reserved for activities with very high priority.

![](https://tbkconsult.com/wp-content/uploads/2018/11/collaboration-300x300.png)

Fortunately, technology has made the most of the type of meetings that I have to make redundant. A good example of this is a job I completed for an American company just before Christmas. They wanted a couple of fresh eyes to do a health check on their channel activities. I conduct many health checks in different business areas and have developed a process that does not require us to meet physically. Instead, we use web meetings where we share screens and discuss the issues that we have chosen to focus on. The task for the Americans, that took a few months, involved people physically located across the United States and in Europe. If the meetings should have been physical, the price of my participation would have been significantly higher, my client’s internal costs would have been much higher and the logistics of the project close to impossible.

Not all meetings can be replaced by web meetings, and there is always something lost when you are not sitting face to face. But the savings in time and money mean that with a change in preparation and meeting management, it makes sense changing most physical meetings to web meetings.

Similarly, I use web-based collaboration tools like Basecamp, Trello and Jive as well as file sharing via OneDrive, GoogleDocs, Dropbox or iCloud. I wrote my first book in Microsoft Word, while all subsequent books were written in [Scrivener](https://www.literatureandlatte.com/scrivener/overview). I handle literature references in Endnote. [TextExpander](https://textexpander.com) and [SaneBox](https://www.sanebox.com) save me many hours each week.

As most IT tools are launched in cloud-based SaaS formats, facilities for network collaboration are now also offered from within the applications themselves.

# Step 8: The Budget

![](https://tbkconsult.com/wp-content/uploads/2018/12/budget-icon-300x262.jpg)The budget is the economic representation of the plan.

The planning process described above is not linear. On the contrary, I cycle back and forth until the plan is in balance. It always starts off with me wanting a lot more than what my time allows. In addition, things pop up along the way that are important for the situation analysis, and which in turn affect the subsequent steps.

After a few iterations through the first seven steps, consistency in the model is achieved, and as a side product, I get the budget for 2019.

In fact, the budget is merely the economic representation of the plan. By waiting to set the budget, you get thorough documentation of the assumptions. I have participated in many business reviews, where we had to address deviations from the budget, and where precisely the lack of documentation of the assumptions made the discussions meaningless.

# Step 9: Follow-up

![og:image](https://tbkconsult.com/wp-content/uploads/2015/12/7-steps-simple-500x500-300x300.jpg)

No plans survive the meeting with reality. The plans in the drawer that never see the light of day quickly become obsolete. I would venture the assertion that the primary source of plan deviations is our inability to do what we set out for. Next, we misjudged what effect our activities have on goal achievement. In the third place, unforeseen changes occur in our environment. Only by following up regularly (I follow up once a week) can we keep focused, ensuring that we reach most of our goals and learn from the process.

# How long will it take?

The process described takes 2 days in December and June, half a day in March and October, and an hour each week. If bigger things happen, I spend an extra half a day considering, revising and documenting a new version of the plan.

Enjoy and Happy New Year.

**Categories:** Blog, Business development, Strategy

**Tags:** Alexander Osterwalder, biznes, Business Model Generation

---

### [“Revenue Generation” as a Service](https://hpbech.com/revenue-generation-as-a-service/)

**Published:** May 1, 2019
**Author:** Hans Peter Bech

**Excerpt:** Let’s just face the brutal facts: Marketing and sales are not the core competencies of most information technology companies and that is the primary explanation that they may make it out of the startup stage, but they very rarely make it to the tipping point and beyond.

**Content:**

---

> Let’s just face the brutal facts: Marketing and sales are not the core competences of most information technology companies and that is the primary explanation that they may make it out of the startup stage, but they very rarely make it to the tipping point and beyond.

---

The information technology industry enjoys steadily diminishing barriers for market entry and struggles with ever diminishing windows of opportunity. A steadily increasing number of competitive products and services have to make it to market leadership at an ever increasing speed.

While developing a new meaning- and useful product or service that the market really wants can be done in less and less time, we still struggle finding the formula for exposing the value proposition to enough potential customers before someone else has taken the money for something similar or for something else.

While the cost of scaling the use of a software based product or service is close to zero or at least declining according to Moors law, the cost associated with scaling marketing and sales are not governed by the same laws. Rather they keep increasing.

However, it is not only a matter of money. It is just as much a matter of finding, engaging and managing the skills, competences and experience required to scale the marketing and sales operations at a global level. For most information technology companies exactly that represents the biggest challenge of all.

## Revenue generation as a service

Over the last 10-15 years, we have seen the proliferation of companies offering “Revenue generation as a service” as a response to the situation described above. Is this a viable solution for technology companies and will we see a growing use of such services?

Let’s just face the brutal facts: Marketing and sales is not the core competence of most information technology companies and that is the primary explanation that they may make it out of the startup stage, but they very rarely make it to the tipping point and beyond.

## Sales Force Europe

![](https://www.hpbech.com/wp-content/Rick-Pizolli-500x500-300x300.jpg)

I have interviewed [Rick Pizzoli](https://www.linkedin.com/in/rickpizzoli) the founder and CEO of [Sales Force Europe](http://salesforceeurope.com). Rick has been operating his “revenue as a service” model for more than 10 years and now has over 50 sales and marketing professionals across Europe working exclusively for technology companies.

**Hans Peter:** 
Hello, I’m Hans Peter Bech and today I’m interviewing Rick Pizzoli, the founder and CEO of Sales Force Europe. Sales Force Europe is a revenue generation as a service provider that operates across Europe. Rick, thank you for taking the time to participate in this interview. And Rick can you tell us what is a revenue-generation-as-a-service provider?

**Rick Pizzoli:**
Thank you, Hans. This is a service that is fully dedicated to delivering revenue for our clients. There’s no delays or cost in recruitment, for opening up offices, or for dealing with local taxes. We just simply get down to the business of sales. It’s a flexible approach where you can drop in well-qualified and trained senior sources in your target countries, focused on your target verticals and quickly develop qualified opportunities. Think of us as the SEAL Team Six of sales.

**Hans Peter:**
Okay, so what is the profile of your typical client?

**Rick Pizzoli:**
If they’re coming from the U.S., they typically have $2 to $50 million in revenue and maybe the same in funding. If the client is European expanding from one market to the next, probably a bit less. If it’s a start up that’s founded in Finland, for example, and they want to expand to Sweden or the UK, maybe a million dollars in revenue and their home market is enough. They need as well to be established in their home market, established processes, happy clients, a differentiated product, and well organized team and game plan to expand.

They need to be open to new ways of doing business and having the philosophy of “I’m going to do things different to beat my competition to market and not just follow the normal approach.” They need to have a product that can be sold or that needs to be sold. So that’s typically a product that is more than $10,000 a year if it’s a service. Or if its hardware that needs to be sold via channels, so we do a lot of channel work. Assigning a channel is easy but really engaging and enabling channel is a lot of work. So what probably is less of a fit, are consumer applications that can be sold off the web or just lower cost items that can be sold off the web.

**Hans Peter:**
So how does the business model work? How do you charge for your services?

**Rick Pizzoli:** We spend time understanding our clients business. So that can be a couple of calls of really digging deep, understanding their target countries, their target verticals, the positioning of the product, and then we spend time qualifying the right resources on our team to represent the client in the market. Then we present a team to the client. We have another series of calls, and if there’s a good fit, we agree on objectives in terms, and the client then on-boards that team. They become an automatic extension of the client’s team, completely transparent to the outside market.
The fees are based on a monthly fee and a commission. We try to keep that as simple as possible. So there’s no recruitment, there’s no office costs, there’s no incorporating. No additional cost, just a fixed operating costs, and a commission on sales.

**Hans Peter:** Do you carry the business cards of your clients?

**Rick Pizzoli:**
Correct, we were completely transparent. So we use the business cards, emails, the agreements. So for the market, we’re an extension of the client’s team immediately active in these new markets.

**Hans Peter:**
Let’s imagine that we have a technology company. They’re out of the startup stage and generating revenue with their current sales and marketing operation in their domestic market. And now it’s time to scale the business and grow and they basically have two options.

Option one is that they simply hire more people and they open new offices in the new markets.

Option two is to engage with an international revenue as a service provider just like you. So what is really the difference between those two scenarios?

**Rick Pizzoli:**
The difference in the option one, the traditional approach, is first you need to get budget. So it’s probably $1 million to open up a new region like Europe just to begin with. So that can take one to two months to get that budget approved. Then you need to find a recruitment company to start building the team. That could be another two months and distraction from your home business, flights back and forth.

That recruitment company is going to pull typically random CVs off LinkedIn or off the internet to make a short list of employees. Then there’s another couple months of interviewing short list, selecting the person, they need to leave their current job. Then you need to do an office search, office setup, payroll, incorporating, legal, tax. That’s six to 12 months of lost time and revenue where you’ve lost focus on your home market. You’ve lost focus on the new market, on revenue, because you spent your whole time building this team that you hope is that right team and, you hope, is the right market.

And guess what? Maybe you’ve landed in London and you’re too early or you too late. You’ve built this establishment that’s very difficult to move and very expensive to move, and if you have to close it because it’s wrong, it’s also a black eye in the market and it’s hard to come back later. Whereas if you engage with a revenue-as-a-service company, first you have the first couple of calls with the company to really share your strategy, they source a team for you, that’s part of their team, you interview the team immediately, typically with one or two weeks. If there is a fit, you agree on objectives, agree on the terms, on board the team, bring them to your home market, train them for a few days, you review sales strategies, targets, objectives, etc. And you engage the market. In that entire process can take three to four weeks.

**Hans Peter:**
But I’m a little curious here, I suppose that your people are busy. How can you make resources available in such a short time frame?

**Rick Pizzoli:**
In our business, we have about 60 or 70 resources that are engaged with clients today. We have another probably the same 60 to 70 people that we’ve interviewed, that we’ve liked, that we’ve worked with before, that are basically in the bullpen. Maybe they’re half time working with somebody else, maybe their full time on another assignment that’s about to end. So we have a bullpen of very strong people on a per country basis. So in each country, in Spain, for Italy, or UK, or Germany, maybe we have eight, ten people active. And that team has another ten, 20 people that they know that are available or going on jobs, going off jobs.
So these are personal relationships, people that we worked with before, and people that we can bring to the table very quickly.

**Hans Peter:**
Working with the service provider like you requires some level of competence and skills on the client side I presume?

**Rick Pizzoli:**
Yes.

**Hans Peter:**
What is required for working successfully with somebody like you?

**Rick Pizzoli:**
The whole picture needs to be there, right. They need to have a solid product that’s differentiated; they need to have a strong sales team, and founders that understand the whole process. They need to have made the evolution from founders doing the sales to being a professional sales team. So that’s a big step. The product needs to have the evolution from being a highly customized for each client to a real product, where there’s product releases and documentation around the product. Marketing needs to evolve from just technical marketing to value based marketing and not fluff, but really what’s the business justification for these products. Support needs to be there, operations need to be there, and very important is funding.
It takes time and money to open up a new market. If you want to deliver $1 million in a new market, you need to invest a quarter million dollars up front to get there. So we can deliver 300% ROI, but there’s an investment up front to get that revenue.

**Hans Peter:**
Finding competent and skilled marketing and sales people is extremely difficult for everybody. How do you tackle this challenge better than your clients?

**Rick Pizzoli:**
Well, like I mentioned earlier, it’s because we live and breathe this business. We know the hitters in each market. So the verticals we focus on are Telco, Enterprise SaaS, and Channel. Channel being either business hardware or consumer electronics hardware. And so the people that do those sales in London, or Paris, or Madrid, we know them all. We know the guys that are very strong. We know the guys that are not so strong. If somebody wants to develop Telefonica in Spain, we know the top two to three salespeople that really know that organization up and down, and we can bring them to the client sales team immediately when they’re ready to go.

**Hans Peter:**
I assume that you see a growing market for revenue generation as a service?

**Rick Pizzoli:**
Yes, I believe so.

**Hans Peter:**
Why is that, and how do you expect this market to develop?

**Rick Pizzoli:**
Well, we’ve seen an explosion of software as a service. Nobody installs enterprise software any more. We’ve seen an explosion in human resources as a service. We see this is a combination of the two, and it’s growing quickly. You wouldn’t manufacture your own products today. You leave it to an expert.

Why, if you’re an expert in building technology and selling it in San Francisco, why do you believe that you’re an expert all of a sudden opening up a new office in London because that’s the right spot? Leave it to experts in the market. Find the revenue, close the revenue, and then build the organization around the revenue. Don’t build an organization and expect revenue will come.

**Hans Peter:**
It sounds to me like opening new markets is a sweet spot for you. But how long should your clients keep on using resources like you? Is there an expiry date for you or is this something that could go on forever?

**Rick Pizzoli:**
It may continue for the medium to long term, as long as the team is delivering and the business model works for the client, so the ROI is there. You can keep expanding in this scenario. Employment laws in the U.S. are very flexible, employment laws in Europe are very inflexible. The market was not built for technology, it was built for heavy industry. And so you can work with contractors. Legally, it’s exactly the same as a normal employee, full time, fully dedicated, and grow and expand as you need. Focus them on certain verticals and maybe, as a technology company, you get bought by a Cisco or Google, most cases these companies don’t want all these employees. They want the technology.

And so as a younger company, you’re actually more valuable to a company who might take you on without the big burden of a European team. So we have clients who we’ve been with for many years and we just continue to grow with them on the service basis.

**Hans Peter:**
What are the most common misconceptions that potential clients have when it comes to asking help from somebody like you?

**Rick Pizzoli:**
First, we can’t work in a vacuum. We need active engagements from our clients. You just don’t find team like ours and expect them to sell. You need to do road shows; you need to be involved in the sales process. Another misconception is people think that they lose control. They think we as a service company in Europe kind of like this development team in India. It’s outsourced out there someplace. When actual fact, I believe the clients have more control because it’s a service that is integrated into the client’s team, and it’s very easy for the client to turn this up or turn this down, where is if you have an employee, you spend a lot of money bringing this person on, and it’s very expensive to get rid of them. So it’s a big step. Whereas a service that’s not a big step, you just turn it up and turn it down.

Another misconception is clients say, ” I want our team. I want my guys.” Well just because he’s an employee doesn’t mean he’s any more of your guy than if he’s a full-time service completely dedicated to you. He still your guy, he’s just under a different agreement.

And probably the last thing we see is people will say, “Well my product is too complex for this type of service.” We can source the best people in the business 100% dedicated to our clients. So they are just as capable of selling a complex solution as any other normal full-time employee would be.

**Hans Peter:**
What I hear you saying is that choosing a revenue generation as a service provider to bring into a new market is not so much a question about saving money, it’s about saving time. Maybe in the long run that could be converted into money, but it’s not the immediate saving that is the motivator. Is that right?

**Rick Pizzoli:**
Well, I think there’s upfront saving, because if you go to the traditional approach, you have all the recruitment fees, and offices, and flights. So that’s a big hit at the very beginning. But yes, it’s time, it’s beating the competition to market, its flexibility, it’s getting the right team, it’s a team and the right market, and the right verticals at the right time, and then expanding that. I mean we’ve had excellent clients that they first put a team in London, and guess what? They were selling, in this case, an OTT platform and all the big providers in the UK had already bought one. They got there too late. And so they were making flights around Europe, they could get meetings, but they couldn’t penetrate those tier one Telcos. They sign with us, we got them in all those tier one and tier two service providers and broadcasters. And within two years, they were bought by a major manufacturer.

**Hans Peter:**
Rick, let’s just imagine a client has been using you and that they’re very happy with that. But they come to a stage where they really want their own team. They want to employ their own team. How do you make that transition?

**Rick Pizzoli**:
We have two or three clients each year they come to a certain point, maybe it’s for political reasons, or their VCs that say, you know what? We want to go through the transition of having this service is these new markets converted to employees. And we’re absolutely open to that. They can recruit the people on our team, so they would pay normal recruitment fee, and they bring our people on, and they become employees. And at the same time, we could also help backfill any other positions and do some recruiting as well. We don’t position ourselves as a recruiting company, but since we’re there, we’re engaged in the market, we know their space, we know the people in the market, and we can help facilitate that transition process.

**Hans Peter**:
Okay, so if that’s what the client wants, and if that’s what your people working for the client, if they want that too, you will facilitate that process.

**Rick Pizzoli:**
Absolutely, it happened as I said two or three times a year. And those have all been good transitions and the companies have continued to grow from that point.

**Hans Peter:**
Thank you very much for your time, Rick. I’m sure that those watching have learned something new, and have learned something about this alternative to hiring your own staff, and opening your own offices.

You can find more about Rick and his business on his website obviously, and I have listed his contact details after these closing remarks. I’m Hans Peter Bech. Thank you for watching, and please visit our website for more free resources on how to grow faster than the market, faster than your competitors, and make it to global market leadership, because that’s the only comfortable position in this industry.

[![Sales Force Europe](http://tbkconsult.com/wp-content/uploads/2016/03/Sales-Force-Europe-1024x576.png)](http://tbkconsult.com/wp-content/uploads/2016/03/Sales-Force-Europe.png) www.salesforceeurope.com

**Categories:** Blog, Business development, Marketing, Uncategorized

**Tags:** biznes, international business, revenue generation

---

### [Channel Partner Recruitment from Early Stage to Late Stage](https://hpbech.com/channel-partner-recruitment-from-early-stage-to-late-stage/)

**Published:** May 3, 2019
**Author:** Hans Peter Bech

**Content:**

> In the video, I discuss the process for channel partner recruitment from early stage to late stage.

This is the first video in the “Building Successful Partner Channels” series of five videos that TBK Consult have made for the [Microsoft Smart Partner Marketing](http://smartpartnermarketing.microsoft.com) portal.

*Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a depressing and constant struggle.*

I am Hans Peter Bech and in this video I will discuss the process for channel partner recruitment from early stage to late stage.

The process required for recruiting channel partners is very similar to the process for recruiting to key positions in our company. First we develop an ideal profile of what we want and then we go looking for candidates. With a long list of potential candidates, we undertake interviews to shortlist the most appropriate, which we then invite to the final selection event. By the end of the process we negotiate the terms and conditions and sign the agreement.

[![Partner-Recruitment-Process3](http://tbkconsult.com/wp-content/uploads/2016/03/Partner-Recruitment-Process3.jpg)](http://tbkconsult.com/wp-content/uploads/2016/03/Partner-Recruitment-Process3.jpg)

The challenges associated with early stage channel partner recruitment are also identical to the challenges associated with finding talent for our company. Established brands get a solid stream of unsolicited applications while unknown brand names won’t get any. Established brands get tons of applications when advertising, unknown brand names get very few applications, and most often none at all.

If we are in the early mode channel development stage, chances are that we have no other option than getting out there and “headhunting” our new channel partners.

The biggest challenge with headhunting is *not* finding the potential candidates, but convincing them to become *active* candidates for the positions we have open. This explains why we have to go through the process of defining partner value propositions, developing partner programs and identify the ideal partner profile *before* we are ready to embark on the channel partner recruitment endeavor. Spelling out the value for the potential partner is much more important when we have no solid track record to show off.

So unless potential channel partners are knocking on our door, then we must identify them, initiate the contact and start the process of convincing them to invest in a business relationship with us.

Initially we don’t want channel partners that are poor performers and we don’t want partners that may hurt our reputation. So even though we are desperate for getting new partners on board we must be very cautious. Invest in a management workshop with each partner reviewing the business model, the partner program, the investments required and the long term opportunities offered. When both parties agree on a joint action plan then we can sign the Business Partner Agreement.

[![Recruitment recommendation](http://tbkconsult.com/wp-content/uploads/2016/03/Recruitment-recommendation.png)](http://tbkconsult.com/wp-content/uploads/2016/03/Recruitment-recommendation.png)

As we move into the growth mode, we can change our objectives and simplify the recruitment process considerably. We will still maintain and most likely further diversify the threshold criteria for becoming a channel partner, but as long as newcomers meet these criteria we will sign them up without the elaborate process of interviews, assessment centers and executive workshops.

Time will then show which of the new channel partners have growth potential and we can then allocate more resources to support them. As we increase our market penetration capacity and our market share the stream of unsolicited inbound inquiries from potential channel partners will also increase and we can refocus our outbound recruitment efforts on filling out those areas in the market where we still have too little coverage.

First published on [www.tbkconsult.com](http://tbkconsult.com/channel-partner-recruitment-from-early-stage-to-late-stage/)

**Categories:** Blog, Business development, Strategy

**Tags:** biznes, business development

---

### [Reaching the 30,000 connections limit on LinkedIn - now what?](https://hpbech.com/reaching-the-30000-connections-limit-on-linkedin-now-what/)

**Published:** January 20, 2020
**Author:** Hans Peter Bech

**Content:**

---

> *In this article, I answer these three questions: How did I reach 30,000 connections on LinkedIn, why does it make sense to have so many connections, and what will I do now?*

---

I reached the 30,000 connections limit on LinkedIn in December 2019, which means that I cannot accept any further invitations. People can still follow me, but I cannot accept or submit any new requests unless I remove some of the current ones.

 ![](https://www.hpbech.com/wp-content/uploads/LinkedIn-26-01-2020-1024x358.png)How did I reach 30,000 connections, why does it make sense to have so many connections and what will I do now?

## How did I reach 30,000 connections?

Being a little cocky, I can say that I reached 30,000 connections by declining more than half a million invitations. However, some of them connected on my initiative. My guestimate is that of the 30,000, I account for ten per cent, and ninety per cent came unsolicited.

I am not and was never a LION (LinkedIn Open Networker). Like [Melonie Dodaro](https://www.linkedin.com/in/meloniedodaro/) I even stay clear of connecting with them.

 [![](https://www.hpbech.com/wp-content/LinkedIn-Open-Networkers-1024x614.jpg)](https://topdogsocialmedia.com/why-i-dont-connect-with-lions-on-linkedin/) From a post by Melonie Dodaro All invitations got carefully reviewed and only accepted if I considered that the person matched the demographic characteristics of my target audience AND was active on LinkedIn (check [this post for a definition of my target audience](https://www.hpbech.com/what-i-learned-from-writing-over-200-articles-on-linkedin/)).

My objective was never to have 30,000 connections. LinkedIn sets that limit. I aimed to connect with my potential readers first and then with people who could also benefit from reading, watching or listening to the material that I produce. If they found value, then I hoped some of them would share it with their network, helping the messages get propagated. Such a marketing strategy requires a vast network. The more connections I have within my target audience, the better. However, followers are equally important. The only difference is that I can’t send PMs to followers, which I need to now and then.

## Why have 30,000 connections?

I am an author. I write books about business development, marketing and sales in the software industry. There are around 4.5 million people on LinkedIn that match the demographic criteria of my target audience. I would have no reservations connecting with those that can get value from the material I produce. If my readers prefer to connect rather than follow, then why should I resist? LinkedIn sets the limits, not me.

The limit on connections is 30,000 while there are no limits on followers.

## What will I do now?

It’s probably no surprise that my readers and potential readers have priority over those that do not read business books. I know that some of my connections that match the demographic criteria of my target audience do not read books. Some have little activity, too, which means that our mutual connection has little value for both of us.

 ![](https://www.hpbech.com/wp-content/LinkedIn-remove-connections-2.png)To make room for new readers, I will try to identify the non-readers and the inactive and then remove them as connections. I am not initiating a massive purging activity but will remove 5-10 connections a day to make room for additions. I am not sure how I will do it, but I have some ideas that I will test.

---

This article was first published on [LinkedIn Publishing](https://www.linkedin.com/pulse/reaching-30000-connections-limit-now-what-hans-peter-bech/) on December 25th, 2019.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, social media

---

### [Software Product Management Summit 2020](https://hpbech.com/software-product-management-summit-2020/)

**Published:** January 28, 2020
**Author:** Hans Peter Bech

**Excerpt:** The International Software Product Management Association (ISPMA) is an open non-profit association of experts, companies, and research institutes with the goal to foster software product management excellence across industries.

**Content:**

---

> *The International Software Product Management Association ([ISPMA](https://ispma.org)) is an open non-profit association of experts, companies, and research institutes with the goal to foster software product management excellence across industries.*

---

On March 24th and 25th, 2020, the ISPMA will hold its annual [European Software Product Management Summit](https://spmsummit.org) in Frankfurt, Germany.

On Wednesday, March 25th at 11:25 am I will give a presentation entitled [Challenges Associated with International Expansion](https://spmsummit.org/speakers/2020/3/24/hans-peter-bech).

 ![](https://www.hpbech.com/wp-content/uploads/Global-planning-300x300.png) 

Based on my upcoming book *[Going Global on a Shoestring](https://www.hpbech.com/books/going-global-on-a-shoestring/)*, I will discuss the product challenges that software companies face as they cross borders. I will present and discuss different approaches to managing localization and supporting country-specific requirements.

In my presentation, I will give examples of how different companies approach the task and summarize the parameters on which the choice of new markets can be based.

In the lecture, there will also be a new angle where I show research indicating that innovative products are being disseminated at varying speeds in different countries.

Why would that be?

 https://youtu.be/BqFMcTK6rP0

 The conference will be held at the Hotel NH Collection Frankfurt City, located in the middle of the city.

---

This announcement was first made on the [TBK Consult blog](https://tbkconsult.com/software-product-management-summit-2020/).

**Categories:** Blog, Business development, Strategy

**Tags:** business development, fixion_en

---

### [The four main jobs in the creation of a bestselling book](https://hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)

**Published:** January 26, 2022
**Author:** Hans Peter Bech

**Excerpt:** Being an indie publisher does not mean that you can skip any part of the process. It just means that you yourself have to organise, finance and manage all the activities that a traditional publisher would take your book through.

**Content:**



---

> *Being an indie publisher does not mean that you can skip any part of the process. It just means that you have to organise, finance and manage all the activities that a traditional publisher would take your book through.*

---

[In the previous article](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/), I explained why I chose to self-publish. If you want more details about how I came to prefer this approach, you can read Andreas Ramo’s book *[How to Write a Book!: To Get More Opportunities and Improve Your Career](https://www.amazon.com/gp/product/B00MOYSUNY)*. I followed his method.

Before you read any further, allow me to clarify what motivated me to write a book in the first place.

It was [Alan Weiss](https://www.linkedin.com/in/alanweissphd/) who convinced me that writing a business book would be good for my consulting ‘shop’. A book is the ultimate proof and confirmation of your competence. You stand out from the crowd as he or she who wrote the book.

 [![](https://www.hpbech.com/wp-content/uploads/Automation-300x204.png)](https://www.hpbech.com/wp-content/uploads/Automation.png) 

My consulting business was healthy, but I wanted to take it in a different direction. I didn’t want to travel so much anymore. I wanted fewer long-term commitments, and I wanted to stay out of operations. I primarily wanted to deliver keynotes, facilitate workshops, and stay clear of operational implementation or other activities where there was a tradition of being paid by the hour. I was convinced that a book could support the transformation.

Financially, the reorientation of the shop should ensure that I could maintain the same level of earnings with an effort of significantly fewer hours. That way, I would have time to write more, which in turn could reinforce my brand.

With the book primarily a supporting platform for my consulting activity, I could not see the purpose of investing time hunting for a traditional publisher.

## The four main jobs

When I started writing the book, which became a bestseller surprisingly quickly, I had already published two, smaller books.

*[The Strategic Planning and Budgeting Guidelines for Independent Software Vendors](https://tbkconsult.com/product/ebook-strategic-planning-and-budgeting-for-software-vendors/)* was a small 56-page e-book that I published in March 2012. The book was a compilation of a series of articles that I had written for my blog. The book got its own ISBN, but I only made it available on my website where interested parties could download it as a free PDF file. It achieved several thousand downloads in the first year.

 [![](https://www.hpbech.com/wp-content/uploads/TBK_book_002_3dcover-260x300.png)](https://www.hpbech.com/wp-content/uploads/TBK_book_002_3dcover.png) 

*[Management Consulting Essentials](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK?)*, published in February 2013, was also a compilation of a number of articles. Since it was not written for the target audience for my consulting activities, I chose to have it distributed as an e-book via Kindle Direct Publishing (KDP) only.

The publication of the two books taught me that there are four main jobs in the creation of a book. While writing the draft of these books, I had first called them “the four phases”, but as this could indicate a chronological order, I chose the term “main jobs” instead.

Here they come:

- Idea and manuscript
- Production
- Marketing
- Distribution
 
Before I explain how you can ensure that the book becomes relevant and good, take another look at the four main jobs. If they are given equal weight, then the writing of the manuscript is only a quarter of the work. Three quarters is everything else. Measured in time, it is probably closer to fifty-fifty. You spend half the time writing the book and the other half on production, marketing and distribution.

## Idea and manuscript

 [![](https://www.hpbech.com/wp-content/uploads/Angels-and-Demons-193x300-1.jpg)](https://www.hpbech.com/wp-content/uploads/Angels-and-Demons-193x300-1.jpg) 

Only celebrities and renowned authors can write bad books and still achieve bestseller status. As a niche author, it requires a large publisher with deep pockets to push a bad book to the top of the bestseller lists. It’s not impossible, but it is expensive. So that combination is extremely rare. The rule of thumb for the debutant and the unknown author is, therefore, that to achieve bestseller status the book must be relevant and good.

What characterizes a good book?

It is a book that many readers find so valuable that they recommend it, give it a positive rating and write a short review.

But you can only know that when the book has been published. How can you, in the process of creation, ensure that it ends up being good?

## A business book is a product – not a work of art

I prefer to use the term *creation* for all the activities required to get from idea to published book. Because there are many more activities in the process than just writing.

 [![](https://www.hpbech.com/wp-content/uploads/Engineers-300x288.png)](https://www.hpbech.com/wp-content/uploads/Engineers.png) 

In many ways, creating a new business book is like starting a company. It requires an idea for how to solve a specific problem that some well-defined customers (readers) find both important and urgent. Business people are prepared to spend money on solving problems. They spend the money on the urgent problems first and they go for the fastest solutions representing the lowest risk.

My sense for what are urgent and important business issues is well developed. From my many years as an operational salesperson, business developer, manager and consultant, I know of a wide range of topics that are always critical and urgent across all companies. Many of the issues (such as marketing, sales, customer management, innovation, recruitment, people management and organisation) are covered in other books, but the challenges associated with establishing and expanding reseller channels were in 2014 – and still are – quite untouched.

Where many authors choose topics that target as many readers as possible, I decided to go the opposite way. The narrower the subject, the more relevant the book will appear to the reader when she has to make her purchasing decision. It was the same market segmentation I successfully used in my consulting business. Why not apply it with the book?

The subtitle of the book is *Channel Development & Management in the Software Industry*.

Had I chosen to write in general on the subject regardless of industry, the target audience would have been over 80 million potential readers. Now I narrowed the topic down to specifically dealing with the software industry. With this, the target group dropped to five million potential readers, but at the same time, the relevance increased significantly. In many of the reviews, precisely the industry-specific angle is highlighted as a strength of the book.

## You cannot make a quality product alone

 [![](https://www.hpbech.com/wp-content/uploads/06_agenda-250x300.png)](https://www.hpbech.com/wp-content/uploads/06_agenda.png) 

Being an indie publisher does not mean that you can skip any part of the process. It just means that you yourself have to organise, finance and manage all the activities that a traditional publisher would take your book through.

A publisher will challenge your idea, she will comment and critique your drafts, she will edit your revised drafts, she will proofread your finished manuscript and so on (I will get around to all the details in later posts). When you are your own publisher, you have to organise similar activities yourself, and you cannot perform them all yourself. You cannot challenge your own ideas, criticise your own drafts, revise your own texts, perform proofreading, design the cover, and so on.

You cannot make a quality product alone.

It is a common misconception that as a self-publisher you have to carry out all stages of the process yourself. You can choose to do that, but, as indicated, something good rarely comes of it.

## Content and linguistic format

I have chosen to divide the writing of my books (job number one) into two main tasks:

- Ensuring the content’s relevance and professional level
- Ensuring the linguistic quality
 
The first task is supported by an external editorial committee. To solve the second task, I use software and I pay a copy editor and proofreader to help me.

### The editorial committee

It was Andreas Ramos who gave me the idea for an editorial committee.

 [![](https://www.hpbech.com/wp-content/uploads/Formal_Board_meeting-small-300x238.png)](https://www.hpbech.com/wp-content/uploads/Formal_Board_meeting-small.png) 

You find and invite a number of subject matter experts to review and comment on your drafts. You ask them to specifically comment on the content and ignore the linguistics. Participation in the editorial committee is without remuneration, but those who actively contribute will be acknowledged in the book. They will all receive a free copy.

An editorial committee should have about 30 people who are operationally active with the subject either at the management level or as an advisor. A large number is needed because in reality only 10-15 per cent succeed in reading and commenting on what you submit. Throughout the creation process, about five to six of the subject editors will have contributed useful comments. It is also sufficient to increase the quality of the book significantly. It is my experience with feedback that when the number exceeds five, then the amount of repetitions grows correspondingly. Five to six commented feedbacks are ideal.

I find the members for the editorial committee within my personal and my LinkedIn network and I am not particularly fussy about checking their editorial qualifications before signing them up. I do not hire them, nor am I obliged to use their comments. Nevertheless, I have received elaborate and highly relevant comments from many of my subject editors.

The method works.

*Anecdote: I had an executive from a large multinational company on the editorial committee for Building Successful Partner Channels. The person contributed very comprehensive and highly relevant comments to all parts of the manuscript. When I wanted to acknowledge her contribution, her company’s legal department objected. They believed that such an acknowledgement could be interpreted as an endorsement and that was again their policies. I felt a little sorry for my extremely productive and valuable editor. Oddly enough, the very same company engaged me to make a series of videos with topics from the book. Videos that they used in their own marketing. In each video, there was a reference to the book. Of course, it was my subject editor who stood behind the initiative.*

### The book summary

 [![](https://www.hpbech.com/wp-content/uploads/Book-summary-213x300-1.png)](https://www.hpbech.com/wp-content/uploads/Book-summary-213x300-1.png) 

Once I have my idea reasonably nailed, and before contacting potential members of the editorial committee, I develop the book’s tentative title and ask my graphic designer to make a few draft covers. Next, I write a five-page summary of the book. You can download the summary of my latest book *[Going Global on a Shoestring](https://www.hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf)* by clicking on the link.

I got the idea for the summary from an American book agent, with whom I had correspondence at one point.

First of all, it’s a great way to clarify your idea. You are forced to consider how to describe the product that readers should consider when making their purchasing decision. It is also beneficial to clarify how you intend to reach your potential readers. Finally, the book summary makes it much easier for the potential members of the editorial committee to qualify my invitation.

Although none of my books has ended up exactly at the place that the first summary described, it helps outsiders relate to it.

That is important!

Most people who are busy with their own chores can only understand an idea if it is concrete and tangible. The summary with a picture of the cover is a fine physical manifestation of a book that has not yet been written. It is also comprehensive enough to illustrate the seriousness of the project.

With the book summary in place, I can now begin the recruitment of the editorial committee.

During the project, I update the summary with the changes I decide to make. On the day the book is published, there is a full alignment between the summary and the product. The marketing of the book is largely based on the text snippets in the summary.

Let me emphasize again that there can be a very long way from the first idea to the final edition. Even a textbook on a specific topic can be cut in many different ways.

### Scrivener

 [![](https://www.hpbech.com/wp-content/uploads/Scrivener-300x300-1.jpg)](https://www.hpbech.com/wp-content/uploads/Scrivener-300x300-1.jpg) 

Working on the first two books taught me that Microsoft Word isn’t designed for book writing. I researched a bit and came across Scrivener from [Literature&Latte](https://www.literatureandlatte.com).

I have written four books with Scrivener so far and I am hooked.

It is a very nerdy product with a steep and long learning curve, but once you master the beast, your productivity increases significantly.

You can read more about Scrivener on Literatures&Latte’s [website](https://www.literatureandlatte.com/scrivener/overview). There is now a very large community that produces videos and articles about the product’s use.

I have chosen to handle text in Scrivener alone. All other types of media (pictures, interviews and illustrations) are in other directories to which I have references in Scrivener. This means that if you change the folder structure during creation, the references will disappear. So do not do that.

A huge advantage of Scrivener is that you can export your manuscript to (m)any other format. The editorial board typically prefer the Word format. The copy editor and proofreader prefer Apple Pages. All corrections are then applied back into the Scrivener version.

When the manuscript is completely finished, I export to the .mobi and .epub formats, which means that they can be uploaded directly to KDP and other digital portals.

I leave the setup of the printed book to my graphic designer in Tallinn. She uses Adobe InDesign and returns PDF files. Of course, we have errors in that process as well, and we handle them in PDF format. I correct errors that come from the manuscript in Scrivener, from where, within a few minutes, I can compile a new digital version.

When we are ready with the PDF version, my graphic designer produces the formats to be used by KDP, IngramSpark and the local print shop.

---

[In the following article](https://www.hpbech.com/international-bestsellers-idea-and-creation/), I will go into further detail about the creation of the book.

---

The article is [translated from Danish](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/).

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** bestseller, fixion_en

---

### [International bestsellers - idea and creation](https://hpbech.com/international-bestsellers-idea-and-creation/)

**Published:** April 5, 2022
**Author:** Hans Peter Bech

**Excerpt:** This is the third article in the series on how I make international bestsellers.

**Content:**



This is the third article in the series on how I write international bestsellers.

---

Article 1: [How to make an interna](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/)[tional bestseller](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/) 
Article 2: [The four main jobs in producing a bestseller](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/) 
Article 4: [Production](https://www.hpbech.com/international-bestsellers-production/)

---

Allow me to reemphasise that my articles describe **how I do it**. I do not claim that my approach will work for you, but I hope it may serve as a source of inspiration.

My profession is not to help others to write books; I only have experience writing my own. There are books and courses on the subject if you need help with ideas and creation, just as several freelancers offer individual coaching.

As I mentioned in the previous article, my books are about [revenue generation challenges in small and medium-sized software companies](https://tbkconsult.com).

 [![](https://www.hpbech.com/wp-content/uploads/author-female-300x286-1.png)](https://www.hpbech.com/wp-content/uploads/author-female-300x286-1.png) 

The subject field is even narrower because I only write about the B2B (business to business) area and then exclusively about the so-called single-sided business models, where companies sell a product for which the customer pays a price. Furthermore, unlike virtually all other business books on these subjects, my books include the international dimension.

My books are relevant if you are active in business development, marketing, sales, customer success, and management within the mentioned areas in a small or medium B2B software company. You may not read books (they are available in audio also), or you may disagree with my recommendations, but my target audience cannot claim that they are irrelevant.

 [![](https://www.hpbech.com/wp-content/uploads/7-steps-simple-300x300.jpg)](https://www.hpbech.com/wp-content/uploads/7-steps-simple.jpg) The 7 step management consulting process  

When I categorise my books as belonging to the how-to genre, it is not because I claim that you can become successful by following a method. On the contrary, I repeatedly emphasise that such a method does not exist. My books also differ from virtually every other business book that either claims or strongly suggests that they explain the path to success. With that in mind, I may disappoint those readers searching for *the* METHOD. In return, I get positive feedback from readers who appreciate my position: *What works for me may not work for you, and what does not work for me, may work well for you.*

Therefore, my books are collections of ideas with examples of how to design scalable and profitable revenue generation processes and how to expand them internationally. I use many examples of what has worked and what has not worked for me and others.

## Research

 [![](https://www.hpbech.com/wp-content/uploads/FIND_icon-248x300.png)](https://www.hpbech.com/wp-content/uploads/FIND_icon.png) 

Research is a crucial part of creating a book. It takes place on three levels:

- Reading other books on the same subject (if they exist)
- Reading articles on the same topic
- Interviews
 
### Reading books

I read about [50 books a year](https://www.goodreads.com/hanspeterbech), most of which are non-fiction. I don’t finish them all. If I find them irrelevant and unengaging, I’ll put them aside. If I publish a book every second year, I get to read about 100 books. There are not that many on the topics I write about, so I also read other types of textbooks. I have heard from other authors that they also read many books, so perhaps one can conclude that this is probably a typical pattern: Authors read many books.

I do not know whether you should read a hundred times more than you write, but it is probably a fair guess.

Sometimes I get so excited about a book that I review it. However, reviewing other people’s books is also part of my marketing efforts. If you think this sounds weird, you should read this article.

### Reading articles

Thousands of articles are written and published every day on almost every subject. You find them by searching the web. However, you get tons of junk when searching. Therefore, familiarizing yourself with using advanced tools on the search engines you prefer pays off. In between, you find something that adds new angles to your topics. Remember to make a reference when you use other people’s content. Also, when you quote from another publication. It is the correct behaviour, and you may even win a supporter.

When I wrote *[5,460 Miles from Silicon Valley](https://www.goodreads.com/hanspeterbech)*, I spent several weeks reading magazines and newspaper articles at the Royal Library. That type of research is enormously time-consuming but necessary if you need to document the past. From around 1992 onwards, most of what is published are archived on InfoMedia, a database you will come to love if you write recent Danish-based biographies. Other countries may have similar electronic archives.

If you are a newbie, the internet is also your primary source of information on all the elements of the publishing process. It takes time to sort through the content and find what’s relevant, but becoming a black belt search-master on the internet pays off in the long run.

### Interviews

 [![](https://www.hpbech.com/wp-content/uploads/Overqualified-1-300x171-1.jpg)](https://www.hpbech.com/wp-content/uploads/Overqualified-1-300x171-1.jpg) 

Two of my books use interviews as sources. The Silicon Valley book, a business biography, is based on over 100 interviews. For *[Going Global on a Shoestring](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)*, I did about fifty. I cannot run an interview and take notes at the same. Therefore, I record them, allowing me to listen later.

Most interviews take place by phone or web conference, which I prefer. For the Silicon Valley book, most sources were in Denmark, but still, it is far too time-consuming if you must conduct the conversations face-to-face. If your book has one or more protagonists, face-to-face interviews are required.

I only conducted a few face-to-face interviews for *Going Global on a Shoestring* because most sources were abroad.

Most people enjoy being interviewed, but they are seldom well-prepared despite being briefed. Therefore, you may have to interview some of the sources several times and have subsequent email correspondence.

It requires a unique technique to interview, and if you have not tried it before, you should probably read a few books on the subject.

Be aware that there are four to five hours of work for each interview hour, including considerable preparation.

I allow the interviewees to review what I write and ask them to approve direct quotes. In between, that leads to heated discussions. It happens when I include information from several sources, and they don’t correspond.

## Complete your research before writing

Unless I am writing biographies, where interviews are the primary source, then I will finish my research before I start writing. Of course, there may be a need to check up on something, but to have the big picture fresh in mind, the writing process must not be protracted.

 [![](https://www.hpbech.com/wp-content/uploads/Hans-Peter-Bech-300x238.jpeg)](https://www.hpbech.com/wp-content/uploads/Hans-Peter-Bech.jpeg) Römer’s Coffee House in Hillerød is my regular café  

I need long, continuous pockets of time for writing the first drafts. I cannot write ten minutes here and twenty minutes there. The best is when I have all day to do nothing but write, only interrupted by breaks for exercise and meals. To me, it’s like getting into a trance – a state of mind where ideas flow down through my fingers and into the computer.

On the other hand, I can write anywhere, and it does not bother me that there is noise. I love writing in cafés where there is the buzz of life around me.

## The editorial committee gets activated

 [![](https://www.hpbech.com/wp-content/uploads/Formal_Board_meeting-small.png)](https://www.hpbech.com/wp-content/uploads/Formal_Board_meeting-small.png) 

It may take several months from when the editorial committee provides feedback on the summary until the first drafts of chapters are ready for review. It’s a weakness of my process. But since I also do other things in between, it cannot be any different. However, once the writing starts, it proceeds swiftly.
I do not write the contents of my books in the order that the table of contents suggests. In fact, there is not really any fixed sequence of when I write which sections and chapters. It all depends on inspiration and motivation. As the drafts get completed, they are submitted to the members of the editorial committee, who typically have two weeks to respond.

Although I clearly emphasise that I do not expect the editorial committee members to edit my grammar, some cannot help it. Of course, I appreciate that. Often there are good suggestions for improvements on that front as well.

Not all comments from the editorial committee impact the content of the book. Occasionally we have discussions where there are several iterations on a topic. However, it is exclusively my decision what makes it to the book. I also do not inform contributors about what I have changed. They usually must wait and see for the book to be published.

In *Going Global on a Shoestring*, I had specially selected subject-matter editors for individual chapters. It is probably a method I will use more in the future. It is a minor job for the editor when they only need to contribute to a single chapter or two. This way, I can more easily get core competencies engaged.
I did not use an editorial committee for the book *From Damgaard to Microsoft*. Instead, I hired a professional editor. Depending on the nature of the topic, that can be a good solution.

## Copy editing

Although I have been using English almost daily for more than 50 years, it is still not my native language. And even if it was, there is always a need for quality checks.

The first check is done using the [Grammarly](https://www.grammarly.com/) app. It catches most errors, draws my attention to passive language and wordy sentences, and suggests synonyms for frequently used words and phrases. I do not always agree with Grammarly, but I follow it in 9 out of 10 suggestions.

You can either import the text into Grammarly or use the new add-in for Microsoft Word (for both Windows and Apple).

The second check is by my proofreader and copy editor, Emma Crabtree. She corrects mistakes, draws my attention to incomprehensible language, and is the one who has the final say on punctuation.
Lastly, I read the final manuscript three to four times before moving on to pagination and layout.

## How many pages?

A book is a publication of at least fifty pages with 300 – 400 words per page. My rule of thumb is that my books should be about 250 pages of 400 words, including illustrations. Only one of the books has made the target. The first two were shorter, and the last three are 390 pages and more.

Unless you are Seth Godin or are writing books about existential issues (such as *Who moved my Cheese* – 96 pages in a small format – and *The One Minute Manager* – 112 pages in a small format), many potential readers will disqualify a book that is only 100 pages long.

For a non-fiction textbook, 250 pages is the correct size.

Let me stress that there are no benefits to writing more pages than necessary; neither for the reader nor the author. You should, of course, write the number of pages needed to cover the topic. But that says nothing. Thomas Piketty’s books are as thick as bricks and yet worth reading (you can choose to skip or skim the academic evidence). Other books can be short, irrelevant, and even painful to read. None mentioned and none forgotten.

The number of pages has a significant impact on your book project’s production and economy, to which I will return in a later post.

In the [next post](https://www.hpbech.com/international-bestsellers-production/), we will address the book’s production.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** bestseller, fixion_en, Publishing

---

### [International Bestsellers - Distribution](https://hpbech.com/international-bestsellers-distribution/)

**Published:** April 19, 2022
**Author:** Hans Peter Bech

**Excerpt:** This is the fourth article in a series describing how I produce international bestsellers. This time we will be discussing distribution.

**Content:**

> This is the fifth article in a series describing how I produce international bestsellers. This time we will be discussing distribution.

---

- Article 1: [How to make an international bestseller](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/)
- Article 2: [The four main activities in producing a bestseller ](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)
- Article 3: [Idea and creation](https://www.hpbech.com/international-bestsellers-idea-and-creation/)
- Article 4: [Production](https://www.hpbech.com/international-bestsellers-production/)
 
---

# Terminology

Let’s get the terminology right. I divide the full creative, writing, and publishing process – from start to finish – into four main activities:

- Idea and creation
- Production
- Distribution
- Marketing
 
As a self-publishing author, you are responsible for all the main activities. However, you can engage with freelancers to handle many of the subactivities, which I do to a large extent.

 [![](https://www.hpbech.com/wp-content/uploads/TBK_Publishing_logo2017-2-768x480-1.png)](https://www.hpbech.com/wp-content/uploads/TBK_Publishing_logo2017-2-768x480-1.png) 

When someone asks me if I publish my books on Amazon, then I must correct the misunderstanding. The publisher owns the rights to the book, and in my case, it is [TBK Publishing®](http://tbkconsult.com/publishing/), which is an activity that I own 100 per cent. TBK Publishing® is the publisher. Amazon is a bookstore (and distributor) and is not a publishing company. They offer a wide range of services that can make them look like a publisher, but they are not.

Over the recent twenty years, the term publishing has become somewhat vague. A publisher publishes books, but many authors experience that their publishers e.g., do not invest in marketing. In Denmark, it is not the publishers who distribute books. DBK, Dafolo, and Publizon are book distributors. In my opinion, my terminology with the four main activities is more comprehensive and precise than if we simply use the term *to publish*.

A good piece of advice for the self-publisher: Source the [ISBNs](https://selfpublishing.com/isbn-number-self-published-book/) for your books yourself. You can get them at your local ISBN office. Self-publishing platforms, such as KDP (Kindle Direct Publishing) can provide the ISBN, and that’s fine. But be careful with local platforms offer to provide ISBNs, many challenges can occur when you want to change distributor. At least make sure you only have one ISBN for each of your publications.

# Distribution

 [![](https://www.hpbech.com/wp-content/uploads/Damgaard-boghylde-1024x513.jpg)](https://www.hpbech.com/wp-content/uploads/Damgaard-boghylde.jpg)Distribution is the activity that ensures that the books can be ordered by and delivered to the bookstores and other retail channels that serve the readers. The bookstores can be physical stores like Bog & Idé in Denmark and Barnes & Noble in the USA, or it can be internet portals like Saxo, Tales, and Amazon.

I do not expect that the physical bookstores will order my books and put them on their shelves with a presumption that customers will come by, see them, and buy them. On the other hand, it should be possible for any bookstore in the world to search through their system, find my book and order it for delivery within a few days.

And that it is.

In the following, I will explain how I ensure global availability through physical bookstores.

In the same way, I want to make sure that my books are available on as many internet portals as possible. That task is easier because internet portals are interested in having as many books represented as possible and because, unlike the physical bookstores, they do not have to have the books on stock.

# Amazon

 [![](https://www.hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://www.hpbech.com/wp-content/uploads/Amazon-KDP.png) 

Amazon may have a tarnished reputation, but for a self-publishing author like me, it’s a blessing.

When you upload your books for distribution through [Amazon Kindle Direct Publishing](https://kdp.amazon.com/en_US/) (KDP), they automatically become available on Amazon’s portals in the US, Canada, UK, Germany, France, Spain, Italy, Netherlands, Turkey, Japan, India, Brazil, Mexico, Australia and now also in Sweden. In addition, Amazon supplies over 100 other countries through its portals. My books are bought on all the portals, but the biggest sale by far, about 50 per cent, comes from amazon.com in the US.

My digital and print versions sell almost equally, but since printing is something Amazon handles, I’m indifferent to which format readers prefer. For an author who writes business books for an English-speaking audience, Amazon is the perfect distribution platform. It operates both as a distributor (wholesale) and retailer.

As a Dane, I cannot publish audiobooks directly via Amazon, but through [Author’s Republic](https://www.authorsrepublic.com/), they are still available on their portals.

## Royalty

The royalty policy on Amazon is simple.

 [![](https://www.hpbech.com/wp-content/uploads/money-small-300x178.png)](https://www.hpbech.com/wp-content/uploads/money-small.png) 

**eBooks:** If your net price (before sales tax) is less than $ 10, then the author’s royalty is 70 per cent. A small amount ($ 0.15 per megabyte), depending on the size of the book, is deducted before royalty is calculated.

If your net price is over $ 10, royalty is 35 per cent.

It encourages me to keep the price of the eBooks below $ 10, which I have chosen to do. Others, especially celebrities, charge far more than $ 10. I discuss my pricing policy in detail in a later article on marketing.

If you choose KDP Select and thus give Amazon the exclusive right to the eBook edition, you can achieve several benefits that are especially attractive at the release date. This will also be elaborated on when discussing marketing.

**Printed book**s: Royalty on printed books sold directly to consumers is 60 per cent. If you choose expanded distribution (for libraries and other outlets), royalty on that part is 40 per cent. I do not use Amazon’s expanded distribution because I serve libraries and other bookstores via IngramSpark. Amazon offers Print-on-Demand, which I have chosen to use.

The printing cost is calculated from the formula $ 0.85 (fixed fee) + $ 0.012 per page.

For a 300-page book, it costs $ 4.45 for the paperback version.

If you set the sale price to $ 19.99, your royalty will be calculated as follows:

$ 19.99 x 70% = $ 13.99 – $ 4.45 = $ 9.54

For expanded distribution, the calculation looks like this:

$ 19.99 x 40% = $ 8.00 – $ 4.45 = $ 3.55

Amazon now also offers to print hardcover editions in Print-on-Demand. It requires a new edition of the cover and a new ISBN in the manuscript. I have just released two of my books in hardcover and am looking forward to see if it leads to extra sales.

# IngramSpark

 [![](https://www.hpbech.com/wp-content/uploads/ingramspark_main-300x255.jpg)](https://www.hpbech.com/wp-content/uploads/ingramspark_main.jpg) 

My other main distributor is [IngramSpark](https://www.ingramspark.com/), which serves bookstores, both physical and online, in most of the world. Unlike Amazon, IngramSpark charges a small fee ($ 50) for uploading a book (PDF and ebook), just as it costs a small fee to be included in their catalogue of new books. IngramSpark is a wholesale distributor and does not run a retail store.

I use the same suggested retail price on IngramSpark as on Amazon and give the retailer 45%, but do not offer a return policy. My profit after deducting printing costs is $ 4.89 for *Going Global on a Shoestring*, which has a suggested retail price of $ 19.99.

# Author’s Republic

 [![](https://www.hpbech.com/wp-content/uploads/Authors-Republic-300x300.jpg)](https://www.hpbech.com/wp-content/uploads/Authors-Republic.jpg) 

Audiobooks have become very popular, but as I mentioned in [the previous article](https://www.hpbech.dk/internationale-bestsellere-distribution/), there are several challenges in making audiobook versions of non-fiction books. Now I have recorded *Building Successful Partner Channels* and *Going Global on a Shoestring* and put them up for distribution via Author’s Republic. From here, they are distributed on almost every platform where most people buy or stream their audiobooks.

The challenge with audiobooks is only related to the production. As soon as it is produced Author’s Republic takes care of the rest.

# Denmark

 ![](https://www.hpbech.com/wp-content/uploads/Danmark3-1-275x300.png) 

I was aware from the beginning that Denmark is not my primary market. My books sell well in Denmark, but the niche I write for is very small. The Damgaard book, which is the only book I have written in Danish so far, has to date sold almost 3,000 copies and still sells additional copies every month.

Denmark is a small closed market with its own distribution channels.

My printed books are distributed by [DBK](https://www.dbk.dk/) with whom TBK Publishing® has an agreement. My sale in Denmark is substantial enough for this model to pay off. If your sale is very modest, you can choose the [BookBox](https://scandinavianbook.dk/bookbox) solution instead.

Via my agreement with DBK, I also have an account on [BogPortalen](https://www.bogportalen.dk/webapp/wcs/stores/servlet/LogonForm?storeId=10001&langId=1000&catalogId=10001), where I create pages for my books so that they are visible to bookstores (physical and online). It is also on BogPortalen I control the discount that bookstores receive. My standard is 35% without a return right, but I make many other deals where I both offer a return right and give much higher discounts. It all depends on the terms a bookstore agrees to.

Sometimes I have offered commission agreements where the bookstores only pay me when the books are sold. It is a model that requires some administrational overhead, but it has produced a reasonable sale, and can be used actively in the marketing.

The eBooks and audiobooks are distributed via [Publizon](https://publizon.dk/) in Denmark.

The technical specifications of the audiobooks are different from Author’s Republic’s, but the instructions are good, and it takes a couple of hours to get the format sorted out.

I have a significant direct sale, i.e., individuals and companies approach me to purchase more copies of my books. Previously, I even had a small stock that I could use for that type of order. I no longer do that.

Instead, I use DBK, Amazon and IngramSpark and leave printing, packing, and shipping to them. For larger orders, I may order from a printing company and have them send the books directly to the customer. Since the price of a direct sale is agreed upon individually with the customer, and I don’t have to leave any margin to a distributor. The royalty on such deals are very attractive.

# Closing remarks 

As a self-publisher, physical and digital distribution is probably the simplest of the four main activities. Distribution of books (print, digital and audio) is well organised and is offered as self-service solutions that are easy and surprisingly cheap to use. A prerequisite for a book to be purchased is that it is available no matter where on the globe the reader resides, and in the format the reader prefers. But that doesn’t guarantee a sale. It requires marketing, which is the topic of [the next articles](https://www.hpbech.com/international-bestsellers-marketing-1/).Tags: [DBK](https://www.hpbech.dk/tag/dbk/), [distribution](https://www.hpbech.dk/tag/distribution/), [ISBN](https://www.hpbech.dk/tag/isbn/), [KDP](https://www.hpbech.dk/tag/kdp/), [self-publisher](https://www.hpbech.dk/tag/selvudgiver/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, Publishing

---

### [Celebrating Nineteen Years on LinkedIn – What Did I Learn?](https://hpbech.com/linkedin/)

**Published:** January 28, 2023
**Author:** Hans Peter Bech

**Excerpt:** In the beginning, I thought LinkedIn was a digital version of my personal network. I only invited and accepted invitations from people that I knew. People I had met. So, for close to ten years, not much happened.

**Content:**

> *On 28 January 2004, I joined the LinkedIn social media network, but what to use it for, I had no idea.*
> 
> *In the beginning, I thought LinkedIn was a digital version of my personal network. I only invited and accepted invitations from people that I knew. People I had met. So, for close to ten years, not much happened.*
> 
> *Then I got an idea.*

---

# An epiphany

I was working on my third book, [Building Successful Partner Channels](https://tbkconsult.com/product/yasad-building-successful-partner-channels/), and considering how big the market would be for such a title.

 ![](https://tbkconsult.com/wp-content/uploads/2022/01/step_1-no-text-300x269.png)By then, I had invested in a professional version of LinkedIn. I was already a busy blogger and posted regularly on social media too. On 20 August 2014, I posted [my first article](https://www.linkedin.com/pulse/20140820091527-170840-the-ignorant-customer-and-the-unfortunate-salesman/) on the new LinkedIn publishing platform.

The amount of traffic coming to my profile was reasonable, and I received a steady stream of invitations to connect. Using the extended search criteria, I found out that about four and a half million LinkedIn members had a profile matching the characteristics of my target audience for the book!

They didn’t all read business books, but it was still a considerable market if just half of them did.

I then decided to focus all my promotional efforts on LinkedIn. I also knew that I had to go rogue. Paying LinkedIn for advertising a ten-dollar book would never produce a profit, and hacking the algorithm to push my content into the home feed of my potential readers wouldn’t work either. A video of rescuing a deer in trouble [may go viral](https://tbkconsult.com/what_i_learned_from_writing_over_200_articles_on_linkedin/). Tips on building a productive reseller channel in the software industry will not. These were the conditions on social media in 2015, and they haven’t changed.

# Direct marketing

Instead, I started building my first level network with connections within the audience for the book. By the time it was ready for publication, I had about 5,000 relevant, 1st level connections.

 ![](https://tbkconsult.com/wp-content/uploads/2022/01/step_6_no_text-300x262.png)You can write personal messages to your 1st level connections through LinkedIn, which I did. I offered them a free Kindle version of the book. When they answered YES, which was all I asked, I returned a short message including a link to the page where they had to enter their email. If they signed up before a specific date (which was my planned publication date) I would notify them when the time for downloading their free copy was up. I stopped the personal messaging activity when I had 1,000 emails on the list.

The day the book was published, the email went out to the list with a link to the Amazon page where the Kindle version was available free of charge for a week. The printed version of the book had a 50 per cent discount for the same period.

Before I reveal the results from the campaign, I will share some interesting observations from the personal message activity.

# Using personal messages for sales purposes

It is a common philosophy that you shouldn’t use personal messages on LinkedIn to sell something. It turns people off. I subscribe to that perception. Submitting promotional messages through LinkedIn may also be violating local SPAM regulations, but this is indeed a grey area.

 ![](https://tbkconsult.com/wp-content/uploads/2022/01/linkedin_heart-264x300.jpg)However, I only lost 18 connections during my PM campaign out of the 4,500 I managed to submit. That’s 0.4 per cent. They were either offended by being offered a free copy of a book or found it irrelevant. I had no problem seeing them leave. It was a clear win-win. And getting 1,000 signups out of the 4,500 messages was an outstanding achievement.

My conclusion about using personal messages for sales purposes is that it comes down to the relevance and nature of the offer. I was offering a free copy of a book that was relevant. No strings attached. I wasn’t asking for anything in return. I even stressed that the email list would be deleted after they received the notification. I also added double opt-in to the signup procedure.

It seems that if the message is relevant, you offer something that has genuine value and do not ask for anything in return, then most of your connections will respond positively. In this case, all they needed to do was answer YES. Those that did, received a short message with a link to the signup page. The conversion rate was close to 80 per cent!

## An instant bestseller

Out of the 1,000 emails on the list, a little over 500 took advantage of the offer. Roughly 400 downloaded the Kindle version, and 100 bought the printed version at a reduced price. Within the first week of the book’s life, this activity pushed it to #1 in new releases and helped make the book #1 in its category the following week. The book instantly became a bestseller!

 ![](https://tbkconsult.com/wp-content/uploads/2022/01/amazon-best-selling-book-291x300.jpeg)I started to receive personal messages from the readers, and then I asked them to rate the book and write a short review. Many of them did.

## What works for me may not work for you

I reached the [maximum number of connections](https://tbkconsult.com/reaching-the-30000-connections-limit-on-linkedin-now-what/) you can have on LinkedIn in 2019. That’s 30,000. Having so many connections makes good sense when you sell books for ten dollars a pop to a market of millions.

I also post regularly on LinkedIn, Twitter, and Facebook, but you would be surprised to see how [little engagement](https://tbkconsult.com/what_i_learned_from_writing_over_200_articles_on_linkedin/) my posts achieve. Very few likes and hardly any comments. But that’s OK. I sell books every day and trust a relationship exists (although I know that correlation doesn’t prove causation!).

From time to time, I run a direct message activity (with a unilateral offer) and see an increase in book sales. I will lose around 0.5% of the connections during such a campaign, but that’s fine. It frees up slots for new, better qualified, and more active connections.

There’s plenty of generic advice on LinkedIn for using the platform. I ignore most of it. What works and what doesn’t comes down to what type of business you run and what you want to achieve. If your potential customers are on the platform, and you want to do it for revenue generation purposes, then you should invest in a LinkedIn coach to help you analyse your options, define a strategy, and set up an action plan.

 ![](https://tbkconsult.com/wp-content/uploads/2022/01/step_5_no-text-300x236.png)Again, selling a ten-dollar product, I cannot justify investing in researching each connection. I must rely on the generic segmentation criteria that LinkedIn Sales Navigator offers. If someone works in business development, marketing, sales development, sales, or customer success in the Information Technology & Services or Computer Software industries, then my writing is relevant. If they have international activities or ambitions and use an indirect go-to-market approach, then my content is hard to ignore. Making a ten-dollar investment in a book is a simple personal decision that can be made anytime. That’s why my approach works.

Suppose you sell mission-critical, industry-specific and customisable business management solutions with a customer lifetime value north of a million dollars through a reseller channel. In that case, you will need a different approach. You will need a Sales Navigator subscription and a more granulated [process](https://tbkconsult.com/product/international_inbound_lead_generation/).

---

This post was published first on the [TBK Consult blog](https://tbkconsult.com/celebrating-eighteen-years-on-linkedin-what-did-i-learn/).

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, social media

---

### [When I Was Among Denmark’s Most Influential People](https://hpbech.com/when-i-was-among-denmarks-most-influential-people/)

**Published:** April 16, 2023
**Author:** Hans Peter Bech

**Excerpt:** When you are in a job and consider taking on a new one, it's because something pulls and something pushes! That was also the case here.

**Content:**

>

> At one point, I was named one of the hundred most influential people in the IT industry. It may have applied to the other 99. Here’s the real story.

---

In the late 1990s, I moved to southern Germany, from where I was responsible for [Damgaard’s activities in the German-speaking markets](https://tbkconsult.com/product/5460-miles-from-silicon-valley/). On my way home from Copenhagen to Stuttgart on a grey December evening in 1999, I read the latest issue of the Danish edition of Computerworld. To my great surprise, I discovered that my picture was on the front page of the Millennium supplement.

[![SAS passenger airliner with a blue tail in midflight over a treeline, clear blue sky in the background](https://hpbech.com/wp-content/uploads/SAS-aircraft.jpeg)](https://hpbech.com/wp-content/uploads/SAS-aircraft.jpeg)Together with 99 others, my face was part of a picture mosaic with the hundred supposedly most influential people in the Danish IT industry. The explanation inside the magazine said that from May 1990 to May 1993, I had been the managing director of Data General Corporation’s Danish subsidiary. That, according to Computerworld, made me one of the most influential people in the Danish IT industry.

Please let me reveal that I was not. Yes, I had been the country manager at Data General A/S, just not very influential. In fact, not at all. In any way.

## Data General

 [![](https://www.hpbech.com/wp-content/uploads/Data-General.png)](https://www.hpbech.com/wp-content/uploads/Data-General.png)Now, thirty years later, I can disclose that I took the job at Data General primarily for the money. And because it would make me a managing director before I turned forty. A vanity motive, but also an essential contribution to my resume. This is what I thought at that time.

When you are in a job and consider taking on a new one, it’s because something pulls and something pushes! That was also the case here.

 [![](https://www.hpbech.com/wp-content/uploads/Photon-Imager-II-226x300.png)](https://www.hpbech.com/wp-content/uploads/Photon-Imager-II.png) The Photon Imager from Mercante was smart but had numerous design problems.  

In the spring of 1989, a headhunter, looking for candidates for an open position as country manager for the Danish subsidiary of an American company, approached me. At that time, I received such inquiries regularly. However, since I had no plans to work for a foreign company (been there – done that), I could usually say ‘no thanks’ right away. But Mercante, the Danish startup where I was sales and marketing director, was in trouble. We had severe product problems, were running out of money, and bankruptcy could be the very likely outcome. Therefore, I did not decline straight away but took the first meeting.

At the end of the 1980s, Data General, in line with all the other minicomputer companies, struggled. Internationally, and also in Denmark, they faced declining sales and profits. Demand had shifted towards PCs, networks and software. The market for minicomputers with proprietary operating systems had shrunk. By the time I entered the scene, Data General was switching to a new series of servers and workstations based on UNIX. Great products, but it was a completely different ball game.

After meeting several times at different places across Europe, I sensed that I was probably their favourite candidate. However, Data General was not high on my hit list and did not fit my plans for the future. Working for a Danish company with international assignments was my ideal scenario, so I had started looking for such opportunities. At the same time, however, I kept the pot boiling with Data General. When July came, they threw a proposal on the table which exceeded everything I had ever seen. I politely declined, which made them improve the offer.

 [![](https://www.hpbech.com/wp-content/uploads/money.png)](https://www.hpbech.com/wp-content/uploads/money.png) 

Please allow me to pass on a piece of advice. Don’t get too hung up on a high salary! I took the job, was generously paid, and had three horrible years. The same was true of my employees, for whom I must have been one of the worst bosses they have ever had. If you believe that you get the best managers by offering the highest salaries, this story will not confirm such a theory. Big money may distort your perception of reality and affect your common sense.

## A misleading audition

It quickly dawned on me that I was miscast for the job as managing director for Data General A/S. It was a tedious job, but the handsome remuneration package and the prospect of stock options and huge bonuses made it hard to admit it and quit.

I initiated a large-scale strategy project that involved all employees but forgot that they had all been much longer with the company than me. They were not interested in my strategy ambitions but preferred to attend to their jobs. Not that they were unengaged, far from it. They had just seen too many directors who, in the absence of something meaningful to do, launched fancy projects. The strategy project ran into the sand. Partly because there was no support among the employees and partly because there was no overall corporate strategy to which we could hook up the local version. Sell more computers, that was the strategy.

## A lucky punch

 [![](https://www.hpbech.com/wp-content/uploads/WIN_icon-150x150.png)](https://www.hpbech.com/wp-content/uploads/WIN_icon.png) 

Contrary to what Computerworld’s research had uncovered (probably via the Danish company register), I started the job as early as October 1st, 1989. As such, I landed right at the beginning of a new fiscal year, where I had not been part of the budgeting process. However, with a very high fixed salary and a guaranteed bonus, I agreed to take responsibility for the budget. Had I not done so, they should have fired me immediately. You can’t have a managing director who doesn’t take charge of the shop and doesn’t believe in the budget.

In the middle of the fiscal year, Data General again had to report declining sales and profits on a global level. Therefore, a bulletin was issued by top management with the promise of additional bonuses and more stock options if we could deliver on our budgets. They feared that many country managers, who realised that they could not reach their budgetary targets, would become demotivated or start pushing revenue into the following financial year.

 [![](https://www.hpbech.com/wp-content/uploads/maersk-containerskib.jpg)](https://www.hpbech.com/wp-content/uploads/maersk-containerskib.jpg) 

In Denmark, we had a large customer, the Lindø shipyard. At the end of 1989, they decided to acquire a new design system for their engineers. That plan was not known to us when the budget was prepared. However, it enabled Data General Denmark, immediately after my appointment, to deliver results that far exceeded expectations. The credit for the order should go to our sales manager, John Davis. He performed the groundwork before I joined the company; thus, I had no share in that project.

Enjoying early spring in Hawaii in 1990, where Data General held its annual Million Dollar Club, I was pleased to see that Denmark was the best-performing country so far. I got many a pat on the shoulder and appreciative words from management and colleagues. I humbly referred to my talented staff. That’s what we all do in such situations, but this time it was more appropriate than ever.

## Be careful exceeding your budget

Everyone, who has had revenue responsibility in a large international organisation, knows that care must be taken not to deliver too good results. If your results are way better than your budget, then you will be suspected of sandbagging and the expectations for the following year will rise accordingly.

 [![](https://www.hpbech.com/wp-content/uploads/Board-meeting-300x172.jpg)](https://www.hpbech.com/wp-content/uploads/Board-meeting.jpg) 

In the autumn of 1990, however, the situation for Data General Corporation was to set budgets for 1990/91, which could be met or exceeded. It was not a matter of aiming for the stars and then landing on the moon. During the conversion from the old proprietary minicomputers to new UNIX-based systems, it was not so crucial to show growth and profits. Demonstrating that the business was under control and that management was capable of correctly estimating the most important key figures were much more critical. Being able to comply with its announcements to the stock exchange had the highest priority. Coming through just a little better than announced would be great.

In the fall of 1990, I, along with the other country managers, was summoned to Boston at short notice to present our plans and budgets for the coming fiscal year. Together with my sales manager, John Davis, we came up with a budget that we knew for sure we could reach. The revenue target was somewhat below the 1989/90 result, which was due to extraordinary circumstances. But again, Lindø Shipyard’s investment plans would ensure that we reached our goal. So with peace of mind, I buckled up in my business class seat and took off for Boston.

Upon arriving in our hotel in Westborough (a suburb of Boston), we were asked to meet with the top management team at the Executive Briefing Center the following day at 10 am. Here, all the country managers sat like ducks in a row, waiting for the cross-examination. The first to emerge from the purgatory was ash grey in the face. From the slow progress, I could see that it would hardly be my turn until the late afternoon, so I went back to the hotel, changed and settled in at the swimming pool with a good book. At 4 pm, my Norwegian colleague called and said that I should hurry up because now they had started with the Nordic countries. I showed up precisely, as my name was called out.

It took five minutes. All I needed to do was explain how I would secure my numbers. I told them the truth and explained that we had coverage for the numbers in our existing customer base. Fine, they said, thank you and please send in the next one. Relieved, but also somewhat puzzled, I walked out the door.

Why on earth should I travel to Boston and waste five minutes on a meaningless creed? I should because all country managers should. When it took only five minutes, it was because the Danish contribution was so small that it did not make a big difference and because I had uttered the magic words – from the existing customer base. The next day, before departure, we were each given a small envelope with a new portion of stock options.

## When all hell broke loose

My best memories from the time with Data General was from when the shipyard experienced problems with their IT systems. Over a hundred engineers worked daily on designing oil tankers and container ships for the Maersk company (A. P. Moeller). The software they used was provided by Hitachi Zosen in Japan, while the hardware came from us.

At a time when the shipyard was working under a high time pressure to supply several double-hull tankers, it happened that the IT systems suddenly crashed. The software did not save the users’ data at regular intervals, which was why the entire production since the last backup the night before was lost.

After losing several days of production, we had to do something serious to find the cause of the problem. It could potentially lie in many places, and it was by no means a given that it was a Data General problem. However, I decided to disregard speculating in placing the responsibility and instead threw all resources into isolating and reproducing the phenomenon so that it could be resolved. Once the source of error was found and eliminated, we could discuss who should pay for what.

 [![](https://www.hpbech.com/wp-content/uploads/lindoevaerftet.jpg)](https://www.hpbech.com/wp-content/uploads/lindoevaerftet.jpg) The shipyard at Lindø near Odense  

We posted a system analyst on-site permanently. He coordinated all activities, including ensuring that after each incident, a dump of the system’s memory was transferred to tape and immediately sent off (by courier) to our R&D folks in Boston for further analysis. With each crash, the design work on the ships was delayed and, incidentally, caused great frustration with the shipyard engineers. Delaying the delivery of the vessels to Maersk was out of the question. The penalties were exorbitantly high and would also severely affect the yard’s reputation and competitive position. I saw it as my most important task to help ensure the shipyard’s ability to deliver on time.

It took us over three months to locate the error which was caused by loose connections to the memory cards in our servers. The situation was not made easier by the software’s inability to regularly store user data. Still, it was ultimately our gear that caused the problem.

As expected, there was a subsequent fight over the bill for the extra costs. However, overall, Data General came out of the crisis stronger because we had thrown everything in to fix the problem. When the shipyard’s top boss asked if there was anything he could do to relieve the pressure, I asked that our chief executive be invited to the next launch. He was, and in the spring of 1992, I went to pick up Ron Skates and his wife at Kastrup Airport and escort them to the Lindø shipyard, where he was introduced to Mr Møller himself, who thanked him for the effort.

Every supplier occasionally makes mistakes. We are happy to keep those who throw everything into getting them resolved. That is why we came out of the crisis in a stronger position.

## Nothing lasts forever

1990/91 was another excellent year for Data General in Denmark, but then our luck ran out. We could foresee limited investments from our existing customers in the coming year. The primary revenue source would be from the sale of new UNIX machines to new customers, and it was hard to predict how this would develop.

We had to be very careful, not promising too much revenue. Which meant that we also had to be prepared to cut costs (= fewer or cheaper employees). I quickly realised that even if you have the title of managing director, you do not have much to say in a subsidiary. I could forget all about my ambitions of running the business as was it my own. There was politics on every level, and everyone was attending to their darlings. I planned to reduce all administrative overhead to a minimum, remove a management layer in the small sales department and take on the role of sales manager. That plan was not approved and, instead, I was given a budget in which I did not believe. They called it a management objective.

 [![](https://www.hpbech.com/wp-content/uploads/Fired-698x400-300x172.jpg)](https://www.hpbech.com/wp-content/uploads/Fired-698x400.jpg) 

One early afternoon in mid-August 1992, my secretary came in with a message that my boss was on a plane from Stockholm and would be in the office within a few hours. I was going to stay until we had had the opportunity to talk. Now I saw the writing on the wall and relieved I could look forward to getting my pink slip and a golden handshake.

And that’s what happened. After a very brief conversation, I could pack my few personal belongings in a cardboard box and leave.

We opened a bottle of wine at home that night and celebrated the event.

1991/92 did not turn out to be a good year for Data General in Denmark or elsewhere for that matter. Still, management had shown resolution and fired the director. It was a sensible thing to do in every way.

## A well-paid puppet on a string

The title of managing director may sound impressive. However, when it labels the job of being the manager of a subsidiary with twenty employees in an international group with thousands of employees, it is not.

In any international context, Denmark is a small market. As long as you deliver on your budgets and keep a low profile, then what is going on in Denmark is of little importance. In most cases, Denmark is just a drop in the ocean or a rounding off of the figures.

 [![](https://www.hpbech.com/wp-content/uploads/lecture-on-industry-challenges-300x169-1.png)](https://www.hpbech.com/wp-content/uploads/lecture-on-industry-challenges-300x169-1.png) 

Most foreign subsidiaries in Denmark are registered as an ApS (small company), which doesn’t require a board of directors. You don’t need that for tactical sales and service activities. Subsidiaries registered as an A/S (as Data General was), mostly have pro forma people on the board.

At Data General A/S (where I never experienced a single board meeting), I reported to the Swedish country manager (who was also responsible for the Nordic countries). He, in turn, reported to the European manager, who reported to the international sales director who reported to the CEO. The Danish controller and her people reported to the Swedish controller. The service department also had a line function out of the country. Only sales and professional services reported to me. There was a good sales manager, so even though sales were my core competence, there wasn’t much for me to do here. In reality, I was an overpaid marketing manager.

Our mission at Data General A/S was to sell as many computers as possible in Denmark. How we did it and to whom, that was up to us to figure out. I do not recall that at any time we should provide input to our American parent company about the special conditions in the Danish market. The marching order was simple: Here are the boxes, now go out and sell them. When asked about the overall market strategy, I was told that our boxes were better than the others’ boxes.

## What I learned

On the day I was fired, I was home early and did the cooking. After putting the kids to bed, my wife and I shared the rest of the wine and took stock of the three years at Data General.

 [![](https://www.hpbech.com/wp-content/uploads/Hawaii.jpg)](https://www.hpbech.com/wp-content/uploads/Hawaii.jpg) Crashing Waves at Beach near Kahului, Maui We had been to Hawaii once (the trip in 1992 was cancelled because of the US war in Iraq). Twice at the magnificent Interalpen Hotel in Seefeld, Austria. We had not changed our lifestyle. Hence, the bank account looked good, and we had poured over a million (DKK) into the retirement fund. The firing was associated with a golden handshake of six months salary with full compensation for the bonus. I was released with immediate effect, and I could keep the company car until the end of the year. We were in no way in a tight situation.

I had learned that the job as a subsidiary director in a large foreign group did not fit my profile. When reporting to Stockholm, that reports to Paris, that reports to a Boston sales executive that reports to the company’s CEO, one is very far away from the strategic decisions. A job without any influence on the company’s overall strategy seemed boring to me.

In Data General, I was an imperfect boss in many ways. I couldn’t translate my attractive terms of employment into something that made sense to my staff. “Sell more boxes” was a mission I had trouble identifying with, and it affected my attitude and behaviour.

The firing was justified in every way. It was the right action. For me, too.

As far as business journalism is concerned, I learned that you have to take lists of influential and powerful people, promising talents, etc. with a great deal of salt. As head of Damgaard’s activities in the German-speaking countries, one could well argue that I was somewhat important. These are big markets with close to 100 million people that hold enormous potential. But it was not the role that justified my presence on the front page. It was my Data General adventure. I did manage to get some PR coverage in both Computerworld and other papers. However, claiming that I was among the one hundred most influential people in the industry was a gross exaggeration.

## The next job was to be a project

With my new experiences, I could very accurately describe what a new job position should include. I decided that it was not a job I was looking for but a project. I wanted to go back to international business development, and on September 1st, 1992, I started with the company Dansk Data Elektronik (DDE).

That’s a story I will tell another day.

This is the second article in the series about my life in the IT industry. I go behind the headlines and the glossy print and tell what life in the trenches truly looks like.

**Categories:** Blog, Business development, Strategy

**Tags:** business development, fixion_en, international business

---

### [BOOX - A new publisher sees the light of day](https://hpbech.com/boox-a-new-publisher-sees-the-light-of-day/)

**Published:** December 19, 2023
**Author:** Hans Peter Bech

**Content:**

I have established a new publishing brand. [![](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png)](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png)The purpose of BOOX is to publish realistic fiction and biographies set in the post-war period (from 1945 onwards) and based on working life. The first release from the publisher is my own books [*From Damgaard to Microsoft*](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/), [*5,460 Miles from Silicon Valley*](https://www.hpbech.dk/boger/5460-miles-from-silicon-valley/) and [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca/). BOOX will also publish the following books in the Henrik Bertelsen series. However, as the owner and director of the publishing house (and everything else – it’s just me and several freelancers in the shop), I’m open to publishing other people’s books, too. The model is that I pay for the publishing, and then we share the profits according to a formula we agree on. The publishing bandwidth is initially limited to a few books a year, so the needle’s eye is relatively narrow. If you’d like to publish on BOOX, send me a synopsis and a reading sample of about 10 pages.

# “Art is something you live for, not by.”

[![](https://hpbech.com/wp-content/uploads/author-female.png)](https://hpbech.com/wp-content/uploads/author-female.png)The words came from a gallery owner I once rented a space from. Because the publishing world is somewhat similar, the phrase pops into my consciousness periodically. Most people who paint, sculpt, write, play or engage in any other creative musical activity don’t do it for a living. They do it as a hobby and enjoy it immensely. Others try to make a living from it and fail. Only a few find a way through and gain a following large enough to put bread on the table, a roof over their heads, clothes on their bodies, gas for their cars, and money for summer holidays and Christmas presents. Boox is not philanthropic or looking for a sure-fire commercial blockbuster. It’s the story and the quality of the storytelling that counts. If I like it, I publish it.

# Why on earth am I creating a new publishing brand?

Because my other brand, [TBK Publishing](https://tbkconsult.com/publishing/), is unsuitable for publishing fiction and biographies. [![](https://hpbech.com/wp-content/uploads/TBK-Publishing-500.png)](https://hpbech.com/wp-content/uploads/TBK-Publishing-500.png)In 2013 I published my first book, [*Management Consulting Essentials*](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)from my company, TBK Consult. It’s a small book of just over 100 pages, written for people who want to or already run a business as an independent management consultant (not a freelancer or operational contract worker). At the time, I had been doing this myself for a number of years and wanted to share my experiences. When in 2015 I published *[Building Successful Partner Channels](https://www.hpbech.dk/foredrag/building-successful-partner-channels/)*, which would become an international bestseller, I had set up TBK Publishing as an activity under TBK Consult. In addition to books, TBK Consult also publishes whitepapers, videos and podcasts. The publications cover topics related to business development in B2B software companies. The ambition with TBK Publishing was, and still is, to support my consulting company [TBK Consult](https://tbkconsult.com), and it has been a success. Numerous assignments have started with someone reading one or more of my works and then contacting me for help with their specific challenges. But the books themselves are selling so well that I have been further motivated to write more. There appears to be a need for a structured and easy-to-understand account of how the target audience, B2B software companies, tackle the design and implementation of stable, predictable and scalable revenue generation processes. But I also like to write fiction, and my debut with [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca/) has only stimulated my motivation. Over the past few years, I’ve been coaching and editing for other writers and found this type of work highly stimulating and intellectually challenging. I’d like to do more of that too, and the books don’t have to be published by BOOX, but they can be if they’re good, I have the capacity and the subject fits the brand’s profile and purpose.

# All the practicalities

[![](https://hpbech.com/wp-content/uploads/Engineers.png)](https://hpbech.com/wp-content/uploads/Engineers.png)Formally, BOOX ApS is a subsidiary of TBK Consult ApS and operates under the same company registration number. The website, boox.nu, redirects to hpbech.com, which during the spring will be adjusted to only contain fiction and biographies. TBK Publishing ApS is also a secondary name for TBK Consult ApS and is therefore legally the same as BOOX ApS. The division of the publications, which do not have the same target group, is done solely to give the two brands a sharper profile. It is only for marketing purposes that I will be running two brands in the future. During the spring of 2024, I will transfer *Balladen i Mekka*, *Fra Damgaard til Microsoft* and *5,460 Miles from Silicon Valley* to BOOX, fine-tune and document the brand’s vision and strategy and create a profile on [the book industry guide](https://bogbrancheguiden.dk). Maybe there will be a time when I again can be found at the fall book fair in Bella Center. PS. [BOOX](https://www.boox.com) is also the name of a company that makes e-readers, but I believe that our activities are so far apart that there is no confusion. I hope they see it the same way. Or that they appreciate the extra exposure.

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en

---

### [Celebrating my 20th LinkedIn Anniversary](https://hpbech.com/celebrating-my-20th-linkedin-anniversary/)

**Published:** January 28, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/uploads/Birthday_cake_ver1.png)](https://www.hpbech.com/wp-content/uploads/Birthday_cake_ver1.png)On this very day, January 28, 2024, I am celebrating my 20th anniversary on [LinkedIn](https://www.linkedin.com/in/hanspeterbech/).

For ten years, I did very little on the platform. As I prepared to publish my third book, [*Building Successful Partner Channels*](https://tbkconsult.com/product/building-successful-partner-channels/), I realised all my potential readers had profiles on LinkedIn. Using the search filters, I found people for whom the book would be relevant and reached out. On April 1, 2015, when the book was published and distributed through Amazon, I notified them all (then 5,000) and offered them the Kindle version for free. I am confident that helped make the book an instant bestseller!

On August 11, 2016, I synchronised my contacts with LinkedIn and started subscribing to the Sales Navigator version. On July 31, 2018, I first used the API to integrate other applications with the platform. How I use LinkedIn changes continuously as I explore what works for me. Below, you’ll find some of my observations.

I have written about my positive experience with [LinkedIn before](https://www.hpbech.com/linkedin/), and pondering today about the return on my annual subscription. Is it still worth the money?

# Connections and Followers

As of today, I have 33,478 connections and followers.

Getting there was hard work.

[Read this little book](https://tbkconsult.com/product/international-inbound-lead-generation/) if you want to learn how I did it.

I write about [international business development and revenue generation in the B2B software industry](https://tbkconsult.com/publishing/) and want to connect with and be followed by people who can benefit from my work. Most of my current network matches my target audience quite well.

On June 15 this year, I published my first fiction novel in Danish (*[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*). We are currently translating the book ([Tumult in Mecca](https://hpbech.com/books/tumult-in-mecca/)) into English and expect to have it out [later this year.](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY)

My current challenge is that the target audience for my business development literature and my fictional writing differs quite substantially. So far, I have solved the problem by using LinkedIn exclusively as the platform for my non-fictional writing. I use [Facebook](https://www.facebook.com/hpbech/) for fiction.

# Getting the most out of LinkedIn

[![](https://www.hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://www.hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)How to get the most value from using LinkedIn and Sales Navigator entirely relates to your ultimate objectives, which again depends on your job type.

A salesperson wants to get more customers. A recruiter wants to attract qualified candidates. A marketer wants to create awareness. Some (probably most!) want to find a new and better job.

I realise that many have no clue about what they want from LinkedIn, contributing to the massive amount of noise you find in your home feed. Although LinkedIn offers tools to improve the relevance of the feed, it is a difficult job. Therefore, my home feed is not where I spend much time. And neither should you.

As an author, my primary objective is to sell books.

Most of my potential readers have a LinkedIn profile, which makes the platform so attractive to me. However, simply posting content hoping it will turn up in their home feed and catch their attention is an approach that I know doesn’t work. LinkedIn’s algorithm works against distributing organic (as opposed to paid) content to your network. In addition, most of your network is not active on LinkedIn when you post. That’s especially true if you, like me, have a global network across all time zones.

You need to reach out directly if you want to catch someone’s attention. Either by engaging with their activities on LinkedIn, tagging them, or sending them direct messages. How you do that and how often is crucial to the return you can expect from your efforts. Read [this little book](https://tbkconsult.com/product/international-inbound-lead-generation/) if you want to learn more about the subject.

# Staying relevant

[![](https://www.hpbech.com/wp-content/uploads/lecture-on-industry-challenges-300x169-1.png)](https://www.hpbech.com/wp-content/uploads/lecture-on-industry-challenges-300x169-1.png)I must admit that I occasionally post something utterly unrelated to my professional objectives. For example, I recently [posted a link](https://www.linkedin.com/posts/hanspeterbech_til-gallamiddag-med-trumps-elite-activity-7153302453977853954-7ePf?utm_source=share&utm_medium=member_desktop) to an article about Trumpism. A phenomenon I find hard to understand and dangerous. Also, to us outside the US. The post generated aggressive responses that I chose to report and delete.

Even though such posts may generate views, likes, shares, and comments, it is not something I can recommend doing frequently. Stick to posts and articles that contain relevant and valuable information for your target audience. And concentrate your interaction with people belonging to this segment.

Some years ago, LinkedIn introduced a newsletter service available to authors of long-form articles. I now have almost 4,000 subscribers to my newsletter and will use this channel more extensively as I work on my upcoming book, [*Revenue Generation Fundamentals*](https://www.hpbech.com/workshops/revenue-generation-fundamentals/). The LinkedIn newsletter is a great way to distribute long-form content.

Using LinkedIn for business development, marketing, and sales purposes is a long game. It works best to build your content portfolio, reputation and network patiently. Revenue generation is the facilitation of the customer journey, so you need to understand how your target audience interacts with LinkedIn.

# Buying influences and decision-makers

[![](https://www.hpbech.com/wp-content/uploads/Buyer_s-Journey_illustration_ver2.png)](https://www.hpbech.com/wp-content/uploads/Buyer_s-Journey_illustration_ver2.png)As a publisher selling books with ten-dollar price tags, I realise that every member of my target audience is a potential reader and customer. Anyone on LinkedIn can make a ten-dollar purchase decision.

That is not the case for my target audience, which is people engaged in revenue generation for B2B software companies. Mission-critical B2B software has much more complex customer journeys with several buying influences making their voices heard.

How to use LinkedIn to facilitate the customer journey where the interests and concerns of buying influences differ substantially takes serious research, consideration, and testing. We must work with Account-Based Marketing principles and need Sales Navigator subscriptions for our revenue generation teams.

In my upcoming book, [*Revenue Generation Fundamentals*](https://tbkconsult.com/product/revenue-generation-fundamentals/), I will discuss in more detail how LinkedIn can facilitate the customer journey for B2B software.

[Sign up here](https://www.subscribepage.io/bXJYOa) if you want the Kindle version of the book for free.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** business development, fixion_en, social media

---

### [Applying Artificial Intelligence](https://hpbech.com/applying-artificial-intelligence/)

**Published:** March 23, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://www.hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)](https://www.hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)I am happy to announce that my other publishing brand, [TBK Publishing](https://tbkconsult.com/publishing/), in cooperation with Biased Publications, has released the book [Applying Artificial Intelligence – The Practitioner’s Handbook](https://www.amazon.com/dp/B0CVTT6H9Z), written by [Dan Rose Johansen](https://www.linkedin.com/in/dan-rose-johansen-57800430/).

The book instantly became a bestseller in all its three categories on Amazon.

# The Short Summary

AI technology is complicated and hard to understand. Therefore, business leaders, afraid of missing out, hire AI experts and expect them to determine how to take advantage of the potential. That’s a recipe for disaster.

The book offers the recipe for success and advocates training the staff that are usually involved with process optimisation of the principles of AI. Then, you prioritise the projects according to their business value. We can bring in the AI experts when the business cases have been defined, and the change management consequences understood and accepted. And AI technology is developing so fast and becoming available in ready-to-use formats that we may not even need so many experts.

The book’s central message is that it’s faster and more efficient to train your staff—they are already familiar with your business issues and opportunities—on the principles of AI than to train AI experts to understand your business issues and opportunities. Having done so, you can easily pick those areas where the technology adds the most value and prioritise the projects based on their business cases.
The book explains how you drive your AI projects to successful fruition.

# Things Take Time

[![](https://www.hpbech.com/wp-content/uploads/Clock.png)](https://www.hpbech.com/wp-content/uploads/Clock.png)About three years ago, Dan Rose Johansen asked if I would share my experience writing and publishing books. I accepted the invitation.

During the casual conversation over coffee that followed, he shared his ambition to write a book about artificial intelligence. The hype around this technology was gaining momentum, and he saw companies jumping blindfolded into matters without a clear understanding of the pitfalls. These pitfalls he intimately knew from his own painful experience at his previous job.

In his new capacity as the founder of an AI consultancy, he was constantly called in to save projects that had started on the wrong foot. He wanted to write a book that could guide the reader to harness the technology to its full potential without betting on the farm and abandoning it due to failed implementations.

When sharing my publishing experience, I usually don’t comment on the subjects people want to write about. That is not for me to judge.

Nevertheless, artificial intelligence was a term I was familiar with, and I found it terribly misleading. When we have trouble defining the term intelligence, adding the pre-moniker ‘artificial’ doesn’t help. In addition, everybody was talking about the technology without the faintest idea of what it was.

> “AI as a technology is extremely complicated,” he told me. “Therefore, companies start by hiring technical experts. And then the projects fail.”

I was still not intrigued but asked him to tell me more.

> “It seems to me that all the hype creates FMO – fear of missing out,” he continued. “Executives believe they need to get on board fast. Not understanding what it is, they hire technical people too soon. Asking AI experts to develop solutions to business issues they don’t understand is the fast track to disaster.”

It sounded familiar. That’s what happens every time new IT technology emerges.

> [![Dan Rose Johansen, the author of Applying Artificial Intelligence - The Practitioner's Handbook](https://www.hpbech.com/wp-content/uploads/Dan-Rose-Johansen-Face-small.jpeg)](https://www.hpbech.com/wp-content/uploads/Dan-Rose-Johansen-Face-small.jpeg)Dan Rose Johansen
> 
> “So, what kind of book do you want to write?” I asked him.
> 
> “A handbook.” he immediately responded. “I want to share how it should be done.”
> “Why is that your problem?” I followed up. “Doesn’t it help you as a consultant that projects fail before you get called in as another Red Adair?”
> 
> “Maybe it does,” he responded. “However, I would prefer to come in early and help organisations make it right the first time. I believe writing a book about my approach could save time and money for my clients.”
> 
> “So, what is your recipe?” I wondered.
> 
> “Bridging the gap between understanding the business and understanding IT technology has always been a challenge in optimisation projects,” Dan explained. “With AI, this gap is much more significant. The only way to bridge it is to educate business people about AI technology to the extent that they can identify the most promising areas for its application. Today, organisations do the opposite. They hire AI experts and expect them to identify the most important business opportunities to address. And that approach doesn’t work.”

I realized that we had digressed. We were supposed to discuss writing and publishing a book, so we returned to our original topic.

I was happy to share my experience but also stressed that it was limited to so-called indie publishing. I had no experience working with book agents and publishers. I write the books and engage freelancers to edit, design the cover, illustrate, and proof. An editorial committee reviews the subject matter and asks beta readers for comments. I do all the practical chores involved, such as pagination, distribution, and promotion of the books.

We wrapped up the conversation, and I wished him good luck. And then I thought about Dan’s project some more.

A few months later, we talked again. I now offered to publish his book. He should write the manuscript in English, and I would take care of the rest.

I did it for three reasons.

**First,** I found the subject relevant to the target group for my nonfiction books. To some extent, we shared the same target audience—or at least some of mine was a subset of his.

**Second,** I saw the need for a handbook explaining how business leaders should orchestrate the implementation of a powerful but hard-to-understand technology.

**Third,** I was curious to learn what publishing someone else’s book would be like, mainly what the role of an editor was like.

Dan agreed, we signed a publishing contract and went off to work.

# Availability

[![](https://www.hpbech.com/wp-content/uploads/Kindle.png)](https://www.hpbech.com/wp-content/uploads/Kindle.png)Kindle is also an app that runs on all platforms

The book is available through Amazon in the USA, Canada, the UK, Germany, Spain, Italy, India, Brazil, Australia, Sweden, Ireland, Mexico, China, and Japan and via its global distribution in another ~100 countries.

The book will also be available in bookstores and book portals worldwide through IngramSpark’s print and distribution service. In Denmark, DBK distributes the book and sells it in all bookstores.

An audio version is planned to be released in April 2024.

# Credits

[![](https://www.hpbech.com/wp-content/uploads/amazon-best-selling-book-388x400.jpeg)](https://www.hpbech.com/wp-content/uploads/amazon-best-selling-book.jpeg)Acknowledgements are extended to [Kim Farnell](https://www.linkedin.com/in/kim-farnell-411923b/) for her meticulous efforts in aligning the content with British English standards, thereby enhancing its readability and accessibility for all readers.

[Jelena Galkina](https://www.linkedin.com/in/jelena-galkina-b1678b127/)‘s proficiency in crafting an engaging cover design has vividly captured the book’s essence, captivating readers at first glance.
Koen Campman‘s adept illustrations have enriched the pages, providing depth and visual allure to the content.

[Emma Crabtree](https://www.linkedin.com/in/emmacrabtree/)‘s thorough proofreading has played a vital role in maintaining the accuracy and clarity of the text, contributing to the refinement of the final product.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** biznes, Publishing

---

### [Why You Should Turn to Books for Business Inspiration](https://hpbech.com/why-you-should-turn-to-books-for-business-inspiration/)

**Published:** July 30, 2024
**Author:** Hans Peter Bech

**Excerpt:** Business books are valuable tools for illustrating everyday dilemmas and choices every professional faces. Whether through real-world case studies, personal development advice, inspirational stories, or engaging fictional narratives, these books offer practical and inspirational insights. They help readers navigate the complexities of the business world, make informed decisions, and grow personally and professionally.

**Content:**

;

*[![](https://hpbech.com/wp-content/uploads/Female_Reading_a_book.png)](https://hpbech.com/wp-content/uploads/Female_Reading_a_book.png)Compared to any other source of inspiration, books remain the least expensive and offer the most value for your money.*

A business book is a literary work that delves into issues and challenges related to the professional world.

These topics span a wide range, including entrepreneurship, business development, people management, leadership, ethics, strategy, marketing, economics, and personal growth within a professional context. Business books can take various forms, such as textbooks, self-help guides, case studies, autobiographies, or novels with business themes.

They are written to inform, educate, inspire, and sometimes entertain readers interested in understanding business dynamics and improving their professional practices.

# Types of Business Books

[![](https://www.hpbech.com/wp-content/uploads/All-books-2.png)](https://www.hpbech.com/wp-content/uploads/All-books-2.png)

**Textbooks and Guides:** These instructional books provide comprehensive knowledge on specific business subjects. They are often used in academic settings or by professionals seeking to deepen their expertise. However, they are usually very general and, therefore, difficult to apply.

**Self-Help and Personal Development:** These books focus on improving personal skills such as leadership, time management, productivity, and communication. They aim to enhance the reader’s personal and professional life. Also, they are mostly general and seldom [make a lasting impact](https://tbkconsult.com/cannot-learn-success-successful-people-companies/) on their readers.

**Case Studies and Industry Analysis:** These books analyse real-life business scenarios and industry trends. They provide insights into specific successful business strategies and cautionary tales of failures. While illustrative and much more detailed than generic textbooks, the circumstances for success or failure may deviate substantially from the reader’s situation.

**Autobiographies and Biographies:** These are life stories of successful or failing business personalities, offering inspiration and lessons learned from their journeys. While interesting and fascinating, they seldom resemble your situation and ambitions.

**Novels and Fictional Narratives:** These books weave business themes into fictional stories, making complex business concepts more relatable, engaging and entertaining. Though fictional, they often offer a more accurate representation of reality and the conflicting demands and choices we have to navigate.

# Illustrating Everyday Dilemmas and Choices

Business books are particularly effective at illustrating everyday dilemmas and choices for several reasons:

## Real-World Relevance

Business books often draw from real-life scenarios, making the lessons and insights they offer directly applicable to the reader’s own professional context. For example, a book like my own, *[Tumult in Mecca](https://www.hpbech.com/books/tumult-in-mecca/)*, although an autofiction work, presents business challenges and cultural dilemmas grounded in realistic settings. This helps readers relate to the characters’ experiences and apply the learned lessons to their own lives.

## [![Cover of going global on a shoestring](https://www.hpbech.com/wp-content/uploads/3D-Going-Global-on-a-Shoestring-Subway1-small.png)](https://www.hpbech.com/wp-content/uploads/3D-Going-Global-on-a-Shoestring-Subway1-small.png)

---

## Detailed Case Studies

Many business books such as my own [*Going Global on a Shoestring*](https://www.hpbech.com/books/going-global-on-a-shoestring/), include detailed case studies that explore specific problems and their solutions. These case studies deeply dive into the decision-making processes, strategies, and outcomes. They illustrate how different approaches can lead to success or failure, offering valuable lessons for readers. For instance, a case study on a company’s marketing strategy can shed light on the importance of understanding customer behaviour and market dynamics.

## Personal Growth and Development

[![Cover of 5,460 miles from Silicon Valley](https://www.hpbech.com/wp-content/uploads/9GBQE46B.png)](https://www.hpbech.com/wp-content/uploads/9GBQE46B.png)Books focusing on personal development within a business context help readers navigate everyday challenges such as managing time, improving productivity, and enhancing leadership skills. They offer practical advice and strategies that readers can implement in their daily routines. Books like Mark Manson’s [*The Subtle Art Of Not Giving A F\*ck*](https://tbkconsult.com/subtle-art-not-giving-fck-book-review/) are classics in this genre, providing actionable steps for personal and professional growth.

## Inspirational Stories

Business autobiographies and biographies provide inspirational stories of overcoming obstacles and failures, making difficult decisions, and achieving success. These stories often highlight the importance of perseverance, innovation, and strategic thinking. Reading about the experiences of successful individuals like Steve Jobs or Bill Gates can motivate readers to pursue their goals despite challenges. My own [*5,460 Miles from Silicon Valley*](https://www.hpbech.com/books/5460-miles-from-silicon-valley/) is a detailed record of two software companies and their journey from startup to being acquired by Microsoft.

## Fictional Narratives with Business Themes

Novels that incorporate business themes can make complex concepts more accessible and engaging. By embedding business dilemmas within a captivating story, these books can illustrate the nuances of business decision-making in a more relatable way. For instance, [*The Goal*](https://www.amazon.com/Goal-Process-Ongoing-Improvement-ebook/dp/B002LHRM2O) by Eliyahu M. Goldratt uses a fictional narrative to explain the Theory of Constraints, making a complex topic easier to understand and apply.

# Case in Point: “Tumult in Mecca”

[![Cover of Tumult in Mecca](https://www.hpbech.com/wp-content/uploads/3D_Big-Eyes-Small-Square.png)](https://www.hpbech.com/wp-content/uploads/3D_Big-Eyes-Small-Square.png)My upcoming novel [*Tumult in Mecca*](https://www.hpbech.com/books/tumult-in-mecca/) is a prime example of how a business book can illustrate everyday dilemmas and choices through a compelling narrative. The book follows Henrik Bertelsen, a young economist working for the Danish government who suddenly finds himself entangled in a business venture in Saudi Arabia. The story unfolds in a way that highlights several key themes relevant to business and personal growth:

**Cultural Challenges:** Henrik’s experiences in Saudi Arabia underscore the importance of understanding and adapting to different cultural contexts in international business. The book vividly portrays the cultural clashes and the adjustments required to navigate them successfully.

**Unexpected Opportunities:** The story illustrates how serendipitous opportunities can lead to significant career shifts. Henrik’s unexpected involvement in a project outside his comfort zone shows the value of being open to and learning from new experiences.

**Work-Life Balance:** The narrative explores Henrik’s struggle to balance his professional commitments with personal responsibilities, such as his family and a demanding adoption process in a foreign country. This resonates with many readers who face similar challenges in their own lives.

**Ethical and Moral Dilemmas:** Throughout the book, Henrik encounters situations that test his ethical and moral values. These dilemmas are common in the business world, and the book provides insights into how to approach and resolve them.

**Historical Context:** Set in the late 1970s, the book provides a historical backdrop that adds depth to the business scenarios presented. It offers a nostalgic glimpse into the past while highlighting timeless business principles.

# Conclusion

Business books are valuable tools for illustrating everyday dilemmas and choices all professionals face. Whether through real-world case studies, personal development advice, inspirational stories, or engaging fictional narratives, these books offer practical and inspirational insights. They help readers navigate the complexities of the business world, make informed decisions, and grow personally and professionally.

Books like [*Tumult in Mecca*](https://www.hpbech.com/books/tumult-in-mecca/) exemplify how a well-crafted narrative can bring business concepts to life, making them accessible and relatable. By weaving together personal, cultural, and business themes, such books provide a rich and engaging reading experience that offers valuable lessons for anyone engaged in the world of business.

**Categories:** Blog, Book reviews, Globalisation, Marketing

**Tags:** culture, fixion_en, Publishing

---

### [Kindle is also an app](https://hpbech.com/kindle-is-also-an-app/)

**Published:** August 20, 2024
**Author:** Hans Peter Bech

**Excerpt:** While the Kindle can be a dedicated book reading device from Amazon, it is also available as an app for all operating systems.

**Content:**

I am currently promoting my upcoming book, [*Tumult in Mecca*](https://www.hpbech.com/books/tumult-in-mecca/).

One of my campaigns offers [**the Kindle version**](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) of the book for free for a limited period (five days).

I regularly get this response: “I don’t have a Kindle.”

> While the Kindle can be a dedicated book-reading device from **[Amazon](https://www.amazon.com/b?node=16571048011)**, it is also available as an app for all operating systems.
> 
> ---

[![](https://www.hpbech.com/wp-content/uploads/Kindle-App.png)](https://www.hpbech.com/wp-content/uploads/Kindle-App.png)

---

# Buying books for the Kindle app.

You cannot buy books from within the Kindle app. Not even those that cost nothing.

To take advantage of my offer, you need an account with Amazon and get it through your browser.

How to do that is explained here: [How to buy Kindle books.](https://bookriot.com/how-to-buy-kindle-books-guide/)

The procedure is the same for all Kindle books, whether they are free or not.

# Why do I restrict my free offer to the Kindle version?

Thousands of people respond to my offer of a free Kindle version. To deliver on my promise, all I have to do is send them the link to the book’s Amazon page. Amazon takes care of the rest.

A number of the readers will rate the book and leave a short review, which is helpful for new potential readers. Books with ratings and reviews sell better than books without. That’s why giving away a Kindle version has value for the reader as well as the author.

**Categories:** Blog, Book reviews, Marketing

**Tags:** Amazon, fixion_en, Publishing

---

### [Goodreads Giveaway](https://hpbech.com/goodreads-giveaway/)

**Published:** September 3, 2024
**Author:** Hans Peter Bech

**Content:**

### Join Henrik, a civil servant, as he trades stability for adventure and finds himself caught in a 1979 Mecca uprising.

It’s 1979. Henrik Bertelsen, a baby boomer, is an economist at the Ministry of Labour in Copenhagen. Married to Englishwoman Sammy, they pour their hearts into building a co-housing community in North Zealand while navigating the complex process of adopting a child from Indonesia. Henrik craves a period of undisturbed stability to secure his career as a civil servant.

Unexpectedly, he is asked to renovate and manage hospital kitchens in Saudi Arabia. His inner adventurer awakens, and with a short leave of absence from the ministry, he seizes the opportunity. The project escalates, and suddenly, he is caught in an armed religious uprising in Mecca. Trapped between rebels and police, Henrik is in trouble.

He manages to escape and is whisked out of the country. As he catches his breath, an American computer company offers him a lucrative job, setting his life on an entirely new path.

## [Goodreads](https://www.goodreads.com) Book Giveaway

[![Tumult in Mecca by Hans Peter Bech](https://i.gr-assets.com/images/S/compressed.photo.goodreads.com/books/1722948145l/217225648._SY475_.jpg "Tumult in Mecca by Hans Peter Bech")](https://www.goodreads.com/book/show/217225648)

### [Tumult in Mecca](https://www.goodreads.com/book/show/217225648)

#### by [Hans Peter Bech](https://www.goodreads.com/author/show/7953149.Hans_Peter_Bech)

The giveaway ends September 30, 2024.

See the [giveaway details](https://www.goodreads.com/giveaway/show/396043)
at Goodreads.

[Enter Giveaway](https://www.goodreads.com/giveaway/enter_kindle_giveaway/396043)

Available to US residents only

**Categories:** Blog, Business development, Globalisation, Politics, Travelling & Leisure

**Tags:** fixion_en, Publishing

---

### [Trumpism as a Political Power Complex](https://hpbech.com/trumpism-as-a-political-power-complex/)

**Published:** April 22, 2025
**Author:** Kresten Schultz Jorgensen

**Excerpt:** Trumpism is neither an ideology nor a consistent project. It is a political power complex that draws on a toolbox of six distinct logics - each designed to maximise attention, dominance and loyalty.

**Content:**

# The Six Logics and the Permanent Attack

---



---

[![](https://hpbech.com/wp-content/uploads/annie-spratt-zCgEsdlLNnk-unsplash-268x400.jpg)](https://hpbech.com/wp-content/uploads/annie-spratt-zCgEsdlLNnk-unsplash.jpg)Photo by [Annie Spratt](https://unsplash.com/@anniespratt?utm_content=creditCopyText&utm_medium=referral&utm_source=unsplash) on [Unsplash](https://unsplash.com/photos/you-are-joking-painting-zCgEsdlLNnk?utm_content=creditCopyText&utm_medium=referral&utm_source=unsplash)

Trumpism is neither an ideology nor a consistent project. It is a political power complex that draws on a toolbox of six distinct logics – each designed to maximise attention, dominance and loyalty. The digital attention economy enables the power complex: Trump intuitively understands how to ‘flood the zone’ with conflicts, scandals and emotional attacks so that traditional institutions and opponents lose their footing.

Trumpism is often read as a unified movement – either as an authoritarian landslide, a media phenomenon or a cry from disillusioned voters. But this is a misconception, and perhaps the reason why we underestimate its reach.
Because Trumpism is not one thing. It is a confluence of overlapping forces – strategically disjointed, but systemically powerful. And for European politicians and business leaders, that matters. Because what may look like an American sideshow is actually a new political technology that is already changing alliances, market logics and the very assumptions on which our democracies are built.

If we continue to see Trumpism as a passing storm, we miss the structure it actually has. That’s why it’s crucial to understand how it works – not to mirror it, but to navigate its reality.

Here are six of the most central logics of the project.

# 1. The businessman’s project: Deal over ideology

[![](https://hpbech.com/wp-content/uploads/Liar-434x400.png)](https://hpbech.com/wp-content/uploads/Liar.png)Trump thinks in transactions. Everything is something you win or lose. His approach to politics is business logic: create a negotiating advantage, act tough and take the credit if you succeed. Consequences for socio-economics or institutional trust are secondary.

A current example is the new, all-encompassing tariffs announced by the Trump administration. Economically, it’s an own goal – but politically and communicatively, it’s a powerful signal that strengthens Trump’s profile as a job-creating nationalist. Politics becomes a question of signalling value rather than long-term impact.

According to virtually all economic analyses, such measures will lead to higher prices for American consumers, increased uncertainty among businesses and declining competitiveness. Jens Nærvig Pedersen, Chief Strategist at Danske Bank, soberly states that ‘[Trump’s tariffs can simply no longer be explained by economics](https://politiken.dk/danmark/oekonomi/art10361746/%C3%98konomisk-giver-Trumps-told-ingen-mening-s%C3%A5-hvad-g%C3%A5r-den-i-virkeligheden-ud-p%C3%A5)’ – they make no sense either in reason or effect (Politiken, 3 April 2025).

Wall Street has reacted with shock. In just a few days, stock markets have fallen by up to 15% and profiles such as Bill Ackman and Stan Druckenmiller – former Trump supporters – are now warning of ‘an economic nuclear winter’ and a serious loss of global confidence in the US as a trading partner ([Børsen, 7 April 2025](https://borsen.dk/nyheder/udland/trumps-heppekor-pa-wall-street-vakler-det-her-er-ikke-det-vi-stemte-pa)).

While Trump claims to use tariffs as leverage in negotiations, it increasingly appears that in practice they function more as a fiscal tool to fill the treasury – and as political symbolism to core voters. As economics professor Philipp Schröder puts it: ‘It’s nonsense’ ([Politiken, 3 April 2025](https://politiken.dk/danmark/oekonomi/art10361746/%C3%98konomisk-giver-Trumps-told-ingen-mening-s%C3%A5-hvad-g%C3%A5r-den-i-virkeligheden-ud-p%C3%A5)).

# 2. Sado-populism: Affect over solution

[![](https://hpbech.com/wp-content/uploads/colin-lloyd-efrRLPZukCQ-unsplash-266x400.jpg)](https://hpbech.com/wp-content/uploads/colin-lloyd-efrRLPZukCQ-unsplash-scaled.jpg)Photo by [Colin Lloyd](https://unsplash.com/@onthesearchforpineapples?utm_content=creditCopyText&utm_medium=referral&utm_source=unsplash) on [Unsplash](https://unsplash.com/photos/man-in-black-police-uniform-holding-us-a-flag-efrRLPZukCQ?utm_content=creditCopyText&utm_medium=referral&utm_source=unsplash)

Based on Timothy Snyder’s concept of ‘sado-populism’, Trumpism can be understood as an affective political logic: *It’s not about helping voters, but about punishing the enemy.* Culture wars become more important than welfare, and the humiliation of opponents more important than concrete results.

Snyder elaborates on the concept in several contexts – including an interview with the Canadian media The Tyee – where he describes sadopopulism as a form of government in which the population is made co-responsible for the constant humiliation of ‘the other’. According to Snyder, the key is not to promise improvements, but to ensure that voters are allowed to be spectators to the suffering of others – creating an emotional bond rather than a political contract ([The Tyee, 2024](https://thetyee.ca/Culture/2024/11/14/Timothy-Snyder-Our-Problem-Is-Us/)).

Snyder further expands on this analysis in his latest book On Freedom: The Collapse and Reconstruction of Civic Life (Penguin Press, 2024), where he explores how populism, media and power strategies together undermine the concept of freedom from within.

As Snyder describes it, sadopopulism is characterised by the fact that it does not give people benefits, but pleasure in seeing others lose. Freedom is reduced to a matter of being able to harm without being held responsible. Instead of solidarity and common good, democratic politics is replaced by revenge and spectacle. This is not just an emotional direction, but a structural danger to freedom itself. When public institutions are eroded and truth is made relative, it’s not just opponents but the very foundations of society that are threatened – and that, according to Snyder, is the real method of tyranny.

JD Vance, Trump’s vice presidential candidate, represents this movement in its purest form: the hatred of the woke, media, universities and the federal bureaucracy is not just rhetorical, but existential. This is where politics becomes performance. Vance himself has said that the liberal order must be broken down from within. This creates division, but also loyalty in a time when emotions often trump arguments. The trade war with China and the aversion to climate regulations have hurt American industry in real terms, but provided symbolic political gain. In reality, the policies have often cost the same voters who support them billions.

# 3. The libertarian capital wing: The market as resistance

Behind the scenes, there is a strong wing of the rich right that wants less government, fewer regulations and more freedom for market players. Here we find names like Elon Musk and Peter Thiel, who sympathise with Trumpism – not necessarily for its rhetoric, but for its dismantling of the systems that inhibit private dominance: regulation, taxes, government regulation.

Elon Musk has donated significant amounts of money to pro-Trump super PACs and has been appointed head of the newly created Department of Government Efficiency (DOGE). Likewise, David Sacks, another prominent tech investor, has been named the administration’s ‘AI and crypto czar’, signalling a move towards deregulation in these sectors.

This wing sees the state as the problem. Trump – and even more so his administration – is setting the stage for a future where tech, private ownership and individual agency take precedence over collective solutions. It’s not just politics; it’s a strategic privatisation of social responsibility. The massive contributions from tech billionaires to the Trump campaign and the desire to gain control of AI and energy without government interference show that there is a consistent strategic axis in the otherwise chaotic Trump project: a clear trend towards promoting technological progress and economic growth through the reduction of government regulation, in line with the libertarian capital wing’s vision of a maximally market-driven society.

# 4. Amateurism and anti-expertise

Trumpism is also a protest against expertise. Government officials, professionals and institutions are seen as part of the problem, not the solution. This is where Trump’s intuition and gut feelings become the focal point. One example is the proposal to buy Greenland – a proposal with no diplomatic or strategic backing, but with maximum media attention.

Anti-expertise is dangerous because it undermines the administration’s ability to make coherent policy. But it works because it appeals to voters who feel that their lives have not been improved by the experts’ recommendations. As with COVID-19, when Trump refused to follow scientific guidelines, it creates a systematic distrust of knowledge that provides short-term political capital.

# 5. Kleptocracy and monetisation of politics

[![](https://hpbech.com/wp-content/uploads/Bag_of_Money-462x400.png)](https://hpbech.com/wp-content/uploads/Bag_of_Money.png)Trumpism is also an economic model. Politics becomes business. Trump and his network have built a parallel economic system through donors, campaign organisations and loyalist media. Every conflict can be translated into clicks, donations, merchandise or direct profit.

Trumpism has not only changed the political agenda, but has also given rise to a new economic model where politics and business merge, as described in the Economist – [here](https://www.economist.com/united-states/2023/06/01/conservative-americans-are-building-a-parallel-economy). Key players in Trump’s network have established a parallel economic system that appeals to conservative consumers and businesses who want to distance themselves from ‘woke’ culture and liberal values.

This movement is supported by significant investments from key members of Trump’s inner circle. For example, Donald Trump Jr. has become involved in several companies in finance, media and technology, all seeking to capitalise on the conservative wave. His involvement ranges from advisory roles to board positions, emphasising the close link between Trump’s political movement and these business initiatives. A fusion of politics and business within Trumpism that manifests itself in the creation of a parallel economic system where conservative values and economic interests go hand in hand.

It’s not just Trump himself who profits from chaos. It’s his entire ecosystem. Politics has become a platform where media attention and polarisation is converted into money. It’s a form of democratic monetarism where attention is currency. In particular, revelations about how Trump has channelled funds from donation platforms to his own companies and made millions on merchandise during the election campaign document how the entire political communication has become a kind of shop.

# 6. Geopolitical cynicism: US withdraws from the role of Western guarantor – and Asia over Europe

[![](https://hpbech.com/wp-content/uploads/the-now-time-30oZkAz4u1Y-unsplash-600x400.jpg)](https://hpbech.com/wp-content/uploads/the-now-time-30oZkAz4u1Y-unsplash-scaled.jpg)Photo by [The Now Time](https://unsplash.com/@thenowtime?utm_content=creditCopyText&utm_medium=referral&utm_source=unsplash) on [Unsplash](https://unsplash.com/photos/a-newspaper-sitting-in-a-red-shopping-cart-30oZkAz4u1Y?utm_content=creditCopyText&utm_medium=referral&utm_source=unsplash)

Finally, Trumpism embodies a foreign policy cynicism where the US withdraws from the role of Western guarantor. The focus is directed towards Asia – especially China and Taiwan – and away from Europe, NATO and multilateral co-operation. Investments in US chip production and moves to decouple from Chinese suppliers show that the US is really shifting gears – not just rhetorically, but institutionally and geopolitically.

Fareed Zakaria – an Indian-American journalist, host of the CNN programme ‘Fareed Zakaria GPS’ and writer for The Washington Post – warns that Trump’s foreign policy revolution has shaken the global system to its core. The US is not only abandoning Ukraine and reneging on its own security guarantees, but demanding access to Ukrainian raw materials as ‘payment’ for its support. At the same time, the Trump administration is waging trade wars against close allies like Canada and Mexico, pulling the US out of the World Health Organisation and cancelling much of its global aid.

According to Zakaria and other commentators, this is creating a dangerous vacuum. In Europe, German leaders declare they must build independent security without the US. In Asia, Taiwan fears being left behind and countries like Japan and South Korea are considering nuclear weapons as an alternative to the US umbrella. The international system that the US built and has dominated for eight decades is crumbling – and that, as Zakaria puts it, is a gift to Russia and China. He concludes with a warning: when the rules-based world order falls, it will not only weaken Europe’s security – it will also make the US poorer, more isolated and far more exposed.
The perspective going forward

Trumpism is not a project, but a condition – a new political technology that functions because it doesn’t play by our usual rules. That’s why it’s not enough to call him an idiot, kleptocrat or populist. Because he is – but he’s all of those things at the same time. And that’s what makes him powerful.

We often react field by field. When Trump pursues economic policies, we criticise him with economic arguments. When he attacks universities and media, we respond as cultural defenders. When he raises money through merchandise and donations, we call him corrupt.

But it is precisely this piecemeal resistance that makes us politically powerless. Because Trumpism is not piecemeal. It is a power complex. And if we want to understand – and resist – it, we must see the totality. Not to mirror his methods, but to develop strategies that go beyond the next reaction.

This applies to politicians who want to defend democracy. It applies to companies that want to act in a divided public. And it applies to us as voters and citizens, if we want to maintain a somewhat common reality to discuss.
Understanding Trumpism is not an intellectual exercise. It’s a necessity.

### Sources:

- The Post-American World is now in plain sight, Fareed Zakaria, The Washington Post, 7 March 2025.
- Sobel, M. and Kamin, S., The tariff plan is meaningless, ineffective and destabilising. Financial Times, 4 April. 2025.
- Timothy Snyder, On Freedom: The Collapse and Reconstruction of Civic Life, Penguin Press, 2024.

### Credits:

Picture of Kresten Schultz Jørgensen by photographer: Jens Honoré.

---

This article was first posted in Danish on [LinkedIn](https://www.linkedin.com/pulse/trumpismen-som-politisk-magtkompleks-de-seks-logikker-kresten-sfg3f/?trackingId=5alKhYKkTPaZS3iwkYOscQ%3D%3D) on 8 April 2025.

**Categories:** Blog, Globalisation, Politics

**Tags:** fixion_en, Politics and Economics

---

### [How fortunate can one be?](https://hpbech.com/how-fortunate-can-one-be/)

**Published:** April 26, 2025
**Author:** Hans Peter Bech

**Content:**



---

[![](https://hpbech.com/wp-content/uploads/Frederiksborg-Slot-300x400.jpeg)](https://hpbech.com/wp-content/uploads/Frederiksborg-Slot-300x400.jpeg)I dropped my car off for servicing early this morning.

The Volvo garage is on the northern outskirts of Hillerød, so while the mechanic got to work, I strolled the three kilometres into town, where my favourite café opens at eight.

The spring weather is wonderful. Six degrees and no wind.

I’m in plenty of time, so I take a detour around Frederiksborg Castle, where geese are swimming around on the mirror-like lake with their newly hatched ducklings. As I walk along the lake shore on this quiet morning, I think about how lucky I am.

Being born in Denmark was beyond my control, but it meant that I grew up in a society with a supportive infrastructure of benefits that all citizens have access to. I think of healthcare, education, social services, the justice system and so on. My life, which I am quite happy with, is built on that platform. I stand on the shoulders of those who fought for everyone to have a common foundation of security and equal opportunities.

In practical terms, this has meant that throughout my life I have been able to take risks without fear of being unable to pay for my children’s education or medical treatment.

Broadly speaking, this is the European model. In the Nordic countries, the shared social infrastructure based on solidarity is more comprehensive, and it is also here that the world’s [most satisfied people](https://www.afar.com/magazine/the-worlds-happiest-country-is-all-about-reading-coffee-and-saunas) live. And even though we pay sky-high taxes, have lots of holidays, can take a year off for parental leave and can stay home from work to look after our sick children, we are still among [the richest countries](https://worldpopulationreview.com/country-rankings/most-productive-countries) in the world. We are also among the countries with the highest [labour productivity](https://en.wikipedia.org/wiki/List_of_countries_by_labour_productivity). We don’t work that much, but when we do, we get things done.

# We can trust each other

[![Kaffebaren Blichfeldts Bønner](https://hpbech.com/wp-content/uploads/Kaffebaren-3-800x388.jpeg)](https://hpbech.com/wp-content/uploads/Kaffebaren-3-800x388.jpeg)Now I’m sitting in a café listening to the cheerful buzz of conversation while the staff laugh in the kitchen. The espresso machine and milk frother are whistling merrily, and soft ballads play quietly in the background. Even though a cappuccino costs 45 kroner and a cheese roll 50, the café quickly fills up. The regulars have a page in a small pocket book and get marks that make the tenth cup free.

Over by the windows, I have been allowed to place a few of my books with belly bands indicating the price and my publisher’s MobilePay number. Every now and then, a little ping sounds on my phone when a guest buys a book. In the many years I have had this arrangement, not a single copy has gone missing.

Outside, the city is slowly waking up, and more people are arriving on the beautiful pedestrian street, which was renovated last year. Fascines have been laid so that rainwater is directed into the lake and not into the sewers, which had difficulty coping with the increasing amounts of water. At the same time, new paving stones were laid and planters with benches were installed. It looks very nice.

# The fortunate and the unfortunate

As I write these lines, I feel a little sad at the thought that not everyone on this planet can enjoy the same safety, peace and tranquillity that I experience. Some are unfortunate and live in a country at war or a country where there is not the same sense of community as here. Or countries where the political system is corrupt or ruled by idiots with deviant personalities.

There is enough wealth in this world for everyone to live in safety and pursue their dreams in peace, but this is prevented by people who do not believe they owe anyone anything. People who do not understand the meaning of the word ‘society’, people who are busy hating and despising rather than loving and respecting.

But today, I will let the gloom fade into the background and instead focus on gratitude. Grateful to be sitting here with a warm cup of coffee in my hand, feeling the gentle light of spring shining through the windows and hearing the soft buzz of the city begin. The world isn’t perfect, but maybe we can—one good deed at a time—help push it a little bit in the right direction. I pack up my laptop, take one last sip of coffee, and step out into the lively morning, ready to pick up my car and continue my day.

**Categories:** Blog

**Tags:** fixion_en, Politics and Economics

---

### [A Novel is Born](https://hpbech.com/a-novel-is-born/)

**Published:** October 24, 2025
**Author:** Hans Peter Bech

**Excerpt:** A business thriller has the protagonist's working life as its main plot. Everything outside of that is also part of the story, but it's the business that drives the plot.

**Content:**

---

You walk with a story in your head. Even a real-life story. You share snippets of it with your loved ones.

> *“You have to write that story down and publish it,*” *they say.*

You really want to, but is it just one of thousands of other great stories out there? Is there a deeper meaning and is it worth sharing with someone you don’t know?

I struggled with similar questions for many years.

Instead, I wrote [non-fiction books](https://tbkconsult.com/publishing/). In English. It was a [huge success](https://www.hpbech.dk/2020/10/06/sadan-laver-du-internationale-bestsellere/) and made my small consulting business flourish.

And the story rumbled on. In my head.

[(Click here](https://hpbech.com/my-recipe-for-making-international-bestsellers/) if you want to read about how my non-fiction books are created.)

## Professional biographies

I am fascinated by reality. It always proves to beat the imagination on all fronts. Brutal. Beautiful. Gripping. Sad. Happy. Unpredictable. Human. Inhumane.

[![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-267x400.png)

 When I got the opportunity to write a business biography about the IT company Damgaard Data, I jumped at it. The goal was to tell the story of the time, the industry and the business, and let the characters fade into the background. It’s a difficult balance because it’s people who run businesses.

However, if you look at it from above, you realize that something is also playing tricks on them. Something they don’t see coming and they can’t control. Mighty waves they can surf gracefully or tear them down.

This is especially true in the global IT industry, where technological development can, in just a few years, remove the foundations of even large and well-established companies, while making room for brand new ones.

Are the good ones doing well? Or is it the lucky ones? Or a mixture? And in what mixing ratio?

I don’t have the answer, but the business biography *[5,460 Miles from Silicon Valley](https://www.amazon.com/460-Miles-Silicon-Valley-depth-ebook/dp/B07DF8VK8K)* suggests that it’s mostly the latter, a mixture. Perhaps with a tendency that luck always trumps skill. Double luck is something that really rocks. Throw in a little skill and diligence, and you’ll get a kick out of anything and everything.

To date, over 3,000 Damgaard books have been sold and every week bookstores order more copies. Apparently, I’m not the only one who finds reality fascinating.

## Autofiction and business novels

Meanwhile, the story in my head grew bigger and bigger. Like a kind of pregnancy. At some point, there’s no turning back and you want to have that baby too. Even if it’s painful, inconvenient and knowing that you might be the only one in the world who will love the baby.

And now it’s there. Almost.

[![](https://hpbech.com/wp-content/uploads/MU-TIM-table-iphone-coffee-500-400x400.png)](https://hpbech.com/wp-content/uploads/MU-TIM-table-iphone-coffee-500.png)

 Manuscript version M2 has just been sent to the editor. Ready to be ripped apart. I have to expect that. That’s the editor’s job. Even if it’s going to hurt.

If you’re curious about how book publishing works in the 21st century and would like to read this and future articles about the making of the book, it should be emphasized that I write business novels on an autofictional foundation.

A business novel has the protagonist’s working life as its main plot. Everything else is also part of the story, but it’s the work-related stuff that drives the plot.

Auto-fiction means that the author is based on their own experiences. It’s a well-known trick that saves hours of research. What you experience has the detail that allows it to be conveyed in nuanced and realistic images.

But autofiction is not autobiography.

I had a blast writing the story about Damgaard and Navision, but I can’t imagine having a blast writing my own. Even though I’m living the life I want, I see no point in telling others how I got there. However, I’d like to reflect on my experiences and highlight some issues that I think receive far too little attention in the portrayal of success and the good life that characterizes the media image in the West. Here it’s the celebrities, the con artists, the bankrupts and the multi-billionaires who get all the attention. And they usually don’t deserve it.

I want my books to celebrate the waterberries. All those who do good for their loved ones. The helpful, caring and faithful. Those who realize that the good life is right here and now and essentially consists of following your intuition, seizing opportunities while behaving properly and looking out for others.

## Arts and crafts

Writing and publishing a book is not just turning thoughts into words. It’s 1/4 art (or creative expression) and 3/4 craft. In a series of articles, of which the one you’re reading right now is the first, I’ll share what my process looks like. It’s far more comprehensive than most people imagine when they hold the finished book in their hands.

[Next article: How to write a good book](https://hpbech.com/how-to-write-a-good-book/)

**Categories:** Book reviews, Business development

**Tags:** fixion_en, Publishing

---

### [How to write a good book](https://hpbech.com/how-to-write-a-good-book/)

**Published:** October 24, 2025
**Author:** Hans Peter Bech

**Excerpt:** If you have commercial ambitions with your book project, you need to find the balance between the story you want to tell and the story that many readers will want to buy or borrow and then recommend to others. Today, readers' recommendations play a crucial role in sales.

**Content:**



---

## ![ ](https://hpbech.com/wp-content/uploads/9ksxb01veivp6y41uqc.png)A novel is born – part 2

> If your book project carries commercial ambitions, success depends on striking the right balance between the story you’re passionate about telling and the one readers will be eager to buy, enjoy, and share with others. In today’s market, word-of-mouth — genuine reader recommendations — is one of the most powerful drivers of sales.

---

   [![](https://hpbech.com/wp-content/uploads//Inferno-Dan-Brown-257x400.jpg)](https://hpbech.com/wp-content/uploads//Inferno-Dan-Brown-257x400.jpg)A bestseller with a poor plot, a contrived storyline, a thin message and a huge marketing budget.Even bad books can become bestsellers — but usually only when the author or the subject is already well known, and when a sizeable marketing budget fuels the launch.

For an unknown debut author with limited funds, poor quality is a dead end.

Yet even a good book isn’t enough on its own. No matter how strong your story, readers and listeners won’t discover it by accident. With a modest budget, visibility becomes your greatest challenge.

In this series of articles, I’ll share my perspective on how to achieve both: a book that deserves attention — and marketing that ensures it gets it. Together, they can pave the way to sales of 3,000 copies or more.

These articles are written for those who plan to both write and publish their own book. If you intend to find a traditional publisher instead, you’ll face additional steps: identifying the publishers best suited to your story, and, if one shows interest, negotiating a fair deal. Those processes fall outside the scope of this series.

---

# The overall process

The overall process of transforming thoughts in the writer’s head into sentences in front of the reader’s eyes or read aloud to her ears can be usefully considered in five stages:

1. Formulating idea and concept (book summary)
2. Marketing and marketing
3. Basic script development
4. Editing and proofreading
5. Release
 
In this and future articles, I will discuss how to approach step 1 – concretizing your idea – and how to capture it in a concept description that guides you in your further work. In later articles, I will elaborate on the other four phases as well.

## The book summary

[![](https://hpbech.com/wp-content/uploads/TIM-UK-Summary-259x400.png)](https://hpbech.com/wp-content/uploads/TIM-UK-Summary.png)  

I have many ideas for books I would like to write. They swirl around in my head all the time. At some point, when I decide which idea to realize, I start writing a [book summary](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/).

It contains and is presented in the following twelve sections:

1. Title, subtitle and cover (front, spine and back of the book)
2. Purpose
3. Summarizing
4. Target group
5. Similar books
6. Magnets
7. The manuscript process
8. The publishing process (production and distribution)
9. Marketing and marketing
10. Product details (format, prices, ISBN and categories)
11. Timetable and finances
12. About the author
 
but the sections are prepared in a slightly different order.

## Product details (format, prices, ISBN and categories)

Here you choose the size of the book and in which formats it should be available (print, mobi and audio). Extract ISBN numbers for each format.

Select which [BISAC categories](https://www.bisg.org/complete-bisac-subject-headings-list) and [theme groups](https://www.danskeforlag.dk/kontrakter-og-ressourcer/ressourcer/metadata/thema/) the book fits into.

## Purpose

The description of the book’s purpose can be based on a characterization of the experience you want to give the reader. During the reading and afterwards.

- What do you want to achieve with the book?
- What do you want to tell the reader?
- How will you keep her attention?
- What will she be left with when the last page is turned?
 
There are no real limitations here, but if you have commercial ambitions, i.e. a certain minimum sales target, it’s probably a good idea to consider what type of readers might be interested in that experience.

Finding the balance between what you want to write and what enough people want to read is the classic challenge. If you publish with an external publisher, you will be challenged on this balance. If you self-publish, you can be a little more relaxed, provided you can bear the costs and hedge the risk of a flop.

## Summarizing

Can you summarize a book that has not yet been written?

Yes, you can, and it will even significantly increase the quality of the end product.

The summary is two to three pages about the characters, places and plot.
Of course, during the writing process, the book can go off in a completely different direction and the summary has to be corrected. Stopping and writing a revised summary based on the book’s new direction will help the project move forward.

## Similar books

[![](https://hpbech.com/wp-content/uploads//Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads//Target-audience-400x400.png)Most books are similar in one or more ways to others. Writers typically read a hundred times more than they write. It’s rewarding to read books in the same genre and be inspired or the opposite.

When it comes to marketing, you can link advertising to books in the same genre that are already selling well. I’ll come back to how this is done in practice.

In the book summary, list 5-6 books that are similar to your own. If you write in Danish, it must be books published in or translated into the same language.

## Target group

The first page of every book on effective business development and marketing emphasizes that you need to choose your target audience carefully and get to know them well.

This also applies to books.

When you have commercial ambitions, target audience considerations need to be taken into account right from the start. First and foremost, they need to influence the product to make it relevant to enough people. Next, the target group must have characteristics that ensure it can be identified. The better you can describe your target audience on searchable criteria, the easier it will be to make them aware of the book’s existence before and after publication.

## Title, subtitle and cover

Here you explain the choice of title and any subtitle.

The title should both capture the reader’s interest and be reasonably descriptive of the content. It is the book’s value proposition, summarized in five words or less. Preferably less.

For non-fiction books, it’s beneficial to have a slightly longer subtitle to help potential readers understand if the book is relevant to them.

Regardless of whether you change the title along the way, I’m convinced that considering the title of the work before you start writing will benefit the entire process and the final result.

Now we’re so far along in the book’s delineation that we can make the first shot of a cover.

 [![](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)At the time of writing, the script for ‘Applying Artificial Intelligence’ is not yet ready. But the cover is.Is it really necessary when we haven’t even started the script yet?

Yes, and there are several reasons for this.

The marketing, which starts long before the book is published, requires a cover. Potential readers need to be captured by the physical manifestation of the book (which is virtual!). It’s a thousand times easier to grab attention with a picture of the book than with a text describing it.

The virtual manifestation will also make it easier to recruit alpha and beta readers. I’ll come back to that.

Very few authors can design a cover, and even those who think they can probably shouldn’t.

It costs money.

A good cover is around DKK 5,000 plus VAT. If you have to go through multiple attempts, it adds up. You can use a designer abroad, where the price level is around half of the Danish one. Then you’ll be able to afford a few more attempts.

There are also other methods of cover design, which I’ll come back to.

Once you’ve created the front, spine and back cover, you can simulate the book in different situations. I use a service called [PlaceIT](https://placeit.net/).

## Magnets

The term is a translation of *the* English *The Hook*, and is a short statement of what will make the target audience take an interest in the book. You will draw on the wording in the purpose and summary sections, but the magnet is solely through the eyes of the reader.

The magnet will help you formulate the messages that your marketing will use.

## The manuscript process

You can’t write and publish a good book alone.

Where you need external help depends on your interests and skills.

A surprising number of books are written by ghostwriters because the authors with the good story can’t or won’t spend the time to write. Others need a writing coach to get the first draft of the script in the box. Others can do it on their own.

In this section, you describe how you will ensure a quality script. There will be much more about this in later articles.

## The publishing process (production and distribution)

In this section, you describe how each book format should be produced and distributed.

Increased digitization has changed the publishing process for all formats, and in upcoming articles I will go through the process for each one.

## Marketing and marketing

When you have commercial ambitions with the book and are not already a well-known person, marketing is probably the biggest challenge.

 [![](https://hpbech.com/wp-content/uploads//Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Many textbooks are written by consultants and serve as marketing tools in their own right. Here, the goal is not primarily to sell a lot of books, but to get more and better-paid consulting assignments. This is how I started my writing career and I can confirm that it works.

With novels or fiction, it’s completely different.

If sales of the book alone are to cover the costs of cover, editing, proofreading and production, it must sell a minimum of 300 copies. If you invest in PR and marketing, the break-even sales go up to 5-600 copies. Only then is there money for the author.

I think you’ll be surprised how few books sell more than 500 copies. Not because they are bad, but because few become aware of their existence.

If you’re not already well-known and have a big bankroll, you need to find innovative ways to bring the book to the reader’s attention. I discuss this topic in much more detail in later articles.

## Timetable and finances

With the above considerations and decisions in place, you can set a rough schedule and budget for the release.

[**Next Article: The book value proposition**](https://hpbech.com/the-books-value-proposition/)

**Previous articles in this series:**

1. Article 1: [A novel is born](https://hpbech.com/a-novel-is-born/).

**Categories:** Book reviews, Business development

**Tags:** fixion_en, Publishing

---

### [The book's value proposition](https://hpbech.com/the-books-value-proposition/)

**Published:** October 28, 2025
**Author:** Hans Peter Bech

**Excerpt:** In the series, I assume that you write and publish the book yourself. If you use a publisher and maybe even a ghostwriter instead, different terms apply.

**Content:**



## A novel is born – part 3

---

Whereas in [the previous article](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/) I briefly introduced the book summary, in this one we will discuss the first few paragraphs in further detail.

---

In the series, I assume that you write and publish the book yourself. If you use a publisher and maybe even a ghostwriter instead, different terms apply. The processes are the same, but the division of responsibilities between you as the author and the publisher as rights holder and publisher will result in a different division of labour and dynamics.

I also assume you want your book to be a commercial success. It must sell more than 3,000 copies.

The book summary contains the following twelve elements as described:

1. [![](https://hpbech.com/wp-content/uploads/TIM-UK-Summary-259x400.png)](https://hpbech.com/wp-content/uploads/TIM-UK-Summary.png)Title, subtitle and cover (front, spine and back of the book)
2. Purpose
3. Summary
4. Target group
5. Similar books
6. Magnets
7. The manuscript process
8. The publishing process
9. Marketing and promotion
10. Product details
11. Timetable and finances
12. About the author
 
but it is executed in a different order:

## Product details

     **Project name** The Henrik Bertelsen Saga   **Title** Tumult in Mecca   **Subtitle** Petrodollars, Desert Mystique, and Existential Dilemmas on the Road to the Holy City   **Release date** September 15, 2024 (expected)   **Formats** Printed book. E-book in epub-format. Audiobook.   **Covers** Cover in colour, on 260g chromo board, matt lamination without flaps   **Printing** Content in b/w on 80 grams of Munken Cream   **Page number** 300 pages (approx. 75,000 words) including front mats and blank pages.   **Author** Hans Peter Bech   **Publishing house** BOOX Publishing®   **Distribution** Amazon and IngramSpark   **ISBN** Softcover: 978-87-93116-79-5
Hardcover: 978-87-93116-75-7
Kindle/e-book: 978-87-93116-76-4
Audio: 978-87-93116-77-1 and 978-87-93116-78-8   **Prices (incl. VAT):** Softcover: $14.99, Hardcover: $19.99, Kindle/ebook:: $9.99, Audio: $14.99   **Format** Trim size: 6”x9” (15.24 x 22.86 cm), Spine: 16.6mm   **BISAC categories, theme and product group** Mystery, Thriller & Suspense › Thrillers & Suspense › Historical

Literature & Fiction › History & Criticism › Regional & Cultural › European › Scandinavian

Literature & Fiction › Action & Adventure › Mystery, Thriller & Suspense › Thriller & Suspense

     The product details section of the book is best displayed in a table as above.

The information comes from my upcoming novel, *Tumult in Mecca,* the first in a series. I therefore also operate with a project description.

Data on the printed version is taken from Amazon.

[![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)Trim size is the physical dimensions of the printed book. I prefer 6″x9″ , which is close to the 155x230mm that I use in Denmark.

For physical distribution worldwide, I use Amazon and IngramSpark. Audiobooks are distributed via Author’s Republic.

I run BOOX Publishing and therefore have my own ISBN series. Each format must have its own ISBN.

My books are not particularly price-sensitive, I tell myself, and have therefore set them at the market standard. The same applies to the bookseller’s margin, which is set at 40%. As a starting point, I opt out of the return policy. If I arrange special promotions with individual bookstores or book chains, both a higher discount and return policy may apply. I assess this on a case-by-case basis.

## Purpose (the value proposition)

When a company starts developing a product, a lot of time is spent formulating the value proposition. It is a description, qualitative and quantitative, of the value that the product creates for the customer. Typically, the value proposition will address needs that the customer has already acknowledged and recognises.

 ![](https://hpbech.com/wp-content/uploads/Value-Proposition-300x178.jpg)Today, this exercise is usually carried out before product development starts. It wasn’t like that before. It was quite common to develop the product first and then ask the marketing department to create product descriptions and launch campaigns. However, the method proved to lead to too many flops.

The description of the product and value proposition is created today, *before* development begins. The presentation is then presented to potential customers to assess the extent to which it resonates.

A book with commercial ambitions is a product and must therefore have a value proposition. In the book summary, purpose and target audience are two different sections. Since every product has more value for some types of customers than others, in practice they are developed in interaction with each other.

You can start by asking: What do I want the reader to get out of reading my book? When you have five to ten points, you ask? What type of readers will get the most value from these points? The description of the value proposition and target audience should be as precise and recognizable as possible.

In my opinion, it’s a huge advantage to have both purpose (value proposition) and target audience in mind before starting the script. The deliberate choice of characters, episodes, angles and narrative will support my value proposition. If you want to know more about developing the value proposition, there are many articles and videos on the topic. The book *[Test your ideas](https://tales.dk/test-dine-ideer_alexander-osterwalder_9788702296921)* by Alexander Osterwalder is recommended.

## Summarizing

Can you summarize a book that has not yet been written?

[![Tumult in Mecca](https://hpbech.com/wp-content/uploads/MU-TIM-subway-tall-small-198x400.png)](https://hpbech.com/wp-content/uploads/MU-TIM-subway-tall-small.png)Yes, you can, and it will even significantly increase the quality of the end product. The summary is a shorter and externally oriented version of the book synopsis. The summary is two to five pages about the characters, places, plot and message.

Of course, during the writing process, the book can go off in a completely different direction and the summary, and perhaps everything else in the summary, will have to be corrected. Stopping and revising the summary based on the new direction of the book will help the project move forward.

The earlier you correct, the more likely you are to get it right in the end. It also means that the summary may need to be revised several times, but this is always more manageable than having to rewrite the entire book. Most people don’t. Instead, they live with their flop.

Spending a few days thinking about and formulating the project’s purpose and content, and then testing it on a sample of the target audience (20-30 people) is a good litmus test. Listen to their spontaneous reactions. The summary will be part of the package that you use to test your book idea.

Additional adjustments may be needed if you use alpha readers, editor and beta readers. I’ll come back to that.

Next article: [Target audience](https://hpbech.com/target-group/)

---

- Article 1: [A novel is born](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Article 2: [How to write a good book](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en, Publishing

---

### [American Kingpin - Catching the Billion-Dollar Baron of the Dark Web](https://hpbech.com/american-kingpin-catching-the-billion-dollar-baron-of-the-dark-web/)

**Published:** October 31, 2025
**Author:** Hans Peter Bech

**Excerpt:** Ross Ulbricht has recognized that his Liberterian ethos was taking him further and further into the abyss. He was not driven by power, money and respect, but by his political convictions. In turn, it drove him to the moral high ground and eventually landed him in prison for twice life plus 40 years.

**Content:**

---

> Ross Ulbricht has recognized that his Liberterian ethos was taking him further and further into the abyss. He was not driven by power, money and respect, but by his political convictions. However, it drove him to the moral high ground and eventually landed him in prison for twice life plus 40 years.

---

 ![](https://hpbech.com/wp-content/uploads/Ross-Ulbricht.jpg) Ross Ulbricht  

Nick Bilton’s book about the 26-year-old American Ross Ulbricht’s meteoric rise as drug lord “The Dead Pirate Roberts” is more thrilling than any crime novel I’ve read in recent times. At the same time, it describes a number of fundamental issues and challenges in American society and the rapid development of IT technology. Ross Ulbricht was a student at Penn State University where, as a so-called [libertarian](https://en.wikipedia.org/wiki/Libertarianism), he actively advocated that the state (what we now call government) should interfere as little as possible in what the individual can and cannot do. It’s an old discussion where Americans seem a few hundred years behind Europe.

 ![](https://hpbech.com/wp-content/uploads/Junkie-drugs.jpg) 

Among other things, Ross was of the opinion that we each have to decide which drugs we want to enjoy. As a consequence, he also believed that all trade in narcotics and drugs should be liberalized and left to the free market. This would be a quick way to get rid of the violent crime that surrounds drug trafficking. Moving the drug trade online at the same time would create a transparent market that would remove all intermediaries between producer and consumer, drive down prices and ensure that the transaction itself could take place without the parties having to physically meet. User reviews would ensure that cheats were spotted and pushed out of the market. Ross saw nothing but advantages and couldn’t see any disadvantages.

The personal consequences of any abuse, including whether some groups of people might be more vulnerable than others, was something he, based on his Liberterian view of life, could completely ignore. Of course, there was the problem that all trade in drugs and narcotics is illegal in the US, but Ross was convinced that if liberalization could be achieved, everyone would see the benefits and lawmakers would be pressured to unleash the market. Ross saw himself as the knight in shining armour who would open society’s eyes to the blessings of liberalization.

## The Silk Road on the Dark Web

 ![](https://hpbech.com/wp-content/uploads/The-Silk-Road.png) 

When Ross Ulbricht discovered that there is a version of the Internet where you can’t track an individual’s activity, he saw an opportunity to realize his vision. He created The Silk Road webshop where sellers and buyers of narcotics and drugs could meet and trade. The goods were delivered by an (initially) unsuspecting postal service and payment was made in anonymous Bitcoins. Ross Ulbricht cashed in a percentage of each trade. The same concept as when Danske Bank helped wash Russian money clean in their Estonian branch. If the traffic is high enough, even small commissions can turn into huge sums.

Driven by his political convictions, Ross got to grips with how The Dark Web technically works, but soon realized that he couldn’t do it all alone. As it always goes when someone has to work together to commit crime, the processes were complicated by a combination of greed and lack of trust. Soon Ross had to deal with the consequences of someone trying to cheat him. On the wrong side of the law, only the law of the jungle applies, and Ross took many small but sure steps in the wrong direction, eventually taking very big steps indeed.

 ![](https://hpbech.com/wp-content/uploads/The-dark-web.jpg) 

Ross came a long way with his project, was driven by the environment into more and more exotic corners of the black market and had to deal with increasingly difficult facets of his political beliefs. Should the portal also allow trade in highly addictive drugs such as heroin and methamphetamine, weapons and human organs? Ross had only himself to discuss the dilemmas with and always chose the most Liberterian interpretation. It was only the inconvenience of sending weapons and organs by post that limited this part of the business.

Over time, the business grew so large that the police became aware of the activity. The book’s description of how US law enforcement went about finding the mastermind and disabling the portal is a thriller in itself. Even the law doesn’t always work on the side of the law. The pursuit of fame and glory is often prioritized over the actual goal of the case.

## The fundamental conditions

 ![](https://hpbech.com/wp-content/uploads/Justice.jpg) 

The notion that ethics are on your side when you choose to break the law based on political or religious beliefs is neither new nor limited to a narrow group. Even in ancient democracies, where it’s difficult to argue that the law should favor special populations, there are still people who believe that their individual beliefs are ethical enough to override the law. Once the movement is set in motion, many are happy to follow.

Ross Ulbricht has [recognized](https://freeross.org) that his Liberterian ethos was taking him further and further into the abyss. He, unlike many other criminals, was not driven by power, money and the respect (which in reality is fear and not respect) that both can buy in those environments, but by his political convictions. In turn, it drove him to the moral high ground and eventually landed him in prison for twice life plus 40 years.

The Dark Web is a technology that protects privacy and can ensure that we cannot be monitored in all our online activities. It wasn’t until Bitcoin technology was introduced that Ross Ulbricht was able to realize his vision of the internet-based drug market. You can’t cheat with Bitcoins, but you can make completely anonymous payments, which is at the heart of almost all crime. The book’s description of what it took to capture and expose Ross Ulbricht is a frightening example of what we are up against.

## American Kingpin – Catching the Billion-Dollar Baron of the Dark Web

 ![](https://hpbech.com/wp-content/uploads/American-Kingpin.jpg) 

**Title:** [American Kingpin – Catching the Billion-Dollar Baron of the Dark Web](https://www.amazon.com/American-Kingpin-Catching-Billion-Dollar-Baron-ebook/dp/B01N03G5NZ)
**Number of pages:** 368
**Author:** Nick Bilton
**Publisher:** Ebury Publishing
**Release date:** May 29, 2018
**Pricing:**[$13.72 as an ebook or $11.55 as an old-fashioned paper book.](https://www.amazon.com/American-Kingpin-Criminal-Mastermind-Behind/dp/0143129023)
**Recommendation:** Highly recommended as a suspense read and as a non-fiction book about the dark side of the internet.
**Reviews:** Over 400 great reader reviews on Amazon

**Categories:** Book reviews, Globalisation, Society

**Tags:** fixion_en, Politics and Economics

---

### [Target Audience](https://hpbech.com/target-group/)

**Published:** December 14, 2025
**Author:** Hans Peter Bech

**Excerpt:** You can imagine the huge benefit your marketing efforts can have when you can identify your target audience as named individuals.

**Content:**



---

## A novel is born – part 4

In this series, I assume that you write and publish the book yourself. If you use a publisher and maybe even a ghostwriter instead, different terms apply. The processes are the same, but the division of responsibilities between you as the author and the publisher as rights holder and publisher will result in a different division of labor and dynamics.

I also write from the premise that you want your book to be a commercial success. That it must sell more than 3,000 copies. And I assume you don’t have a huge budget.

The articles start by describing how to create an outline of your upcoming book before you write a single word on the manuscript.

---

[![](https://hpbech.com/wp-content/uploads/TIM-UK-Summary-1-259x400.png)](https://hpbech.com/wp-content/uploads/TIM-UK-Summary-1.png)

 The summary contains the following twelve elements:

1. Title, subtitle and cover (front, spine and back of the book)
2. Purpose
3. Summary
4. Target audience
5. Similar books
6. Magnets
7. The manuscript process
8. The publishing process
9. Marketing and marketing
10. Format, prices, ISBN and categories
11. Timetable and finances
12. About the author
 
In [the previous article](https://hpbech.com/the-books-value-proposition/ "The book’s value proposition"), I discussed points 10, 2 and 3. In this article, I only look at the target audience.

## Target Audience

The opening pages of every book on effective marketing make one point abundantly clear: success begins with choosing the right target audience, knowing them well, and understanding how big that audience really is.

This also applies to books.

Your book is not meant for everyone. If you try to make it so, you end up writing it for no one.

Target groups can roughly be described from two angles:

- Demographics
- The situation
 
**The demographics angle** uses criteria such as age, gender, marital status, position, number of children, residence, education, income, occupation, interests, reading habits, travel habits and many other criteria.

**The situational angle** uses all other criteria, which can be permanent or temporary. It could be a job change, divorce, bereavement, unemployment, infidelity or other conditions that can’t be read in the demographic data, but that affect a person’s focus.

When demographics are combined with situation, what you write can map precisely to something the reader wants to understand, explore, or experience.

 [![](https://hpbech.com/wp-content/uploads//Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads//Target-audience-400x400.png)## Who needs to find who?

or those of you who are neither household names nor backed by large marketing budgets, it’s worth deciding which of the following two statements best reflects your situation:

A. You want readers to find you.
B. You need to find your readers.

My own assumption is always that I must be the first to find the readers. Once a certain momentum has been established (I’ll return to how that happens), more and more readers will eventually find me on their own.

That assumption shapes how I define my target audience. I therefore place strong emphasis on searchable criteria—characteristics that allow potential readers to be identified and reached deliberately rather than passively.

Because I write for a business audience, LinkedIn is my primary data source. Potential readers are relatively easy to identify there, but reaching them is another matter. If they are not already a first-level connection, gaining their attention organically is difficult. Paid advertising on LinkedIn tends to be ineffective for this purpose and is therefore expensive.

Facebook has a larger user base and offers more extensive targeting options. Creating content that spreads organically to a clearly defined target audience is challenging, but paid advertising works quite well. The platform makes it possible to reach specific segments at scale—provided you are willing to pay for visibility.

Genre readers as a target audience

If you want to write crime fiction, it can be tempting to define your target audience as anyone who reads crime. A biography then becomes a book for anyone who reads biographies, and children’s books are aimed at adults who read to children.

In practice, such target groups are far less homogeneous than they sound—and almost impossible to identify or reach in any meaningful way.

The only context in which it makes sense to think in terms of genre readers is when you invest in joint marketing activities with a book portal. In that case, your book can be exposed to readers who have already demonstrated a willingness to buy similar titles. I’ll return to that option when I discuss marketing later on.

## LinkedIn

[![](https://hpbech.com/wp-content/uploads/LinkedIn_heart-square-264x300.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn_heart-square.jpg)With 1.4 million adult Danes holding a LinkedIn profile, a substantial part of your potential readership is already present on the platform.

The first challenge is not whether they are there, but which search criteria you should use to identify them. The next challenge—how to engage them in a meaningful way—I will address in the discussion of marketing.

I began my career as an author by writing non-fiction in English. That experience led me to subscribe to LinkedIn Sales Navigator, which provides access to an extensive set of search filters and the ability to send personalised messages at scale.

According to Statistics Denmark’s Cultural Habits Survey, 66 percent of adult Danes (aged 20 and above) read novels or other forms of fiction. Crime fiction accounts for 34 percent of that readership, making it the single largest genre, while historical novels show the strongest growth.

The Henrik Bertelsen series—a contemporary, business-oriented chronicle—is aimed at a broad audience. I estimate that roughly half of the 66 percent, or about one million people, could potentially be interested in its themes.

The series is particularly relevant to readers who work with, or have worked with, management and sales. On LinkedIn alone, this group numbers approximately 750,000 people in Denmark. If the same 66 percent reading rate applies, this translates into nearly half a million identifiable potential readers whose names and professional details can be found on the platform.

The ability to define your target audience as named individuals, rather than abstract segments, fundamentally changes what is possible in marketing—and illustrates the power of LinkedIn as a tool for authors with a clearly defined readership.

## Reviewers and Book Bloggers

In later articles on marketing, I will go into much greater detail about reviews. For now, I want to make one point absolutely clear: reviewers, book bloggers, and other influencers are not your target audience.

Naturally, you want their attention. But they are not the ones who will buy 3,000 copies of your book.

There is a fundamental difference between what motivates a reviewer to spend time reading and reviewing your work and what motivates a reader to purchase it. Confusing the two is a common—and costly—mistake.

Reviewers, book bloggers, and other influencers should instead be understood for what they are: communication channels. How you capture their interest, and how you make it easy for them to pass your story on, is a separate discipline—one I will return to later.

Next article: The Magnet That Attracts Readers and Reviewers

---

## Tidligere artikler i denne serie:

- Article 1: [A novel is born](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Article 2:[ How to write a good book](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Article 3: [Book value proposition](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en, Publishing

---

### [Leipziger Book Fair 2026](https://hpbech.com/leipziger-book-fair-2026/)

**Published:** January 16, 2026
**Author:** Hans Peter Bech

**Content:**

> ## [![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)I am attending the Leipzig Book Fair 2026.

Spring 2026 is going to be something truly special.

**On Thursday, March 18, 2026**, you can find me at the [Leipziger Book Fair](https://fb.me/e/7K1I7XbUZ), one of Europe’s most important book events, where I will be speaking from 1:30 PM to 2:00 PM at the [Nordic Forum](https://www.nordischebotschaften.org/veranstaltungen/nordisches-forum-auf-der-leipziger-buchmesse-3/). I will be talking about my novel series [*The Henrik Bertelsen Saga*](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/)— about entering the German-language book market and the extensive work involved in preparation, translation, production, distribution, and marketing across borders.

I am really looking forward to sharing both the literary narrative and the more business-oriented experiences with an audience interested in Nordic literature, international publishing, and new voices in the European book market.

# **Leipziger Book Fair**

## – A Fair with a Special Role

[![](https://hpbech.com/wp-content/uploads/Norden-in-Leipzig-2026-1-397x800.png)](https://hpbech.com/wp-content/uploads/Norden-in-Leipzig-2026-1-397x800.png)[The Leipziger Book Fair](https://www.leipziger-buchmesse.de/en/) differs in several ways from other international book fairs. While the Frankfurt Book Fair is largely industry-oriented and focused on rights and negotiations, Leipzig is known as the readers’ fair. Here, authors, publishers, booksellers, and the public meet on equal terms. Readings, conversations, and debates are at the centre, and the fair is closely connected with the [Leipzig liest](https://www.leipziger-buchmesse.de/en/experience/leipzig-reads/about-leipzig-liest/) literature festival, which draws hundreds of thousands of visitors each year.

For an author and publisher like me, Leipzig is therefore an ideal place to tell the story behind a book series that has already found its first readers in Germany — and is now facing its next step.

# **The Nordic Forum**

## – A Strong Collaborative Platform Abroad

My presentation will take place at the Nordic Forum, a joint initiative between the Nordic countries. The stand functions as a cultural meeting point where Nordic authors and publishers present literature, values, and storytelling traditions to a German-speaking audience.

The Nordic brand is strong in Germany. There is great interest in Nordic crime fiction, social narratives, and thrillers with political and cultural depth. Presenting The Henrik Bertelsen Saga in this context is both strategic and meaningful.

# **The Henrik Bertelsen Saga**

## – International Novels with a Nordic Touch

My book series [*The Henrik Bertelsen Saga*](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/) weaves politics, economics, power, and personal choices together in a contemporary and globally recognisable universe. One could call it a Nordic variation on the Forrest Gump format. The series is written with an international audience in mind — both thematically and dramaturgically.

The first volume, [*Tumult in Mecca,*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) was published [in German](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) in December 2025. The novel combines geopolitical tension with character-driven drama and takes the reader into a complex game of power, interests, and consequences. These days, the audiobook is being completed, opening up the story to new “readers” — especially in the German-speaking market, where audiobooks have seen strong growth in recent years.

The second volume, [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/), is planned for German release before the summer of 2026. Here, the narrative continues with even more pace and complexity. From the beginning, the series was conceived as a multi-volume work designed to build a stable readership over time.

# **Positive Reader Reviews as a Foundation**

[![](https://hpbech.com/wp-content/uploads//Amazon-Reviews-1-1218x800.png)](https://hpbech.com/wp-content/uploads/Amazon-Reviews-1-scaled.png)

---

One of the most decisive elements in working with a new market is reader reaction. [*Tumult in Mekka*](https://hpbech.com/books/tumult-in-mecca-en/) has already received very positive reviews from German readers, including on Amazon.de. The reviews highlight the level of tension, topicality, and the series’ international perspective.

For me, these reviews are not just personal joy — they are also a strategic foundation for further marketing. In a market as large as Germany’s, where the supply of books is enormous, social proof and reader recommendations play a central role in the visibility of new titles.

# **The German Book Market**

### **– Large, Competitive and Professional**

[![](https://hpbech.com/wp-content/uploads/Det-tyske-bogmarked-S-1.png)](https://hpbech.com/wp-content/uploads/Det-tyske-bogmarked-S-1.png)The German-language book market is one of the world’s largest and most structured. Germany alone has thousands of publishers, a close network of booksellers, and a well-developed distribution infrastructure. At the same time, the market is characterised by high professionalism, established standards, and strong competition.

Digitalisation has markedly changed the market. E-books — and especially audiobooks — continue to gain ground, while online platforms play an increasingly important role in both sales and marketing. For foreign authors, this means that while barriers to entry have become lower in some regards, the demands for quality, consistency, and visibility have grown even higher.

# **From Manuscript to Market**

### **– Our Approach**

[![](https://hpbech.com/wp-content/uploads/PoetsplumbersPortrait.png)](https://hpbech.com/wp-content/uploads/PoetsplumbersPortrait.png)At my talk in Leipzig, I will not only discuss the book series itself but also the process behind:

**Preparation**: From idea development to structuring the series with international readers in mind.

**Translation**: Professional, targeted translation where linguistic precision and cultural adaptation go hand in hand.

**Production**: High technical quality in e-book, print, and audiobook — tailored to German standards and reading habits.

**Distribution**: Strategic choice of platforms and partners for maximum reach.

**Marketing**: Long-term visibility built through reviews, metadata, reader feedback, and book fairs like Leipzig.

It is work that requires patience, investment, and a clear strategy — but also work that is both instructive and deeply satisfying. Especially because the market is so large.

# **Why Leipzig Matters for the Future**

[![](https://hpbech.com/wp-content/uploads//lbm-wbm-gross-sw-gelb-zusatz-datum-rgb-1-1232x800.png)](https://hpbech.com/wp-content/uploads/lbm-wbm-gross-sw-gelb-zusatz-datum-rgb-1-scaled.png)My participation at Leipziger Book Fair 2026 is not an end — but a milestone on a longer journey. The series has only just begun its life in the German-language market, and the meeting with readers, industry professionals, and potential partners in Leipzig is an important landmark.

I look forward to sharing experiences, receiving feedback, and continuing the dialogue about how Nordic stories can find new readers across Europe. In the end, for me, it’s all about building bridges — between languages, markets, and people — through literature.

I hope to see you in Leipzig.

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** fixion_en, Publishing

---

### [Culture Eats Strategy for Breakfast](https://hpbech.com/culture-eats-strategy-for-breakfast/)

**Published:** February 10, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://tbkconsult.com/wp-content/uploads/2018/01/breakfast-300x180.jpg)](https://tbkconsult.com/wp-content/uploads/2018/01/breakfast.jpg)The term “*culture eats strategy for breakfast*” is, unfortunately, not my idea. The statement emphasizes that even the best thought out strategy is worthless without an organization that can implement and live it. Making people prepared for undertaking substantial and on-going changes requires a very special culture.

According to reliable sources, [Mark Fields](https://www.linkedin.com/in/mfields1/), former CEO of Ford Motor Company, said it, and he allegedly heard it from [Peter Drucker](https://en.wikipedia.org/wiki/Peter_Drucker). These sources will also know that it was attributed to Mr. Drucker for the first time in 2006.

We can, therefore, be quite sure that neither Erik nor Preben Damgaard was familiar with the statement when they had to find a solution to increasing cooperation problems in the management team in their company Damgaard Data in the early 1990s.

# From 0 to 100 employees in six years

[![](https://tbkconsult.com/wp-content/uploads/2017/12/holdet-flytter-til-birkeroed-cropped-300x216.png)](https://tbkconsult.com/wp-content/uploads/2017/12/holdet-flytter-til-birkeroed-cropped.png)From 1986 to 1992, the number of employees in Damgaard Data grew from 0 to 100, and a team of middle managers was introduced to operate the company’s various functions. The individual manager did well. It was the cooperation between them and their departments that didn’t work well. The trouble was visible in four ways:

1. Management meetings were elongated with topics that focused more on internal relationships than on customers and resellers.
2. Preben Damgaard (co-founder and CEO) spent more and more time solving internal conflicts than developing the business.
3. In independent market analyses, the company scored high on the products, but low on organizational efficiency.
4. An employee satisfaction survey at the beginning of 1993 showed dissatisfaction with management.

With annual growth rates in revenue of over 25%, solid profits, solid fiscal reserves, and rising market share, the problems were invisible from the outside.

Nevertheless, in March 1993, Preben Damgaard wrote the following article in the internal staff magazine:

“*If a frog is thrown into a pot of boiling water, it will instantly jump out of the pot unharmed. If, on the other hand, the frog is put in a pot of cold water and the pot is slowly warmed up until it boils, the frog will not notice the change and will be boiled alive.*

*I use this example as it can be applied to Damgaard Data and the EDP industry.*

*We are in a market that constantly and rapidly changes. Today’s EDP industry doesn’t resemble the EDP industry of 1988, and it almost certainly won’t resemble the IT industry to come in 1998.*

*If we are to ensure the survival of Damgaard Data as a healthy company, we need to adapt to the constant changes.*

*The problem for Damgaard Data might actually be that things are going as well as they are. Unless we remain vigilant, we risk the great years we’re experiencing now lulling us into a false sense of security, so we won’t notice the changes and we will slowly let ourselves be boiled alive. There is no crisis now, but a crisis could occur if we don’t adapt ourselves on a regular basis.*

*Being with a company such as Damgaard Data, in a changing industry, places great demands on each individual employee. But change doesn’t mean that we adjust everything overnight. It’s about all employees, through the way we think and work, continually adjusting and slowly adapting the business to the changing market conditions.*

*In other words, Damgaard Data is dependent upon all employees contributing to the company’s ability to adapt. To make this possible, we will implement an organizational development project (see elsewhere in the newsletter), which will include all employees.*

*I have different suggestions as to what changes we will experience in the years to come. The price of EDP programs will fall because end-users will know more about IT, and competition will become even tougher. We have experienced how the prices of, for example, Lotus and WordPerfect have fallen sharply over the past year, and that, too, will happen to products such as CONCORDE. Instead, Damgaard Data and similar companies will increasingly earn their living selling training, support, consulting and other forms of services.*

*Moreover, an increasing proportion of the programs will be sold via mail order companies and in large IT supermarkets, Metro, Fona, Merlin, etc., where the programs sit on shelves, like in SuperBrugsen. This will also apply to programs such as CONCORDE.*

*End-users want branded goods. Therefore, CONCORDE has to be a name for financial management, just as Levis is for jeans. Standards for almost everything in a program will be a requirement. If a program doesn’t meet the standards for keyboard layouts, menu structure, data saving and retrieval, screen layout, etc., the program won’t sell. Thus, programs are resembling each other more and more.*

*The message is this: learn to embrace change. If you don’t adapt you’ll die.*

*Preben Damgaard”*

Immediately afterwards, with the help of an external consultant, he launched a major organizational development project that included all the staff and had the motto: “User-friendly software for everyone.”

# User-friendly software for everyone

[![](https://tbkconsult.com/wp-content/uploads/2018/01/p28-bare-maend-fodbold-300x178.jpg)](https://tbkconsult.com/wp-content/uploads/2018/01/p28-bare-maend-fodbold.jpg)Damgaard Data’s male soccer team in 1994

When you read about the management crisis in my book “[5,460 Miles from Silicon Valley](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)“, you will understand that the solution Preben Damgaard chose did not follow the classic pattern; starting with defining a mission, a vision, goals, values, and strategy in the management team, then rolling it out to the many employees. Instead, he involved the entire organization immediately. He believed that if the company should continue to grow faster than its competitors, then first and foremost a culture should be created in which each employee understood the overall purpose and values of the company. Thereafter, there should be room for initiatives and actions that did not necessarily require prior discussion and approval up and down in the company’s formal organization, but that could be implemented quickly and adapted as the situation required.

The moment of truth was in the daily interactions with customers, resellers, suppliers, colleagues and other stakeholders. Productivity and quality in these interactions lay in the hands of the individual and could not be micromanaged. If the employees understood *why* the company existed, then they could figure out what to do to help that purpose. That was the philosophy.

“User-friendly software for everyone” may appear somewhat blurred and fluffy, but in the early 1990s, it was both ambitious and forward-looking. The slogan was announced in the company’s annual report and explained in a way so that dealers and customers could also understand the value it provided to them.

# Start with why

As early as 1993, the organizational development in Damgaard Data was built on principles that were only formulated clearly in management theories many years later. These are the same principles that Simon Sinek in 2009 expresses in his book “Start with Why” and as he outlines in this video, but with a major twist:

The twist was that at Damgaard the individual employee defined her own vision under the company’s general strategy. The individual could thus pursue her own personal ambitions and interests. When the company’s owners wanted increased market shares and global growth, it provided room for employees with an appetite for international business development, for learning new languages, testing new forms of management and working abroad. When the company decided to develop groundbreaking products, it provided space for employees who wanted to learn to work with the latest technologies and methods.

Damgaard Data was renamed Damgaard in 1999, merged with Navision Software in 2000 under the name Navision and was acquired by Microsoft in 2002.

[Click here for more information about the book.](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)

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**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** business development, fixion_en

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### [International Expansion Is a Business Development Effort](https://hpbech.com/international-expansion-is-a-business-development-effort/)

**Published:** January 20, 2026
**Author:** Hans Peter Bech

**Content:**

---

> *[A business development team ](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)does not have a sales target and is not on commission plans. The outcome of a business development effort is either the definition of an attractive market position or a decision to abandon the project. Both results are legitimate.*

---

 ![](https://tbkconsult.com/wp-content/uploads/2020/07/3dgg-460x580-1-240x300.png) 

As the title of [my recent book](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) suggests, the approach doesn’t require massive investments. A shoestring is an aphorism for minimal financial means. Going global on a shoestring means expanding internationally on a small budget.

So how much is that? How small is small?

As with anything else in business, that depends, but let’s just say that it is an amount of money that you can afford to lose.

If you are venture-funded, then you can, by definition, lose more than you personally can afford because you can also lose the investors’ money. That option is not available if you bootstrap. The venture-funded model is per definition, not a shoestring approach. However, if you bring in external funding to scale a business model that you have proven works abroad, then the first part of the journey could have been done on a shoestring. Venture funded software companies are welcome to read along and take away what they believe also applies to them.

Going Global on a Shoestring is a book about how to get the first customers outside your domestic market. We could call it establishing the bridgeheads or the foundation for further growth. Getting the foundation in place and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

Building the bridgehead in a foreign country or the foundation for international sales is mostly a business development effort.

Growing to market leadership is always a marketing and sales effort.

## Business development

## ![](https://tbkconsult.com/wp-content/uploads/2020/04/engineers-300x288.png)

Business development is the discipline of finding a fit between your product and a well-defined segment in the market, which is not completely saturated by competitors. You can also call this your position. With well-defined, I mean that you can quickly identify potential customers with identical characteristics that will very likely have a compelling need for your product now or in the foreseeable future. Likewise, potential customers can quickly identify with you as a relevant supplier of software that is important to them. During their buying journeys, such customers will look for the same kind of information and require the same sort of proof of value.

The objective of the business development effort is finding a business model that can scale. Getting the position right, that is the match between your product or value proposition and a well-defined and available segment in the market, are the critical elements in the quest for a scalable business model.

The business development process will very likely entail adjustments to the features of your current product, your current position and, therefore, also to the marketing and sales material and the method that you will need for winning customers abroad.

A business development team does not have a sales target and is not on commission plans. The outcome of a business development effort is either the definition of an attractive position or a decision to abandon the market. Both results are legitimate.

## Marketing and Sales

Marketing and sales are the tactical front-office activities required to scale the business model from the chosen position. You can only do this effectively if your potential customers have fairly identical needs and [buying journeys](https://tbkconsult.com/how-customers-buyand-why-they-dont-mapping-and-managing-the-buying-journey-dna/). The objective of marketing and sales is scaling the revenue generation process. This requires investing in marketing activities that can take the same messages to more potential customers and in people that can help the customers with fairly identical needs to complete their buying journey.

Marketing and sales are the labels for the process of systematically generating revenue with the product in the chosen market from a particular position in the race for market leadership. You can predictably scale the revenue generation process by investing more in marketing activities and by adding more salespeople. You know what it takes to generate more leads, and you know which skills are required for performing the sales portion of the revenue generation process.

 [![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-1091x800.png)](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png) 

Understanding the difference between business development and marketing-sales is the key to success, in foreign markets, too! The number one reason for failure in getting an international business up and running is approaching the opportunity as a tactical marketing and sales task. Sometimes it is, but mostly it is not. It depends on your product and the nature of the new market. If the business model environment is the same as at home, then it is a marketing and sales task. If the business model environment is different, then you need to complete the business development process first.

![](https://tbkconsult.com/wp-content/uploads/2016/07/Business-Model-with-environment.png)

The reason that we mix up business development and sales is that on the surface they look very much the same. Both sets of activities require getting appointments with customers and having conversations about their needs, requirements, plans and expectations. It is the objective of these conversations that are very different.

As this book is written for software companies looking to get their first international customers, I assume that they are looking to expand their current business model into foreign markets. This is not just a semantic nuance. A small company cannot run multiple business models at the same time. For new markets, you may need to adjust a few things in your current business model, but the basic building blocks must remain the same.

---

This post is an excerpt from the book *[Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)*.

Click [**here**](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT) to order. This post was first published on the [TBK Consult blog.](https://tbkconsult.com/international-expansion-is-a-business-development-effort/)

**Categories:** Blog, Book reviews, Business development, Globalisation

**Tags:** biznes, business development

---

### [Managementvolapyk og konsulenternes varme luft](https://hpbech.com/da/managementvolapyk-og-konsulenternes-varme-luft/)

**Published:** January 23, 2018
**Author:** Hans Peter Bech

**Excerpt:** Bogen er velskrevet, underholdende, spændende, morsom, interessant, veldokumenteret, lærerig, overraskende og overbevisende (så er jeg vist løbet tør for superlativer).  Hvis du læser managementlitteratur, så skylder du dig selv at læse den (plus The Halo Effect).

**Content:**

---

> Bogen er velskrevet, underholdende, spændende, morsom, interessant, veldokumenteret, lærerig, overraskende og overbevisende (så er jeg vist løbet tør for superlativer). Hvis du læser managementlitteratur, så skylder du dig selv at læse den (plus The Halo Effect).

---

[![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)](https://hpbech.com/wp-content/uploads/The-halo-effect.jpg)

En af de bedste bøger jeg læste i 2017 var [The Halo Effect](https://tbkconsult.com/cannot-learn-success-successful-people-companies/) af Phil Rosenzweig.

Phil Rosenzweig leverer et brutalt angreb på alle bøger og ledelsesguruer, der hævder, at deres omfattende forskning har bevist, at ved at gøre de ting, som succesfulde mennesker eller virksomheder gør, så kan du også få succes.

Ikke bare i et afgrænset projekt?

Nej, sådan i al almindelighed – og igen og igen!

Det passer bare ikke. Det er videnskabeligt ukorrekt. Konklusionerne er ikke valide.

Der er ikke engang en lille sandsynlighed for, at du får de samme resultater. Du kan måske blive inspireret, og det er alt. Det er godt at blive inspireret, men bøgerne lover mirakelkure, og det kan de ikke levere.

# The Replication Crisis

[![](https://hpbech.com/wp-content/uploads/Tomasz-Tunguz.jpg)](https://hpbech.com/wp-content/uploads/Tomasz-Tunguz.jpg)Tomasz Tunguz, venture capitalist at Redpoint

Jeg abonnerer på et fantastisk nyhedsbrev fra [Tomasz Tunguz](https://www.linkedin.com/in/tomasztunguz/) (partner i [Redpoint Ventures](http://www.redpoint.com)) og i hans [Nytårsmail](http://tomtunguz.com/overfitting-in-business/) den første januar, der bærer titlen *Jettisoning The Assumptions Of Last Year,* beskriver han en krise i de akademiske kredse, der har fået overskriften [The Replication Crisis](https://en.wikipedia.org/wiki/Replication_crisis).

Kort fortalt går krisen ud på, at resultaterne fra mange videnskabelige forsøg ikke kan valideres af andre. Det er jo en katastrofe. Det betyder, at de anbefalinger, som forskningen resulterer i, bliver forkerte. Når managementbøgerne tager udgangspunkt i succesfulde mennesker og virksomheder, så er kimen til forkerte konklusioner allerede lagt.

Siden [*“In Search of Excellence”*](https://en.wikipedia.org/wiki/In_Search_of_Excellence) er der udkommet en sand lavine af managementbøger, der alle tager udgangspunkt i succesfulde virksomheder, og som alle begår den samme fundamentale fejl: De har ingen kontrolgruppe. Hvis du ikke tjekker om virksomheder, der ikke har succes, gør noget andet end de succesfulde virksomheder, så har du ikke bevist noget som helst.

Senere i nyhedsbrevet forklarer han, at hvis man bruger samme metoder i Machine Learning (Artificial Intelligence), som der benyttes i managementbøgerne, så vil man systematisk få forkerte resultater (så det gør man naturligvis ikke).

Det pirrede min nysgerrighed, og da han samtidigt nævnte, at [The Management Myth: Debunking Modern Business Philosophy](https://www.amazon.com/Management-Myth-Debunking-Business-Philosophy-ebook/dp/B002PQ7B72) af [Matthew Stewart](http://mwstewart.com) var en af de mest interessante bøger, han havde læst de sidste 15 år, var jeg hurtigt ovre på Amazon for at hente den til min Kindle.

# En ny torpedo i vandlinjen

[![](https://hpbech.com/wp-content/uploads/Torpedo.jpg)](https://hpbech.com/wp-content/uploads/Torpedo.jpg)

Læsning af Matthew Stewarts bog blev til nogle meget underholdende timer i lænestolen. Bogen er velskrevet, underholdende, spændende, morsom, interessant, veldokumenteret, lærerig, overraskende og overbevisende (så er jeg vist løbet tør for superlativer). Hvis du læser managementlitteratur, så skylder du dig selv at læse den (plus The Halo Effect). Jeg er sikker på, at du fremover bedre vil kunne forstå, hvorfor de mange bøger, der lover succes, ikke producerer andre successer end forfatternes. Som bonus fortæller forfatteren om sine egen tid som management konsulent. Det er historien om, hvordan en gruppe af verdens dyreste konsulenter ikke var i stand til at få deres egen forretning til at fungere. En meget morsom, men også tragisk beretning.

Hvis du ønsker en smagsprøve på Stewards tilgang til management-teorierne og konsulentbranchen, kan du læse hans artikel “[The Management Myth](https://www.theatlantic.com/magazine/archive/2006/06/the-management-myth/304883/)“, hvor han bl. a. skriver:

> As I plowed through tomes on competitive strategy, business process re-engineering, and the like, not once did I catch myself thinking, Damn! If only I had known this sooner! Instead, I found myself thinking things I never thought I’d think, like, I’d rather be reading Heidegger! It was a disturbing experience. It thickened the mystery around the question that had nagged me from the start of my business career: Why does management education exist?

# The Management Myth: Debunking Modern Business Philosophy

[![](https://hpbech.com/wp-content/uploads/The-management-myth.jpg)](https://hpbech.com/wp-content/uploads/The-management-myth.jpg)

**Titel:** The Management Myth: Debunking Modern Business Philosophy
**Antal sider:** 352
**Forfattere:** [Matthew Stewart](http://mwstewart.com)
**Forlag:** W. W. Norton & Company
**Udgivelsesdato:** 16. august 2010
**Priser:** [154,55 (hæftet) på saxo.com](https://www.saxo.com/dk/the-management-myth_matthew-stewart_paperback_9780393338522). [Andre udgaver kan købes på Amazon.com.](https://www.amazon.com/Management-Myth-Debunking-Business-Philosophy/dp/0393338525)
**Anbefaling:** Kan varmt anbefales til alle med interesse for ledelse og forretningsudvikling.
**Anmeldelser:** Du kan finde over 60 anmeldelser og resuméer af bogen på [Amazon.com](https://www.amazon.com/Management-Myth-Debunking-Business-Philosophy/dp/0393338525).

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** consulting

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### [IBM var alligevel ikke "a global company"](https://hpbech.com/da/ibm-var-alligevel-ikke-a-global-company/)

**Published:** January 30, 2018
**Author:** Hans Peter Bech

**Excerpt:** Med sin idé tygget godt og grundet igennem fik Erik foretræde for Frank Petersen, der efter at have lyttet og stillet nogle uddybende spørgsmål ikke helt vidste, hvad han skulle stille stille op med den. Gode ideér gik normalt ud på, hvordan man kunne gøre noget bedre i Danmark, men denne idé ville primært skabe forretning i udlandet.

**Content:**

---

> Med sin idé tygget godt og grundet igennem fik Erik foretræde for Frank Petersen, der efter at have lyttet og stillet nogle uddybende spørgsmål ikke helt vidste, hvad han skulle stille stille op med den. Gode ideér gik normalt ud på, hvordan man kunne gøre noget bedre i Danmark, men denne idé ville primært skabe forretning i udlandet.

---

[![](https://hpbech.com/wp-content/uploads/Navigator-training.png)](https://hpbech.com/wp-content/uploads/Navigator-training.png)

I efteråret 1988 indkaldte IBM Danmark alle sine System 36 og AS/400 sælgere til et internt aftenkursus, hvor de skulle orienteres om Navigator, økonomistyringssystemet fra det lille danske softwarehus PC&C. Systemet, der var udviklet til PC-DOS, ville snart komme til IBM’s AS/400 minicomputere, og så skulle der sættes gang i salget.

[![](https://hpbech.com/wp-content/uploads/Erik-Seifert-square.png)](https://hpbech.com/wp-content/uploads/Erik-Seifert-square.png)Erik Seifert (f. 1957) bor og arbejder i dag i Atalanta, Georgia, USA.

Blandt kursusdeltagerne var [Erik Seifert](https://www.linkedin.com/in/erikseifert/), og han kendte godt til Navigator. Han havde nemlig været i konkurrence med et af IBM’s Erhvervscentre, der foreslog kunden en PC-løsning med systemet. Det var lykkedes Erik at overbevise kunden om, at S/36 var et mere sikkert platformsvalg, men kunden havde alligevel foretrukket PC-løsningen, fordi han syntes godt om Navigator.

Aftenkurset blev ledet af to andre IBM’ere, [René Stockner](https://www.linkedin.com/in/rene-stockner-1497a5/) og Benny Petersen, der var en slags produktchefer for Navigator. IBM Danmark havde i oktober 1987 annonceret en eksklusivaftale med PC&C om distributionen af Navigator, der alene skulle forhandles af IBM’s Erhvervscentre, og som i den efterfølgende markedsføring blev præsenteret som rent IBM-produkt. Man skulle se meget grundigt efter for at finde ud af, at det var det lille softwarehus PC&C, der stod bag. Ja, faktisk troede mange, selv hos IBM, at Navigator var et udenlandsk produkt, som IBM Danmark havde oversat og tilpassset til de lokale forhold.

# Navigator var nærmest foran sin tid

Inden Erik kom til IBM i 1987, havde han med en mastergrad i økonomi og international ret fra University of Georgia i USA samt en cand. merc. fra Handelshøjskolen i København i rygsækken fået job i økonomiafdelingen hos HP i Birkerød. Han var derfor ikke helt forudsætningsløs, da de efter den overordnede præsentation af Navigator skulle i gang med at løse opgaver med systemet.

Efterhånden som han kom længere og længere ind i programmet, gik det op for ham, hvor genialt det var. Og da han i dagene efter fordøjede oplevelsen, kunne han se potentialet, når Navigator kom til AS/400. Ikke kun i Danmark, men på globalt plan.

Navigator var uden sammenligning det bedste, mest brugervenlige og mest fleksible økonomisystem han til dato havde set. Med det system ville IBM kunne komme tæt på alle små og mellemstore virksomheder overalt på jordkloden. Men fokus skulle væk fra maskinerne og over på softwaren, for at det ville kunne lykkes. Kunne en sådan fokusændring gennemføres i IBM regi?

Erik tænkte meget og længe over potentialet, ikke mindst ansporet af sit store ønske om at komme væk fra Danmark og arbejde internationalt. Og meget gerne tilbage til USA.

Den 1. januar 1989 blev Erik udnævt til produktchef for AS/400 i Danmark, men han kunne ikke slippe tanken om Navigators globale potentiale for IBM i SMB markedet (små og mellemstore virksomheder).

# Selvfølgelig!

[![](https://hpbech.com/wp-content/uploads/KEEP_icon.png)](https://hpbech.com/wp-content/uploads/KEEP_icon.png)

IBM Danmark og PC&C skulle indgå et joint venture, som skulle forblive et selvstændigt selskab. Selskabets formål skulle være at produkt- og markedsmodne Navigator til de forskellige lande i verden, og man kunne passende starte med USA. Joint venturet skulle samarbejde med IBM’s salgsselskaber om markedsføring og salg i de enkelte lande. Erik skulle være salgsdirektør i firmaet, og så måtte man finde en moden IBM’er, der kunne klare posten som administrerende direktør.

Men hvordan skulle han få den idé sat i verden?

Begyndte han at tale med andre IBM’ere, kunne det betragtes som faneflugt fra AS/400 afdelingen, som alene var interesseret i salget i Danmark. Et joint venture skulle nok også fødes på allerhøjeste niveau i organisationen, og hvordan skulle han få sat gang i den proces?

Efter mange overvejelser besluttede han at sende en føler ud til PC&C først. Var de overhovedet med på idéen?

Via en bekendt fik han fat i telefonnummeret til PC&C (der havde hemmeligt nummer, så kunder og andre ikke kunne forstyrre udviklerne), og den 2. juni 1989 ringede han til [Jesper Balser](https://www.linkedin.com/in/jesper-balser-609765/). Det var en sekretær, der tog telefonen, og hun ville ikke stille om til Jesper, med mindre Erik fortalte hvem han var, og hvad han ville. Det kunne Erik ikke, for som ansat i IBM havde han ingen adkomst til at kontakte PC&C. Det lykkedes ham at besnakke sekretæren, så han blev stillet igennem uden at afsløre sin identitet, hvorefter han fik aftalt et frokostmøde med Jesper på Hotel Store Kro i Fredensborg.

# PC&C var med på idéen

Jssper Balser var positiv overfor idéen, og syntes Erik skulle gå videre med den i IBM’s organisation.

[![](https://hpbech.com/wp-content/uploads/ibm.png)](https://hpbech.com/wp-content/uploads/ibm.png)

IBM Danmark var i slutningen af 1980’erne det mest succesfulde datterselskab i hele koncernen. Over 4.000 danskere var ansat i virksomheden, der havde en kultur blandet af den noget formelle og bureakratiske stil, der udsprang fra hovedkontoret i USA og den mere uformelle og åbne stil, der kendetegner dansk ledelse. Den administrerende direktør, Frank Petersen, havde således ved flere lejligheder kyndiggjort, at hans dør altid stod åben, hvis en medarbejder havde en god idé. Endvidere havde IBM, der i slutningen af 1980’erne med 400.000 medarbejdere var til stede overalt på jordkloden, gjort et stort nummer ud af at kommunikere, at de ikke længere var et multinationalt selskab, men et en global virksomhed. (Hvor en multinational virksomhed primært sælger produkter udviklet i sit hjemland gennem datterselskaber i andre lande, har en global virksomhed udvikling og produktion i mange lande og sælger på kryds og tværs af landegrænser.)

Med sin idé tygget godt og grundet igennem fik Erik foretræde for Frank Petersen, der efter at have lyttet og stillet nogle uddybende spørgsmål ikke helt vidste, hvad han skulle stille stille op med den. Gode ideér gik normalt ud på, hvordan man kunne gøre noget bedre i Danmark, men denne idé ville primært skabe forretning i udlandet. Erik blev sendt videre til økonomidirektøren, Max Roesen, der var meget positiv, men også lidt rådvild. Hvordan skulle man gribe sådan en idé an?

# Internationale sonderinger

[![](https://hpbech.com/wp-content/uploads/DK-in-EUR.jpg)](https://hpbech.com/wp-content/uploads/DK-in-EUR.jpg)Danmark: <0,4% af verdensmarkedet

Med låget af dåsen kunne Erik nu orientere René Stockner om sine planer, og René kunne til gengæld kvittere ved at involvere Erik i den kommunikation, der faktisk allerede pågik med andre europæiske søsterselskaber vedr. Navigator til PC-DOS. Indtil videre havde kun IBM i Spanien meldt positivt tilbage og havde anmeldt et besøg hos PC&C på Karlobogaard ved Hillerød.

Da det viste sig, at Navigator på AS/400 teknisk set var en død sild, mistede idéen et strategisk ben. Også selvom den kunne være gennemført med IBM’s PC-platform som fundament. Måske ville IBM Danmarks ledelse se hvordan sonderingerne hos søsterselskaberne udviklede sig, og måske havde ledelsen svært at forstille sig at et joint venture i Danmark skulle sælge til IBM i hele verden. Sådan var kommandovejene og budgetprocedurene slet ikke indretttet. Og hvad ville det lille PC&C kunne bidrage med? Udover produktet kunne de vel næppe stille med meget.

Erik Seiferts idé om et joint venture mellem PC&C og IBM løb ud i sandet. At bruge krudt på en aktivitet, der ikke ville give resultater i Danmark, passede ikke ind i IBM Danmarks organisation, hvor alle havde travlt med at betjene (og blev målt på resultaterne) på det danske marked.

IBM’s ønske om at få ejerandele i PC&C skulle vise sig at komme fra en helt anden kant og have helt andre bevæggrunde end international ekspansion. Og Erik Seifert forlod i marts 1990 IBM for realisere sin idé på en anden måde.

Artikelserien om Damgaard Data og Navision Software fortsætter.

Tidligere artikler:

[“Navision-modellen” opstod da IBM sagde nej tak](https://www.hpbech.dk/navision-modellen-opstod-da-ibm-sagde-nej-tak/)
[Hvad kan Damgaard og Navision lære os om iværksætteri?](https://www.hpbech.dk/hvad-kan-damgaard-og-navision-laere-os-om-ivaerksaetteri/)
[Hvorfor er Damgaard-historien stadig aktuel i dag?](https://www.hpbech.dk/hvorfor-er-damgaard-historien-stadig-aktuel-i-dag-1/)
[Damgaard Data og Navision Software: Hvor kom medarbejderne fra?](https://www.hpbech.dk/damgaard-data-og-navision-software-hvor-kom-medarbejderne-fra/)
[Samarbejdet med IBM – på godt og ondt](https://www.hpbech.dk/samarbejde-med-ibm-pa-godt-og-ondt/)
[IBM spillede med musklerne](https://www.hpbech.dk/ibm-spillede-med-musklerne/)

**Categories:** Business development, Globalisation, Strategy

**Tags:** international business

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### [Dreams & details - genopfind din virksomhed og dit lederskab - mens det stadig går godt](https://hpbech.com/da/dreams-details-genopfind-din-virksomhed-og-dit-lederskab-mens-det-stadig-gaar-godt/)

**Published:** February 13, 2018
**Author:** Hans Peter Bech

**Excerpt:** Jeg er bestemt ikke uenig i forfatternes synspunkter og anbefalinger, men de siger ikke noget, der ikke er sagt mange gange før, og jeg synes derfor ikke de bidrager med noget nævneværdigt nyt. Og de er ingen garanti for succes.

**Content:**

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> *Jeg er bestemt ikke uenig i forfatternes synspunkter og anbefalinger, men de siger ikke noget, der ikke er sagt mange gange før, og jeg synes derfor ikke de bidrager med noget nævneværdigt nyt. Og de er ingen garanti for succes.*

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![](https://hpbech.com/wp-content/uploads/Mikael-Trolle-Jim-Snabe-Small.jpg)Mikael Trolle (t.v.) og Jim Hagemann Snabe

Måske var mine forventninger skruet for højt op, da jeg læste om bogen. En cocktail med [Jim Hagemann Snabe](https://www.linkedin.com/in/jim-hagemann-snabe-1015954/), tidligere topdirektør i SAP og nu formand for bestyrelsen i Mærsk, [Mikael Trolle](https://www.linkedin.com/in/mikael-trolle-98b62a2/), en af Danmarks mest succesfulde sportstrænere og Danmarks største forlag måtte resultere i en enestående bog.

Men det gør det ikke.

Dreams & details er ikke en dårlig bog. Den er vel nærmest en slags dansk sammenfatning af moderne ledelsesteorier, og læser man ikke andre businessbøger, er den et udemærket resumé. Jeg er meget enig i forfatternes synspunkter og anbefalinger (dem er der i øvrigt hele 64 af i bogen), men jeg tror ikke mange danske virksomhedsledere vil føle sig hjemme i teksten. Dertil er SAP og landsholdet i Volleyball for langt væk, ligesom anbefalingerne er for generelle.

For mit eget vedkommende var det almindelighederne, gentagelserne og bogens repetitive karakter, der gjorde den til jævnt hen kedelig læsning. Men læste den til ende det gjorde jeg nu.

# “Nu” er altid det rigtige tidspunkt

[![](https://hpbech.com/wp-content/uploads/Lecture-on-industry-challenges.png)](https://hpbech.com/wp-content/uploads/Lecture-on-industry-challenges.png)

36% inde i bogen (den elektroniske version) er jeg ved at give op. Turen omkring Henry Fords samlebånd, Kennedys rumprogram, internettets fremkomst, Thomas Friedmans *[Jorden er flad](https://www.amazon.com/World-Flat-History-Twenty-first-Century/dp/0374292884),* Amazons succes, Blockbusters demise og 3D printere gjorde mig træt. Det er historier, som allerede er blevet fortalt mange gange før i mere udførlige udgaver og med større dybde. Disruption (et fænomen vi har talt om i mere end 20 år) bliver også lige skudt ind i starten for en sikkerheds skyld.

Stort set alle managementbøger starter med at konstatere, at *lige nu* sker ændringerne i samfund, teknologi og markeder hurtigere end tidligere. Det er ikke forkert, det er bare lidt trivielt.

Konstateringen skal retfærdiggøre, at bogen skrives og udgives netop nu. Men i realiteten er det jo et samspil af mange andre forhold, der afgør, hvornår bøger skrives og udgives. Forfatternes forfængelighed, tid til rådighed, økonomi, adgang til nye kilder, opfordring udefra og frustration med det, der allerede er skrevet, udgør triggerne. Men det lyder naturligvis flottere, at man har observeret et vendepunkt i menneskehedens udvikling.

# For mange platituder

[![](https://hpbech.com/wp-content/uploads/Business-plan-writing.png)](https://hpbech.com/wp-content/uploads/Business-plan-writing.png)

Under kapiteloverskiften “Tror vi stadig på, at fremtiden kan planlægges?” starter bogen med at bevæge sig ud i kendt territorium og beskriver den øgede hast, hvormed vores livsvilkår ændrer sig. Men er bogen da ikke ment som en opskrift på, hvordan man kan komme succesfuldt ind i og gennem fremtiden? Måske ikke en detailplan med “hvad, hvem og hvornår”, men alligevel en opskrift på hvordan rejsen ind i fremtiden kan organiseres?

Jeg synes allerede her, at bogen mister noget af sin troværdighed.

> “Fremtiden kan ikke planlægges, men vi har en metode så den alligevel godt kan.”
> 
> (Det er ikke citat fra bogen, men et kort resumé)

Mens jeg kæmper mig igennem de første kapitler, støder jeg på overskriften *“Mennesket i centrum.”* Vi skal godt nok langt tilbage i ledelsesteorierne for at finde tidspunktet for introduktionen af den vinkel, men her serveres den som noget helt nyt.

Og det bliver værre endnu. Tag en sætning som denne:

*De rigtige målinger brugt rigtigt er vigtige redskaber i forhold til, om virksomheden bevæger sig i den rigtige retning.*

I businesslitteratur er der tre ord, der kobler mig af: vigtig, rigtig og afgørende. I “Dreams & details” forekommer de tre ord henholdsvis 110, 133 og 199 gange. Det er ikke godt. Når ordet “rigtig” optræder tre gange i samme sætning, så lyser mine advarselslamper.

# En ny model

Den første tredjedel af bogen forklarer altså læseren, at verden ændrer sig hurtigere og hurtigere. Derfor må virksomhederne genopfinde sig selv, mens det går godt. Går de først i gang, når problemerne har indfundet sig, er det noget vanskeligere.

Bogen forsøger at forklare, hvordan man finder ud af, hvornår det skal ske, og hvor man i givet fald skal udvikle sig hen. 20% inde i bogen præsenteres en ledelsesmodel, der som alle modeller ser enkel ud, men som naturligvis ikke er det. Teorier er enkle, virkeligheden er kompliceret. Modellen skal hjælpe med at få styr på virksomhedens genopfindelse og ikke mindst identificere de detaljer, som ledelsen skal koncentrere sig om.

[![](https://hpbech.com/wp-content/uploads/Business-Model-with-environment-300x223.png)](https://hpbech.com/wp-content/uploads/Business-Model-with-environment.png)

Modellen er set med mine øjne en blanding af [Alexander Osterwalders business model framework](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers-ebook/dp/B06X426D4F) og balanced scorecard tilsat en god portion “den lærende organisation”. Det, vi tidligere kaldte visionen, er erstattet af ordet “drømmen” (“I have a dream” sagde Martin Luther King den 28. august 1963. [Han sagde ikke “I have a plan”](https://youtu.be/u4ZoJKF_VuA)).

Der refereres til modellen i resten af bogen, men det synes jeg ikke, man bliver meget klogere af. Eller måske er det bare mig, der er kørt lidt metaltræt i nye ledelsesmodeller baseret på anekdotiske case stories?

# Kontrolgruppen

[![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)](https://hpbech.com/wp-content/uploads/The-halo-effect.jpg)

Businessbøger, der tager udgangspunkt i succesfulde virksomheder, har en fælles svaghed. Deres konklusioner holder ikke vand. Generaliseringer ud fra udvalgte cases skal tjekkes mod en kontrolgruppe. Hvis virksomheder i kontrolgruppen faktisk gør det samme som de succesfulde virksomheder, men ikke opnår samme resultater, så er konklusionerne ikke valide.

Det er der skrevet en enestående god bog om: [*“The Halo Effect … and the Eight Other Business Delusions That Deceive Managers”*](https://tbkconsult.com/cannot-learn-success-successful-people-companies/) af Phil Rosenzweig. Mange af de bøger, som Dreams & details refererer til, mangler kontrolgruppen.

Dreams & details benytter cases, der repræsenterer både succes og det modsatte, men det bliver aldrig klart, hvorfor netop de cases er blevet valgt. Specielt stritter historien om National Geographic sidst i bogen noget ud i luften. Det virker som om den er med, fordi en af forfatterne kender den godt. Eller fordi en businessbog skal være på mindst 250 sider.

# Der bliver delt for lidt ud af erfaringerne

Forfatterne har angiveligt skrevet bogen for at give deres erfaringer videre, og en tredjedel inde i teksten kommer de afsnit, hvor de skal fortælle om deres egne personlige oplevelser.

Nu bliver det spændende.

Men så er det pludselig slut. Kun meget summariske fortællinger om Jims tid hos SAP og Mikaels tid med Holte Valleyball bliver det til. De kommer ikke i dybden og ud over et enkelt eksempel fra Mikael, hører vi ikke om alt det, der ikke gik som planlagt.

Her havde de muligheden for at fortælle om noget, som langt de fleste af os andre ikke har oplevet. Men den mulighed benytter de desværre ikke.

# Man skal være forsigtig med at generalisere

[![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Halvvejs igennem bogen fortsætter generaliseringerne og de gode råd, og det starter brutalt ud med kapiteloverskriften “Kunsten at stille de rigtige spørgsmål.” Vi er tilbage ved platituderne.

At generalisere ud fra sine personlige erfaringer garneret med udvalgte anekdoter, der understøtter generaliseringerne er ikke at dele sine erfaringer. Det er at generalisere ud fra sine erfaringer, og det skal man som bekendt være meget forsigtig med.

Jeg er bestemt ikke uenig i forfatternes synspunkter og anbefalinger, men de siger ikke noget, der ikke er sagt mange gange før, og jeg synes derfor ikke de bidrager med noget nævneværdigt nyt. Og de er ingen garanti for succes.

# Den sidste test

[![](https://hpbech.com/wp-content/uploads/Working-with-the-canvas-300x205.png)](https://hpbech.com/wp-content/uploads/Working-with-the-canvas.png)

Jeg har for vane at udsætte businessbøger, der bryster sig af at bevæge sig på fremtidens forkant for en simple test. Hvilken forretningsmodel har de selv valgt for udgivelsen af deres egen bog?

Og her synes jeg, at “Dreams & details” dumper med et brag.

Den er udgivet efter en om ikke døende så i hvert fald stærkt nødlidende forretningsmodel: Det traditionelle forlag. Ingen kan kritiseres for at vælge Gyldendal, men opfindsomt eller innovativt er det ikke.

Med [de muligheder](https://tbkconsult.com/the-new-rules-of-marketing-and-pr/), der i dag er for at nå læserne direkte og betjene dem med lydbøger, elektroniske bøger og print-on-demand-bøger UDEN at skulle igennem et forlag (der tager en god portion af kagen), har jeg udviklet en hurtig tommelfingerregel:

1. Hvis du ikke tror på din bog, så find et forlag (så tager de investeringen og dækker underskuddet)
2. Hvis du tror på din bog (og kan finansiere det), så udgiv den selv.

# Dreams & details – genopfind din virksomhed og dit lederskab – mens det stadig går godt

[![](https://hpbech.com/wp-content/uploads/dreams-details-1025508.jpg)](https://hpbech.com/wp-content/uploads/dreams-details-1025508.jpg)

**Titel:** Dreams & details – genopfind din virksomhed og dit lederskab – mens det stadig går godt
**Antal sider:** 253
**Forfattere:** Jim Hagemann Snabe og Mikael Trolle
**Forlag:** Gyldendal
**Udgivelsesdato:** 22. november 2017
**Priser:** 159,95 (e-bog), 225,00 (hæftet) og 179,95 (lydbog). Alle priser er fra saxo.com.
**Anbefaling:** Kan anbefales til alle med interesse for ledelse og forretningsudvikling i store virksomheder.
**Anmeldelser:** Bogen har fået flotte anmeldelser af både læsere og i medierne.

**Categories:** Book reviews, Globalisation, Strategy

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### [Hvorfor Navision gav IBM den kolde skulder](https://hpbech.com/da/hvorfor-navision-gav-ibm-den-kolde-skulder/)

**Published:** February 20, 2018
**Author:** Hans Peter Bech

**Excerpt:** Da PC&C afviste købstilbuddet fra IBM kom det derfor som en stor overraskelse for sidstnævnte, at førstnævnte ikke ønskede at være en del af IBM-familien. Men PC&C var klar over, at IBM ikke ville kunne løfte internationalieringsopgaven, og hvilke fordele ville et opkøb så have, når den tilbudte pris i øvrigt var latterlig lav, og hele måden hvorpå tilbuddet blev fremsat håbløs uprofessionel?

**Content:**

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[![](https://hpbech.com/wp-content/uploads/1987-Navision-stiftere-og-IBM.png)](https://hpbech.com/wp-content/uploads/1987-Navision-stiftere-og-IBM.png)Jesper Balser (t.v),Peter Bang, Carl Christian Ægidius (IBM), Ole Anker Larsen (IBM) og Torben Wind. Billedet er fra oktober 1987, hvor IBM udnævntes til eksklusivdistributør for Navigator i Danmark.

Som omtalt i [de to første artikler](https://www.hpbech.dk/samarbejde-med-ibm-pa-godt-og-ondt/) i denne serie annoncerede IBM og PC&C (der i 1995 skiftede navn til Navision Software) deres samarbejde i oktober 1987. IBM skulle være enedistributør af Navigator i Danmark.

Samarbejdet blev en kæmpe succes, og PC&C fordoblede sin omsætning fra 5,5 til 10,6 millioner allerede i det regnskabsår, der sluttede med udgangen af april 1988. I 1990/91 nåede omsætningen 18,7 millioner og i 1993/94 37,7 millioner. (PC&C fik i størrelsesordenen 30% af detailomsætningen, mens distributør og forhandlere delte de 70%. Der blev således i 1993/94 solgt Navigator til en markedsværdi på over 125 millioner kroner!)

Aftalen var også en stor succes for IBM, der solgte hardware til de mange Navigatorløsninger, og med aftalen styrkede sin position på PC-markedet i Danmark.

Da IBM i 1990 første gang fremsatte købstilbud på PC&C takkede Jesper Balser og kompagni imidlertid nej. Hvorfor gjorde de det?

# Hvor var markedet på vej hen?

PC&C og IBM så meget forskelligt på udviklingen på IT-markedet.

PC&C besluttede meget tidligt at fokusere på udvikling af brugervenlige økonomistyringsløsninger til små virksomheder baseret på IBMs PC. Ved indgangen til 1990’erne var de fortsat overbeviste om, at platformen ville bestå af DOS, Windows, Ethernet og Novell, men at selve hardwaren ikke nødvendigvis behøvede at komme fra IBM. De [teknologier som IBM ønskede at promovere](https://www.hpbech.dk/ibm-spillede-med-musklerne/), troede PC&C ikke ville vinde markedets gunst.

[![](https://hpbech.com/wp-content/uploads/Digital-Equipment-group-of-people.jpg)](https://hpbech.com/wp-content/uploads/Digital-Equipment-group-of-people.jpg)Billedet viser en DEC PDP 11/60 minicomputer (ca. 1973)

IBM havde i 1970erne fejlvurderet udviklingen i markedet, da Digital Equipment Corporation i fik stor succes med deres PDP og VAX minicomputere. På bare 10 år faldt IBM’s andel af det samlede IT-marked på verdensplan fra 60% til omkring 32%. Med lanceringen af PC’en i 1981 lykkedes det IBM, at medvirke til at skabe markedet for de helt små computere, og de oplevede igen en stigning i markedsandel frem mod midten af 1980’erne. IBM fik også med System 3, 34, 36, 38 og AS/400 sikret sig en position på markedet for minicomputere, men på ingen måde med samme dominans som på området for mainframes.

# Hver var afhængig af hvem?

Efterhånden som samarbejdet udviklede sig, oplevede PC&C, at forhandlerne fik en tættere tilknytning til Navigator end til IBM’s hardware. Dels krævede det mere ekspertise at sælge Navigator, end det krævede at sælge PC’ere, printere og netværk, og dels blev dækningsbidraget på Navigator-forretningen forbedret af de serviceydelser som forhandlerne tilbød i forlængelse af produktet. Det var nemmere for forhandlerne at skifte hardwareleverandør end det var at skifte applikationsleverandør.

Forhandlernes loyalitet til IBM var primært funderet i frygten for at miste autorisationen og dermed andel i de meget store ordre, som IBM kanaliserede gennem forhandlerne til deres egne store kunder. Loyaliteten til Navigator var derimod frivillig og af en mere naturlig forretningsmæssig karakter, som jeg redegør for i min bog [*“Fra Damgaard til Microsoft.”*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)

# Bristede internationale forventninger

Forventningen om, at en succes med samarbejdet i Danmark kunne udbredes til andre lande, viste sig hurtigt ikke at holde stik. Da IBM’s søsterselskaber i Europa blev præsenteret for Navigator var nysgerrigheden og interessen meget lille. Kun IBM Spanien viste interesse og gik i gang med lokaliseringen af Navigator i 1991.

[![](https://hpbech.com/wp-content/uploads/Europe.png)](https://hpbech.com/wp-content/uploads/Europe.png)

IBM’s opdeling i selvstændige landeorganisationer med meget lidt samarbejde på tværs er karakteristisk for stort set alle multinationale selskaber. Ideer, der forsøges promoveret på tværs af organisationsstrukturen, bliver typisk mødt med en blanding af skepsis og “not invented here” attitude, men forhindres også af at der ikke er systemer til at håndtere handel på tværs af landende. Hertil kommer vanskeligheden ved at afsætte ressourcer til projekter, der ikke udspringer ovenfra og dermed ikke er omfattet af budgetterne. I en multinational virksomhed er det typisk hovedkontoret eller produktorganisationerne, der står for produktsmodningen (produkt management og produkt marketing), mens landeselskaberne er rene salgsselskaber. At påtage sig distributionen af et produkt som Navigator fordrede således kompetencer og ressourcer, som det enkelte IBM-selskab simpelthen ikke besad.

Når IBM Danmark kunne påtage sig opgaven skyldtes det, at PC&C var et dansk softwarehus, der selv kunne varetage det meste af produktmodningen til de danske marked, men også at der var en person hos IBM i Danmark ([René Stockner](https://www.linkedin.com/in/rene-stockner-1497a5/)), der interesserede sig for og havde baggrunden for at forstå både det tekniske og det forretningsmæssige omkring Navigator. Uden en person som René er det faktisk tvivlsomt om samarbejdet mellem PC&C og IBM overhovedet ville være blevet den store succes (René Stockner forlader i 1992 IBM for at blive ansvarlig for PC&Cs aktiviter i USA).

# En virksomheds succes påvirker medarbejdernes selvforståelse

På det tidspunkt, hvor IBM indgik aftalen med PC&C, var førstnævnte uden sammenligning verdens største og stærkeste IT-leverandør med at en markedsandel blandt de største virksomheder på over 60%. IBM i Danmark gjorde det langt bedre end sine søsterselskaber og blev derfor både præmieret og fremhævet ved de interne møder og arrangementer. De fleste IBM’ere opfattede IBM som verdens bedste og dygtigste virksomhed, og så lidt ned på eller havde ondt af folk, der måtte nøjes med at arbejde for andre IT-virksomheder.

Da PC&C afviste købstilbuddet fra IBM kom det derfor som en stor overraskelse for sidstnævnte, at førstnævnte ikke ønskede at være en del af IBM-familien. Men PC&C var klar over, at IBM ikke ville kunne løfte internationalieringsopgaven, og hvilke fordele ville et opkøb så have, når den tilbudte pris i øvrigt var latterlig lav, og hele måden hvorpå tilbuddet blev fremsat håbløs uprofessionel?

Artikelserien fortsættes.

**Categories:** Business development, Strategy

**Tags:** ERP, fixion_en, business development

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### [Janesville: An American Story](https://hpbech.com/da/janesville-an-american-story/)

**Published:** February 27, 2018
**Author:** Hans Peter Bech

**Excerpt:** Djævlen ligger som bekendt i detaljen og kun igennem den minutiøse gennemgang af forholdene, forstår man den menneskelige smerte, som lukningen af en stor industrivirksomhed kan være kilde til.

**Content:**

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> Djævlen ligger som bekendt i detaljen og kun igennem den minutiøse gennemgang af forholdene, forstår man den menneskelige smerte, som lukningen af en stor industrivirksomhed kan være kilde til.

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[![](https://hpbech.com/wp-content/uploads/Janesville-Map2.png)](https://hpbech.com/wp-content/uploads/Janesville-Map2.png)

“[Janesville: An American Story](https://www.amazon.com/Janesville-American-Story-Amy-Goldstein/dp/1501102230)” af [Amy Goldstein](https://www.linkedin.com/in/amygoldstein-wp/) er en meget detaljeret beskrivelse af udviklingen i en mindre amerikansk provinsby efter at General Motors nedlagde et produktionsanlæg i december 2008. Janesville havde på det tidspunkt 63.000 indbyggere, hvoraf 9.000 arbejdede på fabrikken og hos de omkringliggende underleverandører.

Men historien er kun ét eksempel på udviklingen i mange mindre amerikanske byer, der, ifølge forfatteren, sammenlagt mistede tæt på 9 millioner arbejdspladser i 2008-09 som konsekvens af finanskrisen og udflagningen af produktion til lande med lavere lønomkostninger.

Tabet af de 9.000 arbejdspladser slog ekstra hårdt, fordi det drejede sig om vellønnede jobs med en række af goder tilknyttet. De jobs, der langsomt blev skabt i området, tilbød væsentligt ringere vilkår, og de fleste af de arbejdsløse kunne med de nye jobs ikke genoprette deres levestandard.

Det er også fortællingen om, hvordan hjælpeorganisationerne forsøger at afbøde de værste konsekvenser af de arbejdsløses øjeblikkelige krise, samtidigt med at de får beskåret deres budgetter. Hvordan civilsamfundets frivillige donationer skrumper ind. Og om hvordan afstanden mellem initiativerne på det politiske plan og den virkelighed, som de arbejdsløse oplever, vokser og vokser. Resultatet er den polarising, der kulminerer ved præsidentvalget i 2016 og som viser et Amerika, hvor befolkningen har svært ved at samles om ret meget.

# Djævlen ligger i detaljen

Bogens store styrke er netop de detaljerede fortællinger om familiers skæbne i kølvandet på arbejdsløsheden. Skæbner, der er svære at forstå, hvis man aldrig selv har stået i samme situation. Til tider kan man synes, at detaljeringsgraden er for stor, men som historierne udvikler sig, afsløres begivenheder og episoder, som forklarer hvorfor familierne rammes så hårdt, og for mange ender med en permament dårligere tilværelse eller selvmord. Djævlen ligger som bekendt i detaljen og kun igennem den minutiøse gennemgang af forholdene, forstår man den menneskelige smerte, som lukningen af en stor industrivirksomhed kan være kilde til.

# Made in the USA

[![](https://hpbech.com/wp-content/uploads/Made-in-the-USA-Black-belt-scaled.jpg)](https://hpbech.com/wp-content/uploads/Made-in-the-USA-Black-belt-scaled.jpg)

Og endelig er det for en dansk læser en beskrivelse af et samfund, der på stort set alle områder adskiller sig fra det samfund, vi kender. De arbejdsløse mister deres sundhedsforsikring og har ikke længere fri adgang til behandling. Det sociale sikkerhedsnet har store masker, og man skal meget langt ned, før der er hjælp at hente fra de offentlige kasser. I kampen om at betale lægeregninger, husleje og mad gøres der indhug i den opsparing, der skal sikre deres børns uddannelse. Til gengæld er der næsten ingen grænser for, hvor meget mange skattedollars, der kan doneres til private virksomheder, der spiller regioner og byer ud mod hinanden for at opnå de bedst mulige betingelser for oprettelsen af nye arbejdspladser.

At miste sit job, når en virksomhed lukker, og man sammen med tusindvis andre skal forsøge at finde et nyt, hvor der ingen er, er en ubehagelig oplevelse, uanset hvor man lever. Men i Danmark er der trods alt et fintmasket sikkerhedsnet, der holder hånden under økonomien, til man kan komme i gang igen. Og man behøver ikke at bekymre sig om adgang til sundhedssystemet eller sine børns uddannelse. Forhåbentlig er det med til at gøre tilværelsen som arbejdsløs så kort og så problemfri som muligt.

# Et omstillingsparat samfund

Vi må vel se frem til fortsat store forskydninger af arbejdspladser på tværs af landegrænser. Hvis det fortsætter som hidtil, vil der blive skabt flere arbejdspladser end der forsvinder, men det kan ikke garanteres, at de geografisk ligger samme steder, og det kan nærmest garanteres, at det vil kræver andre kvalifikationer at bestride dem.

I den henseende virker den danske samfundsmodel bedre gearet til at klare omstillingen end den amerikanske. I Janesville skal mange af de arbejdsløse igennem store lidelser, inden de lander i en ny men dårligere tilværelse.

# Omskolingen, der slog fejl

Også i USA kastes der store beløb ind i videreuddannelse af de arbejdsløse, men det viser sig, at de der ikke deltager i omskolingen kommer hurtigere i arbejde og opnår mindre lønnedgang i deres nye jobs. Alene den observation, der i bogen følges op og dokumenteres af en spørgeskemaundersøgelse blandt de arbejdsløse, bør gøre bogen til pensum for politikere og andre, der arbejder med arbejdsmarkedsforhold.

# Janesville: An American Story

[![](https://hpbech.com/wp-content/uploads/Janesville-small.jpg)](https://hpbech.com/wp-content/uploads/Janesville-small.jpg)

**Titel:** Janesville: An American Story
**Antal sider:** 368
**Forfattere:** [Amy Goldstein](https://www.linkedin.com/in/amygoldstein-wp/)
**Forlag:** Simon & Schuster
**Udgivelsesdato:** 18. April 2017
**Priser:** DKK 94,95 (e-bog), DKK 139,95 (paperback)
[Fundet på saxo.com](https://www.saxo.com/dk/soeg/bog?query=janesville%20%3A%20an%20american%20story)
**Anbefaling:** Kan varmt anbefales til alle med interesse for samfund og arbejdsmarkedsforhold.
**Anmeldelser:** [Du kan finde over 105 anmeldelser og resuméer af bogen på Amazon.com](https://www.amazon.com/Janesville-American-Story-Amy-Goldstein/dp/1501102230#customerReviews).

**Categories:** Book reviews, Globalisation, Society

**Tags:** Politics and Economics

---

### [Refuge: Transforming a Broken Refugee System](https://hpbech.com/da/refuge-transforming-a-broken-refugee-system/)

**Published:** March 13, 2018
**Author:** Hans Peter Bech

**Excerpt:** Udover en grundig gennemgang af flygtningekonventionernes historie, og hvordan de er formuleret til at håndtere en helt anden situation, end den vi har i dag, så giver bogen også svar på, hvad der skal sættes i stedet. Løsninger, som jeg personligt finder konstruktive, og som vil gavne nærområderne kollosalt. Uden at lave et resume af hele bogen kan jeg godt afsløre, at løsningen IKKE er flere flygtningelejre.

**Content:**

---

> Udover en grundig gennemgang af flygtningekonventionernes historie, og hvordan de er formuleret til at håndtere en helt anden situation, end den vi har i dag, så giver bogen også svar på, hvad der skal sættes i stedet. Løsninger, som jeg personligt finder konstruktive, og som vil gavne nærområderne kollosalt. Uden at lave et resume af hele bogen kan jeg godt afsløre, at løsningen IKKE er flere flygtningelejre.

---

[![](https://hpbech.com/wp-content/uploads/IMG_1968.jpg)](https://hpbech.com/wp-content/uploads/IMG_1968.jpg)

I sommeren 2016 havde vi i vores grundejerforeningen det første møde med en gruppe flygtninge fra Syrien. I de efterfølgende 18 måneder mødtes vi regelmæssigt med gruppen.

Den største barriere for overhovedet at kunne kommunikere var naturligvis sproget. En enkelt i gruppen, som i forvejen talte godt engelsk, fik hurtigt lært dansk og fungerede som tolk. Da han fik job i Jylland, blev projektet noget vingeskudt. Flertallet i gruppen fik over de 18 måneder ikke lært meget dansk og projektet gik langsomt i opløsning. I stedet forsatte der mere eller mindre tætte relationer mellem nogle af danskerne og nogle af flygtningene alt efter interesse og kemi.

# Det er ikke alle flygtninge, der er flygtninge

Igennem projektet oplevede jeg, at der var endog meget stor forskel på flygtningegruppens medlemmer, deres baggrund, nysgerrighed, religion, ambitioner, disciplin og udfordringer. Men et stod mig klart: ingen i gruppen var teknisk set flygtninge. De havde alle passeret igennem mange lande, hvor de kunne have slået sig ned, inden de nåede Danmark. Muligvis ville forholdene i de lande ikke være så gode som i Danmark, men de ville alle steder være bedre, end det de kom fra i Syrien. Men af forskellige grunde valgte de at fortsætte rejsen, indtil de kom til Danmark. For mange af gruppens medlemmer var jeg overbevist om, at tilværelsen i Danmark ikke ville blive en success. Hverken for Danmark eller de enkelte flygtninge. Om nogen af dem ønsker at vende tilbage til Syrien, når krigen engang er overstået, er jeg usikker på.

[![](https://hpbech.com/wp-content/uploads/Flygtninge.jpg)](https://hpbech.com/wp-content/uploads/Flygtninge.jpg)

Før min deltagelse i grundejerforeningens flygtningeprojekt havde jeg en holdning om, at vi skulle være mere åbne overfor flygtningestrømmen. Bagefter var jeg noget mere skeptisk, men kunne ikke finde mine ben omkring, hvad der så skulle sættes i stedet for. Jeg synes ikke man kan løbe fra sin forpligtelse til at hjælpe mennesker i nød, men hvor meget og hvor langt skal man gå?

# Flygtningeproblematikken er kompliceret og fuld af fælder

Bogen “[Refuge: Transforming a Broken Refugee System](https://www.saxo.com/dk/refuge_alexander-betts_hardback_9780241289235)“, skrevet af [Alexander Betts](https://www.rsc.ox.ac.uk/people/alexander-betts) og [Paul Collier](https://www.bsg.ox.ac.uk/people/paul-collier), sætter en lang række forhold på plads. Den bruger 352 sider på at redegøre for problematikken, og det er ikke en side for meget. Hvis man interesserer sig for flygtningeproblematikken, eller synes man skal have en mening om den, så vil det være fornuftigt at læse bogen. Den indeholder et væld af fakta og mange grundige analyser. Man kan næppe undgå at blive en del klogere.

## Flygtning: en definition

Man er først flygtning, når man passerer en landegrænse. Det er ikke alle, der bliver fordrevet fra hus og hjem, der passerer en landegrænse. De er teknisk set ikke flygtninge, men blot fordrevne. Slemt nok, skulle man mene, men de tæller altså slet ikke med i flygtningesystemet.

Af de, der passerer en landegrænse (og dermed kan kaldes flygtninge) tager den altovervejende del ophold i nabolandene. Kun en meget lille minoritet (typisk bedre stillede og risikovillige unge mænd) tager videre – hvis der er udsigt til bedre forhold andre steder – og det er muligt at komme derhen. Teknisk set er de altså ikke længere flygtninge, men migrater.

Så fik vi sat det på plads.

# Det hjerteløse hoved og det hovedløse hjerte

[![](https://hpbech.com/wp-content/uploads/Angela-Merkel.jpg)](https://hpbech.com/wp-content/uploads/Angela-Merkel.jpg)Das schaffen wir!

De to forfattere er skånselsløse i deres kritik af den måde som det internationale samfund har håndteret specielt den syriske flygtningesituation på. Specielt den europæiske flygtningepolitik (herunder også de enkelte landes politik) beskrives som passiv, naiv, kortsigtet, konfliktsky, usolidarisk, reaktiv og visionsløs. Groft set er de politiske holdninger delt op i to grupperinger.

**Det hjerteløse hoved** vil lukke grænserne, lurepasse og forsøge at skubbe sorteper videre til nogle andre. Det holder den lille del flygtningene, som er villige til at rejse langt, væk, men hjælper ikke med at løse den samlede opgave.

**Det hovedløse hjerte** vil åbne grænserne og dermed lokke endnu flere til at lægge millioner i menneskesmuglernes lommer, forsøge den farefulde rejse og koste flere dødsfald på vejen. Samtidigt vanskeliggør man oprindelseslandenes senere genopbygning og får ved samme lejlighed stimuleret en polarisering af sin egen vælgerskare. Det føles rart at være imødekommende overfor del lille de af flygtningene, som er parate til at rejse langt, men hjælper ikke med at løse den samlede opgave.

# At hjælpe de fleste frem kun nogle tilfældige få

Bogens formål er at få læseren til at se flygtningeproblemet i et helikopterperspektiv. Den stiller og besvarer to hovedspørgsmål:

1. Hvordan sikrer vi anstændige og udviklende forhold for det store flertal af fordrevne og flygtninge?
2. Hvordan sikrer vi bedst muligt oprindelseslandets genopbygning, når krisen er overstået?

De europæiske landes flygtningpolitik (eller mangel på samme) har ikke forholdt sig til disse to hovedspørgsmål, og det bør de gøre.

[![](https://hpbech.com/wp-content/uploads/refugees-are-human-beings.jpg)](https://hpbech.com/wp-content/uploads/refugees-are-human-beings.jpg)

Bogen beskriver og diskutere meget grundigt hvilke forpligtelser det internationale samfund (og her er både du og jeg medlemmer!) har overfor ofre for krig og andre katastofer, der i praksis er blevet tvunget til i al hast at forlade hus og hjem. Vi har en forpligtelse, men den er ikke ubegrænset, og den bør også forholde sig til, hvordan vi bedst muligt sikrer oprindelseslandets genopbygning.

Udover en grundig gennemgang af flygtningekonventionernes historie, og hvordan de er formuleret til at håndtere en helt anden situation, end den vi har i dag, så giver bogen også svar på, hvad der skal sættes i stedet. Løsninger, som jeg personligt finder konstruktive, og som vil gavne nærområderne kollosalt. Uden at lave et resume af hele bogen kan jeg godt afsløre, at løsningen IKKE er flere flygtningelejre.

# Refuge: Transforming a Broken Refugee System

[![](https://hpbech.com/wp-content/uploads/Refuge.jpeg)](https://hpbech.com/wp-content/uploads/Refuge.jpeg)

**Titel:** [Refuge: Transforming a Broken Refugee System](https://www.amazon.com/Refuge-Rethinking-Refugee-Policy-Changing/dp/0190659157)
**Antal sider:** 352
**Forfattere:** [Alexander Betts](https://www.rsc.ox.ac.uk/people/alexander-betts) & [Paul Collier](https://www.bsg.ox.ac.uk/people/paul-collier)
**Forlag:** Oxford University Press
**Udgivelsesdato:** 6. september 2017
**Priser:** [DKK 169,95 (paperback)](https://www.saxo.com/dk/refuge_alexander-betts_paperback_9780190659158), Jeg købte Kindle-udgaven, men den er pt. ikke tilgængelig.
**Anbefaling:** Kan varmt anbefales til alle, der kan læse.
**Anmeldelser:** Bogen har mærkværdigvis kun meget få læseranmeldelser.

SaveSave

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** Politics and Economics

---

### [LinkedIn Unlocked: Unlock the Mystery of LinkedIn To Drive More Sales Through Social Selling](https://hpbech.com/da/linkedin-unlocked-unlock-the-mystery-of-linkedin-to-drive-more-sales-through-social-selling/)

**Published:** May 22, 2018
**Author:** Hans Peter Bech

**Excerpt:** Hvis man beskæftiger sig med at generere omsætning for sit firma, så gør man klogt i at sætte sig grundigt ind i de nye muligheder. Men hvordan de skal anvendes, afhængiger af hvad din virksomheder laver, hvilke typer kunder den betjener, og hvad din rolle er i den proces, der skal hjælpe kunderne med at købe.

**Content:**

---

> Hvis man beskæftiger sig med at generere omsætning, så gør man klogt i at sætte sig grundigt ind i de nye muligheder. Men hvordan de skal anvendes, afhængiger af hvad din virksomheder laver, hvilke typer kunder den betjener, og hvad din rolle er i den proces, der skal hjælpe kunderne med at købe.

---

Jeg bryder mig ikke om udtrykket “[social selling.](https://tbkconsult.com/social-selling-mastery-scaling-sales-marketing-machine-digital-buyer/)“

[![](https://hpbech.com/wp-content/uploads/Social-selling-mastery-3D.png)](https://hpbech.com/wp-content/uploads/Social-selling-mastery-3D.png)

Da jeg i november 2016 anmeldte [Jamie Shanks](https://www.linkedin.com/in/jamestshanks/)‘ bog [*Social Selling Mastery: Scaling Up Your Sales and Marketing Machine for the Digital Buyer*](https://www.linkedin.com/pulse/social-selling-mastery-scaling-up-your-sales-marketing-bech/) gjorde jeg et stort nummer ud af at kritisere udtrykket “social selling” og roste Jamie for sin grundige gennemgang af hvilke nye muligheder de sociale medier giver os for at øge produktiviteten i vores marketing og salgsarbejde.

Den korte konklusion blev:

> “Social yelling is not social selling”

Arbejdet med de nye muligheder kræver forberedelse, struktur og arbejde – meget arbejde. Det er ikke en genvej til hurtige resultater, men indsatsen kan vise sig lønsom på lidt længere sigt.

[Melonie Dodaro](https://www.linkedin.com/in/meloniedodaro/) er med sin nye bog [*LinkedIn Unlocked: Unlock the Mystery of LinkedIn To Drive More Sales Through Social Selling*](https://www.amazon.com/LinkedIn-Unlocked-Unlock-Mystery-Through/dp/1987473787) ude i samme ærinde som Jamie Shanks. Men hvor Jamie skriver om emnet på tværs af SoMe-platforme, fokuserer Melonie alene på LinkedIn. Og hvor Jamies målgruppe er de noget større virksomheder, hvor et team skal løse opgaven, så skriver Melonie for personer, der selv skal stå for hele omsætningsgenereringsprocessen.

LinkedIn Unlocked starter med at påstå at salgsdialogen på det seneste er skiftet fra *“What can I sell you?”* til *“How can I help you?”*

[![](https://hpbech.com/wp-content/uploads/Funnel-with-specialization.png)](https://hpbech.com/wp-content/uploads/Funnel-with-specialization.png)

Værdibaseret salg har imidlertid været på agendaen i alle de 40 år, jeg har været i business. At der så fortsat er mange, der ikke har fanget ideen, er en helt anden snak. Der er efter min opfattelse ikke sket nogen ændring i den basale adfærd, der ligger bag et køb (som er forudsætningen for et salg). Men Internettet og specielt de sociale medier har skabt nogle nye muligheder for både købere og sælgere. Hvis man beskæftiger sig med at generere omsætning for sit firma, så gør man klogt i at sætte sig grundigt ind i de nye muligheder. Men hvordan de skal anvendes, afhængiger af hvad din virksomheder laver, hvilke typer kunder den betjener, og hvad din rolle er i den proces, der skal hjælpe kunderne med at købe.

Så fik vi lige det sat på plads.

# LinkedIn

[![](https://hpbech.com/wp-content/uploads/LinkedIn-2000px.png)](https://hpbech.com/wp-content/uploads/LinkedIn-2000px.png)

Med 546 millioner brugere ([marts 2018](https://expandedramblings.com/index.php/by-the-numbers-a-few-important-linkedin-stats/)) er [LinkedIn](https://about.linkedin.com) en helt enestående database med informationer om virksomheder og forretningsfolk. Det er også et socialt medie hvor personer og virksomheder poster opdateringer, indhold og deltager i diskussioner.

Men på månedsbasis er det altså kun omkring 20% af brugerne, der logger på systemet og kun cirka ½%, der er aktive med at poste noget på deres profil.

Jeg vil mene, det er fair at konkludere, at kun meget få af brugerne på LinkedIn har en idé om, hvad de egentlig vil bruge platformen til, og at de fleste kun bruger meget lidt tid på den. Skriv det bag øret, når du skal bruge LinkedIn i dit marketing- og salgsarbejde.

# The LinkedIn Domination Formula

Melonie beskriver, at omsætningsgenerering via LinkedInkan bør opdeles i to *processer,* hver med flere skridt, der skal tages et af gangen i en bestemt rækkefølge:

Proces 1: *The LinkedIn Domination Formula*
Proces 2: *The LINK Method*

[![](https://hpbech.com/wp-content/uploads/Image-1-01.jpg)](https://hpbech.com/wp-content/uploads/Image-1-01.jpg)

Hun advarer helt berettiget imod den overfaldsteknik (social yelling), som mange sælgere har taget med sig over på de sociale medier, og som skræmmer kunderne væk . At sælge via de sociale medier kræver forberedelse, indsigt, tålmodighed, indsatser, struktur og vedholdenhed. Kort sagt: meget arbejde.

I det første kapitel introducerer hun *The LinkedIn Domination Formula*, der er en udbygning af den første del af den velkendte AIDA model (Awareness, Interest, Desire, Action). En stor del af bogen beskriver, hvordan man benytter denne Formula til at opbygge sit brand på LinkedIn, som er den helt afgørende forudsætning for det efterfølgende arbejde med at etablere connections, der kan udvikle sig til egentlige relationer.

Hvis alle 500 millioner LinkedIn brugere benyttede denne Formula ville den ikke gøre nogen forskel, men da kun de færreste får det gjort, er det en enstående mulighed for at udskille sig fra den store grød af ligegyldige eller selvoppustede profiler.

Her er Melonies bog spækket med gode og praktiske råd. Man kan simplethen med bogen i hånden forbedre sin profil på LinkedIn, så man er garanteret at dukke op i langt flere søgninger og få henvendelser fra personer, der er relevante, for det man ønsker at opnå med sin tilstedeværelse på platformen.

# The LINK Method

Når man har sin LinkedIn Domination Formula på plads kan man påbegynde anvendelsen af The LINK Method, der består af 5 trin:

1. Finde kundemner
2. Tage den første kontakt
3. Etabler en dialog
4. Etabler en relation
5. Tag dialogen offline

Melonie gennemgår, hvordan man anvender metoden på LinkedIn, og igen er der praktiske råd og vejledninger, der er lige til at tage i anvendelse. Specielt er hendes gennemgang af søgefuntionen på LinkedIn helt i top og vil hjælpe alle, der gerne vil benytte platformen til forretningsudvikling, marketing eller salg.

# Indsigt i kundernes udfordringer

[![](https://hpbech.com/wp-content/uploads/Doctor.png)](https://hpbech.com/wp-content/uploads/Doctor.png)

Bogens afsnit om opbygning af indsigt i kundernes udfordringer er specielt godt, fordi det er her de fleste sælgere springer over, hvor gærdet er lavest. På trods af de tusindvis af bøger, der er skrevet om markedsføring og salg i de 40 år, jeg har været i business, så er de fleste sælgere (og deres ledelse) fortsat produktfokuserede. Sælgernes manglende lyst og evne til at sætte sig ind i kundernes udfordringer kommer tydeligt til udtryk på de sociale medier, hvor det er nemt at sende salgsbudskaber ud i æteren, til grupper og til enkeltpersoner. Hovedparten af den salgspromoverende kommunikation er fortsat produkt- og firmafokuseret propaganda.

Hvor man kan desk-researche sig til mange forhold, så kræver det en personlig dialog at få indsigt i den individuelle kundes aktuelle udfordringer, samt hvilke konsekevenser deres manglende løsning medfører.

[Value Assumption -> Value Suggestion -> Value Proposition](https://tbkconsult.com/fifty-shades-value-propositions/)

Derfor understreger Melonie, at kommunikationen og dialogen på et tidspunkt skal gå off line og blive helt personlig. Det er nødvendigt for at få den indsigt, der kan føre til den kundespecifikke value proposition, der danner grundlaget for opbygningen af den relation og den tillid, der er en forudsætning for kundens beslutning om at købe.

# Konklusion

Hvis dine kunder og potentielle kunder er på LinkedIn (og det er de højst sandsynligt), så er Melonie Dodaros bog en helstøbt vejledning til, hvordan du benytter platformen til at fylde din pipeline med kundeemner.

Bogens styrke er dens fokus på LinkedIn, der gør den komplet, super konkret og meget praktisk.

[![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)Illustrationen er fra min ebog: “Revenue Generation: Facilitating the Buyers’ Journey”

På de mere generelle områder indenfor marketing og salg, som Melonie dækker for at beskrive den afsætningsmæssige sammenhæng som LinkedIn skal indgå i, er der ikke så meget nyt at hente. Men hun beskriver områderne kort og godt, og for personer, der ikke har den store erfaring med forretningsudvikling, marketing og salg, kan det være meget værdifuldt.

# LinkedIn Unlocked: Unlock the Mystery of LinkedIn To Drive More Sales Through Social Selling

[![](https://hpbech.com/wp-content/uploads/LinkedIn-Unlocked.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-Unlocked.jpg)

**Titel:** [LinkedIn Unlocked: Unlock the Mystery of LinkedIn To Drive More Sales Through Social Selling](https://www.amazon.com/LinkedIn-Unlocked-Unlock-Mystery-Through/dp/1987473787)
**Antal sider:** 234
**Forfatter:** [Melonie Dodaro](https://www.linkedin.com/in/meloniedodaro/)
**Forlag:** Selvudgivet
**Udgivelsesdato:** 24. april 2018
**Priser:** USD 9.99 plus moms
**Anbefaling:** Kan anbefales til alle mindre virksomheder, hvor enkeltpersoner står for hele processen med at generere omsætning.
**Anmeldelser:** Bogen har fået mange gode læseranmeldelser

**Categories:** Book reviews, Strategy

**Tags:** social media

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### [Hvorfor du bør skrive boganmeldelser](https://hpbech.com/why-you-should-write-book-reviews/)

**Published:** May 29, 2018
**Author:** Hans Peter Bech

**Excerpt:** Langt de fleste vil have gavn af et relevant og tydeligt digitalt fodspor, der gør dem nemme at finde for potentielle kunder og arbejdsgivere.

**Content:**

---

> Langt de fleste vil have gavn af et relevant og tydeligt digitalt fodspor, der gør dem nemme at finde for potentielle kunder og arbejdsgivere.

---

 [![](https://hpbech.com/wp-content/uploads/Kindle-Paper-White-flat-angle.jpg)](https://hpbech.com/wp-content/uploads/Kindle-Paper-White-flat-angle.jpg) 

Det kommer næppe som den store overraskelse at jeg, i min egenskab af forfatter, synes, at boganmeldelser er vigtige og meningsfyldte.

Men mit hovedbudskab i denne post er *ikke* hensynet til forfatterne, men hensynet til dig, ***læseren***. Der er nemlig mange gode grunde til, at netop læsere, der anmelder bøger, kan opnå store fordele.

# Du er et brand (om du kan lide det eller ej)

Det første jeg gør, når jeg får en seriøs henvendelse fra en peson, jeg ikke kender i forvejen, er at Google vedkommendes navn.

 [![](https://hpbech.com/wp-content/uploads/Google-Hans-Peter-Bech.jpg)](https://hpbech.com/wp-content/uploads/Google-Hans-Peter-Bech.jpg) 

Det første, der kommer op, er altid personens LinkedIn profil. Nu skønner jeg hurtigt, om der er overensstemmelse mellem det, personen påstår på sin LinkedIn-profil, og det som søgeresultatet på Google i øvrigt viser. Det er der ofte ikke. Og grunden er typisk, at personen ikke har posted noget på nettet, der har relation til de ekspertiseområder, som fremhæves på LinkedIn-profilen. Der er med andre ord ikke efterladt et digitalt forspor, der støtter personens brand.

Når der så til gengæld opleves en tydeligt sammenhæng, er det med til at forstærke troværdigheden allerede inden den første kontakt.

Selv om det kan lyde prætentiøst, så har vi alle et brand. Men kun de færreste har et stærkt brand, og det er faktisk selvforskyldt. Det kan på alle måder betale sig at arbejde aktivt med at styrke sit brand herunder specielt optimere sit digitale fodspor.

Langt de fleste (der ikke tilhører grupperne kendisser, pensionister og investorer) vil have gavn af et relevant og tydeligt digitalt fodspor, der gør dem nemme at finde for potentielle kunder og arbejdsgivere.

# Slå flere fluer med samme smæk

 [![](https://hpbech.com/wp-content/uploads/Typewriter-698400.png)](https://hpbech.com/wp-content/uploads/Typewriter-698400.png) 

Med boganmeldelser kan du slå mange fluer med et enkelt smæk.

At læse (eller lytte til) bøger er fortsat en af de mest seriøse måder at holde sig fagligt ajour på. Investerer du din tid i at læse eller lytte, kan du ligeså godt få lidt personlig reklame for pengene samtidigt. Med en boganmeldelse får du nemlig lejlighed til at styrke netop det digitale fodspor, der har relation til dine professionelle interesser og faglige kompetencer.

Ved samme lejlighed får du efterladt fagrelevante nøgleord, der knytter sig til dit navn. Det betyder, at du også kan dukke op i søgninger, der benytter de samme nøgleord. Folk, der slet ikke ved hvem du er, kan altså nu finde dig via nøgleordene.

Når du vil anmelder en bog, læser du den på en anden måde. Du er mere grundig, du tager flere notater, og du tænker mere over, hvad der egentlig står. Når du er færdig med at skrive anmeldelsen, kan du også bedre huske, hvad fra bogen du synes er brugbart, og hvad du godt kan tillade dig hurtigt at glemme igen.

# Hvad er en boganmeldelse?

 [![](https://hpbech.com/wp-content/uploads/Anmeldelse.jpg)](https://hpbech.com/wp-content/uploads/Anmeldelse.jpg) 

En [anmeldelse](https://medium.com/@hpbech/review-the-only-sales-guide-youll-ever-need-9f9eb88706ed) kan være alt lige fra nogle få linjer til flere siders tekst. Det er op til dig selv, hvor meget du vil skrive. Helt korte anmeldelser i stil med “dette er en super god bog” eller “denne bog er ikke pengene værd” har ingen værdi og er spild af tid at skrive.

Jo mere du skriver, desto flere relevante nøgleord vil der optræde. Du skal helst skrive over 400 ord, omkring 1.200 ord vil være godt, mens over 2.000 ord er i overkanten (Google præmiere lange artikler!)

Husk at det er boglæsere, der læser boganmeldelser, og de har ikke noget imod at læse mange ord, hvis ellers indholdet er godt. Og de kvitterer ofte med et like, en kommentar og et share.

En anmeldelse skal ikke være et resumé af bogen. Det fremgår alligevel af forlagets eller forfatterens hjemmeside. Det skal være din vurdering af bogens indhold og må gerne garneres med dine personlige oplevelser, erfaringer og begrundede synspunkter.

Personligt anmelder jeg ikke fagbøger, som jeg ikke synes om (til gengæld kan jeg godt være hård ved skønlitteratur – specielt når meget kendte forfattere skriver dårlige bøger). Om du vil følge samme linje er op til dig selv, men jeg lægger typisk de dårlige bøger til side, inden jeg er færdig med dem, og så synes jeg ikke, det er rimeligt at skrive en anmeldelse.

Jeg synes, at anmeldelser skal have indhold og kant, så jeg skriver ikke såkaldte “rygklapper-anmeldelser.” Dit fokus bør være på dig selv, og hvad du synes er godt eller mindre godt i relation til bogens behandling af emnet, og hvad din indsigt i øvrigt ellers kan bidrage med. På den måde kommer der helt naturligt de relevante nøgleord med i teksten.

Efterhånden som du anmelder flere bøger om det samme emne, kan du linke til tidligere anmeldelser og forstærke dit digitale fodspor.

# Hvor skriver du anmeldelsen?

De fleste får vel associationer til avisernes boganmeldelser, men at få en boganmeldelse udgivet i en trykt avis eller et andet professionelt medie har kun begrænset værdi for den almindelige læser, og det er i øvrigt også tæt på umuligt.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-Publishing.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-Publishing.jpg) 

Hvis du ikke har ambitioner om at blive en regelmæssig blogger, så er det mest oplagte, at skrive anmeldelsen som en artikel på [LinkedIn Publishing](https://www.linkedin.com/pulse/why-you-cannot-learn-success-from-successful-people-companies-bech/).

[LinkedIn Publishing](https://www.linkedin.com/post/new) er en super nem måde at blogge på, og boganmeldelser er velegnede til at knytte relevante nøgleord direkte til din LinkedIn profil.

Du kan også benytte [Medium](https://medium.com/@hpbech/a-practical-guide-to-personal-freedom-55bf46b5f9fb), som er en dedikret platform til bloggere. Personligt synes jeg godt om Medium, men jeg tror de fleste, der ikke har planer om at blogge så ofte, vil være bedst tjent med LinkedIn Publishing.

Du kan naturligvis også etablere din egen blog, men hvis du ikke er meget skriveglad eller har et direkte kommercielt sigte med dine skriverier ([som jeg har](https://www.amazon.com/Hans-Peter-Bech/e/B00V902RXS)), så får du nok for lidt trafik til, at det giver mening.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-kommentar.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-kommentar.jpg) 

Mange skriver korte anmeldelser i LinkedIn’s kommentarfelt og tagger forfatteren. Det kan jeg ikke anbefale. Forfatteren er ikke målgruppen (en enkelt person kan vel dårligt kaldes en gruppe) for din anmeldelse, og en post i kommentarfeltet har en meget kort levetid. Det er bedre at poste en kort kommentar i feltet og så linke til din anmeldelse, der hvor den nu ligger. Den aktivitet kan du gentage over nogle uger. Hermed skaber du trafik til din anmeldelse og forbedrer din ranking på Google.

# Bogportalerne

 [![](https://hpbech.com/wp-content/uploads/Amazon-book.jpg)](https://hpbech.com/wp-content/uploads/Amazon-book.jpg) 

Du bør også kort anmelde de bøger, du læser, på bogportalerne (typisk der hvor du har købt bogen) og så henvise til din længere anmeldelse andetsteds. Det er ikke alle portaler, der accepterer, at du linker ud (Amazon gør ikke, Saxo gør), men så må du skrive nok til, at andre læsere kan finde din fulde anmeldelse. Du kan samle mange ligesindede op på bogportalerne, hvor stort set alle med interesse i den samme bog på et eller andet tidspunkt kommer forbi. Det giver igen øget trafik til din anmeldese -> bedre ranking på Google.

# Anmeldelse på opfordring

 [![](https://hpbech.com/wp-content/uploads/Google-Reviews.png)](https://hpbech.com/wp-content/uploads/Google-Reviews.png) 

Når du begynder at anmelde bøger, vil du blive kontaktet af forfattere, der gerne vil have, at du anmelder deres nye udgivelse. Ofte tilbyder de dig bogen gratis, men det bør du sige nej tak til.

For det første er bøger billige (specielt set i lyset af den investering, forfatteren har gjort i at skrive den) og for det andet bør du ikke anmelde bøger, som du ikke har lyst til at købe og læse. Anmeldere på de kommercielle medier er forpligtede til at anmelde visse bøger, men den forpligtelse har du ikke. Og har du først sagt ja tak til den gratis bog, har du en moralsk forpligtelse til også at skrive noget.

# Du kan kapre andres anmeldelser

 [![](https://hpbech.com/wp-content/uploads/Newsjacking.jpg)](https://hpbech.com/wp-content/uploads/Newsjacking.jpg) 

Hvis du har anmeldt en bog, der viser sig at være eller blive populær, så kan du koble dig på andres anmeldelser. Når du ser en andens anmeldelse, giver du den et like, tilføjer en kort kommentar og linker til din egen anmeldelse samt deler den andens anmeldelse på dine sociale profiler. Du har nu både hjulpet din anmelderkollega og dig selv. Din kollega har fået yderligere eksponering af sin anmeldelse, og du vil trække nogle af hans eller henders læsere over på din anmeldelse.

Det minder lidt om fænoment [Newsjacking](https://www.newsjacking.com) og kan også virke på samme måde, specielt hvis du er tidligt ude med din anmeldelse.

# Eksempler på læseranmeldelser

Hvis du gerne vil have lidt inspiration til læseranmeldelser kan du [klikke her](https://www.hpbech.dk/category/boganmeldelser/) for læse mine danske anmeldelser, og [klikke her](https://tbkconsult.com/blog/) for at læse mine engelske anmeldelser.SaveSave

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en, Publishing

---

### [Hvad koster det at tage fejl?](https://hpbech.com/da/hvad-koster-det-at-tage-fejl/)

**Published:** June 5, 2018
**Author:** Hans Peter Bech

**Excerpt:** Damgaardbrødrene købte i efteråret 1998 IBM ud for 75 millioner kroner, for hvad der svarede til 15% af aktierne i Damgaard Data Holding A/S. Blot 12 måneder senere, da Damgaard gik på børsen, havde denne andel en værdi på 825 millioner kroner.

**Content:**

---

> Damgaardbrødrene købte i efteråret 1998 IBM ud for 75 millioner kroner, for hvad der svarede til 15% af aktierne i Damgaard Data Holding A/S. Blot 12 måneder senere, da Damgaard gik på børsen, havde denne andel en værdi på 825 millioner kroner.

---

[![](https://hpbech.com/wp-content/uploads/newton-with-pen.jpg)](https://hpbech.com/wp-content/uploads/newton-with-pen.jpg)

Hvad kostede det fejlslagne Newton-projekt Apple? Hvad kostede OS/2 fejltagelsen IBM? Hvad kostede det Blackberry at holde fast i sit tastaturprincip? Hvad kostede det Nokia at overse betydningen af Apples iPhone?

Der begås hver eneste dag meget kostbare fejl i erhvervslivet. Nogle gange kan de akkumulerede konsekvenser af fejlene aflæses direkte i et selskabs resultater (som da IBM i årene 1991-93 tabte tæt på 100 milliarder kroner), men ofte skjules de heldigvis af de mere succesfulde aktiviteter.

Som det fremgår af bogen [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), så var både Navision Software og Damgaard Data ikke så glade for deres samarbejde med IBM. Men deres oplevelser og utilfredshed var meget forskellig, og hvor Navision Software i starten høstede store gevinster fra samarbejdet, var Damgaard Datas oplevelser vel i det store hele skuffende.

# Disruption så det battede

[![](https://hpbech.com/wp-content/uploads/IBM-PC-5150C.jpg)](https://hpbech.com/wp-content/uploads/IBM-PC-5150C.jpg)

Både Damgaard Data og Navision Software kan tilskrive en god portion af deres succes en meget gunstig timing med en af IT-historiens største omvæltninger, nemlig fremkomsten af den åbne PC-platform, Microsofts succes med DOS (og senere Windows) og udviklingen i den netværksteknologi, der kunne koble det hele sammen. Netop disse forhold gjorde IT så meget billigere og kraftigere, at også små virksomheder fik råd til at være med. Efterspøgslen på software til PC-platformen eksploderede i perioden 1985 til 2000. De etablerede leverandører af mainframes og minicomputere overså udviklingen, og på mindre en 10 år måtte de fleste af dem dreje nøglen om. Andre leverandører tog deres plads heriblandt softwarehuse som Damgaard Data og Navision Software, der forstod at drage fordel af de pludselige forskydninger i markedet.

# Produkter sælger ikke sig selv

Selv om både Damgaard Data og Navision Software udviklede meget konkurrencedygtige programmer, så skulle der gøres et stort arbejde for at markedsføre dem. Begge virksomheder startede med alene at fokusere på Danmark, og hvor Damgaard Data selv stod for markedsføring og for at rekruttere og servicere de forhandlere, der skulle betjene kunderne, så valgte Navision Software i starten at lægge opgaverne i hænderne på eksterne distributører.

# Navision Software og IBM

[![](https://hpbech.com/wp-content/uploads/P23-1987-10-Navigator-skal-distribueres-af-IBM-1.png)](https://hpbech.com/wp-content/uploads/P23-1987-10-Navigator-skal-distribueres-af-IBM-1.png)

Da Navision Software i 1987 forberedte lanceringen af Navigator, lykkedes det dem at få ingen mindre end IBM Danmark til at påtage sig distributionen. Fra 1986/87 og til 1994/95, hvor samarbejdet med IBM stoppede, steg Navision Softwares omsætning i Danmark fra 5 millioner til over 40 millioner. Omregnet i markedspriser svarede de 40 millioner til salg af licenser på over 130 millioner kroner.

Hvor Navision Software var meget tilfredse med IBM-samarbejdet i Danmark, så viste det sig ikke at have nogen afsmittende effekt på IBMs andre nationale datterselskaber. På trods af flere tiltag lykkedes det ikke af få gjort dem interesserede i at kopiere den danske succes. Allerede i 1990 begyndte Navision Software derfor at finde sine egne veje ud på de internationale markeder. Med udgangen af 1994, hvor samarbejdet med IBM Danmark stoppede, havde Navision Software nået en eksportandel på over 50%.

# Damgaard Data og IBM

[![](https://hpbech.com/wp-content/uploads/P33-1997-01-10-Borsen-IBM-100-mill.png)](https://hpbech.com/wp-content/uploads/P33-1997-01-10-Borsen-IBM-100-mill.png)

Damgaard Data indtog hurtigt posten som nummer et på det danske marked for økonomistyringssystemer til små og mellemstore virksomheder. I 1986/87 omsatte de for 14 millioner kroner og var altså tre gange større end Navision Software. Tallene er måske ikke helt sammenlignelige, idet Damgaard Data jo selv stod for distributionen og derfor også beholdt en større andel af dækningsbidraget, men det er nu en gang de tal som fremgår af årsregnskaberne.

Damgaard Data havde store udfordringer med internationaliseringen, og kunne ikke rigtig få skubbet toget i gang. Imødekommenheden var derfor stor, da IBM Danmark i andet halvår af 1993 kontaktede Preben Damgaard for netop at indlede et samarbejde om internationalisering.

# Hvordan gik det så?

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)

Detaljerne i samarbejdet mellem IBM og Damgaard Data, og hvad Navision Software valgte at gøre i stedet, da de fik den kolde skulder af IBM, må man læse i [bogen](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), men her kommer de kolde facts.

Damgaard Datas omsætning steg i perioden 1994 til 1999 fra 152 til 467 millioner, mens Navision Softwares omsætning steg fra 66 til 836 millioner. I perioden realiserede Damgaard Data et samlet nettooverskud på 95 millioner, mens Navision Softwares tilsvarende overskud løb op i 203 millioner. Retfærdigvis skal det bemærkes, at Damgaard Datas internationale resultater i årene 1994 til 1997 ikke er medregnet. De blev nemlig rapporteret i selskabet Damgaard Data International, og ikke konsolideret med Damgaard Data A/S. Indregner man Damgaard Data International med 50% (for ikke at regne resultaterne i Danmark med to gange) ender omsætningen i 1999 på 557 millioner.

> Alt andet lige (hvad jeg godt ved, det aldrig er), så klarede Navision Software sig væsentligt bedre uden IBM, end Damgaard Data gjorde med IBM.

Da de to selskaber i 1999 blev børsnotet, så det umiddelbart ud som denne forskel var udlignet. Når man regner børsværdierne ud på noteringstidspunkterne, var de stort set lige meget værd. Men efter at vanskelighederne i forbindelse med årtusindskiftet og dotcomboblens brist meldte sig, viste Navision Software sig at være langt mere robust. Ved de to selskabers fusion er værdiforholdet 28:72 i Navision Softwares favør.

# Hvad kan vi lære af Damgaard Data og Navision Softwares erfaringer?

[![](https://hpbech.com/wp-content/uploads/Business-Angel.png)](https://hpbech.com/wp-content/uploads/Business-Angel.png)

Når man arbejder i en lille virksomhed, kan man let blive benovet over en henvendelse fra et stort og velrenommeret firma. Men man bør slå koldt vandt i blodet og tage det helt roligt.

Virksomheder samarbejder ikke med andre virksomheder. Det er mennesker, der samarbejder med mennesker, og de gør det af meget præcise grunde. Det kan altså godt betale sig at undersøge og forstå hvilke motiver, positioner og hvilket ansvar de personer, der ønsker samarbejdet, har.

Store virksomheder har i reglen langt mere bureaukratiske beslutningsprocesser end små virksomheder. Det betyder, at den lille virksomhed kan risikere at investere en uforholdsmæssig stor mængde energi i de forberedende afklaringer, der måske (og mest sandsynligt) ender i ingenting. For den lille virksomhed kan alternativomkostningerne blive meget store. Derfor bør den lille virksomhed være meget kontant og sikre sig, at der aftales en ikke for omfattende beslutningsproces, som hurtigt kan føre til noget konkret. Et mindre betalt pilotprojekt er langt bedre end store fede fugle på taget. Også fordi mellemledere i store virksomheder har det med at skifte job ret ofte. Tager forhandlingerne for lang tid, kan der ske udskiftninger, og de nye kontaktpersoner kan have helt andre synspunkter på et samarbejde.

Man bør begrænse antallet af personer, man involverer i de indledende afklaringer, og holde kortene tæt til brystet, indtil der er noget konkret at melde ud. Og endelig bør man afdække mulighederne for alternativer. Er der konkurrenter til den store virksomhed, som også kunne være interesserede? Hvad kan man i øvrigt gøre, hvis en aftale ikke kommer i stand?

Sidst skal man huske, at lige bortset fra den allerøverste topledelse, så er medarbejdere i store virksomheder funktionærer med helt andre incitamenter og langt mindre gennemslagskraft end ledelsen i mindre virksomheder, der også ofte er ejere. Når en ejerleder siger “ja, det gør vi” så har vedkommende direkte adgang til de håndtag, der skal trækkes i, for at få det til at ske. Det er sjældent tilfældet i den store virksomhed, hvor strategiske beslutninger og den operationelle udførelse ofte er fordelt på mange mennesker i forskellige afdelinger, der tilmed forfølger forskellige mål. Den lille virksomhed bør derfor sikre sig, at ønsket om et samarbejde er forankret hos en person i den store virksomheds *globale* strategiske ledelseslag. Og at samarbejdet indebærer en let forståelig, logisk, kortsigtet og målbar gevinst for denne person. Denne person sidder med meget stor sandsynlighed i virksomhedens globale hovedkontor og ikke i en regions- eller landeledelse.

# Tak for lån

[![](https://hpbech.com/wp-content/uploads/ibm.png)](https://hpbech.com/wp-content/uploads/ibm.png)

På trods af at Damgaard Datas samarbejde med IBM langt fra levede op til forventningerne, så var det ikke uden fordele. IBM medfinansierede udviklingen af Axapta (der i dag hedder Microsoft Dynamics AX) og de etablerede distribution i Sverige, Norge, Holland, England, Tyskland, Schweiz, Østrig, Storbritannien og USA. Da Damgaard Data købte IBM ud og selv overtog ansvaret for distributionsaktiviteterne, var der i alle de nævnte lande både forhandlere og kunder. Forfatteren (til denne artikel og til bogen) blev i 1998 ansvarlig for Damgaard Datas aktiviteter i de tysktalende lande og kan bekræfte, at den etablerede platform og kendskabsgraden i markedet gjorde den videre ekspansion mange gange nemmere, end hvis vi skulle have startet fra bunden. IBM-navnet havde trods alt accelereret indtrængningen på de nye markeder.

Damgaardbrødrene købte i efteråret 1998 IBM ud for 75 millioner kroner, for hvad der svarede til 15% af aktierne i Damgaard Data Holding A/S. Blot 12 måneder senere, da Damgaard gik på børsen, havde denne andel en værdi på 825 millioner kroner.

Og endeligt skal det også fremhæves, at Damgaardbrødrene sagde nej tak til IBMs to forøg på at købe hele virksomheden. Var det lykkedes IBM at komme igennem med det ønske, ville det have kostet brødrene mange milliarder, og det ville formentlig også have dræbt virksomheden. Ikke fordi IBM ikke havde reelle hensigter, men fordi markedsforholdenes hastige udvikling tvang IBM til at ændre sin strategi i en retning, der ikke gav plads til et lille softwarehus som Damgaard Data.

Det var således ikke uden fordele at Damgaard Data lånte IBMs navn (og penge) i perioden 1994-98.SaveSaveSaveSaveSaveSave

**Categories:** Business development, Globalisation, Strategy

**Tags:** Damgaard Data

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### [Tilbage til virkeligheden - kampen mod fake news, løgne og manipulationer](https://hpbech.com/da/tilbage-til-virkeligheden-kampen-mod-fake-news-loegne-og-manipulationer/)

**Published:** July 31, 2018
**Author:** Hans Peter Bech

**Content:**

---

[![](https://www.hpbech.dk/wp-content/Social-Media.png)](https://www.hpbech.dk/wp-content/Social-Media.png)

Liker, deler eller kommenterer du på andres opslag på de sociale medier? Også når emnerne er politiske eller på anden måde vedrører forhold udenfor din familie og nære bekendtskabskreds?

Det er der overvældende mange (inklusive undertegnede), der gør, og dermed bidrager vi til, at de sociale medier er blevet nutidens største fordelere af information og nyheder. Det er her langt de fleste mennesker henter de informationer, der påvirker deres værdier, holdinger og kryds i stemmeboksen.

Samtidigt er de sociale medier de største opslagstavler for betalt annoncering.

Google og Facebook rangerer i den øverste top af verdens mest værdifulde firmaer, og deres indtægter er altovervejende baseret på indtægter fra annoncer, der har til formål at påvirke vores adfærd. En opgave de løser langt mere effektivt end de traditionelle medier, fordi vi hver især dagligt fodrer dem med informationer om os selv, vore holdninger, værdier og præferencer.

## Forsiden af medaljen

Denne post (som er en anmeldelse af [Pierre Collignon](https://www.linkedin.com/in/pcollignon/)s bog med titlen [Tilbage til virkeligheden – kampen mod fake news, løgne og manipulationer](https://www.saxo.com/dk/tilbage-til-virkeligheden_pierre-collignon_haeftet_9788702256345)) er et glimrende eksempel på den fagre nye verden, som Internettet og de sociale medier har givet os.

Jeg er postens forfatter og publicerer den direkte på min egen blog. Der er ingen personer i mellem mig og dig (læseren). Det er kun mig, der har taget stilling, om det nu også er fornuftig anvendelse af min tid at læse bogen og at skrive anmeldelsen. Der er ingen, der har redigeret anmeldelsen, der er ingen, der betaler mig for at skrive den og ingen betaler for at læse den. Der er end ikke annoncer på min blog, selvom Google tilbyder mig en sådan service (Adsense). Jeg synes bare, at Pierre Collignons bog er fremragende, og da jeg har lyst og mulighed for at skrive en anmeldelse, så gør jeg det. [Næsten uden bagtanker.](https://www.hpbech.dk/hvorfor-du-bor-skrive-boganmeldelser/)

Anmeldelsen vil blive delt via de sociale medier, og når læserne liker, kommenterer og deler den, bliver den spredt videre ud i verden. Den vil til evig tid ligge på Internettet og fra tid til anden blive fundet og læst af endnu flere personer.

Før Internettets opfindelse kunne du kun læse boganmeldelser i trykte publikationer, og der var meget begrænsede muligheder for, hvor mange bøger de havde kapacitet til at anmelde. Anmelderne var (og sådan er det fortsat) fast tilknyttet de trykte publikationer (der nu alle har digitale udgaver). Hvis ikke en bog på forhånd havde “clout” nok, blev den ikke anmeldt. Før Internettets opfindelse var det et hårdt liv at være debuterende forfatter. Især hvis du ikke i forvejen var en kendis eller i det mindste kendt af medierne.

### Sådan er det ikke mere.

[![](https://hpbech.com/wp-content/uploads/BookCover3d_BSABSinGM_east_v2-1.jpg)](https://hpbech.com/wp-content/uploads/BookCover3d_BSABSinGM_east_v2-1.jpg)

Læserne anmelder bøger på Saxo, Amazon og andre bogportaler samt direkte i deres newsfeed på de sociale medier. Min bog [Building Successful Partner Channels](https://www.saxo.com/dk/building-successful-partner-channels-channel-development-management-in-the-software-industry_hans-peter-peter-bech_haeftet_9788793116160), der udkom i 2015, har ikke fået en eneste anmeldelse i de traditionelle medier, men har alene på Amazons portaler fået tilsammen [86 anmeldelser](https://www.amazon.com/dp/B00VELDSP8), der har givet i gennemsnit 4,6 ud af 5 stjerner. Hertil kommer, at læsere har skrevet korte anmeldelser på LinkedIn. Bogen har indtil videre solgt over 10.000 eksemplarer. Det er ikke så ringe for en selvudgiver.

[Internettet har demokratiseret kommunikationsmulighederne](https://tbkconsult.com/the-new-rules-of-marketing-and-pr/). Alle kan ytre sig uden først at skulle ligge på knæ overfor en journalist eller en redaktør. Eller at skulle betale for at få indrykket en annonce.

## Bagsiden af medaljen

[![](https://hpbech.com/wp-content/uploads/hitlerhindenburg.jpg)](https://hpbech.com/wp-content/uploads/hitlerhindenburg.jpg)Den nyudnævnte Reichskanzler Adolf Hitler (til venstre) og Reichspräsident Paul von Hindenburg overværer åbningen af rigsdagen i Potsdamer Garnisonkirche den 21. marts 1933. Selvom nazisterne aldrig fik mere end 43,9% af stemmerne (i marts 1933, hvor kommunistpartiet var blevet forbudt) lykkedes det ved hjælp af dekreter på meget kort tid at få demokratiet fuldstændig afmonteret.

Jeg læste Pierre Collignons bog umiddelbart efter at have været totalt opslugt af genlæsningen af [Ian Kershaws imponerende to-binds Hitlerbiografi (bind 1: Hubris 1889-1936, Bind 2: Nemesis 1936-45)](https://www.amazon.com/gp/product/B011M9B79K). Ian Kershaw redegør på mesterlig vis for, hvordan det lykkedes Nazisterne at komme til magten, og hvordan det lykkedes at gøre Adolf Hitler umådelig populær i den tyske befolkning (Joseph Göbbels’ værk). Havde man afholdt præsidentvalg i Tyskland i perioden 1938-41, ville Hitler uden nogen form for valgsvindel (i ordets snævre betydning) have vundet med en overvældende majoritet. Vi skal helt hen i 1943-44 før opbakningen til Hitler (nazistpartiet opnåede aldrig tilnærmelsesvis samme popularitet) i befolkningen begynder at vige markant.

Faktisk er hele historien om nazisternes og Hitlers vej til magten en solid case story på, hvor langt man kan komme med fake news, løgne og manipulationer. Hvis omstændighederne flasker sig, kan man komme meget langt (og efterlade 50 millioner døde i sit kølvand). Og flasker de sig ikke, kan man måske alligevel komme langt, ved at få det til at se ud, som om de gør. Det er i dag på mange måder nemmere at fabrikere en fremstilling af virkeligheden, som er baseret på fake news, løgne og manipulationer.

Og rigtig mange hopper på den.

Det er det, Pierre Collignons bog primært handler om.

## Donald Trump og Brexit

[![](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)Donald Trump

Pierre Collignon benytter Trumps valgsejr og resultatet af Brexit-afstemingen til at illustrere, hvordan fake news, løgne og manipulationer ved en bevidst og systematisk indsats kan bruges til at sikre politiske resultater, som ellers ville være uopnåelige (hvis kommunikationen var blevet tjekket og filtreret af de traditionelle medier). Det paradoksale er, at de traditionelle mediers facttjek-initiativer forstærker de falske informationers spredning og dermed bidrager til at bringe dem ud til endnu flere, samtidigt med at de stjæler opmærksomhed fra de parter, der ikke benytter samme taktik.

> Hvis du siger noget sandt, får du ikke nær samme opmærksomhed, som hvis du siger noget falsk. Og opmærksomheden har i sig selv værdi (lex Simon Spies), fordi den udover direkte at påvirke holdninger også kan påvirke, hvilke emner en debat skal fokusere på.

## Kan det virkelig være rigtigt, at mange mennesker er immune overfor fakta?

[![](https://hpbech.com/wp-content/uploads/The-righteous-mind.jpg)](https://hpbech.com/wp-content/uploads/The-righteous-mind.jpg)

Hvis man vil have indsigt i hvordan mennesker behandler informationer, danner holdninger og træffer beslutninger, så kan man læse [Jonathan Haidts](https://www.linkedin.com/in/jonathan-haidt-2a594666/) [The Righteous Mind – How Good People are Divided by Politics and Religion](https://www.amazon.com/Righteous-Mind-Divided-Politics-Religion/dp/0307455777). Omend med et amerikansk udgangspunkt dokumenterer han på glimrende vis, hvorfor folk hellere skifter argument end standpunkt.

Når man har læst Pierre Collignons bog, forstår man de finere nuancer bag begreberne “fake news, løgne og manipulationer.“ Det er jo ikke alting, der er sort/hvidt. Ofte skal man igennem en del iterationer, før man kan konkludere om et politisk standpunkt er velbegrundet eller ikke. Ved at pille ved fakta og sende fordrejninger ind i debatten, kan man påvirke konklusionerne.

Pierre Collignon bruger en del krudt på at redegøre for russernes påvirkning af det amerikanske præsidentvalg i 2016 og af Brexit-afstemningen. Russernes formål var og er at bidrage til en destabilisering af USA og EU. Med Trump som præsident i USA og briterne optaget af en kompliceret, dyr og langvarig udmeldelsesproces, må de klappe i deres små hænder i Kreml. Men vi har kun set den øverste spids af isbjerget, og russerne er, ligesom mange andre, kun lige begyndt at lære, hvordan deres nye våben skal anvendes.

Og så var der lige de unge mennesker i Makedonien, der opdagede, at opdigtede, sensationelle historier bredte sig viralt på nettet og dermed skaffede trafik til de websites, hvor de blev bragt. Hvilket gav øgede annonceindtægter. Løgnefabrikker viste sig at være potentielle guldgruber.

[![](https://hpbech.com/wp-content/uploads/Danmark-Cute.jpg)](https://hpbech.com/wp-content/uploads/Danmark-Cute.jpg)

Heldigvis konkluderer Pierre Collignon, at russerne (eller andre med interesser i destabilisering eller indtjening uden etik) ikke har de store muligheder for at påvirke debatten i Danmark. Dels foregår debatten på dansk (et lille og eksotisk sprog), dels er de ekstremistiske grupperinger for små til at skabe nok støj på de sociale medier, dels er danskerne for veluddannede og dels har vi stor tillid til de traditionelle medier. Det er altså ikke så nemt, at få danskerne til at hoppe på en historie om at Politiken, Berlingske Tidende, Information, Kristeligt Dagblad, JyllandsPosten, DR og TV2 har rottet sig sammen mod Kristian Thulesen-Dahl og udspreder fake news om hans gøren og laden for at forhindre, at han bliver statsminister. De traditionalle danske medier har for længst kappet båndene til deres politiske bagland og kan give alle politikere, myndigheder og autoriteter en tur med den samme grovfil. Det skal vi være glade for.

Det er betryggende at vide, at danskere er svære at løbe om hjørner med, men det er foruroligende, hvis amerikanere, briter og andre store befolkninger er knap så immune. Store lande kan gøre langt større skade på verden end små lande kan.

## Vi har brug for de traditionelle medier

[![](https://hpbech.com/wp-content/uploads/dagblade.jpg)](https://hpbech.com/wp-content/uploads/dagblade.jpg)

De traditionelle medier er en garanti for, at der er en større lødighed i nyheds- og informationsformidlingen. Det har en værdi, at professionelle får mulighed for at filtrere i informationsstrømmen, for at researche, tjekke kilder og analysere interesser og vinkle den information, som vi andre skal basere vores opfattelse af virkeligheden på. De traditionelle og uafhængige medier er en uundværlig del af vor samfundsorden, og hvis vi udsulter den (som vi er godt i gang med) udgør det en trussel mod demokratiet.

De sociale medier har bidraget med meget positivt, men bivirkningerne er alvorlige. De sociale medier har gjort det pærenemt at sprede fake news, løgne og manipulationer. Med læsernes øgede interesse for de sociale medier oplever de traditionelle medier faldende oplag og annonceindtægter, hvilket igen forringer mulighederne for den seriøse journalistik, der kan afsløre urimeligheder, afmontere de værste løgne- og propagandahistorier samt i det hele taget holde magthavere, myndigheder og autoriteter i ørene.

Og hvad gør vi så ved det?

Pierre Collignon beskriver, hvordan de forskellige lande griber forskelligt ind overfor de sociale medier og advarer om ikke at gå for hårdhændet til værks. Det er svært at beskytte ytringsfriheden ved at begrænse den. Hvor går grænsen, og hvordan sikrer vi, at de myndigheder, der får beføjelserne, ikke udnytter dem til egen fordel. Det er set før.

Journalistens rolle og objektivitet diskuteres grundigt i bogen (samt hvordan den har udviklet sig gennem tiden). Det er en interessant diskussion, og personligt ender jeg med at slutte op om det synspunkt, at vi i dag med rimelighed kan forvente, at de traditionelle medier udøver en vis objektivitet og professionel tilgang til behandling og formidling af informationer. En tilgang som de rent reklamefinansierede sociale medier har bevist, at de ikke magter.

Hvis vi vil støtte seriøs journalistik, må vi hver især til lommerne. Det kan per definition ikke være en statsopgave. De gratis tilbud kan ikke løse opgaven og vil aldrig have stamina til at køre en Watergate igennem og vælte en amerikansk præsident.

Og det har vi ind i mellem brug for.

## Tilbage til virkeligheden – kampen mod fake news, løgne og manipulationer

[![](https://hpbech.com/wp-content/uploads/Tilbage-til-virkeligheden.jpeg)](https://hpbech.com/wp-content/uploads/Tilbage-til-virkeligheden.jpeg)

**Titel**: Tilbage til virkeligheden – kampen mod fake news, løgne og manipulationer
**Antal sider**: 335
**Forfattere**: Pierre Collignon
**Forlag**: Gyldendal
**Udgivelsesdato**: 15. maj 2018
**Priser**: [DKK 179,95 inkl. moms (e-bog)](https://www.amazon.de/Factfulness-Reasons-Wrong-Things-Better/dp/1473637465) eller DKK 299,95 som gammeldags papirbog.
**Anbefaling**: Kan varmt anbefales til alle, der ikke ønsker at løbe med en halv vind eller at bidrage til demokratiet undergang.
**Anmeldelser**: Bogen har fået mange gode anmeldelser i medierne men endnu ingen læseranmeldelser (udover min).

## PS. Terminologi

Da jeg skrev denne post, opdagende jeg, at der mangler et ord for det, jeg kalder de traditionelle medier, og som er et rigtig dårligt udtryk.

Jeg abonnerer på Zetland og på Medium, som næppe kan kaldes traditionelle medier.

Hvad skal vi kalde de medier, der har ansat fagjournalistisk personale, som udvælger, researcher, analyserer, diskuterer og præsenterer nyheder og information med det formål at informere deres læsere?

**Categories:** Book reviews, Globalisation, Society, Strategy

**Tags:** Facebook, fixion_en, Politics and Economics

---

### [Pseudoarbejde - hvordan vi fik travlt med at lave ingenting](https://hpbech.com/da/pseudoarbejde-hvordan-vi-fik-travlt-med-at-lave-ingenting/)

**Published:** August 28, 2018
**Author:** Hans Peter Bech

**Content:**

---

> I organisationer, hvor ledelsen selv driver signalpolitik, breder det sig lynhurtigt ned igennem rækkerne. De, der ikke trives med signalpolitikken, rejser og efterlader sig en organisation, hvor der måske arbejdes hårdt, men produceres meget lidt.

---

Som nybagt cand. polit. blev jeg i august 1977 tilbudt job som konsulent i Lavindkomstkommissionens sekretariat. Kommissionen skulle undersøge, hvorledes de senere års vækst i levestandard var blevet fordelt på de enkelte samfundsgrupper. Specielt skulle kommissionen belyse de økonomiske og sociale vilkår, og de ændringer der var sket for den aktivt beskæftigede del af befolkningen, der havde de laveste indkomster. Personligt skulle jeg medvirke til at undersøge og beskrive udviklingen i pensionsforhold i Danmark.

Om det var fornuftig brug af befolkningens penge på at nedsætte en kommission og ansætte et sekretariat forbliver en politisk vurdering, men som jeg husker det, førte kommissionens og sekretariatets arbejde ikke til andet end rapporter, der samlede støv på hylderne.

Var det pseudoarbejde?

# Overenskomstindgreb og beskæftigelsesplaner

[![](https://hpbech.com/wp-content/uploads/Beskæftigelsesministeriet.jpg)](https://hpbech.com/wp-content/uploads/Beskæftigelsesministeriet.jpg)

Jeg fandt under alle omstændigheder hurtigt ud af, at arbejdet ikke passede til mit temperament, og da min chef nåede frem til samme konklusion, blev jeg lige så stille lempet over i en stilling i Arbejdsministeriets departement. Her arbejdede jeg frem til udgangen af 1979 og husker ikke at være optaget af noget, der kunne kaldes pseudoarbejde.

De største opgaver jeg tumlede med var et regeringsindgreb i overenskomstforhandlingerne og gennemførelsen af beskæftigelsesplaner (milliard-investeringer i offentlige bygge- og anlægsarbejder, der skulle fremme beskæftigelsen). Opgaver der var til stor gavn for samfundet og ikke mindst for de mennesker, der gik fra arbejdsløshedsunderstøttelse til lønnet arbejde. Meget af tiden gik med at beregne effekterne af de forskellige tiltag. Et beregningsgrundlag der naturligt nok skulle være fundamentet for de endelige anbefalinger til politikerne.

Den 1. januar 1980 skiftede jeg til det private erhvervsliv, hvor jeg startede som salgstrainee i det store ( >60.000 medarbejdere) amerikanske EDB-firma [Control Data Corporation](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/). Det første, jeg her opdagede, var, at der fandtes et stykke software, der hed IFPS (Interactive Financial Planning System), der på få sekunder kunne have klaret det regnearbejde, vi i ministeriet brugte timer og dage på. Vi kunne med andre ord have gået hjem til tiden og have holdt fri i weekenden.

Havde vi udført pseudoarbejde?

# Det super effektive private erhvervsliv

[![](https://hpbech.com/wp-content/uploads/Control-Data.png)](https://hpbech.com/wp-content/uploads/Control-Data.png)

I Control Data Danmark var vi små 200 ansatte, og jeg husker ikke, at vi beskæftigede os med noget, som ikke havde til formål at gavne kunder eller ansatte. Ledelsen brugte dog en del krudt på at holde hovedkontoret på afstand. For som min chef sagde: “det bliver så bøvlet, når amerikanerne blander sig.”

Da jeg selv fik en chefstilling i firmaet og var på ledertræning i USA, erfarede jeg, at der fandtes to tykke ringbind, der hed “Policies & Procedures” men ved hjemkomsten beroligede min chef mig med, at dem brugte vi ikke i det danske datterselskab. Så længe vi overholdt vores budgetter, var der ingen på hovedkontoret, der tog notits af os i det lille Danmark.

I midten af 1980’erne begyndte det at gå dårligt for Control Data Corporation. Ikke i Danmark, hvor vi havde en glimrende forretning, men specielt i USA og mange af de andre store lande. Firmaet havde overset to store omvæltninger i IT-industrien og stod nu med et forældet produktprogram. Hovedkonkurrenten var IBM, og deres produkter samt ikke mindst deres markedsposition var langt bedre end vores. Vi have svært ved at sælge vores navnkundige Cyber-mainframes, som kostede fra 10 millioner kroner og opefter.

[![](https://hpbech.com/wp-content/uploads/ibm.png)](https://hpbech.com/wp-content/uploads/ibm.png)

Når salget af mainframes gik tilbage, var der også mindre efterspørgsel efter de konsulenter, som kunderne brugte til at få dem til at fungere. Ikke i Danmark, hvor vi kørte en anden konsulentstrategi, men i USA og mange af de andre store markeder. Da konsulentafdelingen blev drevet som et selvstændigt profitcenter, fik den øverste leder en idé. Hvis det ikke var muligt at sælge konsulenterne til Control Datas egne kunder, hvorfor så ikke sælge dem til IBMs kunder?. På den baggrund etablerede Control Datas konsulentafdeling en ny forretningsenhed, der skulle sælge software og konsulentbistand til hovedkonkurrentens kunder.

Det, syntes jeg, var en rigtig dårlig idé, men da datterselskabet i Danmark havde så gode resultater, blev vi udvalgt til at være blandt de første til at søsætte projektet. På trods af min modstand blev jeg udpeget som chef for aktiviteten. Som plaster på såret fik jeg til gengæld ansvaret for hele Norden. Så lignede det en forfremmelse.

Vi fik et millionbudget og gik i gang med at ansætte folk og opsøge kunder. Det gik faktisk godt, og i løbet af de første 12 måneder havde vi fået en række pilotkunder op at køre, da hovedkontoret i USA fandt ud af, at de alligevel ikke syntes, det var en god idé og besluttede at nedlægge aktiviteten igen.

Efter at have brugt mange millioner og en god portion ledelsestid på aktiviteten, skulle vi nu afskedige medarbejdere og sikre, at andre ville overtage projekterne. Vi kunne jo ikke bare smide håndklædet i ringen og lade kunderne sejle deres egen sø. Det tog seks måneder, at få lukket projektet ned.

Havde vi udført pseudoarbejde?

# Lær at lære

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)

I min bog [Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313) beskriver jeg hvordan Damgaard Data i 1993 startede et organisationsudviklingsprojekt med titlen Lær at lære (LAL!). Til formålet udpegedes en *direktør for holdninger og adfærd*, og der blev brugt 10-12 millioner kroner på at tage alle firmaets medarbejderne igennem et 11-dages kanindræberkursus.

[Der kunne ikke påvises en direkte sammenhæng mellem indsatsen og selskabets resultater.](https://www.hpbech.dk/kultur-spiser-strategi-til-morgenmad/)

Var det pseudoarbejde?

# I bagklogskabens klare lys er vi alle profeter

[Pseudoarbejde](https://www.saxo.com/dk/products/search?query=pseudoarbejde) af Dennis Nørmark og Anders Fogh Jensen er en meget læseværdig bog, der tager hånd om en problemstilling, der uden tvivl koster samfundet mange penge. Som skatteydere betaler vi mere, end vi behøver, som forbrugere får vi for lidt for pengene, og som aktionærer (og det er vi alle via vores pensionsordninger) bliver vi snydt for udbytte. Bogens eksempler er nemme at forstå, og mange af situationerne kan jeg nikke genkendende til.

Men hvordan kommer vi det til livs? Så vi kan få mere for vores penge og gå tidligere hjem fra arbejde!

Det er spørgsmålet, der forsøges besvaret i bogens sidste og desværre også svageste del.

[![](https://hpbech.com/wp-content/uploads/7-steps-simple-300x300.jpg)](https://hpbech.com/wp-content/uploads/7-steps-simple.jpg)

I alle organisationer med mere end et enkelt niveau i ledelseshierakiet opstår der meget nemt et behov for at vise initiativ, synliggøre hurtig handling og udsende signaler. Det gælder både i det offentlige og i det private. Man glemmer at spørge “hvem skal have hvad ud af det her?”, ignorerer at “ting tager tid” og sætter derfor noget i gang, der ser ud til at rette sig mod en reel mulighed eller et stort problem, men som aldrig når ud i det operationelle lag (der hvor man arbejder med borgerne, kunderne, leverandørerne, medarbejderne, samarbejdspartnerne osv.).

Men det kan være hulens svært at se det på forhånd.

De steder, hvor jeg har oplevet mindst “politik”, som vi også kalder det i det private, er hvor den øverste ledelse har kunne spotte det og få det bremset i opløbet. I organisationer, hvor ledelsen selv driver signalpolitik, breder det sig lynhurtigt ned igennem rækkerne. De, der ikke trives med signalpolitikken, rejser og efterlader sig en organisation, hvor der måske arbejdes hårdt, men produceres meget lidt.

## Pseudoarbejde – hvordan vi fik travlt med at lave ingenting.

[![](https://hpbech.com/wp-content/uploads/Pseudoarbejde.jpg)](https://hpbech.com/wp-content/uploads/Pseudoarbejde.jpg)

**Titel**: [Pseudoarbejde – hvordan vi fil travlt med at lave ingenting.](https://www.saxo.com/dk/products/search?query=pseudoarbejde)
**Antal sider**: 294
**Forfattere**:Dennis Nørmark & Anders Fogh Jensen
**Forlag**: Gyldendal
**Udgivelsesdato**: 20. april 2018
**Priser**: [DKK 149,95 inkl. moms (e-bog)](https://www.saxo.com/dk/pseudoarbejde_dennis-noermark-anders-fogh-jensen_epub_9788702245332) eller DKK 224,95 som gammeldags papirbog.
**Anbefaling**: Kan varmt anbefales til alle, der ikke ønsker at udføre pseudoarbejde – eller ønsker at finansiere det.
**Anmeldelser**: Bogen har fået mange gode anmeldelser i medierne og [en del læseranmeldelser på Goodread.](https://www.goodreads.com/book/show/39805645-pseudoarbejde)

**Categories:** Book reviews, Society

**Tags:** Control Data

---

### [Going Global on a Shoestring](https://hpbech.com/da/going-global-on-a-shoestring-3/)

**Published:** September 4, 2018
**Author:** Hans Peter Bech

**Excerpt:** Hvis du er på udkig efter input om iværksætteri og international forretningsudvikling, skal du læse Fra Damgaard til Microsoft. Det er den detaljerede beretning om to danske virksomheders vej til international succes. Og videre derfra.

**Content:**

---

> Hvis du er på udkig efter input om iværksætteri og international forretningsudvikling, skal du læse Fra Damgaard til Microsoft. Det er den detaljerede beretning om to danske virksomheders vej til international succes. Og videre derfra.

---

 ![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-1.png) 5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA.  

Mit næste bogprojekt [*Going Global on a Shoestring*](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) har været på bedding i mange år, men har hele tiden måtte vige for andre projekter. Sidst var det den engelske oversættelse af [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344), der krævede meget mere af min tid, end jeg havde forventet. Til gengæld er resultatet blevet godt.

Hvis du er på udkig efter input om iværksætteri og international forretningsudvikling, skal du læse *Fra Damgaard til Microsoft*. Det er den detaljerede beretning om to danske virksomheders vej til international succes. Og videre derfra.

# Nu skal det være

 [![](https://www.hpbech.dk/wp-content/Going-Global-Bookcover-2018-480x580.png)](https://www.hpbech.dk/wp-content/Going-Global-Bookcover-2018-480x580.png) 

Bortset fra nogle få forpligtelser har jeg afsat resten af 2018 til at få realiseret [*Going Global on a Shoestring*](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) projektet. Måske skal jeg bruge noget af første kvartal af 2019 også. Nu får vi se.

*Going Global on a Shoestring* bliver bogen om, hvordan man, som et lille firma, fra et lille land, med en lille organisation og et lille budget kan få sat gang i de internationale aktiviteter.

Fokus er på at få betalende kunder i udlandet. Hurtigt. Så der kan skabes en indtægtskilde, der enten kan finansiere den fortsatte vækst eller bruges som dokumentation til at få investorer til at skyde penge i yderligere global accelleration. Det er også en bog om at etablere fundamenter, som der kan bygges videre på. At få en kunde i Nigeria, en i Brasilien og en på Fijiøerne kan muligvis danne basis for et interessant rejseprogram, men er sjældent springbræt til stabil (og sidenhen profitabel) vækst.

# Min egen debut

 [![](https://hpbech.com/wp-content/uploads/Control-Data.png)](https://hpbech.com/wp-content/uploads/Control-Data.png) 

Da jeg i 1984 fik min første internationale opgave, havde jeg ikke læst mange bøger om emnet. Jeg havde faktisk ikke læst en eneste. Det var heller ikke så afgørende, for det firma ([Control Data Corporation](https://en.wikipedia.org/wiki/Control_Data_Corporation)), jeg arbejdede for, havde dybe lommer og kunne stille et ganske stort budget til rådighed. Vi satte en headhunter til at finde en sælger, og så gik vi i gang i Norge og Sverige. Pre-sales konsulenter fløj vi ind fra USA, når der var behov for det. Det gik godt, og indenfor 12 måneder havde vi fået pilot-kunder i begge lande. Da vores amerikanske hovedkontor besluttede at nedlægge aktiviteten igen.

Men da havde jeg oplevet, hvor meget forretning man kan lave udenfor Danmark og syntes pludseligt, at vores hjemmemarked var meget lille. Jeg var ramt af bacillen, og besluttede, at jeg på et tidspunkt skulle finde et sted, hvor jeg med Danmark som udgangspunkt kunne sælge til hele verden.

I 1986 sagde jeg derfor farvel til Control Data og sluttede mig til [Michael Mathiesen](https://www.linkedin.com/in/michaelmathiesen/) & Co,, der med datanetværksfirmaet Dataco havde megastore internationale ambitioner og ingen penge.

 [![](https://hpbech.com/wp-content/uploads/Dataco-annonce-fra-1987-small.png)](https://hpbech.com/wp-content/uploads/Dataco-annonce-fra-1987-small.png) Dataco blev blandt andet kendt for sine, på det tidspunkt, noget provokerende annoncer.  

Hvor Control Data lærte mig om forretningsudvikling, marketing, salg og ledelse, blev Dataco stedet, hvor jeg første gang for alvor fik sat den internationale dimension på disciplinerne. Oveni lærte jeg så også, hvordan man gør det gennem en forhandlerkanal.

De, der husker Dataco, vil også erindre, at vi faktisk fik tilført kapital. Men hele det tilførte beløb blev brugt til at betale ophobet gæld. For at indfri vores internationale ambitioner, måtte vi opfinde kreative programmer, der kunne generere hurtig likviditet til at finansiere mine rejseomkostninger og de øvrige udgifter, som aktiviteterne fordrede.

Vi begyndte internationaliseringen af Dataco mindre end et år efter, at vi havde lanceret vores første produkt på det danske marked, og vi fik kollossal succes. Det skriver jeg mere om i bogen, men du kan allerede [læse lidt med her](https://medium.com/@hpbech/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c).

# Lidt teori og mange praktiske eksempler

Som jeg skriver i forordet til *Fra Damgaard til Microsoft*, så mener jeg ikke, at der findes en opskrift på succes. Jeg kan derfor dårligt påstå, at *Going Global on a Shoestring* alligevel skulle give opskriften.

Det gør den ikke. Men den skulle gerne give et væld af inspiration, gode ideer og staldfiduser.

Som bogens teoretiske fundament har jeg valgt at benytte Alexander Osterwalders business model framework ([*Business Model Generation*](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers-ebook/dp/B06X426D4F)) og Geoffrey A. Moores *[Crossing the Chasm](https://www.amazon.com/Crossing-Chasm-3rd-Disruptive-Mainstream-ebook/dp/B00DB3D81G): Marketing and Selling High-Tech Products to Mainstream Customers* (der bygger på Everett Rodgers [Diffusion of innovations](https://en.wikipedia.org/wiki/Diffusion_of_innovations) teori). Med de to værktøjskasser kommer man meget langt. Jeg genskriver ikke de to bøger, så læsere til *Going Global on a Shoestring*, kan godt nå at læse op på stoffet, inden bogen er på gaden.

 [![](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png)](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png) 

De to teoribøger udmærker sig ved primært at være analytiske værktøjer, der heller ikke påstår, at de har fundet vejen til succes. Det gælder især Alexander Osterwalders business model framework. Geoffrey A. Moore har nogle anbefalinger i sin bog, men de er så forkølede (kunderne finder os!), at vi kan se bort fra dem. Hans teori fejler derimod ikke noget og kan glimrende anvendes på de cases, som bogen beskriver.

80% af *Going Global on a Shoestring* vil bestå af cases, der beskriver konkrete eksempler på successer og fejltagelser. Jeg vil i vid udstrækning lade casene tale for sig selv og overlade det til læseren at drage sine egne konklusioner, med udgangspunkt i hans eller hendes specifikke situation.

> I teorien er teori og praksis det samme, men i praksis er det aldrig tilfældet!

# Det komplekse salg

Denne udgave af *Going Global on a Shoestring* vil tage udgangspunkt i B2B virksomheder, der sælger løsninger, hvor kundens beslutningsproces er kompleks (mere end én beslutningstager) og længerevarende salgsforløb (fra en måned og op). Ofte vil løsningen kræve specifik implementering og fordre ændringer i kundens interne forretningsgange for at fungere optimalt.

 [![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)](https://hpbech.com/wp-content/uploads/Sales-Process.jpg) 

Jeg har valgt at benytte cases, der ikke allerede er kendte i offentligheden, men derimod for nylig, eller lige netop nu, står med de problemstillinger og udfordringer som, bogen adresserer. Det er mindre virksomheder, der har produktet og ambitionerne, men ikke de store budgetter, som deres internationale konkurrenter råder over.

Du kan følge med her på bloggen, hvor jeg skriver om bogens udvikling, ligesom du kan [skrive dig op her](https://www.subscribepage.com/c4x2g2_gg?), hvis du vil have en e-mail, når bogen er klar.

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** biznes, international business

---

### [Fear: Trump in the White House](https://hpbech.com/da/fear-trump-in-the-white-house/)

**Published:** September 25, 2018
**Author:** Hans Peter Bech

**Excerpt:** Amerikanerne har ikke etableret solidariske værdier, holdninger og organisationer, der kan tage hånd om konsekvenserne af de store ændringer som udviklingen i teknologi og verdenshandlen har medført. Den naive tiltro til at egeninteresse, kapitalisme og markedsmekanismerne nok skal flytte arbejdskraften til nye og bedre jobs, når de gamle nedlægges, har vist sig ikke at holde stik.

**Content:**

---

> Amerikanerne har ikke etableret solidariske værdier, holdninger og organisationer, der kan tage hånd om konsekvenserne af de store ændringer som udviklingen i teknologi og verdenshandlen har medført. Den naive tiltro til at egeninteresse, kapitalisme og markedsmekanismerne nok skal flytte arbejdskraften til nye og bedre jobs, når de gamle nedlægges, har vist sig ikke at holde stik.

---

[![](https://hpbech.com/wp-content/uploads/Fire-and-fury.jpg)](https://hpbech.com/wp-content/uploads/Fire-and-fury.jpg)

I januar læste jeg [*Fire and Fury: Inside the Trump White House*](https://www.amazon.com/Fire-Fury-Michael-Wolff-ebook/dp/B078GSYDZ2) af Michael Wolff. Der var ikke meget nyt i bogen, men det var interessant at få en sammenhængede beskrivelse af de første ni måneder af Trumps tid som USAs præsident. Bogen, der havde fokus på intrigerne og konflikterne i Det Hvide Hus og dets relationen til de føderale regeringsinstitutioner, forklarede hvordan Donald Trump måske nok var den bedste til at føre valgkamp, men nok næppe den bedste til at lede landet.

Det var også min egen konklusion inden jeg læste bogen, men det skyldes jo nok, at jeg ikke tror på, at velhavende erhvervsfolk per definition er materiale til store politikere.

# USAs udfordring nummer ét

[![](https://hpbech.com/wp-content/uploads/Made-in-the-USA-Black-belt-scaled.jpg)](https://hpbech.com/wp-content/uploads/Made-in-the-USA-Black-belt-scaled.jpg)

Siden 1980 har jeg rejst og arbejdet meget i USA. Med familie og venner i mange stater har vi også holdt adskillige ferier derovre. Jeg holder meget af landet og kan også huske hvilken betydning USA har haft for det Europæiske demokrati og den fred, som jeg selv nyder godt af.

Det har dog altid slået mig, hvor dårlige amerikanerne er til at sørge for, at deres rigdom kommer alle deres borgere tilgode. Det har også været mig et mysterium, hvorfor der ikke er opstået en socialdemokratisk bevægelse, der har kæmpet for de samme sager, som vi har oplevet det i Europa. Jeg er ikke socialdemokrat, men jeg må erkende, at netop arbejderbevægelsen er en af hovedarktitekterne bag de relativt lige og stabile samfundssystemer, vi har i Norden.

USAs største udfordring er efter min opfattelse en manglende evne til at sikre, at alle får en rimelig andel af velstanden. Amerikanerne har ikke etableret solidariske værdier, holdninger og organisationer, der kan tage hånd om konsekvenserne af de store ændringer som udviklingen i teknologi og verdenshandlen har medført. Den naive tiltro til at egeninteresse, kapitalisme og markedsmekanismerne nok skal flytte arbejdskraften til nye og bedre jobs, når de gamle nedlægges, har vist sig ikke at holde stik.

Resultatet er et land med enorme spændinger.

# Donald Trump – Amerikas 45. præsident

[![](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)

Bob Woodwards bog [*Fear: Trump in the White House*](https://www.amazon.com/Fear-Trump-White-Bob-Woodward/dp/1501175513) er en glimrende introduktion til hvordan det øverste politiske lag i verdens mest magtfulde nation er tænkt at skulle fungere.

Det fungerer blot ikke længere.

Herudover er bogen beretningen om det noget specielle samarbejde mellem præsidenten og hans (selvvalgte) ministre og rådgivere, en god karateristik af hans personlighed samt et resumé af hans politiske filosofi og program.

Kampagnetemaet ***Make America Great Again*** bygger på en antagelse om, at vilkårerne for de fleste amerikanerne var bedre i sidste halvdel af det forrige århundrede. Årsagerne til specielt arbejder- og middelklassens forarmelse skal ifølge Donald Trump primært søges udenfor USA:

- Kostbare engagementer i krige udenfor USA
- Indvandring
- Unfair verdenshandel
- Sikkerhedspolitiske forpligtelser i udlandet

Hvis man trækker sin tropper hjem, stopper indvandringer, begrænser importen og sender regningen for sikkerhedspolitiske aktiviteter til værtslandene, vil USA kunne spare mange penge. De penge skal bruges på investeringer i moderniseringen af den amerikanske infrastruktur. Det vil i sig selv skabe nye arbejdspladser.

På den indenrigspolitiske front mener Donald Trump, at specielt det føderale politiske system har udviklet sig til et kleptokrati, hvor politikere og embedssystemet primært varetager deres egne interesser. Løsningen på dette problem er kortere politiske karrierer, begrænsninger i lobbyvirksomhed, mindre offentlig intervention, en mindre offentlig sektor og lavere skatter, der kan stimulere private investeringr og vækst.

Det er i korte træk programmet, som skaffede Donald Trump 46% af stemmerne og præsidentposten.

# Hvad er et demokrati?

[![](https://hpbech.com/wp-content/uploads/Trumps-contract.png)](https://hpbech.com/wp-content/uploads/Trumps-contract.png)

Ved læsningen af Bob Woodwards bog erfarer man, at mange af de ministre og rådgivere, som Donald Trump selv har valgt, nu forhindrer ham i at gennemføre det politiske program, som han er valgt på.

[Donald Trump gør det, han har sagt, han vil gøre](https://www.hpbech.dk/wp-content/Trumps-contract.pdf). Der er egentlig ingen overraskelser på den front.

Hvordan kan personer, der må være velvidende om Donald Trumps personlighed og politiske agenda, acceptere at arbejde for og med ham, for så at lægge ham alle tænkelige forhindringer i vejen?

Selv om jeg også deler den opfattelse, at Donald Trumps person og politiske program udgør en trussel mod verdensfreden, så kan jeg ikke ignorere, at næsten 63 millioner amerikanere stemte på ham og hans politik. Hvem kan tillade sig at vide bedre end 63 millioner amerikanere? Nogle havde måske en forventning om, at han ville ændre sig, når først han blev præsident, men man kan vel næppe klantre ham for, at han forbliver den samme person med det samme program?

Når Donald Trump endnu ikke har foreslået at afskaffe demokratiet og gøre sig selv til diktator, er hans ministre og rådgivere så ikke forpligtet til at hjælpe med at indfri hans kontrakt med vælgerne? Hvis ikke man kan støtte hans politik og leve med hans noget bizarre adfærd, bør man så ikke sige “nej tak” til at abejde for ham?

Bob Woodwards bog efterlader en række meget principielle spørgsmål, som vi nok kommer til at bruge megen energi på at drøfte og tage handling på.

# Fear: Trump in the White House

[![](https://hpbech.com/wp-content/uploads/Fear-Bob-Woodward.jpg)](https://hpbech.com/wp-content/uploads/Fear-Bob-Woodward.jpg)

**Titel**: [Fear: Trump in the White House](https://www.amazon.com/Fear-Trump-White-Bob-Woodward/dp/1501175513)
**Antal sider**: 357
**Forfatter**: Bob Woodward
**Forlag**: Simon & Schuster
**Udgivelsesdato**: 11. september 2018
**Priser**: USD 16,25 eksl. moms (e-bog) eller USD 14,40 som gammeldags papirbog.
**Anbefaling**: Kan anbefales til alle med interesse for amerikanske forhold.
**Anmeldelser**: Bogen har allerede fået over 600 læseranmeldelser.

**Categories:** Book reviews, Globalisation, Politics, Strategy

**Tags:** Politics and Economics

---

### [Uniconta gir’ den gas](https://hpbech.com/da/uniconta-gir-den-gas/)

**Published:** October 9, 2018
**Author:** Hans Peter Bech

**Excerpt:** Da Erik Damgaard i foråret 2016 lancerede sit nye økonomisystem Uniconta, havde han øjnene fast rettet mod de mange C5-brugere, som han vidste skulle skifte indenfor de kommende år.

**Content:**

---

> Da Erik Damgaard i foråret 2016 lancerede sit nye økonomisystem Uniconta, havde han øjnene fast rettet mod de mange C5-brugere, som han vidste skulle skifte indenfor de kommende år.

---

[![](https://hpbech.com/wp-content/uploads/Microsoft-C5.png)](https://hpbech.com/wp-content/uploads/Microsoft-C5.png)På det danske marked for økonomisystemer til små og mellemstore virksomheder nærmer vi os hastigt to helt afgørende datoer:

Den **31. december i år** lukker Microsoft for C5 Classic online. Virksomheder, der benytter denne service, skal finde en anden løsning.

Den **8. januar 2019** indstiller Microsoft service og support af C5 Classic. Det betyder, at der ikke længere kommer rettelser og opdateringer. Brugerne kan fortsat benytte produktet, men der vil fremover opstå problemer med at køre på C5 Classic på nyere styresystemer/servere, ligesom der må forventes stigende knas med at integrere til Microsoft Office.

# C5-markedet

C5, der bruges af ca. 25.000 danske virksomheder, er en af [Erik Damgaard](https://www.linkedin.com/in/erik-damgaard-nielsen-b0a34630/)s helt store successer. Det var nemlig på hans vagt som udviklingschef i Damgaard Data, at C5 blev lanceret i efteråret 1994. C5 var efterfølgeren til Concorde Økonomi (1986), der var efterfølgeren til Danmax, som den 23-årige Erik Damgaard lancerede sammen sin 21-årige bror Preben på Kontor&Data messen i 1984.

Da Erik Damgaard i foråret 2016 lancerede sit nye økonomisystem [Uniconta](https://www.uniconta.com), havde han øjnene fast rettet mod de mange C5-brugere, som han vidste skulle skifte indenfor de kommende år.

> [![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-Portrait.jpg)](https://hpbech.com/wp-content/uploads/Erik-Damgaard-Portrait.jpg)”Uniconta drager fordel af mine 35 års erfaring med, hvad kunderne gerne vil have”, *siger Erik Damgaard.* ”Men nu er fundamentet og indpakningen den nyeste teknologi, der giver kunderne markant lavere omkostninger, både når det gælder anskaffelse, drift og opgradering. Selv om Uniconta er udviklet med verdensmarkedet for øje, så har jeg hele tiden haft C5-brugerne i tankerne. Jeg har prioriteret det, som jeg ved, de vil efterspørge, når de skal vælge nyt økonomisystem. Jeg har også gjort selve overgangen til Uniconta helt smertefri.”

Erik Damgaard har altid haft stor affinitet for de små og mellemstore kunder, og da han forlod Microsoft i 2004, [forsøgte han at købe C5 forretningen tilbage](https://tbkconsult.com/product/fra-damgaard-til-microsoft/).

*”Microsoft havde den gang planer om nye produkter til de små og mellemstore kunder, så de ville ikke af med C5-kunderne”,* husker Erik Damgaard. *”De planer blev ikke til noget, så nu er Microsofts tilbud, at kunderne kan komme over på Dynamics 365 Business Central, der er baseret på NAV. NAV er et glimrende produkt, men det passer bare ikke til C5-kunderne.”*

# Et stort trut i markedsføringstrumpeten

[![](https://hpbech.com/wp-content/uploads/Picture1.png)](https://hpbech.com/wp-content/uploads/Picture1.png)I efteråret kører Uniconta en kæmpe kampagne for at gøre alle C5-brugere i Danmark opmærksomme på, at Erik Damgaard har afløseren klar nu.

Sammen med knap 50 forhandlere kører Uniconta hele efteråret kampagner på de sociale medier, støttet af annoncer i det trykte medier, telemarketing samt korte reklameindslag på de lokale kommercielle radiostationer fra Gedser til Skagen.

&amp;amp;amp;amp;amp;lt;span data-mce-type=”bookmark” style=”display: inline-block; width: 0px; overflow: hidden; line-height: 0;” class=”mce\_SELRES\_start”&amp;amp;amp;amp;amp;gt;&amp;amp;amp;amp;amp;lt;/span&amp;amp;amp;amp;amp;gt;Der er tale om en af de største markedsføringskampagner for en IT-løsning, som vi har set i Danmark i mange år, og som leder tankerne hen på lanceringen af C5-Light i efteråret 1995, hvor der for første gang blev anvendt TV-reklamespots for et softwareprodukt.

> ”Sammen med vores forhandlere afholder vi 48 seminarer fordelt over hele landet”*, fortæller marketingchef Casper Guldbrandsen.* ”En C5-bruger skal max køre i en halv time for med sine egne øjne og ører at erfare, hvor nemt der er at komme over på Uniconta og hvilke yderligere fordele han derudover opnår.”

# Uniconta er et forhandlerprodukt

De knapt 50 forhandlere, der medvirker i og medfinansierer kampagnen, skal stå for afholdelsen af informationsseminarerne og skal efterfølgende servicere kunderne.

> [![](https://hpbech.com/wp-content/uploads/Per-Pedersen.jpg)](https://hpbech.com/wp-content/uploads/Per-Pedersen.jpg)”C5 blev en så stor succes, fordi det var muligt at tilpasse produktet efter kundernes individuelle behov. De tilpasninger stod forhandlerne for”*, siger salgsdirektør Per Pedersen.* ”Uniconta følger samme filosofi, selv om den tekniske løsning nu blot er mere elegant, så kunderne ikke længere skal have genudviklet tilpasningerne, når vi opgraderer kernesystemet. Det er fortsat forhandlerne, der hjælper kunderne med opsætningen og med at få tilgodeset de særlige behov, som kernesystemet ikke imødekommer.”

**Categories:** Business development, Strategy

**Tags:** Erik Damgaard, ERP, fixion_en

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### [Den Store Tech Revolution – Sådan former Kina vores fremtid](https://hpbech.com/da/den-store-tech-revolution-saadan-former-kina-vores-fremtid/)

**Published:** October 16, 2018
**Author:** Hans Peter Bech

**Excerpt:** Hvis man som udlænding vil drive forretning i det, der på mange felter allerede er verdens største marked, så skal man ifølge Christina Boutrup forstå, hvordan man kan hjælpe det kinesiske kommunistparti med at nå sine mål herunder fastholde sin magt.

**Content:**

---

> Hvis man som udlænding vil drive forretning i det, der på mange felter allerede *er* verdens største marked, så skal man ifølge Christina Boutrup forstå, hvordan man kan hjælpe det kinesiske kommunistparti med at nå sine mål herunder fastholde sin magt.
>  Kan man det, er man mere end velkommen.

---

[![](https://hpbech.com/wp-content/uploads/CIA-logo.png)](https://hpbech.com/wp-content/uploads/CIA-logo.png)

Baseret på nationalregnskabstal fra CIA har jeg siden 2010 hvert år estimeret, hvordan den globale efterspørgsel efter IT-produkter og -tjenesteydelser fordeler sig på alverdens lande. CIA har skiftet beregningsprincipper undervejs, og i 2014 ændrede jeg også måden hvorpå de enkelte lande blev vægtet. Den årlige opgørelse har nu gjort det muligt at spotte de helt store bevægelser.

Den seneste fordeling ser således ud:

[![](https://hpbech.com/wp-content/uploads/Regions-2014-18-BECH.png)](https://hpbech.com/wp-content/uploads/Regions-2014-18-BECH.png)Kilde: https://tbkconsult.com/product/global-demand-still-move-bech-index-2018/

De tre store linjer i udviklingen er:

1. USA og Sydamerika mister terræn
2. Europa holder skansen
3. Væksten ligger i Kina

[Min egen forudsigelse er at Kina overhaler USA som verdens største marked inden udgangen af dette årti.](https://tbkconsult.com/world-demand-for-information-technology-is-still-on-the-move/)

# Going Global on a Shoestring

[![](https://hpbech.com/wp-content/uploads/Tencent.png)](https://hpbech.com/wp-content/uploads/Tencent.png)

Ugen inden jeg tog fat på at læse [Christina Boutrup](https://www.linkedin.com/in/christina-boutrup-a28817/)s nye bog *[Den Store Tech Revolution – Sådan former Kina vores fremtid](https://www.saxo.com/dk/den-store-tech-revolution_christina-boutrup_epub_9788772006406),* interviewede jeg til min kommende bog *[Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)* Hong Kong firmaet [Apptutti](https://www.apptutti.com/corporate/), der har specialiseret sig i at hjælpe udenlandske app- og specielt spilproducenter ind på det kinesiske marked. Under interviewet, hvor jeg lærte, at Kina allerede er verdens største marked for computerspil, erfarede jeg også, at de kinesiske myndigheder har besluttet at revidere deres licensprocedurer, hvorfor der siden april i år slet ikke er udstedt nye licenser til hverken kinesiske eller udenlandske spiludbydere. En sådan beslutning i det kinesiske politiske system betyder, at Apptutti for tiden ikke kan betjene sine kunder, men det betyder også, at Kinas ubetinget største nationale udbyder Tencent (firmaet bag bl. a. WeChat), der heller ikke kan få nye tjenester godkendt, har mistet 35% af sin børsværdi siden april 2018.

# Kina er stort og meget anderledes

[![](https://hpbech.com/wp-content/uploads/china-wall-large.gif)](https://hpbech.com/wp-content/uploads/china-wall-large.gif)

Selvsamme fænomen med pludselige ændringer af erhvervsvilkårene bestemt af stemningsskift i det kinesiske bureaukrati beskriver Christina Boutrup også i sin meget velskrevne og informative bog om Kina. En bog jeg på det varmeste kan anbefale.

Specielt gavnlig er bogens meget klare beskrivelse af kommunistpartiets udfordringer, mål og rolle i det kinesiske samfund. Kommunistpartiet ønsker (for enhver pris) at fastholde sin magtposition, og har indset, at det på den lange bane kun kan lade sig gøre, hvis den brede befolkning oplever løbende forbedringer i levevilkårene.

Man kan vel sige, at den kinesiske revolution under formand Mao kom lidt uheldigt fra start, kostede mange millioner kinesere livet og ikke lignede en styreform med fremtid i. I 1976 lagde Deng Xiaoping kursen om, og siden er det kun gået en vej.

[![](https://hpbech.com/wp-content/uploads/Mao-Zedong.jpg)](https://hpbech.com/wp-content/uploads/Mao-Zedong.jpg)

Det Kina, som Christina Boutrup beskriver i sin bog, er et andet Kina, end det vi kender fra historiebøgerne, og det er et andet Kina end det, de fleste har et billede af i deres hoved.

De kinesiske magthavere skal skaffe konstant forbedrede levevilkår for 1.500.000.000 mennesker og samtidigt holde øje med, at der ikke opstår systemkritiske lommer, der kan vokse og true kommunistpartiet. En vigtig del af projektet er også at sikre Kinas globale interesser herunder at øge eksporten.

Hvis man som udlænding vil drive forretning i det, der på mange felter allerede *er* verdens største marked, så skal man ifølge Christina Boutrup forstå, hvordan man kan hjælpe det kinesiske kommunistparti med at nå sine mål herunder fastholde sin magt.

Kan man det, er man mere end velkommen.

# Innovation og opfindsomhed rykker østpå

[![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)

De kinesiske magthaver har indset at teknologi er vejen til at nå begge mål (magt og vækst) og investerer derfor aktivt i de virksomheder, der kan levere varen. Robotter, data, automation, kunstig intelligens og Internet er kritiske komponenter i opskriften, og ifølge Christina Boutrup er kineserne allerede i spidsen, når det gælder udvikling og implementering af praktiske løsninger. Specielt overvågningsløsninger (ansigtsgenkendelse) og sociale medier er i høj kurs. Men på stort set alle områder rykker kineserne voldsomt og kan med sin statskapitalisme knuse alt på sin vej. Verdensherredømmet på markedet for solpaneler, hvor tidligere Tyskland var førende, er et godt eksempel.

Bogen er spækket med cases, og som læser nyder man godt af forfatterens mange års arbejde i og med det kinesiske samfund.

# Hva’ gør vi nu, lille du?

Og hvad betyder udviklingen i Kina så for os?

Bogen slutter med to kapitler, der deler spørgsmålet op i tre:

1. Hvad kan vi lære af kineserne?
2. Hvordan imødegår vi konkurrencen fra kineserne?
3. Hvordan kommer vi ind på det kinesiske marked?

Det er naturligt nok bogens svageste kapitler.

Med sin journalistiske baggrund beskriver forfatteren dygtigt og indsigtsfuldt forholdene i Kina, men når indsigten skal omsættes til råd til erhvervsledere og regering, [bliver det mere luftigt og generelt](https://www.hpbech.dk/verden-ifolge-jim-hagemann-snabe/).

Forfatteren skriver blandt andet:

> ”Virksomheder har traditionelt udviklet produkter, som de kan sælge til andre virksomheder (B2B) eller til forbrugere (B2C), men alt tyder på, at det bliver kunderne, der kommer til at svinge taktstokken i fremtiden (C2B). Derfor har Alibabas grundlægger Jack Ma fat i noget rigtigt, når han proklamerer, at han sætter kunderne over Alibabas medarbejdere og aktionærer.”
> *(Kilde: Den Store Tech Revolution, location 1953)*

[![](https://hpbech.com/wp-content/uploads/Jack-Ma.jpg)](https://hpbech.com/wp-content/uploads/Jack-Ma.jpg)Jack Ma

De fleste virksomheder i vesten har forlængst lært, at det er kunderne, der svinger taktstokken, men kunder er forsat forbrugere eller virksomheder. Naturligvis skal alle virksomheder, der kun sælger til virksomheder, være opmærksomme på deres kunders kunders behov, men forskellen på B2C og B2B er ikke på vej væk.

Det er også flot, når Jack Ma siger, at han sætter kunderne over Alibabas medarbejdere og aktionærer. Men erhvervsledere siger så meget, og når de har gjort det godt, så tror man, at de har recepten på succes. [Det har de ikke](https://www.hpbech.dk/management-volapyk-og-konsulenters-varme-luft/), og jeg er sikker, på at også mange kinesiske virksomheder skyder ved siden af. Dem vi hører om i bogen, er kun de [succesfulde](https://www.linkedin.com/pulse/why-you-cannot-learn-success-from-successful-people-companies-bech/).

Christina Boutrup kristiserer danske virksomheder for at være for tilbageholdende med at investere i Kina:

> “Der er masser af dygtige medarbejdere i danske virksomheder, som har det nødvendige udsyn og den værdifulde viden, der er brug for. Det gælder især dem, der er udstationeret i Kina. Men de kæmper ofte en intern kamp og støder panden mod en mur af fordomme og et forældet verdensbillede hos topledelse og bestyrelse, som hersker i overraskende mange virksomheder. Selv nogle af de største danske virksomheder, som har været aktive på det kinesiske marked i årtier, lider under en fastgroet opfattelse af kopi-Kina.”
> *Location 2130*

Heldigvis tilbyder forfatteren sig som underviser, konsulent og rejseleder, så læseren kan fylde hullet i sin uvidenhed med den rette indsigt. Og hun lover, at pengene er givet godt ud:

> Det kinesiske marked er blevet en vigtig global slagmark, og hvis en virksomhed kan lykkes der, er sandsynligheden for at lykkes i resten af verden større.
> *Loction 2166*

[![](https://hpbech.com/wp-content/uploads/Global-planning-300x300.png)](https://hpbech.com/wp-content/uploads/Global-planning.png)

Der kan være 1.000 gode grunde til at lade Kina figurere langt nede på prioriteringslisten. Der er noget, der hedder alternativomkostninger, og kompleksiteten i det Kinesiske marked er typisk så stor, at det er den mest fornuftige beslutning at lægge sine investeringer andre steder først. At udstede en generel anbefaling til at starte med verdens mest komplicerede marked først ud fra en forestilling om, at det herefter går meget lettere med de øvrige markeder, er ren teori. Hvad nu hvis det ikke lykkes på det Kinesiske marked?

De to sidste kapitler i bogen trækker desværre ned i bogens samlede troværdighed, og det virker som om, at forfatteren er ved at blive fartblind. Når man kun har en hammer, ligner selv skruer søm.

# Den store hjemmebanefordel

Som snart verdens største marked har kinesiske virksomheder en kæmpe hjemmebanefordel. Når vi møder dem på verdensmarkedet, vil de derfor allerede være større og stærkere end tilsvarende danske virksomheder. Jeg er enig med forfatteren i, at der næppe er belæg for at forvente, at de ikke skulle være lige så professionelle og innovative på produkt, organisation og markedsføring, som deres konkurrenter. Om de er bedre på alle punkter vil jeg betvivle, men den særlige statskapitalisme giver specielt de store virksomheder ekstra muskler. Når regimet i Kina samtidigt kører en protektionistisk linje mod udenlandske virksomheder, så bliver situationen vanskelig at håndtere for en mellemstor dansk virksomhed.

[![](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)

Men den enorme vækst, som statskapitalismen har befordret, skaber også nogle gedigne politiske dilemmaer: ulighed, trængsel og forurening. Hvordan kan et kommunistisk regime legitimere et økonomisk system, der både sviner og skaber enorme uligheder? Nok øges den gennesnitlige levestandard, men forskellen mellem top og bund er gigantisk og miljøet lider fælt. Og hvad sker der, når flere og flere kinesere når op i toppen af Maslows behovspyramide og begynder at søge selvrealisering?

Og hvad sker der i kølvandet på [præsident Trump](https://www.hpbech.dk/fear-trump-in-the-white-house/)s aggressive handelskrig? Her har Kina langt mere at tabe end USA.

Set med mine øjne er det Kina, vi ser i dag, stort, stærkt, ustabilt og uforudsigeligt.

Christian Boutrups bog er rettidigt opråb, som jeg håber erhvervsfolk og erhvervsorganisationer vil tage alvorligt. Der er behov for at følge langt bedre med i, hvad der foregår i Kina, og jeg har allerede noteret mig de engelsksprogede kilder, som forfatteren anbefaler.

Og så vil jeg fremover følge Christina Boutrup på [Twitter](https://twitter.com/ChBoutrup) og [LinkedIn](https://www.linkedin.com/in/christina-boutrup-a28817/).

# Den Store Tech Revolution – Sådan former Kina vores fremtid

[![](https://hpbech.com/wp-content/uploads/cover.jpg)](https://hpbech.com/wp-content/uploads/cover.jpg)

**Titel**: [Den Store Tech Revolution – Sådan former Kina vores fremtid](https://www.saxo.com/dk/den-store-tech-revolution_christina-boutrup_epub_9788772006406)
**Antal sider**: 200
**Forfatter**: [Christina Boutrup](https://www.linkedin.com/in/christina-boutrup-a28817/)
**Forlag**: People’s Press
**Udgivelsesdato**: 25. september 2018
**Priser**: Kr. 124,95 (e-bog) eller 194,95 som gammeldags papirbog (på saxo.com).
**Anbefaling**: Kan varmt anbefales til alle med interesse for internationale forhold.
**Anmeldelser**: Bogen har endnu ingen læseranmeldelser.

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** Politics and Economics

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### [NEWPUB - et fællesskab med 3.000 medlemmer](https://hpbech.com/da/newpub-et-faellesskab-med-3-000-medlemmer/)

**Published:** October 23, 2018
**Author:** Hans Peter Bech

**Excerpt:** Når NEWPUB kan samle 3.000 personer med alskens kompetencer indenfor litterær produktion, så skyldes det, at flere og flere forfattere vælger selvudgivervejen, men også har indset, at de har brug for hjælp til at få et kvalitetsprodukt på markedet. Det er ud af dette behov at fællesskabet er opstået og vokser.

**Content:**

---

> Når NEWPUB kan samle 3.000 personer med alskens kompetencer indenfor litterær produktion, så skyldes det, at flere og flere forfattere vælger selvudgivervejen, men også har indset, at de har brug for hjælp til at få et kvalitetsprodukt på markedet. Det er ud af dette behov, at fællesskabet er opstået og vokser.

---

Når [Bogforum 2018](https://www.hpbech.dk/bogforum-2018/) i Bella Center Copenhagen i dagene 26. til 28. oktober modtager over 40.000 besøgende samt 1.000 mediefolk, vil mange af dem sikkert bemærke, at en af de største stande hedder NEWPUB, og at man her kan tale direkte med forfatterne. Men hvad de nok ikke vil lægge mærke til, er den helt specielle type virksomhed som [NEWPUB](http://www.newpub.dk) repræsenterer.

![](https://hpbech.com/wp-content/uploads/Bogforum-2918.jpg)

Omkring 3.000 danskere med kompetencer indenfor alle facetter af litterær produktion arbejder sammen i det uformelle fælleskab NEWPUB. Fællesskabet, der i 2011 blev startet af forfatteren [Karsten Pers](https://www.linkedin.com/in/karstenpers/), tæller i dag konceptudviklere, forfattere, redaktører, korrekturlæsere, tegnere, trykkerier, grafikere, IT-nørder, fotografer, lydfolk, marketingfolk, mikroforlag og distributionsfolk.

Formålet med fællesskabet er primært at udgive bøger (trykte, elektroniske og lyd) direkte til læserne (altså udenom de etablerede forlag).

Hvorfor?

Fordi det er muligt, og fordi det giver god mening.

Men også fordi de etablerede forlag ikke er relevante for mange forfattere, fordi de er et fordyrende mellemled og (ikke mindst) fordi de for det meste må give de fleste forfattere den kolde skulder.

# En forfatter har ikke brug for et nej

[![](https://hpbech.com/wp-content/uploads/author-female.png)](https://hpbech.com/wp-content/uploads/author-female.png)

Alle forfattere ønsker at skrive bøger, der kan købes og læses af interesserede forbrugere. Hun har en fortælling, som hun *må* dele med verden. Og hun er overbevist om, at verden vil have gavn af historien. Forfatteren *vil* derfor finde en vej til sine potentielle læsere.

Tidligere krævede det, at forfatteren skulle finde et forlag, som ville udgive hendes bøger og langt de fleste forfattere (specielt de ukendte og de debuterende) fik et kort og ubegrundet nej tak.

De fik et nej, fordi forlaget ikke kunne se en fremtidig forretning i forfatterens værk. Investeringen i redaktion og udgivelse ville næppe kunne tjenes hjem. Herefter måtte forfatteren løbe en masse forlag på dørene, indtil hun fandt et, der kunne se potentialet og ville investere i alle de processer, der omdanner en forfatters manuskript til en færdig bog, som læseren bliver opmærksom på, køber og anbefaler til andre. Mange forfattere fik aldrig det ja.

[![](https://hpbech.com/wp-content/uploads/Pengiun-Publisher.jpg)](https://hpbech.com/wp-content/uploads/Pengiun-Publisher.jpg)Penguin Random House

At finde et forlag til at udgive sin bog svarer lidt til at finde en investor til sin forretningsidé. De, der arbejder med seed-funding, vil vide, at for hvert ja investorerne giver, har de også givet hundredvis af nej’er. Fordi ideen allerede er virkeliggjort af andre, fordi den er dårlig, fordi den bliver dårligt præsenteret, fordi man ikke tror på iværksætterens potentiale, eller fordi man ikke har tid eller penge til at investere i flere ideer lige nu. Professionelle investorer har mange projekter i deres pipelines og siger langt oftere nej, end de siger ja.

Selv med den meget omhyggelige udvælgelse vil langt størstedelen af investeringerne alligevel fejle. Og det betyder, at en investor er nødt til at forlange et meget højt potentielt afkast af *alle* sine investeringer, fordi den succesfulde skal, ud over at finansiere den løbende udvælgelsesproces, også kompensere for dem, der ikke går så godt.

Sådan må det nødvendigvis være, når man skal påtage sig en betydelig risiko. Og sådan er mekanikken også bag forlagsvirksomhed.

Forlag bruger mange ressoucer på at screene ideer og manuskripter før de siger nej, og den indsats har den enkelte forfatter jo intet ud af. En forfatter har ikke brug for et nej, men har brug for hjælp til at få sit manuskript udviklet, skrevet, udgivet og markedsført. Den forfatter, der får et ja og bliver en succes, er nu med sin bog med til at finansiere forlagets omkostninger til at sige nej og også til at finansiere de bøger, der så alligevel ikke sælger så godt.

# Internettet og informationteknologi

Selv en trykt bog er i det store hele et digitalt produkt, og derfor er omkostningerne til både produktion, distribution og markedsføring af bøger raslet ned i takt med udviklingen af internettet og informationsteknologien.

Mange af de omkostninger, som forfatteren tidligere skulle bruge forlaget til at finansiere, har informationsteknologien stort set elimineret.

[![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)Amazon Kindle Direct Publishing distribuerer e-bøger og trykte bøger på print-on-demand vilkår.

Når en læser for eksempel køber en bog på Amazon, går der automatisk en ordre af sted til en avanceret kopimaskine, som trykker et enkelt eksemplar, der samme dag pakkes og sendes af sted. En bog på 250 sider koster cirka 20 kroner i trykkeomkostninger (print-on-demand). Det kan gøres meget billigere, hvis man trykker flere eksemplarer ad gangen, men hvis bogen sælges for 100 kroner (eksklusiv moms) er dækningsbidraget på 80 kroner, hvoraf forfatteren hos Amazon får 60%, ganske tilfredsstillende.

Købes bogen rent digitalt, er der slet ingen trykke- og forsendelsesomkostninger (hvorfor digitale bøger typisk er prissat til 65% af den trykte udgave).

Amazon og de andre internetbaserede bogportaler har fjernet nødvendigheden af at have et forlag og en boghandler imellem forfatteren og læseren. At fjerne to mellemled mellem producent og kunde indebærer gigantiske omkostningsbesparelser.

Ved salg af 10.000 bøger er der i ovennævnte eksempel en god halv million tilbage til forfatteren.

[![](https://www.hpbech.dk/wp-content/Fra-Damgaard-til-Microsoft-i-Alleroed-boghandel.jpeg)](https://www.hpbech.dk/wp-content/Fra-Damgaard-til-Microsoft-i-Alleroed-boghandel.jpeg)En af mine egne bøger i Allerød Bog & Idé

Der sælges fortsat mange bøger gennem de fysiske boghandlere, men også her har internettet givet mulighed for, at man som forfatter selv kan sørge for distributionen. Firmaer som IngramSpark både trykker og distribuerer til boghandlere over hele verden og i Danmark tilbyder DBK og Dafolo distribution af selv meget små oplag.

Bøger skal fortsat markedsføres og bringes til potentielle læses kendskab. Jo flere penge man kan investere i markedsføring desto flere bøger sælges der. Hvis ellers forfatteren er kendt i forvejen. Derfor er de etablerede forlag tilbageholdende med at investere i markedsføring af ukendte debuttanter og nicheprodukter.

Men internettet og de sociale medier har muliggjort at markedsføringen af specielt nichebøger kan ske helt uden at skulle investere i annoncer og traditionel promovering. Mere herom lidt senere i denne artikel.

# Et godt produkt kræver mere end en forfatter

[![](https://hpbech.com/wp-content/uploads/Skrivevaerkstedet.png)](https://hpbech.com/wp-content/uploads/Skrivevaerkstedet.png)Holdet bag Skriveværsktedet

Et forlag har udover trykning, distribution og markedsføring også betjent sine forfattere med konceptsparring, redigering, korrekturlæsning, omslagsdesign og opsætning. Uden disse kompetencer kommer der næppe et godt produkt ud i den anden ende.

I dag bliver de nævnte kompetencer imidlertid udbudt på freelancebasis og kan købes af forfatteren selv. En virksomhed som [Skriveværkstedet](https://skrivevaerkstedet.dk) har således specialiseret sig i at have alle kompetencerne samlet under et tag. Og her er der endda tale om freelancere, der er vant til at arbejde sammen.

I NEWPUB fællesskabet kan man købe konceptsparring, en redaktør, korrekturlæsere, omslagsdesignere, layoutere og alle de andre kompetencer, der skal i spil for at sikre et kvalitetsprodukt.

# Selv gode produkter sælger sjældent sig selv

Har du nogen sinde købt en bog skrevet af en kendt forfatter, udgivet på et kendt forlag og blevet slemt skuffet?

Det har jeg, og det understreger blot hvilken betydning markedsføringen har.

[![](https://hpbech.com/wp-content/uploads/Inbound-Marketing-no-border-300x300.png)](https://hpbech.com/wp-content/uploads/Inbound-Marketing-no-border.png)

Det kræver markedsføring at få sin bog ud til læserne, men det behøver ikke at være den type markedsføring, der lægges bag Ken Folletts og Dan Browns bøger.

Som selvudgiver er kravet til styksalget langt lavere, end hvis et etableret forlag skal påtage sig opgaven. Det er forskellen i omkostningsstrukturen, der gør forskellen. Det er blandt andet derfor at selvudgivere kan opnå succes på selv meget små budgetter.

Med en beskeden pengeindsats, men til gengæld med en god portion knofedt, kan en forfatter selv nå ud til sine potentielle læsere. Det kræver, at man enten sætter sig ind i principperne bag markedsføring via de sociale medier eller finder en freelancer, der kan hjælpe. Men det er en aktivitet som lykkedes lagt bedre, hvis det er forfatteren selv, der står som afsenderen, end hvis opgaven overlades til et reklamebureau.

# Forlaget og anmeldelsen som kvalitetsstempel

En af mine gode venner, der er dr. phil. i litteratur har ikke meget til overs for hele selvudgiverbølgen. Set med hans øjne er forlagene et vigtigt led i at sikre lødigheden i litteraturen og holde de værste amatører og dilettanter for døren.

[![](https://hpbech.com/wp-content/uploads/Amazon-reviews-10-2018-.png)](https://hpbech.com/wp-content/uploads/Amazon-reviews-10-2018-.png)

Men når man diskutere en bog med sine venner og bekendte, så kan ingen af dem huske på hvilket forlag en given bog er udkommet. Eller om den i det hele taget er udkommet via et forlag.

For langt de fleste læsere betyder det intet.

Om det betyder noget for de profesionelle anmeldere, kan jeg ikke vide, men selv deres anmeldelser er ved at miste betydning. Andre læseres anmeldelser, som man kan finde på de sociale medier, vejer tungere. Og netop disse har forfatteren selv meget bedre mulighed for at påvirke. Hvis ikke indholdet, så i det mindste antallet.

# Uden penge gør det ondt

Naturligvis er det muligt at skrive en bog og udgive den uden at investere i konceptsparring, redigering, korrekturlæsning, opsætning med videre, men det kommer der altså meget sjældent noget godt ud af.

Min pointe er blot, at den investering selvudgiveren skal gøre, er langt mindre end den et forlag skal gøre. Da samtidigt forfatteren får en langt højere royalty (60-65%) af salget, ligger nulpunktsomsætningen for selvudgivere betydeligt under forlagenes.

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-small.png)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-small.png)Man skal synes, at det er sjovt selv at have fat i alle trådene. Er det ikke tilfældet, bliver det ikke en fornøjelig oplevelse.

Men det kræver, at forfatteren kan rejse midler til den første udgivelse. Her er en forfatter i samme båd som alle andre iværksættere, der i øvrigt langt overvejende også selv finansiere deres opstart.

Man skal synes, at det er sjovt selv at have fat i alle trådene. Er det ikke tilfældet, bliver det ikke en fornøjelig oplevelse.

Når NEWPUB kan samle 3.000 personer med alskens kompetencer indenfor litterær produktion, så skyldes det, at flere og flere forfattere vælger selvudgivervejen, men også har indset, at de har brug for hjælp til at få et kvalitetsprodukt på markedet. Det er ud af dette behov at fællesskabet er opstået og vokser.

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** Publishing

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### [Start with why: sådan fik vi punkteret endnu en management-myte](https://hpbech.com/da/start-with-why-saadan-fik-vi-punkteret-endnu-en-management-myte/)

**Published:** November 15, 2018
**Author:** Hans Peter Bech

**Excerpt:** Har succesfulde virksomheder dygtige ledere, skarpe strategier, fornemme værdier og altruistiske formål?

**Content:**

---

> Har succesfulde virksomheder dygtige ledere, skarpe strategier, fornemme værdier og altruistiske formål?

---

[![](https://hpbech.com/wp-content/uploads/Morten-Munster.jpg)](https://hpbech.com/wp-content/uploads/Morten-Munster.jpg)Morten Münster

Da [Morten Münster](https://www.linkedin.com/in/morten-münster-1778665/) i september 2018 publicerede en post med titlen: *[Bonusser virker ikke. fjern dem](https://mortenmunster.com/bonusser-virker-ikke-saa-fjern-dem/)*, lovede han sidst i artiklen, at hans oktober-post ville være over temaet *Purpose, why og Sinek – tre ord, der kan ødelægge de fleste organisationer*. Det var en cliff-hanger, der pirrede min nysgerrighed.

Hvad kunne der være i vejen med at arbejde for et højere formål? [Make a dent in the universe!](https://www.hpbech.dk/steve-jobs-the-exclusive-biography/)

Morten blev forsinket (sygdom er hver mands herre), men 13. november kom så posten, der nu bar titlen *[Derfor er ’purpose’ overvurderet, misforstået og ødelæggende](https://mortenmunster.com/begrebet-purpose-er-overvurderet-misforstaaet-og-oedelaeggende/).*

Den post er bestemt læseværdig og tankevækkende.

# Start with why?

[![](https://hpbech.com/wp-content/uploads/Start-with-why-and-coffee.jpg)](https://hpbech.com/wp-content/uploads/Start-with-why-and-coffee.jpg)

Da jeg i 2012 stødte på Simon Sineks bog [*Start with Why*](https://www.amazon.com/Start-Why-Leaders-Inspire-Everyone/dp/1591842808%3FSubscriptionId%3D0G81C5DAZ03ZR9WH9X82%26tag%3Dzemanta-20%26linkCode%3Dxm2%26camp%3D2025%26creative%3D165953%26creativeASIN%3D1591842808), (den udkom i oktober 2009) skrev jeg [en begejstret anmeldelse](https://tbkconsult.com/start-with-why-how-great-leaders-inspire-everyone-to-take-action/).

Jeg var begejstret over, at firmaer som Dyrups ikke blot laver maling, men *giver tilværelsen kulør,* at Microsoft ikke kun laver tekstbehandling og regneark men giver os *Information at your fingertips,* og at Jens Vejmand ikke bare hakker sten men *gør verden fremkommelig*.

I min anmeldelse af bogen skrev jeg:

> As mentioned earlier, there is little new in the book, but somehow it seems as if we keep forgetting these universal principles. If we want people to deliver outstanding performance, we must engage them emotionally. We must have a greater cause, with which they can identify as if it was their own personal cause. We must have a vision, which people can assume as their own personal vision.
> 
> With a powerful WHY you can attract people who will work hard and be dedicated because they see the cause as their own cause.

I 2013 var Simon Sinek så hovedtaleren på VL-netværkets store lederdøgn i Operaen i København, hvor han leverede [en kopi at sin TEDTalk](https://jyskebank.tv/simon-sinek-start-with-why).

# Brugervenlig software for enhver

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-248x300-1.png)](https://www.hpbech.dk/wp-content/Damgaard_DK_3D_badge_soft-480x580.png)

I 2015 gik jeg i gang med researchen til min bog *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313),* der skulle blive Danmarks bedst dokumenterede iværksætterhistorie. Det er historien om Damgaard Data og Navision Software, der på 18 år vokser fra 2 knægte i en kælder og 3 knægte på et loft til 1.200 medarbejdere med 2.000 forhandlere og 100.000 kunder i 30 lande. Så tager Microsoft checkhæftet frem og køber butikken for tæt på 11 milliarder.

Efterhånden som jeg fik interviewet de medvirkende, måtte jeg konstatere, at der var meget langt fra Simon Sineks korte og simple [TEDtalk](https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action) (set over 41 millioner gange!!) og til det, der skabte en af Danmarks største erhvervssuccesser.

Damgaard Data kørte i en periode et organisationsudviklingsprojekt, hvor mottoet *Brugervenlig software for enhver* spillede en vis rolle. Men som jeg konkluderer i bogen, så var det for diffust til, at de enkelte afdelinger og medarbejderne kunne relatere deres aktiviteter til det. Det var andre forhold, der skabte engagement og loyalitet. Når man [sammenligner Damgaard Data med Navision Software](https://www.hpbech.dk/hvad-koster-det-at-tage-fejl/), må man konstatere, at slutspillet ligger endog meget langt fra Simon Sineks principper.

Da jeg efterfølgende tog fat på researchen til min næste bog [*Going Global on a Shoestring* ](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)kunne jeg igen konkludere, at *Start with why* ikke blev nævnt i et eneste interview og ikke indgik som et løsningselement i den udfordring, som alle virksomhederne deler: at finde, udvikle og fastholde dygtige medarbejdere.

# Efterrationalisering fører ofte til forkerte konklusioner

[![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)](https://hpbech.com/wp-content/uploads/The-halo-effect.jpg)

Har succesfulde virksomheder dygtige ledere, skarpe strategier, fornemme værdier og altruistiske formål?

Ikke nødvendigvis, men når der skal kommunikeres til offentligheden, så skrives historierne altid baglæns. Hvad var det, vi gjorde rigtigt for at opnå successen. I den proces kan man bilde sig selv mange ting ind. Svineheld er aldrig en del af forklaringen, selv om det ofte er en del af virkeligheden.

Hvis du arbejder med strategi og ledelse og benytter de mange bud på principper og metoder (*Lean Innovation, Blue Ocean Strategy, Business Model Generation, The 7 Habits of Highly Successful People, From Good to Great* osv.), så gør dig selv en tjeneste.

[Læs bogen The Halo Effect](https://www.linkedin.com/pulse/why-you-cannot-learn-success-from-successful-people-companies-bech/).

Muligvis fjerner den tæppet under dine teorier, men det er bedre, at du selv er med til at få det gjort, end at andre skal gøre det for dig, mens du står oppe på talerstolen.

**Categories:** Book reviews, Business development, Globalisation, Society, Strategy

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### [Hjemløs - Romanen om den glemte march i 1928](https://hpbech.com/da/hjemloes-romanen-om-den-glemte-march-i-1928/)

**Published:** November 20, 2018
**Author:** Hans Peter Bech

**Excerpt:** Bogen har helt givet krævet et kollossalt researcharbejde, og man fornemmer at Michael Valuer er en historiker, der kan sin metiér. Min respekt for forfatteren bliver ikke mindre af, at han har udgivet bogen på sit eget forlag, og selv har finansieret hele processen.

**Content:**

---

> Bogen har helt givet krævet et kollossalt researcharbejde, og man fornemmer at Michael Valuer er en historiker, der kan sin metiér. Min respekt for forfatteren bliver ikke mindre af, at han har udgivet bogen på sit eget forlag, og selv har finansieret hele processen.

---

[![](https://hpbech.com/wp-content/uploads/Old-boots.jpg)](https://hpbech.com/wp-content/uploads/Old-boots.jpg)

Hvis jeg skulle vælge den bedste bog, [blandt de bøger jeg indtil videre har læst i år](https://www.goodreads.com/hanspeterbech), så ville valget falde på Michael Valeurs *Hjemløs*. Den ville blandt andet slå [Bob Woodwards bog om Trump i det Hvide Hus](https://www.hpbech.dk/fear-trump-in-the-white-house/) og Tom Buk-Swientys ellers fremragende bøger om [Kaptajn Dinesen](https://bogreolen.dk/kaptajn-dinesen_tom-buk-swienty_9788702110241) og [Det Ensomme Hjerte](https://bogreolen.dk/det-ensomme-hjerte_tom-buk-swienty_9788740035155).

*Hjemløs* er en historisk roman, der bygger på virkelige hændelser. I slutningen af 1920erne opstod der blandt Danmarks mange hjemløse en idé om at starte et protesttog, der skulle gå (i ordets bogstavligste forstand) fra Kjellerup, der ligger mellem Silkeborg og Viborg, til København. Formålet var at skabe opmærksomhed om de hjemløses kummerlige forhold og få regeringen til at gøre noget. Den 20. marts 1928 kulminerer protesttoget i en demonstration foran Christansborg med omkring 20.000 deltagende.

På den platform fortæller bogen en historie om Danmark i slutningen af 1920erne set nedefra og op.

# En historie fra samfundets bund

Michael Valeur har valgt et give stemme til flere minoriteter, der meget sjældent får artikuleret deres historie, vilkår, udfordringer og problemer. Grupper af mennesker som kun sjældent bliver hørt. Historien tager os ikke blot ind i kroppen og hovedet på en række hjemløse, men kommer også omkring døgninstitutioner, herberger, fængsler, private velgørenhedsinstitutioner, krig, politik og ganske almindelige mennesker. Selvom handlingen foregår i 1928 og derfor nemt kan kategoriseres som blot et stykke historisk dokumentation, så gav bogen mig anledning til at reflektere over, hvordan vi også i dag, 90 år senere, betragter og behandler udsatte mennesker, hvis baggrund og vilkår vi ikke kender og forstår.

[![](https://hpbech.com/wp-content/uploads/Clauson-Kaas-Som-Byens-Gaester-ved-Middagsbordene-scaled.jpg)](https://hpbech.com/wp-content/uploads/Clauson-Kaas-Som-Byens-Gaester-ved-Middagsbordene-scaled.jpg)De hjemløse bespises på vejen gennem Jylland. Efter Vejle tager historien en ny drejning.

Meget har gudskelov forbedret sig de sidste 90 år, og det er et helt anderledes Danmark, som jeg er vokset op og lever i. Det menneskesyn og den falskhed og grusomhed, som bogen beskriver, har vi fået ændret, men vi bliver aldrig færdige. Værdien af vores kultur og samfund skal måles på den måde, vi behandler hinanden og specielt de svageste på. Det går den rigtige vej, men det kræver fortsat politisk kamp. *Hjemløs* yder sit bidrag til fortsat årvågenhed.

Der skrives mange bøger, hvor der bevidst spekuleres i, at emnet på forhånd er kendt og aktuelt blandt de potentielle læsere. Det er der ikke noget forkert i, men en historie, der tager fat i noget, der ikke i forvejen har offentlighedens bevågenhed og repræsenterer mennesker, der ikke selv har en stemme, får et plus i min lille bog.

Et stort plus går hermed til Michael Valeur.

# Spænding fra start til slut

*Hjemløs* er en rigtig page-turner.

Den starter med et brag og en brutalitet, der nærmest flår læseren ind i historien. *“Det er da løgn det her,”* tænker jeg efter blot få sider, mens jeg skyndsomt bladrer videre for at genfinde anstændigheden, retfærdigheden og harmonien. Men den kommer ikke lige med det samme, og når den endelig titter frem, sker det fra uventede kanter og i flygtige udgaver.

Personbeskrivelserne er autentiske og troværdige. De fleste medvirkende er sammensatte og komplekse mennesker, der handler spontant og udfra deres situation. Hele persongalleriet inklusiv de patalogiske sadister, som det er lykkedes at få ansættelse i positioner, de kan udnytte på det groveste, er livagtigt og realistisk.

Konstruktionen med Johannes som jeg-fortælleren og de mange parallelle historier skrevet i tredjeperson fungerer fremragende. I flot Kenn Follett stil får Michael Valuer skabt vidde i og forbindelse mellem de forskellige dele af fortællingen, mellem samfundets top og bund og mellem de hjemløses håb og længsel og magthavernes begrundede frygt. Det er ikke alle løse ender, der finder sammen, og det er med til at skærpe realismen og den mangel på happy end, som bogens hovedpersoner konstant må leve med. Måske efterlader det også mulighed for en fortsættelse?

# En bog i dansk dogmetradition

De hjemløses situation er i slutningen af 1920erne forfærdelig og behandlingen af dem umenneskelig. Bogen formår at beskrive et Danmark, hvor menneskesynet i befolkningen som helhed og i fattigvæsenet i særdeleshed, bygger på en opfattelse af bevidst selvforskyldthed og et konstant krav om taknemmelighed for en omsorg og imødekommenhed, der ikke eksisterer.

[![](https://hpbech.com/wp-content/uploads/Hjemlosetog-Generalstab-JPG-Descreen-scaled.jpg)](https://hpbech.com/wp-content/uploads/Hjemlosetog-Generalstab-JPG-Descreen-scaled.jpg)Ledelsen af hjemløsetoget

Med håndholdt kamera kommer læseren ind under huden på en række menneskekæbner, som kun kan forstås indefra. Man går på landevejen, råbes efter, jages væk, leder efter sovesteder, tigger, stjæler, bliver drivende våd, drikker sig fra sans og samling, kaster sig ud i slåskampe, hvor man får læsterlige tæv, bliver syg, falder i søvn uden at rigtig at sove, vågner op forfrossen og træt, og kæmper med at få en ny dag kørt i gang. Ind i mellem får man solskin, blå himmel, et smil, en madpakke, en lun lade med hø på gulvet, en skilling, et måltid mad, et bad og et par nye brugte støvler.

Marchen mod København giver de hjemløse et fælles projekt, en identititet som individer og som gruppe, opmærksomhed, endda respekt i store dele af befolkningen og et spinkelt håb om forbedringer. Men i takt med at marchen vinder tilslutning, bliver den også udsat for politisk opmærksomhed og interesse fra alle kanter, herunder fra de der ser en mulighed for at udnytte den til at fremme egne interesser. Også det spil formår bogen at beskrive nuanceret, uden at der går Hollywood i historien, og uden at de medvirkende skal deles op i skurke, helte og ofre.

# Ros til Chokoladefabrikken

[![](https://hpbech.com/wp-content/uploads/Michael-Valeur.jpg)](https://hpbech.com/wp-content/uploads/Michael-Valeur.jpg)Michael Valeur

*Hjemløs* er velskrevet, troværdig og helstøbt. På intet tidspunkt blev jeg irriteret over hverken stil og indhold, hvad der ellers ofte sker. Den kommer godt ned i detaljen, men holder hele tiden fremdrift og tempo.

Bogen har helt givet krævet et kollossalt researcharbejde, og man fornemmer at Michael Valuer er en historiker, der kan sin metiér. Min respekt for forfatteren bliver ikke mindre af, at han har udgivet bogen på sit eget forlag, og selv har finansieret hele processen. Udgifterne til trykning af det første oplag (der er udsolgt) er tilvejebragt ved crowdfunding.

*Hjemløs* er et godt eksempel på, hvor langt man kan nå uden at skulle benytte de etablerede forlag. [Det har jeg skrevet om andet steds](https://www.hpbech.dk/newpub-et-faellesskab-med-2-500-medlemmer/), men vil gerne understrege det igen. De etablerede forlag vil stigende grad samle sig om de kendte og det kendte. Det kommer, der ikke altid noget nyt og innovativt ud af. Fremover vil vi se flere og flere perler som *Hjemløs* komme direkte fra forfatterne.

[![](https://hpbech.com/wp-content/uploads/Hjemlos.jpg)](https://hpbech.com/wp-content/uploads/Hjemlos.jpg)

**Titel:** [Hjemløs – Romanen om den glemte march i 1928](https://www.facebook.com/forlagetchokoladefabrikken/)
**Antal sider**: 595
**Forfatter**: Michael Valuer
**Forlag**: Chokoladefabrikken
**Udgivelsesdato**: 6. juli 2018
**Priser**: [Kr. 114,95 (e-bog)](https://bogreolen.dk/hjemloes_michael-valeur_9788793131040) eller kr. [269,95,- som gammeldags papirbog](https://bogreolen.dk/hjemloes_michael-valeur_9788799621422).
**Anbefaling**: Kan varmt anbefales til alle med interesse for historie, sociale og politiske forhold.
**Anmeldelser**: Bogen har allerede læseranmeldelser på [Goodreads](https://www.goodreads.com/book/show/41588667-hjeml-s).

**Categories:** Book reviews, Society

**Tags:** fixion_en, Politics and Economics

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### [Giv ledelsen tilbage til lederne](https://hpbech.com/da/giv-ledelsen-tilbage-til-lederne/)

**Published:** November 22, 2018
**Author:** Sarah Jacobsen

**Excerpt:** Alle managementteorier virker selvfølgelig nogle gange, ligesom man også nogle gange får en tagsten i hovedet eller bliver udnævnt til Verdens Bedste Far af UN.

**Content:**

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> Alle managementteorier virker selvfølgelig nogle gange, ligesom man også nogle gange får en tagsten i hovedet eller bliver udnævnt til Verdens Bedste Far af UN.

---

*Af Mogens Nørgaard*

[Så fik vi påpeget en management-teori](https://www.hpbech.dk/start-with-why-sadan-fik-vi-punkteret-endnu-en-management-myte/), der pudsigt nok heller ikke virker. Det fik mig til at gå lidt tilbage i mine noter, for jeg faldt over noget interessant for nogle år siden:

[![](https://hpbech.com/wp-content/uploads/The-management-myth.jpg)](https://hpbech.com/wp-content/uploads/The-management-myth.jpg)

For nogle år siden skrev en amerikaner bogen [The Management Myth](https://www.hpbech.dk/management-volapyk-og-konsulenters-varme-luft/). Han havde en baggrund i filosofi og havde så i øvrigt bygget en IT-biks op med 600 konsulenter uden at læse én eneste af alle de bøger han hele tiden fik at vide, at man burde læse.

Så fik han tid til det og fandt ud af, med udgangspunkt i sin filosofiske baggrund, at bøgerne groft sagt kunne opdeles i to bunker:

Dem, der anbefalede noget med at måle og belønne, fordi folk så ville yde mere – og dem, der anbefalede skift i omgivelserne (kontoret, etc.) med jævne mellemrum, fordi folk så ville yde mere.

Den første skole stammer fra ham den oprindelige målefyr (Taylor). Han ville bevise sin tese vha en meget stor ungarer, som fik at vide, at hvis han i stedet for de sædvanlige otte tons stål om dagen (vi taler Bethlehem Steel) kunne laste 16 tons (heraf alle sangene med det refræn) ville han få dobbelt så meget i dagsløn.

Den meget store ungarer klarede det lige, men var så udmattet, at han ikke kunne lave ret meget næste dag.

Resten af arbejderne blev ret irriterede på Taylor, og det blev ledelsen også, fordi han ødelagde en god, velfungerende biks.

De smed ham ud til sidst, hvorpå nogle af hans smarte venner foreslog ham, at han skulle tage på foredragsturné for at udbrede noget de kaldte “management science” eller lignende.

Vi bemærker, at hele idéen byggede på noget sludder, der aldrig er blevet bevist på nogen som helst videnskabelig eller konklusiv måde.

Vi bemærker også, at når ENDNU en snedig idé til måling og belønning af medarbejderne medfører mærkelig opførsel og utilfredse kunder svarer de (management-)konsulenter, der har opfundet skidtet, at så er det fordi man ikke måler det rigtige… Og så ellers tilbage til Start (så de ligesom i Matador kan indkassere alle pengene for at passere Start).

Den anden skole opstod hos en fyr ved navn Mayo (The Mayo Clinic, etc.), som mente, at hvis man ændrede belysningens intensitet ville hans seks kvinder kunne samle flere glødepærer per time. Han prøvede både at skrue op og ned og i begge tilfælde producerede de mere. Konklusionen var derfor nærliggende (skift ud jævnligt, lav en re-org, køb nye stole, etc etc) – så holder man medarbejderne på tæerne og motiverede.

Desværre var det løgn og latin og opdigt. Hans målinger påviste på ingen måde den fordom han startede med, og derfor gjorde han to ting: Han udvalgte omhyggeligt kvinder, der var hurtigere – og han fuskede tilmed med målingerne.

Alt i alt er alle managementteorier variationer over den slags ting, og de virker selvfølgelig nogle gange, ligesom man også nogle gange får en tagsten i hovedet eller bliver udnævnt til Verdens Bedste Far af UN.

Men for det meste er de bare irritanter for alle, og forstyrrer ordentlige mennesker i deres arbejde.

Løsningen hedder ledelse. Men ledelse kan kun udføres, hvis organisationen er fri for HR- og Management-folk, fordi begge dele tager ledelsesopgaver væk fra lederne og efterlader dem amputerede.

At mange ting fungerer i mange organisationer på trods af HR og Management galore skyldes udelukkende, at en masse ordentlige mennesker dagligt gør noget, de ikke burde gøre, for at hjælpe nødlidende kunder strandet i regler, processer og procedurer, der understøttes af management-teorier og lønningssystemer, der aldrig tager hensyn til kunderne.

Disse dagligdagens ubesungne helte kaldes mange ting. En variant af dem kaldes nogle gange The Corporate Pain Absorber.

Det er den heltinde, der prøver at tage noget sludder fra ledelsen/management-laget og “oversætte” det for de plagede medarbejdere og fortælle dem, at det egentlig er velment, og at alle lederne og al deres ledelse og management egentlig er gode folk, der er varmt klædt på og gode mod dyr – og omvendt viderebringer medarbejdernes frustrationer til ledelsen.

Al frustrationen har imidlertid en logisk holdeplads i CPA’ens mave, og det holder de ikke til i længden uden at drikke mere eller sparke på radiatorer hjemme hos dem selv.

Jeg håber, at management dør en naturlig død, men jeg tvivler.

Gid vi kunne hjælpe den på vej. Når Netcompany siger, at de lader lederne (!) ansætte medarbejdere og ikke blander HR-folk ind i det er det et helt rigtigt move, som man siger nu om dage.

Giv ledelsen tilbage til lederne og spar en masse HR- og Management-lønninger.

Åh jo, der skal naturligvis være en personaleafdeling til at tage sig af ulovligheder, stridigheder og juridiske ting, men det skal jo være en jurist eller lignende ligesom i gamle dage, så medarbejderne ikke skal høre om Enneagram’er, indre fugle med farver og andre mærkelige ting.

Men det er lidt ligesom storrumskontorer: Alle ved, at det er noget rigtigt skidt og rigtigt dårligt for produktiviteten, men alle fortsætter med det, fordi beslutningen om at afskaffe det skal tages af…. Ja, det er sjovt, ikke?

**Categories:** Book reviews, Society, Strategy

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### [For enhver pris - en bog om Lars Løkke Rasmussens seneste bedrifter](https://hpbech.com/da/for-enhver-pris-en-bog-om-lars-loekke-rasmussens-seneste-bedrifter/)

**Published:** November 27, 2018
**Author:** Hans Peter Bech

**Excerpt:** Selv om Folketinget formelt er en arbejdsplads, hvor medlemmerne får udbetalt et honorar for deres arbejde, og hvor de på papiret er organiseret i partier med ledere, så ligner det ingen anden arbejdsplads.

**Content:**

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> Selv om Folketinget formelt er en arbejdsplads, hvor medlemmerne får udbetalt et honorar for deres arbejde, og hvor de på papiret er organiseret i partier med ledere, så ligner det ingen anden arbejdsplads.

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[![](https://hpbech.com/wp-content/uploads/Lars-og-Henrik2.jpg)](https://hpbech.com/wp-content/uploads/Lars-og-Henrik2.jpg)Lars Trier Mogensen (øverst) og Henrik Qvortrup

***“Hvis man ønsker venner i politik, skal man købe en hund”*** er et citat, der hænger ved, efter at jeg har læst Henrik Qvortrup og Lars Trier Mogensens bog *For enhver pris*. Bogen handler om, hvordan det er lykkedes Lars Løkke Rasmussen med det yderste af neglene at hænge fast i jobbet som statsminister og leder af en mindretalsregering. Selv om de politiske hovedtemaer, som bogens handling bygger på, er velkendt stof, så er historierne, om hvad der foregår bag scenen og i omklædningsrummene, fascinerende, underholdende og nyt for mig (og nok også for de fleste).

# Min egen flirt med politik

[![](https://hpbech.com/wp-content/uploads/Beskaeftigelsesministeriet.jpg)](https://hpbech.com/wp-content/uploads/Beskaeftigelsesministeriet.jpg)

Fra august 1977 til december 1979 var jeg som nybagt cand. polit. først konsulent i [Lavindkomstkommisionens sekretariat](https://www.hpbech.dk/pseudoarbejde-hvordan-vi-fik-travlt-med-at-lave-ingenting/) og senere fuldmægtig i det daværende arbejdsministerium. Her fik jeg erfaring med at arbejde tæt på det politiske magtcentrum og fik mulighed for at snuse til det politiske system. Den 2. januar 1980 skiftede jeg til et job i den private sektor, og der er jeg blevet siden.

Efter at have været udstationeret og boet i Tyskland i en årrække vendte jeg i 2001 tilbage til Danmark. Jeg meldte mig ind i Venstre og blev aktiv i vælgerforeningen i Hillerød kulminerende med et enkelt år som formand for foreningen. Herefter havde jeg fået nok. Ikke at der er noget galt med Venstre i Hillerød, men mit temperament og mine evner egner sig blot ikke til det politiske foreningsarbejde. Desværre. Vores demokrati kræver, at der opbakning til de politiske partier. Jeg havde lyst til at yde et bidrag, men der var for mange snakkehoveder og for få, der ville smøge ærmerne op. Hvis alle kun vil snakke politik, går det hele op i hat og briller. Heldigvis kan Venstre sagtens klare sig uden mig, og heldigvis er der mange andre til at trække læsset. Både i Venstre og i andre politiske partier.

Vi skylder dem alle en stor tak.

# Politik som et arbejde[![](https://hpbech.com/wp-content/uploads/Folketinget.jpg)](https://hpbech.com/wp-content/uploads/Folketinget.jpg)

Selv om Folketinget formelt er en arbejdsplads, hvor medlemmerne får udbetalt et honorar for deres arbejde, og hvor de på papiret er organiseret i partier med ledere, så ligner det ingen anden arbejdsplads.

Et job, der kræver, at man med jævne mellemrum skal genvælges (af vælgere hvis kriterier er omskiftelige og tæt på uigennemskuelige), foregår i fuld offentlige belysning, hvor der kun kan besluttes noget, hvis man kan skaffe opbakning blandt mere end halvdelen af medlemmerne (og det skal der ikke laves om på), hvor det er vanskeligt at måle og dokumentere sine resultater, hvor man kan ryge ud i kulden fra det ene øjeblik til det næste, og hvor man ikke i forløbet kvalificerer sig til ret mange andre jobs, skal give et meget specielt arbejdsklima.

Bogen tegner da også et dystert billede af arbejdspladsen Christiansborg, der bestemt ikke er for sarte sjæle. Men den tegner også et billede af et miljø, hvor magten kan synes vigtigere end politikken. Om det er bedre at være i regering end i opposition, kan altid diskuteres. Men hvis en politiker bliver tilbudt en ministerpost, så kan det hurtig retfærdiggøres, at selv ubøjelige principper kan bøjes. Endda bøjes meget langt.

# Magten eller principperne

[![](https://hpbech.com/wp-content/uploads/Lars-Lokke-small.jpg)](https://hpbech.com/wp-content/uploads/Lars-Lokke-small.jpg)Lars Løkke Rasmussen

Selv om bogens titel og indhold synes at lægge op til, at vi skal forarges lidt over, at politikere så let løber fra deres principper, så er min holdning en anden.

Politikere *skal* ville magten.

Jeg stemmer på dem, for at de skal repræsentere mig bedst muligt. De skal søge i regering, når det på nogen måde kan lade sig gøre. Virker det overhovedet ikke, kan de træde ud, men at undvige regeringsansvar er efter min mening for tøsedrengsagtigt. Vi må naturligvis erkende, at det kan koste stemmer at sidde i regering, men når vi nu ved det, så gælder det om at forklare sig meget grundigt, når man indgår kompromisser, hvor man giver køb på sine programpunkter eller endog på sine principper. Nogle vælgere foretrækker, at man holder fanen højt, frem for at man tager små skridt i den rigtige retning eller får dæmmet op for skridt i den forkerte retning. Jeg tror dog, at de fleste kan forstå, at politik er det muliges kunst, og at det bør belønnes, når man tager ansvar.

Hvis bogen har ret i, at Dansk Folkeparti har investeret stor energi i blot at ydmyge Liberal Alliance, så synes jeg, det er helt galt. Det er ikke det mandat Dansk Folkeparti har fået af sine vælgere. Det er at lade sin politik styre af personlig forfængelighed.

[![](https://hpbech.com/wp-content/uploads/Anders-Samuelsen.jpg)](https://hpbech.com/wp-content/uploads/Anders-Samuelsen.jpg)Anders Samuelsen

Liberal Alliance har på alle måder fået øretæver i denne valgperiode, men jeg beundrer deres mod og deres forsøg på at kæmpe for deres mærkesager. Set med mine øjne har de med nedsættelserne af registreringsafgifterne på biler skabt glæde i mange danske familier. Topskatten har de ikke fået sænket, men det er også den sværest politiske sag, man overhovedet kan kæmpe for. Vi skal nok få topskatten fjernet, men det kommer til at tage 12-16 år at få det gjort. Det kommende valg vil afgøre om andre deler min optimisme.

At Lars Løkke Rasmussen skulle sætte alle principper over styr for at holde på regeringsmagten, har jeg stor respekt for. Hvordan ville alternativet have set ud? Og skal vi have regeringsledere, der udskriver nyvalg, hver gang det bliver svært? Jeg stemmer ikke på Lars Løkke Rasmussen, men hans evne til at manøvrere og holde på regeringsmagten kan ikke fremkalde andet end min respekt.

Men der kommer naturligvis et tidspunkt, hvor statsministeren må overveje, om han fortsat gavner sagen og partiet ved at blive. Hvis Lars Løkke Rasmussen ikke kan veksle sine fire år som statsminister med en øget vælgertilslutning ved næste valg, så kan han næppe fortsætte som Venstres leder.

# Selvskabt dramatik?

[![](https://hpbech.com/wp-content/uploads/Donald-Trump3.jpg)](https://hpbech.com/wp-content/uploads/Donald-Trump3.jpg)Dansk politik er gudskelov fortsat ret civiliseret

I betragtning af at bogen baserer sig på anonyme interviews, er beskrivelserne af persongalleriets humørmæssige tilstande og motiverne for deres handlinger (eller mangel på samme) overraskende detaljerede. Jeg synes i øvrigt ikke, at de tilføjer indsigten værdi. Hvilken betydning har det om nogen i en situation har været rødglødende af raseri eller tøsefornærmede?

Er Lars Løkke altid vægelsindet og ubeslutsom, eller vælger han bevidst at se tiden an? Det er kendt forhandlingstaktik at køre helt tæt på en tidsfrist og nogle gange lidt over. Specielt i politik kan det ligefrem være et nødvendigt bevis for, at forhandlingerne har været vanskelige.

Jeg mistænker ikke forfatterne for at referere andet end, hvad de har fået fortalt, men jeg mistænker dem for at skrue unødvendigt op for dramatikken og tilføje spillet lidt kunstig teatertorden. Måske har de været fanget af, at bogens undertitel indholder ordet “dramatisk”? Det tilfører ikke fortællingen værdi, men virker tværtimod kunstigt og opstyltet.

# Vi skylder dem en stor tak

Jeg har aldrig været ramt af den såkaldte politikerlede og efter at have læst bogen, er der ikke ændret på det forhold. Vi må acceptere, at kun meget få trives med et job som politiker. De, der melder sig og bliver valgt, fortjener vores opbakning og respekt (hvis ikke de lyver, tager af kassen eller på anden måde opfører sig uanstændigt). At de ikke leverer det, de lovede, når det ikke er politisk muligt, vil jeg aldrig klandre dem for.

Sælger politikere ud af deres principper for til gengæld at få ministerposter med dermed tilhørende goder? Det har jeg svært ved at blive forarget over. Hvis ikke man kan få sine programpunkter igennem, hvad er der så galt med at veksle tilslutningen til et kompromis med en plads i regeringen? At have personer i partiet, der har ministererfaring, er i min optik et kæmpe plus næste gang, jeg skal sætte mit kryds.

At politikere (som alle andre, der skal vinde opbakning til en sag) ofte lover mere end de kan holde, bør vi alle være klar over og tage med i vores betragtninger, når vi skal afgøre, hvem vi vil stemme på. Ingen kender folketingets sammensætning før efter valget, og først her vil det vise sig, hvad der reelt kan lade sig gøre. At hyle op bagefter nytter ikke altså noget. Hvis du er utilfreds med politikerne, så må du stemme på nogle andre. Er der slet ikke nogen, du synes om, så må du selv stille op. Vi lever i et demokrati. Hurra for det.

[![](https://hpbech.com/wp-content/uploads/For-enhver-pris.jpeg)](https://hpbech.com/wp-content/uploads/For-enhver-pris.jpeg)

**Titel:** For enhver pris – Dramatisk insider-fortælling om Løkkes ofringer for at overleve som statsminister
**Antal sider:** 250
**Forfattere:** Henrik Qvortrup og Lars Trier Mogensen
**Forlag:** People’s Press
**Udgivelsesdato:** 25. oktober 2018
Priser: [Kr. 158,95 (e-bog)](https://bogreolen.dk/for-enhver-pris_henrik-qvortrup_9788772009759) eller [231,95 som gammeldags papirbog](https://bogreolen.dk/for-enhver-pris_henrik-qvortrup_9788771806793).
**Anbefaling:** Kan varmt anbefales til alle med interesse for politik og samfundsforhold.
**Anmeldelser:** Bogen har fået gode anmeldelser blandt forfatternes kolleger, og også en del [læseranmeldelser](https://www.goodreads.com/book/show/42454542-for-enhver-pris).

**Categories:** Book reviews, Politics

**Tags:** Politics and Economics

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### [Silicon Valleys regel nummer et: Fake It till You Make It](https://hpbech.com/da/silicon-valleys-regel-nummer-et-fake-it-till-you-make-it/)

**Published:** December 12, 2018
**Author:** Hans Peter Bech

**Excerpt:** At forsøge sig med et par usandheder i processen med at finde fodfæste, tror jeg ikke er anbefalelsesværdigt. Det rokker ved nogle fundamentale værdier, som man netop har brug for, når man ikke har så meget andet at vise frem.

**Content:**

---

> At forsøge sig med et par usandheder i processen med at finde fodfæste, tror jeg ikke er anbefalelsesværdigt. Det rokker ved nogle fundamentale værdier, som man netop har brug for, når man ikke har så meget andet at vise frem.

---

[![](https://hpbech.com/wp-content/uploads/fake-it-unicorn.jpg)](https://hpbech.com/wp-content/uploads/fake-it-unicorn.jpg)

For mange år siden var jeg til et møde i netværket [Silicon Vikings](http://siliconvikings.com), der har til formål at knytte forbindelser mellem de nordiske/baltiske lande og det sprudlende iværksættermiljø på den amerikanske vestkyst. En af talerne, der skulle forklare, hvad vi i Norden kunne lære af kulturen i bunden af the San Francisco Bay, nævnte et udtryk, som jeg ikke havde hørt før: *Fake It till You Make It.* Oversat til dansk ville det vel svare til: “snyd indtil du ikke behøver det længere”. Det klinger ikke godt på dansk, så selv om jeg har hørt udtrykket mange gange siden, og også selv har brugt det, optræder det altid i sin originale engelske indpakning.

# Crossing the Chasm

[![](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png)](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png)

Udtrykket faldt, da foredragsholderen diskuterede den velkendte udfordring, at mange kunder ikke binder an med nye virksomheder. Kunderne er konservative og bange for at begå fejl. Selv om et nyt produkt kan have mange forele, så vil de fleste kunder hellere vente med at købe, til andre har bevist, at produkterne fungerer.

Hvis man som ny virksomhed også tilbyder en ny teknologi, så er opgaven med at få markedet i tale dobbelt så vanskelig.

Derfor er man i Silicon Valley ikke bleg for at føje velkendte firmanavne til referencelisten på sin hjemmeside, selvom de faktisk ikke er kunder. Det beroliger andre potentielle kunder, så man hurtigere kan få sine produkter accepteret på markedet. At skrive for eksempel Coca Cola på sin kundeliste, selvom de ikke bruger produktet, er nærmest risikofrit. Coca Cola er så stor en virksomhed, at ingen næppe vil tage notits heraf. Og skulle det blive bemærket af nogen hos sodavandsgiganten, kan man jo blot fjerne navnet igen.

På samme måde kunne man også godt love lidt mere, end produktet lige pt. kunne levere. Inden en ny potentiel kunde får truffet sin købsbeslutning, vil en ny version af produktet have indhentet det manglende.

*Fake It till You Make It* var en helt ligitim, meget brugt og ufarlig måde, at få det hele til at glide lidt hurtigere og nemmere på.

# Bad Blood: Secrets and Lies in a Silicon Valley Startup

[![](https://hpbech.com/wp-content/uploads/Elizabeth-Holmes-Bloomberg-Front-Page.jpg)](https://hpbech.com/wp-content/uploads/Elizabeth-Holmes-Bloomberg-Front-Page.jpg)

Hvad, der kan synes som et uskyldigt og harmløst lille fif, kan imidlertid udvikle sig til den helt store katastrofe (og en lidt mindre som jeg kommer tilbage til længere nede).

I sin bog [*Bad Blood: Secrets and Lies in a Silicon Valley Startup*](https://www.hpbech.dk/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/), der handler om Theranos, der i kæmpeformat kørte princippet “Fake It till You Make It”, beskriver jounalisten og forfatteren John Carreyrou i detaljer, hvor slemt det kan gå, når det lille uskyldige koncept falder i de forkerte hænder og køres helt ud.

Det er anbefalet læsning, der forklarer, hvordan en del meget kendte amerikanere tabte ansigt, investorerne tabte knap en milliard dollars, kunderne, der hoppede på ideen, tabte nogle hundrede millioner dollars og en del af de patienter, der fik analyseret deres blod på virksomhedens apparater, fik nogle meget ubehagelige oplevelser. At ingen døde som følge af Theranos’ fortolkning af *Fake It till You Make It* princippet er et mirakel. En del af de ansatte blev efterladt med varige traumer, og et enkelt selvmord blev det da også til.

# Det startede med en misforståelse

[![](https://hpbech.com/wp-content/uploads/Positive-thinking.jpg)](https://hpbech.com/wp-content/uploads/Positive-thinking.jpg)

*Fake It till You Make It*-princippet ligger i forlængelse af filosofien om positiv tænkning. Det går altså ud på at overbevise sig selv om, at man kan noget, man ikke kan. Ved en koncentreret indsats kan må så flytte sig derhen, hvor man gerne vil. Selvsuggestion kan man også kalde det, og jeg skal ikke afvise, at det virker.

Men det går altså ud på at snyde *sig selv* – ikke på at snyde andre.

I Silicon Valley udgaven er princippet sluppet ud iblandt os og anvendes til legitimering af lemfældig, men tilsyneladende nøje kontrolleret og uskyldig omgang med sandheden. Der er blot den hage ved det, at hvor det står os alle frit, hvad vi vælger at bilde os selv ind, så er der meget skarpere grænser for, hvad vi kan tillade os at bilde andre ind. Når vi skal fortælle om, hvad vi vil kunne i fremtiden, er der lidt mere frit spil, for hvem kender fremtiden. Men når vi skal fortælle, hvad vi kan i dag, og hvem vores kunder er, så bør der ikke være noget spillerum.

# Optimisme i Brøndby

[![](https://hpbech.com/wp-content/uploads/Photon-Imager-II-226x300.png)](https://hpbech.com/wp-content/uploads/Photon-Imager-II.png)Mercantes printer

I april 1989 blev jeg tilbudt jobbet som salg- og marketingdirektør for startup-virksomheden Mercante i Brøndby. Virksomheden var ikke helt grøn. En tidligere version af firmaets printer var blevet solgt af Philips under deres navn. Nu var Mercante klar med en ny version af deres LED-printer, havde fået tilført 40 friske millioner (kroner) og skulle ud i den store verden under eget navn.

Det gik ikke godt. Det lykkedes aldrig, at få den nye printer til at leve op til sine egne designspecifikationer.

Vi kørte ikke bevidst efter *Fake It till You Make It*-princippet, og vi påstod ikke at have kunder, som vi ikke havde, men vi troede, at vi kunne udvikle et produkt, som det så viste sig, at vi ikke kunne. Og vi frigav produktet til salg, mens det stadig var smæk fyldt med fejl.

Det var et job, jeg aldrig skulle have sagt ja til. Men at få skabt nye kunder og omsætning til opstartsvirkomhed var mit speciale, løn- og optionspakken var attraktiv, investorerne havde sagt god for, at der kunne skydes millioner i projektet og Philips havde solgt en tidligere version. Hvad kunne gå galt? Jeg gjorde ikke min egen due dilligence, og det var en stor fejl.

[Detaljerne i den historie kan du læse her.](https://medium.com/@hpbech/going-global-on-a-shoestring-the-successful-failure-a5114720668f)

# Emulering af den menneskelige hjerne

[![](https://hpbech.com/wp-content/uploads/Ideas-and-wheels.jpg)](https://hpbech.com/wp-content/uploads/Ideas-and-wheels.jpg)

Jeg slap ud af Mercante netop som skuden sank og arbejdede herefter mange år i virksomheder, der ikke havde samme store vanskeligheder med at få produkterne til at virke. Der var altid udfordringer, men i det store hele kom tingene på plads, og kunderne var glade.

[Netop hjemkommet fra fire år i Tyskland](https://tbkconsult.com/product/fra-damgaard-til-microsoft-paperback/), og i overvejelser om at starte min egen virksomhed, bliver jeg i august 2001 kontaktet af en headhunter. En investor havde skudt 10 millioner i en iværksætter, der havde udviklet et banebrydede produkt og skulle nu bruge en administrerende direktør. Iværksætteren var nørden, der ikke havde lyst til at tage sig af det administrative og det kommercielle, og derfor skulle der findes en erfaren person til den opgave.

Efter det første møde kunne jeg med sikkerhed konstatere tre forhold:

1. Virksomheden havde ikke brug for en administrerende direktør. Der er ikke meget at administrere i en virksomhed med 10 udviklere, en receptionist og en bogholder på deltid.
2. Virksomheden havde ikke udviklet et produkt. De havde en ide om et produkt, som de nu skulle i gang med at udvikle.
3. Der var stor sandsynlighed for, at produktet, som det var tænkt, ikke ville kunne færdiggøres med den indskudte kapital.

Vi fik derfor skruet en aftale sammen, hvor jeg på papiret var adm. direktør, men mine hovedopgaver var at revidere forretningsplanen og forberede en ny kapitaltilførsel.

[![](https://hpbech.com/wp-content/uploads/3D-model.jpg)](https://hpbech.com/wp-content/uploads/3D-model.jpg)

Novamind, som firmaet hed, havde udviklet en teknologi, der skulle kunne generere 3D geometri og tekstur fra almindelige filmoptagelser. Med et håndholdt HD videokamera kunne man optage en film af de motiver, som man ønskede omsat til en 3D model.

Man kan sige sig selv, at et stykke software, der skal tolke en række 2D billeder for at generere en 3D repræsentation, skal have nogenlunde den samme erfaringsbase som den menneskelige hjerne. Hvornår er en skygge ikke blot en anden farve, hvornår er en refleksion ikke et selvstændigt billede, hvornår buler noget ind og hvornår buler det ud? Når vi opfatter tre dimensioner i 2D planer, så er det kun fordi vores hjerne har lært, at sådan ser virkeligheden ud. Kunne denne erfaring bygges ind i et stykke software?

## Revision af forretningsplanen

[![](https://hpbech.com/wp-content/uploads/3D-photo-room.jpg)](https://hpbech.com/wp-content/uploads/3D-photo-room.jpg)

Businesscasen for den første kapitaltilførsel på de 10 millioner, var en erstatning af de 360-graders billeder, som ejendomsmæglerne benyttede i deres web-annoncer.

Det tog kun er par samtaler med udvalgte ejendomsmæglere at tage livet af den forudsætning. Dels var ejendomsmæglerne godt tilfredse med 360-graders billederne, dels var der et veletableret serviceapparat til at få dem optaget, så prisen var lav, og dels var der ingen oplagt value-add i at skifte dem ud. Samlet set var der ikke en tro på, at en 3D repræsentation af en bolig ville gøre den hurtigere at sælge eller indbringe en højere pris.

Vi fandt et lille konsulenthus i Texas, der specialiserede sig i 3D markedet, og sammen med dem afsøgte vi de forskellige markedssegmenter, uden at de potentielle kunder fik kendskab til opdragsgiveren. På den måde kunne vi opstille forskellige produktspecifikationer og få deres respons på anvendeligheden. Den slags feedback, hvor kunderne ikke skal lægge penge på bordet, skal man tage med et gran salt, men vi ønskede ikke at lægge hovedet på bloggen og stille noget alt for firkantet i udsigt, før vi vidste, hvor langt vi kunne nå for de ti millioner.

## Stop inden legen bliver farlig

Efter seks måneder stod følgende klart:

1. Filmindustrien var som de eneste parate til at betale endog meget store summer for teknologien, hvis den virkelig kunne baseres på almindelig HD videofilm.
2. En modning af teknologien til filmindustrien ville koste skønsmæssigt yderligere 50 millioner og for at skaffe computerkaft nok til at få resultaterne ud rimeligt hurtigt, skulle der udvikles dedikeret hardware.
3. For de 10 millioner, vi allerede havde fået, kunne der tilvejebringes en nedskaleret udgave til at fremstille 3D-repræsentation af mindre objekter, men her var der allerede nogen konkurrence og meget lave prispunkter.

Det lykkedes os ikke at finde investorer, der var interesseret i hverken model 2 eller model 3.

I ro og mag lukkede vi firmaet ned. Investorerne tabte deres penge, Lønmodtagernes garantifond holdt medarbejderne skadesløse, og inventaret blev solgt for at honorere de få kreditorer.

# Iværksætteri er altid behæftet med risiko, men med ærlighed kommer man længst

[![](https://hpbech.com/wp-content/uploads/Reasons-for-failure2.png)](https://hpbech.com/wp-content/uploads/Reasons-for-failure2.png)

Startups, der baseres på nye produkter, er forbundet med betydelig risiko. [I den velkendte undersøgelse](https://www.cbinsights.com/research/startup-failure-reasons-top/) over hvorfor startups fejler, er nogle af de hyppigste årsager, at der ikke er et marked for produktet, at man løber tør for penge, at man ikke kan konkurrere og at produktet er dårligt.

At forsøge sig med et par usandheder i processen med at finde fodfæste, tror jeg ikke er anbefalelsesværdigt. Det rokker ved nogle fundamentale værdier, som man netop har brug for, når man ikke har så meget andet at vise frem. Det smitter hurtigt af på kollegerne, og snart ved man ikke hvem, og hvad man kan stole på. Det gør investorerne og kunderne utrygge. Og har man først sagt en usandhed, bliver man ofte fristet til at bygge videre ad samme vej.

Elizabeth Holmes og [Theranos](_wp_link_placeholder) er et glimrende eksempel på, hvor galt det kan ende. Hvis man afstår fra at slå ind på denne vej, har man faktisk elimineret en risiko.

**Categories:** Book reviews, Globalisation, Society, Strategy

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### [Digitale Guldkorn fra Kaffebaren Blichfeldts Bønner](https://hpbech.com/da/digitale-guldkorn-fra-kaffebaren-blichfeldts-boenner/)

**Published:** January 29, 2019
**Author:** Hans Peter Bech

**Excerpt:** Det er mennesker, der ændrer verden. 
Jeg taler med nogle af dem.

**Content:**

---

> Det er mennesker, der ændrer verden. Jeg taler med nogle af dem.

---

 ![Kaffebaren Blichfeldt Bønner i Hillerød](https://www.hpbech.dk/wp-content/Kaffebaren-11-2018-300x206.jpeg) Kaffebaren Blichfeldts Bønner i Hillerød  

I år skriver jeg en serie artikler, der baserer sig på interviews med en række spændende mennesker i IT-branchen. Interviewene foregår på Kaffebaren Blichfeldts Bønner på Slotsgade i Hillerød. Det er uformelle samtaler først på mandagen, hvor byen ryster weekenden af sig, cappucinomaskinen pruster, de hjemmebagte boller snurrer i ovnen og de tidlige stamgæster finder frem til deres vante pladser.

Kaffebaren Blichfeldts Bønner er en lille skæv oase på gågaden i Hillerød. Indrettet i et gammelt ramponeret lokale med et møblement, der er et skønt sammensurium af meget folkelige stilarter, har indehaveren Marina Blichfeldt fået skabt en uformel og afslappet ramme, der har truffet en nerve i lokalbefolkningen. Stedet er ikke uden grund utroligt populært. Den meget personlige service, som Marina og hendes stab hælder oveni de særegne omgivelser, er nu nok hovedingrediensen i den succesfulde opskrift.

## Salget som profession i 2019

 ![Anders Hjort](https://hpbech.com/wp-content/uploads/Anders-Hjort-small.jpg) 

[Det første interview](https://www.hpbech.dk/spin-selling-i-det-21-arhundrede/) er med [Anders Hjort](https://www.linkedin.com/in/andershjort/) fra [Huthwaite International](https://www.linkedin.com/company/huthwaite-international/), der er organisationen bag [S.P.I.N.](https://www.amazon.com/SPIN-Selling-Neil-Rackham/dp/0070511136) selling frameworket. Neil Rackham udgav bogen SPIN Selling i 1988, og den metode, som bogen beskriver, blev ret hurtigt udbredt blandt virksomheder, hvor salgsaktiviten spillede hovedrollen i afsætningsbestræbelserne. Jeg blev bekendt med SPIN i 1990 og har benyttet konceptet siden. Men SPIN er jo opfundet inden vi fik internettet, så holder konceptet fortsat? Det er på den baggrund, at jeg har inviteret Anders på Kaffebaren. Vi snakker om salget som profession, og hvordan status ser ud i dag, hvor internettet og de sociale medier har forbedret kundernes muligheder for selv at søge indsigt. Vi diskuterer hvordan IT-teknologien påvirker virksomhedernes afsætningsproces, og hvilken rolle salget spiller, når termer som social selling, content marketing, sales development og customer success suser rundt i æteren.

## Den Luddovne Bogholder

 ![Frederik Sandgrav](https://hpbech.com/wp-content/uploads/Frederik-Sandgrav2.jpg) Frederik Sandgrav  

Den Luddovne Bogholder [Frederik Sandgrav](https://www.linkedin.com/in/frederik-sandgrav/) lægger også vejen forbi og fortæller [om sit gennembrud på LinkedIn](https://www.hpbech.dk/eventyret-om-den-luddovne-bogholder/) som den digitale regnskabsekspert, om sin virksomhed Sandgrav Solutions, sine ambitioner og sine udfordringer. Innovationen omkring processerne i og omkring virksomhedernes økonomifunktioner er accellereret kraftigt de senere år, og da mange virksomheder alligevel skal flytte fra de udtjente in-house programmer til moderne cloud-baserede løsninger, er der opbrud i markedet. Samtidigt har flere fået øjnene op for, at økonomi og regnskab ikke i sig selv er værdiskabende aktiviteter og derfor gerne vil outsource opgaverne. Frederiks forretningkoncept er at køre og samtidigt optimere kundernes økonomifunktion. Hans mål er ikke blot at gøre arbejdet nemmere, hurtigere og billigere, men også gøre det enklere for alle andre i virksomheden at udføre deres omgang med de betroede midler.

## Mennesker, organisation og ledelse

 ![Bo Nielsson](https://hpbech.com/wp-content/uploads/Bo-Nielsson2.jpg) Bo Steffan Nielsson  

Vi skal også snakke om mennesker og organisation, og til konversation over de temaer har jeg inviteret ledelsesguruen og IT-nørden [Bo Nielsson](https://www.linkedin.com/in/nielsson/) til at lægge vejen forbi. Bo var arkitekten bag implementeringen af den lærende organisation i Danmark i midten af 1990’erne. Som nyslået direktør for kultur og adfærd i IT-firmaet Damgaard Data designede Bo i 1994 programmet [Lær-at-lære](https://www.hpbech.dk/kultur-spiser-strategi-til-morgenmad/). Her blev 450 medarbejdere over en treårig periode trukket igennem et 11-dages personligt udviklingsforløb, der skulle få dem til at tro mere på sig selv og arbejde bedre sammen med andre. Formålet var at skabe en organisation, der kunne vokse og manøvrere hurtigt i en IT-branche, der var præget af en hæsblæsende ændringstakt, uden at der skulle opbygges tunge mellemlederlag og bureaukratiske procedurer. Det var et banebrydende projekt, der er grundigt beskrevet i min bog [Fra Damgaard til Microsoft](https://bogreolen.dk/soeg/?text=Fra+Damgaard+til+Microsoft&vt=r). Bo har arbejdet videre med principperne og er i dag klar med [et ajourført program](https://www.hpbech.dk/digital-transformation-pa-dansk/), der kan hjælpe især ambitiøse og vækstpotentielle virksomheder med at få styr på ledelese, organisation og digital transformation.

## Danmarks hurtigst voksende boghandel er på vej mod nye markeder

 ![Rasmus Vittrup Halvor](https://hpbech.com/wp-content/uploads/Bogreolen.jpg) Teamet bag bogreolen.dk: Beate Aimée Christiansen (tv.), Anders Hyldig og Rasmus Vittrup Halvor  

Vækst og boghandel er ikke to begreber, vi for tiden forbinder med hinanden her i landet. Men der er en undtagelse: [bogreolen.dk](https://bogreolen.dk)

Som navnet antyder, er der tale om en boghandel på nettet. Besøger du [bogreolen.dk](https://bogreolen.dk) vil du umiddelbart bemærke, at der stort set findes alle udgaver af alle danske titler, til særdeles attraktive priser og lynhurtig levering. Melder du dig ind i deres bogklub, er priserne de laveste i Danmark. Der er imidlertid også en anden facet af deres succes, som du ikke kan se med det blotte øje, og det har jeg talt med [Rasmus Vittrup Halvor](https://www.linkedin.com/in/rasmus-vittrup-halvor-39247128/), der er founder og CEO, om.

[Læs artiklen her.](https://www.hpbech.dk/pa-vej-mod-at-blive-nordens-storste-boghandel/)

## Motoren bag den digitale transformation

 ![](https://hpbech.com/wp-content/uploads/Niel-Rokkjaer-1.jpg) Niel Rokkjær  

Vi skal også en tur over i, hvad nogle vil opfatte som det mere nørdede, nemlig systemintegration. Men systemintegration er på vej til at blive meget stort, nok nærmere mega stort. [Niel Rokkjær](https://www.linkedin.com/in/niel-rokkjær-41006855/), der startede og fortsat leder virksomheden [IEX](https://iex.dk), som leverer automatiske integrationer til webshops, regnskab, POS- og lagersystemer, har taget turen fra Albertslund til Hillerød for at fortælle mig, hvordan de får systemer til at tale sammen, og hvorfor det er den nødvendige forudsætning for digital transformation i små og mellemstore virksomheder.

[Historien starter med en digtsamling, og så bliver det ellers spændende og faktisk ikke spor nørdet.](https://www.hpbech.dk/systemintegration-det-nye-sort/)

## Mennesker der vil ændre verden

 ![Hans Peter Bech](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-pa-kaffebaren-512.jpg) 

Kender du en spændende person, der brænder for en sag og er på vej til at ændre verden, så må du gerne give mig et praj. Måske er der basis for en times konversation på Kaffebaren Blichfeldts Bønner. Det foregår altid mandag formiddag, tager en time, og der tales til min voice recorder i en uformel og afslappet atmosfære.

Om ikke andet så er kaffen altid god og bollerne super lækre.

**Categories:** Book reviews, Business development, Globalisation, Politics, Society, Strategy

**Tags:** Publishing

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### [Digital transformation på dansk](https://hpbech.com/da/digital-transformation-paa-dansk/)

**Published:** February 26, 2019
**Author:** Hans Peter Bech

**Excerpt:** Danmark er ikke i en position, hvor vi kan eller vil konkurrere på lav løn. Hvis vi beder de, der har lyst til lav løn, om at række hånden op, vil vi næppe se mange fingre.

**Content:**

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> Danmark er ikke i en position, hvor vi kan eller vil konkurrere på lav løn. Hvis vi beder de, der har lyst til lav løn, om at række hånden op, vil vi næppe se mange fingre.

---

 ![](https://hpbech.com/wp-content/uploads/Bo-Nielsson2.jpg) Bo Steffan Nielsson  

Det engelske begreb *buzz-word* findes ikke rigtig i en dansk version. [*Floskler*](https://www.linkedin.com/pulse/how-we-can-avoid-clich%C3%A9s-empty-phrases-our-hans-peter-bech/) *med kort holdbarhed* kan vi måske kalde det? Blandt tidens mest slidte floskler finder vi disruption, kunstig intelligens og digital transformation. Efter en voldsom opblomstring, der kulminerede med regeringens oprettelse af et disruptionråd i 2017 er disruption som ord på vej ud af den daglige debat. Til gengæld er [kunstig intelligens](https://hpbech.com/da/kunstig-intelligens-et-middel-og-ikke-et-maal/ "Kunstig intelligens – et middel og ikke et mål") (som jeg hørte om første gang i 1980) og digital transformation på vej op ad floskelbarometeret.

Min aversion mod floskler skyldes primært, at de mangler [en præcis definition](https://tbkconsult.com/how-we-can-avoid-cliches-and-empty-phrases-in-our-communication/) og anvendes af mange til at beskrive noget, de ikke rigtig forstår den praktiske betydning af. Jeg er derfor en kende reserveret, da jeg starter mit interview med [Bo Nielsson](https://www.linkedin.com/in/nielsson/), der er en af pionererne bag 90ernes Lærende Organisation i Danmark, og som nu står bag virksomheden Genes36, der skal hjælpe virksomheder og organisationer med den der digitale transformation.

## Frøen i gryden

Hvis man har været i erhverslivet i nogle år, kan man godt blive lidt træt af at høre, at i dag går udviklingen hurtigere end nogensinde. Det er ikke forkert. Tværtimod. [Men det er bestemt heller ikke nyt](https://hpbech.com/da/dreams-details-genopfind-din-virksomhed-og-dit-lederskab-mens-det-stadig-gaar-godt/ "Dreams & details – genopfind din virksomhed og dit lederskab – mens det stadig går godt"). Så hvordan måler vi lige, hvor hurtigt hvad går, og hvad kan vi gøre ved det? Sådan helt lavpraktisk. Og hvad sker der helt konkret, hvis vi venter lidt med den der digitale transformation?

 ![](https://hpbech.com/wp-content/uploads/Preben-Damgaard-2.jpg) 

Da [Preben Damgaard](https://www.linkedin.com/in/preben-damgaard-859722/), adm. dir. og medgrundlægger af softwarefirmaet Damgaard Data i marts 1993 anlagde et helikopterperspektiv på sin virksomhed, var der udsigt til en vækst i omsætningen på 25% samt det største overskud i selskabets historie. Alligevel var han urolig. Både IT-industrien og de markeder, som firmaet betjente, havde været og ville fortsat blive udsat for voldsomme forandringer. Samtidigt vidste Preben, at virksomhedens vækstpotentiale i Danmark og internationalt i det store hele var uforløst. På mindre end ti år var virksomheden vokset fra 0 til 150 millioner i omsætning og beskræftigede mere end 100 medarbejdere. Hvordan kunne han forberede virksomheden på en endnu voldsommere vækst i en industri og et marked i hastig og uforudsigelig forandring?

 ![](https://hpbech.com/wp-content/uploads/Frog-in-pot-istock.jpg) 

Problemstillingen er beskrevet i Prebens [legendariske leder](https://tbkconsult.com/product/fra-damgaard-til-microsoft-paperback/) i den unge virksomheds interne personaleblad, hvor han fortæller historien om frøen, der ikke lægger mærke til de små ændringer i vandets temperatur og derfor undlader at springe op af gryden, før det er for sent.

Løsningen på Damgaard Datas udfordring kom fra den samme Bo Nielsson, som jeg i dag skal interviewe. Det var nemlig ham, der foreslog, at man tog hele organisationen igennem et elleve dages personligt udviklingsforløb, der skulle gøre dem i stand til at optimere virksomheden, dens produkter og processer efter en række overordnede mål og i takt med at forandringerne i omgivelserne materialiserede sig. Det kaldte man i midten af 90erne for *den lærende organisation* og vurderet på Damgaard Datas økonomiske resultater lykkedes operationen (blot syv år senere blev Damgaard børsnoteret til en markedsværdi på 3,3 milliarder). Bo Nielsson blev i 1994 udnævnt til direktør for holdninger og adfærd og arbejdede i to år dedikeret på at gennemføre projektet, der kom til at omfatte alle virksomhedens 450 medarbejdere. Herefter forlod han firmaet for at gennemføre lignende projekter i andre danske virksomheder.

> *“Digital transformation er ikke et nyt fænomen”*, siger Bo Nielsson. *“Grundlæggende er løsningen heller ikke ny, men hvor Damgaard Datas Lær-at-Lære forløb var et afgrænset projekt, så skal det i dag være en integreret del af virksomhedens ledelsesplatform.”*

## Software spiser verden, og mange har endnu ikke vænnet sig til smagen

Da Marc Andreesen i august 2011 skrev sin berømte artikel i The Wall Street Journal med titlen [Why Software is Eating The World](https://www.wsj.com/articles/SB10001424053111903480904576512250915629460), benyttede han ikke udtrykket digital tranformation, selv om det var det, artiklen handlede om. Informationteknologi og specielt software siver ind i forretningsmodellens ni kasser og muliggør proces- og produktforbedringer på alle fronter. Og det går stærkt. Meget stærkt. Men det er primært unge virksomheder, der rykker hurtigt og ved samme lejlighed trækker tæppet væk under de, der ikke registrerer ændringerne i temperaturen.

 ![Business model and business model environment](https://hpbech.com/wp-content/uploads/Business-Model-with-environment-1024x761.png) Forretningsmodellen med en struktur for dens forandrelige omgivelser > *“Digital transformation er ikke primært en teknisk udfordring,”* understreger Bo Nielsson. *“Man skal naturligvis forstå de mange nyskabelser og kunne oversætte dem til konkrete forbedringer i sine egne produkter, processer og relationer, men de digitale kompetencer skal kombineres med udviklingen af medarbejdere, der er opsøgende nysgerrige, kan arbejde selvstændigt på tværs af organisationens siloer, og som er ivrige efter at afprøve nye veje. Det sidste er langt vanskeligere end det første.”*

Med Genes36 har Bo Nielsson sat sig for at udvikle et digitalt ledelsesværktøj, der skal gøre det muligt for alle virksomheder at udvikle og fastholde en innovationskultur, der passer bedre til forandringstempoet i den 21. århundrede.

> *“Tiden er løbet fra de store organisationsudviklingsprojekter, der kun har (og desværre primært negativ) effekt, mens der er konsulenter i huset,”* fortsætter Bo Nielsson. *“Principperne bag Blue Ocean/Red Ocean, som var et bud på en videnskabelig tilgang til at finde virksomhedens strategiske retning, og Balanced Scorecard, som anviste, hvordan den skulle implementeres i organisationen, er for langsomme og for konsulentkrævende. Med Genes36 vil jeg udsætte strategi- og organisationsudvikling samt innovation for en digital transformation, der gør det muligt for alle virksomheder, store som små, at blive agile og innovative. Resultatet skal være virksomheder og organisationer, der bliver mere effektive, konkurrencedygtige og langt sjovere at arbejde i.”*

## Digital transformation er et leverandøropfundet begreb

 ![Adaptive cruise control](https://hpbech.com/wp-content/uploads/Adaptiv-cruise-control.jpg) 

Hvis du kører i en bil udstyret med en adaptiv fartpilot, så er jeg sikker på, at du sætter stor pris på det. Det er mange gange bedre end den gamle statiske fartpilot. Teknisk set er den adaptive fartpilot lang mere kompliceret. Den kræver sensorer og computerkraft, der kan analysere data og træffe rigtige beslutninger om bilens adfærd. Beslutninger, som bilens fører ellers selv skulle have truffet. Den adaptive fartpilot træffer hurtigere og bedre beslutninger end bilens fører. Resultatet bliver en mere behagelig og sikker kørsel samt færre ulykker.

Pointen er, at du, som fører af bilen, ikke behøver at kende detaljerne i teknikken bag den adaptive fartpilot. Det er jo komplet ligegyldigt, hvordan den fungerer, når blot den er nem at betjene og gør din kørsel mere behagelig og sikker. Den adaptive fartpilot er et godt eksempel på digital transformation i et forbrugerprodukt, hvor volumenproduktionen gør det muligt at standardisere den fuldt ud.

> *“Når virksomhederne skal tage ny teknologi til sig for at forbedre deres produkter, processer og relationer, med henblik på at rykke fra konkurrenterne, så kan de desværre ikke forvente, at det hele kommer pænt indpakket og klar til brug,”* forklarer Bo Nielsson. “*Marc Andreesen havde ret, da han redegjorde for IT-teknologiens potentiale overalt i virksomheden, men den store udfordring er fortsat, hvordan man tager fordelene hurtigere til sig.”*

Begrebet digital transformation er opfundet af IT-branchen og har ikke vundet genklang i det brede erhvervsliv. Det er for abstrakt. IT-branchen har altid været karakteriseret ved at opfinde teknologier, der ikke umiddelbart var svaret på problemer, som kunderne var bevidste om at have. Branchen har været og er fortsat verdensmestre i at udvikle løsninger, hvis praktiske anvendelse i starten er teoretiske og uklare.

> *“IT-branchen er altid foran kunderne,”* understreger Bo Nielsson. *“I hvert fald når vi ser på alle virksomheder over en bred kam. Det fænomen blev formuleret af Professor Rogers allerede i 1962 som “*[The Law of Diffusion of Innovation](https://en.wikipedia.org/wiki/Diffusion_of_innovations)*”. Her er vi oppe mod menneskets natur, men det giver jo netop de visionære en kæmpe fordel. Med Genes36 tilbyder jeg de virksomheder, som kan se fordelen ved at mindske afstanden mellem innovationer og deres praktiske anvendelse, et værktøj til at styre processen. Formålet er naturligvis at opnå større produktivitet, forbedret konkurrencevene og sjovere arbejdspladser. Jeg tilbyder at gøre hele organisationen mere nysgerrig, opsøgende og eksperimenterende samtidigt med, at de passer den daglige forretning. Alle virksomheder skal løbende forbedre deres flyvemaskiner, mens de er i luften, og kan ikke parkere dem i hangaren, mens man overvejer næste skridt.”*

 ![](https://hpbech.com/wp-content/uploads/Diffusion_of_innovations.png) The Law of Diffusion of Innovation ## Det nationale perspektiv

 ![](https://hpbech.com/wp-content/uploads/Europe.png) 

Når regeringen nedsætter et disruptionråd og i øvrigt også har digital transformation på sin erhvervspolitiske dagsorden, så skyldes det, at vi som nation har en udfordring med at følge med og helst skal være godt foran i den teknologiske udvikling. Danmarks velstand er med sin lille befolkning, sit lille hjemmemarked og sin store offentlige sektor helt afhængig af, at vi fastholder vores position i toppen af den globale værdikæde. Vi skal producerer varer og tjenesteydelser med meget høje dækningsbidrag, som kræver arbejdskraft med specialiserede kvalifikationer, der retfærdiggør høje lønninger.

> *“Danmark er ikke i en position, hvor vi kan eller vil konkurrere på lav løn,”* fremhæver Bo Nielsson. *“Hvis vi beder de, der har lyst til lav løn, om at række hånden op, vil vi næppe se mange fingre. I den globale konkurrence skal vi være helt i front, super produktive og mega konkurrencedygtige. Ikke ved at knokle en vis legemsdel ud af bukserne, men ved at bruge hovedet bedre end de fleste. Den danske velfærdsmodel, der gang på gang viser sig at give de mest tilfredse og glade mennesker, er afhængig af, at vi bliver endnu bedre til at bygge flade organisationer med lille magtdistance og distribueret ansvar. Det sker bare ikke af sig selv. Der skal ny terminologi og bedre værktøjer til. Genes36 er mit bud på det sprog og de værktøjer, der kan sikre Danmark en position i toppen af den global værdikæde.”*

Digital transformation er ikke kun et tema i den private sektor. Også den offentlige sektor, der leverer en lang række centrale ydelser, og som er en del af fundamentet for vor velfungerende samfundsmodel, skal konstant producere mere med et mindre ressourceforbrug og samtidigt være i stand til at tiltrække og fastholde dygtige og glade medarbejdere.

> *“Det lyder måske lidt flot, når jeg påtager mig opgaven med at udvikle og levere digital transformation af organisationskultur og innovation,”* siger Bo Nielsson med et smil. *“Men jeg har altså arbejdet med opgaven i snart 40 år og startede i 1980erne med at prøve dem af i min egen organisation. Hvis ikke jeg skulle gøre det, hvem skulle så?”*

Denne post er den første i serien “[Digitale guldkorn fra Kaffebaren](https://www.hpbech.dk/guldkorn-fra-kaffebaren-blichfeldts-bonner/).”

**Categories:** Business development, Globalisation, Society, Strategy

**Tags:** Politics and Economics

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### [PSD2 og fremtidens regnskab - et emne der vedrører tusindvis af danskere](https://hpbech.com/da/psd2-og-fremtidens-regnskab-et-emne-der-vedroerer-tusindvis-af-danskere/)

**Published:** January 31, 2019
**Author:** Hans Peter Bech

**Excerpt:** Hype og frække gloser kommer og går. De, der er kød på, forsvinder ned i maskinrummet og bliver noget, vi anvender i dagligdagen uden at tænke så meget mere over det.

**Content:**

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> Hype og frække gloser kommer og går. De, der er kød på, forsvinder ned i maskinrummet og bliver noget, vi anvender i dagligdagen uden at tænke så meget mere over det.

---

![](https://hpbech.com/wp-content/uploads/IMG_1236.jpeg)Toke Kruse byder velkommen til konferencen Fremtidens Regnskab

Efter fire timer i konferencesalen på Den Sorte Diamant i København og på Herman’s i Aarhus, ved jeg nu hvad PSD2 betyder og har tilmed fået opdateret min indsigt i nye IT-løsninger til økonomistyring og regnskab. Den indsigt kommer til at spare mig tid og penge, som jeg kan bruge på noget, der er sjovere og giver mere værdi til mig og mine læsere. Det er resultatet af [Toke Kruses](https://www.linkedin.com/in/tokekruse/) (i samarbejde med [Danske Revisorer](https://www.fsr.dk)) årlige briefing [Fremtidens Regnskab](https://fremtidensregnskab.dk), en konference, der burde have 10.000 tilhørere og ikke kun de 600, der var mødt op i går i København og det samme antal i Arhus i dag.

## Næste år skal der være 5.000 deltagere i København og 5.000 i Aarhus

![](https://hpbech.com/wp-content/uploads/stadium-crowd.jpg)

Lad mig starte med deltagerantallet. Alle virksomheder i Danmark har en økonomi- og regnskabsfunktion. Alle. Som. I. Alle. Foreninger, klubber, små, mellemstore, meget store og gigantiske virksomheder og offentlige institutioner. Fælles for det meste af økonomiarbejdet er, at det er bagudrettet og ikke i sig selv er værdiskabende. Det er ren omkostning. Derfor burde der sidde repræsentatnter fra mange flere virksomheder på konferencen og lade sig inspirere til, hvordan de kan effektivisere arbejdet, mindske omkostningerne og i stedet hjælpe deres virksomheder med at blive bedre til det, der nu engang er deres kerneforretning. Det hedder med et fint ord digital transformation, og teknologierne er klar til at tages i brug.

## Vi skal af med skepsis mod ny teknologi

Jeg medgiver at mange af teknologierne er udviklet og leveres af unge iværksættervirksomheder, der mere optræder i T-shirt, sneakers og hættetrøjer end i hvid skjorte, jakkesæt og slips. Nogle af dem er ikke så skrappe til at forklare, hvad de egentlig laver, og man skal bruge lidt krudt på at sætte deres løsninger ind i sin egen sammenhæng.

![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)Det fænomen er ikke nyt. Professor i landbrugsøkonomi, Everett Rodgers, formulerede i 1962 “[loven om innovationers udbredelse](https://en.wikipedia.org/wiki/Diffusion_of_innovations)“. Han forklarede, hvorfor nyskabelser, som beviseligt giver produktivitetsforbedringer, kun spreder sig langsomt i erhvervslivet. Denne konservatisme og tilbageholdenhed kan vi som nation ikke tillade os. Hvis vi vil fastholde vores position som et af verdens rigeste lande, med verdens lykkeligste befolkning og den mest lige indkomstfordeling, så skal vi lære at springe på hovedet ud i digitalisering af manuelt rutinearbejde. Resultatet skal blive mere tid og mere overskud, der kan bruges til velfærd, fritid, læring og mange andre opbyggelige aktiviteter. Vi bliver ikke rigere af at flytte bilag og indtaste data.

## PSD2 – nyt antibiotika til svin eller et euforiserende rusmiddel?

![](https://hpbech.com/wp-content/uploads/psd2-eu-logo.png)

PSD2 står for Revised Directive on Payment Services 2 og betyder at Europæiske pengeinstitutter fra 13. september i år skal give gratis adgang til at en 3. part kan tilgå kunders konti og udføre betalingstransaktioner på kontoholderens vegne. Naturligvis kun med dennes eksplicitte samtykke!

Hvad betyder det?

Det betyder, at jeg i min lille biks snart ikke behøver at logge ind i netbanken mere. Mit økonomisystem vil kunne gøre det på mine vegne. Når min designer i Tallinn sender mig en regning i EURO, sender jeg den videre til mit økonomisystem, [Billy](https://www.billy.dk), hvor jeg godkender den. Herefter går der en advis til [November First](https://novemberfirst.com), der betaler den med den bedst mulige kurs og til en pris på 25% af det standardgebyr, som Sydbank forlanger. Nettobeløbet i kroner trækkes på min konto i Sydbank og betalingen foretages af November First på mine vegne. Billy trækker løbende banktransaktionerne over i økonomisystemet, og giver mig et realtidsbillede af mine bankkonti. Jeg har altid et samlet og ajourført overblik over mine virksomheders økonomi i mit økonomisystem. Goodbye til BankConnect, til den omkostning som fulgte med og til den manuelle håndtering af bilaget, betalingen og bogføringen.

![](https://hpbech.com/wp-content/uploads/Lunar-Way.jpg)

For andre virksomheder med flere transaktioner end min lille biks er optimeringspotentialet tilsvarende større. Desto flere transaktioner desto større optimeringspotentiale, men selv små virksomheder vil kunne drage fordel af mulighederne.

Faktisk behøver man ikke at vente til september. En virksomhed som [Lunar Way](https://www.lunarway.com/da/business) har taget hul på løjerne og tilbyder et lækkert bankprodukt, selvom de ikke er en bank.

## Samarbejde om teknologi er det nye sort

Det var den teknologiske udvikling, der gjorde det muligt for Apple at lancere iPhonen. Det var ikke en idé, der opstod i en fokusgruppe med 15 Nokia-kunder. Det var iPhonens App-Store, der sikrede successen. Apple åbnede op for, at alverdens softewareudviklere kunne lave apps, der addresserede brugernes formodede behov. Opfindsomheden var stor og teknologien drev udbredelsen.

![](https://hpbech.com/wp-content/uploads/Collaboration.png)

Vi må jo nok erkende, at innovationen indenfor økonomi og regnskab heller ikke er drevet af pres fra brugerne, men i stedet ledes af teknologiselskaberne. Fra tid til anden kommer der en god idé fra en af de store spille på markedet (Mobilepay), men det er hovedsageligt små iværksættervirksomheder, der tager fat i afgrænsede områder, som kommer hurtigst til markedet. Når man udvikler i et afgrænset område, er man ekstra omhyggelig med at være åben overfor integration til andre systemer. Faktisk er nytten af mange nye fintech-produkter afhængige af, at de kan integreres med andre systemer og specielt med det centrale økonomisystem. Derfor er samarbejde det nye sort. Teknologiselskaberne skal samarbejde, men vi skal som kunder og brugere også være klar til at acceptere at have flere leverandører.

For os, der kan huske da IT hed EDB, var en flerleverandørsituation på kritiske IT-systemer opskriften på et liv i helvede. Hvis en leverandør havde to pegefingre (hvor de begge kunne pege på kunden), så havde to leverandører otte og tre havde seksten. De blev alle brugt til at pege væk fra dem selv. Men det var inden, vi opfandt begrebet API (Application Program Interface), hvor leverandørerne allerede under designet af deres produkter nøje overvejer, hvordan de skal kommunikere med andre systemer, og hvor de efterfølgende validerer, at sammenkædningen virker inden kunderne kommer på.

Det er et paradigmeskift, som vi skal være åbne og imødekommende overfor. Fremtidens regnskab og økonomistyring vil kræve et kludetræppe af løsninger, der sammensættes efter den enkelte virksomheds behov. Kludetæpper kan være meget smukke, når man er omhyggelige med at vælge lapperne og syr dem pænt sammen. Faktisk er de oftest smukkere end de helt ensfarvede tæpper (så kan metaforen vist heller ikke holde til mere).

## Hype og frække gloser

![](https://hpbech.com/wp-content/uploads/Preben-Meyer.jpg)Preben Mejer

Konferencens sidste indlæg leveres af navnkundige [Preben Mejer](https://www.linkedin.com/in/prebenmejer/), der på en halv time lige får sat begreber som kunstig intelligens, maskinlæring, blockchain, digitale assistenter, digitale tvillinger, ambient computing, resilience (overtager “disruption” som buzz-word inden længe), extended reality, holoportation, Internet of Things og økosystemer på plads. Det er spændende og fascinerede for en teknologienthusiast som mig og sikkert skræmmende for mange andre.

Men vi kan være helt rolige. Hype og frække gloser kommer og går. De, der er kød på, forsvinder ned i maskinrummet og bliver noget, vi anvender i dagligdagen uden at tænke så meget mere over det. Det er alle udstillerne på konferencen Fremtidens Regnskab, som griber teknologiens nyskabelser og omdanner dem til færre men mere ydedygtige knapper og til nye faciliteter i deres software.

![](https://hpbech.com/wp-content/uploads/IMG_1233.jpeg)

Og det fører mig frem til den sidste konklusion. Næste år skal de to gange 5.000 deltagere stå i kø for at tale med de leverandører, der udstiller i forhallen. Det er nemlig dem, der har omsat de ideer og trends, som foredragene fortæller om, til brugbare produkter, du kan tage i anvendelse i dag. Du skal bare være nysgerrig og spørge hvad de laver.

Jeg er sikker på, at vi ses til Fremtidens Regnskab 2020 og hold lige øje med om ikke arrangmentet bliver henlagt til Royal Arena på Amager og til Boksen i Herning. Det fortjener emnet i hvertfald. Hvis vi kan gøre ny teknologi lige så spændende som håndbold, så kan vi vinde verdensmesterskabet i mange flere discipliner.

Videoclip fra Fremtidens RegnskabHer kan du læse mere om den kommende revolution i økonomiafdelingen:

**Categories:** Globalisation, Society, Strategy

**Tags:** Politics and Economics

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### [Hvordan ser en glad forfatter ud?](https://hpbech.com/da/hvordan-ser-en-glad-forfatter-ud/)

**Published:** March 4, 2019
**Author:** Hans Peter Bech

**Excerpt:** Bogen er fortsat et fantastisk formidlingsmedie, der gør det muligt at bringe enorm værdi til mange mennesker til en pris, der svarer til en cappucino og en ostemad på en Københavns café.

**Content:**

---

> Bogen er fortsat et fantastisk formidlingsmedie, der gør det muligt at bringe enorm værdi til mange mennesker til en pris, der svarer til en cappucino og en ostemad på en Københavns café.

---

Dansk Forfatterforening har udnævnt mig til [månedens fagforfatter](https://danskforfatterforening.dk/f-gruppen/2019/03/03/maanedens-fagforfatter-hans-peter-bech/). Det er jeg dybt taknemmelig for. Det var erhvervsbiografien [Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), der gjorde mig til fuldgyldigt medlem af Dansk Forfatterforening, og det var i sig selv en kærkommen anerkendelse. At blive månedens fagforfatter føles som et stort kollegialt klap på skulderen.

Måske tænker du ikke så meget over hvilket enormt arbejde, der ofte ligger bag en fagbog? Der indgår følgende hovedelementer i processen:

- Forfatterens erfaring
- Research
- Strukturering og disponering
- Skrivning, redaktion og korrektur
- Produktion

![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-2.png)

Fra Damgaard til Microsoft tog treethalvt år at lave og involverede hundredvis af mennesker. Hvis vi omregner alle indsatserne i penge, kommer vi tæt på en million kroner i samlede omkostninger (eksklusiv forfatterens erfaringer, som har kostet en del mere :-). Der er med andre ord investeret ca. en million i at beskrive historien om Damgaard Data og Navision Software fra den spæde start i 1984 til salget til Microsoft for ti milliarder i 2002. 544 sider med mange detaljer om udfordringer, fiaskoer og successer. Og den kan læsere købe for mellem 100 og 300 kroner afhængig af boghandel og format. Når jeg selv læser fagbøger ([og jeg læser omkring 20 om året](https://www.hpbech.dk/de-fem-bedste-boger-jeg-laeste-i-2018/)), forundrer det mig altid, at man kan få så megen viden for næsten ingen penge. Bogen er fortsat et fantastisk formidlingsmedie, der gør det muligt at bringe enorm værdi til mange mennesker til en pris, der svarer til en cappucino og en ostemad på en Københavns café.

*[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)* kan købes på alle bogportaler, i alle boghandlere og direkte hos mig.

**Categories:** Book reviews, Business development

**Tags:** Publishing

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### [Forsikringer – en branche i opbrud og vækst](https://hpbech.com/da/forsikringer-en-branche-i-opbrud-og-vaekst/)

**Published:** March 5, 2019
**Author:** Hans Peter Bech

**Excerpt:** I dag genererer vi 75% of vores omsætning udenfor landets grænser, men vi kan ikke være alle vegne og byde på alle projekter, så vi overvejer nøje, hvor vi skal lægge kræfterne.

**Content:**

---

> I dag genererer vi 75% of vores omsætning udenfor landets grænser, men vi kan ikke være alle vegne og byde på alle projekter, så vi overvejer nøje, hvor vi skal lægge kræfterne.

---

![](https://hpbech.com/wp-content/uploads/carjacker-theft.jpg)

Da jeg for nogen tid siden købte ny Volvo, blev jeg en kende overrasket, da [Topdanmark](https://www.topdanmark.dk) ikke ville forsikre den. Der skulle først eftermonteres en GPS-sladrehank, sagde de. Men forhandleren havde fortalt mig, at bilen var fabriksfødt med sådan en fyr. Vi prøvede det af ved leveringen. Ved et tryk på en knap foran bakspejlet kom vi i forbindelse med alarmcentralen, der vidste, hvor jeg var, hvor meget diesel jeg havde i tanken og nogle andre informationer om bilens tilstand. Hvis der gik en airbag, ville bilen sågar selv kalde op til alarmcentralen og afgive sin position. De samme informationer kunne jeg i øvrigt aflæse i Volvo-app’en på min telefon, hvorfra jeg også kunne starte motorvarmeren, åbne og låse bilen, blinke med lygterne, dytte i hornet og få en oversigt over alle mine ture.

![](https://hpbech.com/wp-content/uploads/if-insurance.png)

Volvo-forhandleren tog straks affære, og der gik ikke mange minutter, før jeg blev ringet op af en repræsentant for [IF](https://www.if.dk/privat). Senere samme dag var bilen fuldt kaskoforsikret og inden ugens udgang havde alle mine forsikringer fået nyt hjem hos IF, herunder også mine erhvervsforsikringer.

Da jeg sidder på [Christian Kromanns](https://www.linkedin.com/in/christian-kromann/) kontor hos IT-virksomheden [Tia Technology](https://tiatechnology.com) i Virum nord for København, forstår jeg, at min oplevelse ikke tegner et retvisende billede af situationen i den danske forsikringsbranche. På trods af markedets lidenhed og sproglige egenart er forsikringsselskaberne herhjemme faktisk langt fremme, både når det gælder digitalisering af de interne processer og modernisering af kontakten med kunderne.

For Tia, der udvikler IT-løsninger til forsikringsselskaber, er Danmark trods sin beskedne størrelse et teknologisk avanceret hjemmemarked, der er velegnet som sprængbræt til internationale aktiviteter.

## Forsikring er informationsbehandling

![](https://hpbech.com/wp-content/uploads/P04-CDC-Mainframe-1984.jpg)

Forsikring er i sin kerne behandling af informationer. Forsikringsselskaberne var derfor blandt de første, der investerede i computere og software til at håndtere deres interne forretningsprocesser. Allerede i 1970erne og begyndelsen af 1980erne indkøbte forsikringsselskaberne store mainframe-computere fra IBM og fik hver især udviklet egne systemer. Der var tale om monster-investeringer bundet til IBM’s proprietære teknologier, hvorfor forsikringsselskaberne ikke på de centrale forretningsområder kunne drage fordel af den udvikling og det prisfald, som minicomputer- og især PC-bølgen i 1980’erne og 1990’erne førte med sig.

Mange forsikringsselskaber kører fortsat med de mainframebaserede kernesystemer, der er både dyre at vedligeholde og helt utidssvarende, når der skal introduceres nye produkter. Det gør dem sårbare, når kunderne bliver mindre loyale, og konkurrenter uden ”skeletter i skabet” begynder at bide dem i haserne.

## Når kunder ændrer adfærd og teknologi gør nye forretningsmodeller mulige (og omvendt)

Hvor kunderne tidligere var trofaste, stabile og kunne behandles nogenlunde ens, så er der markante ændringer på vej. Udfordringen er, at ingen ikke helt ved i hvilken retning adfærdsændringerne går, og at de samtidigt påvirkes af de muligheder, som teknologien åbner op for.

![Bastian Schweinsteiger](https://hpbech.com/wp-content/uploads/Bastian_Schweinsteiger_pass.jpg)Forsikringer sælges hvor kunder kommer – også til fodboldkampe

Når et stort tysk fodboldhold tilbyder sine mange hundredtusinde fanklub-medlemmer et forsikringsprodukt til en gunstig pris, så bliver det en succes, fordi klubben i forvejen har en positiv relation til sine medlemmer. Klubben shopper bagud til forsikringsselskaberne, der må tilbyde engrospriser og give køb på kunderelationen. Det er ikke kun sportsklubber, der har opdaget det merchandise-potentiale medlemmernes loyalitet muliggør, og forsikring er et af de produkter, der nok er svære at producere, men nemme at distribuere, når man i forvejen har kundens tillid. Vi kan i dag købe forsikringer hos flyselskabet, i banken, hos bilforhandleren, hos FDM, i Elgiganten og hos vores faglige organisation. Vil vi fremover kunne også kunne købe dem hos Amazon, Facebook eller Google?

Krydssalget går også den anden vej og mange forsikringsselskaber tilbyder produkter og tjenester, der forebygger eller mindsker konsekvenserne af selve skaderne. Vejhjælp, røgalarmer, fugtmålere, autostole til børn og lignende er oplagte at markedsføre, men også avis-abonnementer er eksempel på, hvad der kan krydssælges.

Det amerikanske forsikringsselskab [Lemonade ](https://www.lemonade.com/)har introduceret en helt ny forsikringsmodel, hvor det tager 90 sekunder at blive kunde, og hvor de fleste erstatninger udbetales kontant 3 minutter efter de er anmeldt. Det er forsikringsbranchens Apple uden hvid skjorte og slips, men i afslappet tøj – ligesom kunderne.

![](https://hpbech.com/wp-content/uploads/lemonade-insurance.jpg)Vil fremtidige generationer eje mindre og leje mere? Vil de dele mere? Når nu min bil kan fortælle om min kørselsadfærd, hvorfor kan min forsikring så ikke tilpasses min risikoprofil? Hvorfor skal jeg fortælle mit forsikringsselskab, hvor meget jeg har kørt, når min bil selv fortæller det? Mit hus kan også fortælle om det er låst eller ej, og om jeg er bortrejst, når det trækker op til oversvømmelse. Mit smart-watch kan fortælle, hvor jeg er, hvor jeg er på vej hen, og hvordan jeg har det. Hvilke forsikringsprodukter giver mening, når jeg rejser, køber ny græsslåmaskine, bliver gift, bliver skilt, får børn, får børnebørn, starter selskab osv.

Via de mobile enheder og de sociale medier kan mange livsændrende hændelser afkodes, før de effektueres og nye relevante forsikringsprodukter tilbydes. Det vil også komme til at ske, men hvem der kommer til at levere dem, er ikke afklaret.

## Al innovation kræver informationsteknologi

Mange forsikringsselskaber har indset, at verden ændrer sig, og har erkendt, at innovation i sig selv er en løbende kerneaktivitet, der har to udfald.

- A: Forbedringer i den eksisterende forretning, der kan håndteres i den bestående struktur med tilpasninger af organisation og IT-systemer.
- B: Nyskabelse, der bedst håndteres i et helt nyt set up.

Udfordringen ved A er, at det kræver en moderne, fleksibel IT-platform, der hurtigt og overkommeligt kan tilpasses forbedringerne.

Udfordringen ved B er, at man kan tage fejl. Hurtig afprøvning af ideer i mindre skala uden massive IT-investeringer bliver derfor et krav.

## En ændring af go-to-market modellen

![](https://hpbech.com/wp-content/uploads/Tia-logo.jpg)

I dette marked i opbrud finder vi danske Tia Technology, der har specialiseret sig i udvikling af software til den moderne forsikringsvirksomhed, hvor optimering af interne processer, forbedrede kunderelationer og agilitet vægter lige højt. Indtil for få år siden var Tia et rent softwarehus, der overlod implementeringen hos kunderne til konsulenthuse, såkaldte implementeringspartnere. Det var den klassiske go-to-market løsning i softwarebranchen og lærebogsmodellen for hurtig global skalering.

![](https://hpbech.com/wp-content/uploads/Christian-Kromann-3web.jpg)Christian Kromann, adm. direktør for Tia Technology A/S

> *”Et IT-projekt hos vores kunder er 25% software, 50% implementering og 25% organisationstilpasning,”* fortæller Christian Kromann, adm. direktør for Tia Technology.*” Projekterne er for få, for store og for kritiske til, at vi blot kan skubbe hele ansvaret for succes over på konsulenthusene. Vi er nødt til selv at lægge hånden på kogepladen, og kunderne forventer det også. Vi var nødt til at tage kontrollen i vores kernemarkeder*. *Den indirekte model virker fint, når der er mange små projekter på op til en million, som forhandlerne kan øve sig på, inden de binder an med de store projekter, men sådan er vores marked ikke. Der er selv ikke i de store lande projekter nok til at brødføde ret mange forhandlere, og så bliver man som leverandør for afhængig af den enkelte.*”

Skiftet fra den indirekte til den direkte markedstilgang har båret frugt og kan aflæses i virksomhedens regnskabstal. Konsulenthusene, der samlet råder over 1.000 TIA eksperter, spiller fortsat en stor rolle, der dog afhænger helt af i hvilket marked projekterne ligger.

## Den globale strategi

![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

Tia Technology er en ud af en håndfuld globale spillere.

> *”Med så lille et hjemmemarked som Danmark har vi fra starten haft et globalt udsyn,”*understreger Christian Kromann.” *I dag genererer vi 75% of vores omsætning udenfor landets grænser, men vi kan ikke være alle vegne og byde på alle projekter, så vi overvejer nøje, hvor vi skal lægge kræfterne.”*

For at kunne fokusere indsatsen har Tia Technology opdelt verdensmarkedet i fire kategorier:

### 1. Etablerede kernemarkeder

I denne kategori ligger Norden, DACH\[1\]-landene, Holland, Storbritannien, Polen og Sydafrika. Her har man en solid position med mange kunder og egen repræsentation. *Der investeres massivt i lokalisering, dvs. integrationer til relevante platforme i de givne markeder*, der med en veludviklet administrativ infrastruktur kan være ret krævende, men betyder at kundernes risiko minimeres, og valget af Tia derfor bliver nemmere.

### 2. Nye kernemarkeder

Efter grundige markedsanalyser er Thailand, Malaysia og Singapore udpeget som et samlet strategisk vækstcenter, ligesom Afrika syd for Sahara kan tilgås via Sydafrika og det øvrige Østeuropa via Polen. Her oprettes egen repræsentation, og der investeres i mindre grad i lokalisering, idet en umoden infrastruktur gør integrationerne knap så omfattende.

### 3. Resten af verden

Projekter andre steder i verden køres på opportunistisk basis og kun med en implementeringspartner som lead på både account management og implementering.

### 4. No-Go 

USA og Kina, der ubetinget er verdens største markeder har fået tommelfingeren nedad.

> *”Vi kommer nok til dem på et tidspunkt, men det er ikke lige nu,”* understreger Christian Kromann.*” Vi er fuldt beskæftiget i de markeder, hvor vi er aktive, og kompleksiteten i de to markeder er stor. Man skal være usædvanligt varm klædt på, når man vil trænge ind og sikre sig en position. Vi får henvendelser, men takker pænt nej.”*

## Markedsanalyser

Uanset hvilket land eller region man vælger aktivt at gå ind i, kræver det investeringer i produkttilpasninger og egen organisation. Derfor holder Tia øje med en række indikatorer, der kan fortælle, hvornår et land skal på ”bobler-listen”. Fra bobler-listen vælges så de lande, hvor der skal gennemføres en egentlig markedsanalyse.

> *”Når et land ryger på den helt varme observationsliste, ansætter vi en erfaren forretningsudvikler, der kan kontakte og gå i dialog med kunderne,”* oplyser Christian Kromann. “*Hans eller hendes opgave er ikke at sælge Tia’s løsninger, men at lære markedet grundigt at kende. Kortlægningen omfatter en vurdering af kravene til lokalisering, et estimat på investeringsforventninger over de kommende år samt et bestik af konkurrencesituationen.”*

![](https://hpbech.com/wp-content/uploads/KEEP_icon.png)Det nytter ikke noget kun at flirte!

Efter cirka 6-12-måneder har Tia et godt billede af situationen og kan vurdere, om der skal tages det næste skridt. De forsikringsselskaber, som Tia betjener, lægger vægt på nærhed og kontinuitet, hvor det ikke nytter noget kun at flirte. På et tidspunkt må der bides til bolle og oprettes et kontor med marketing, salgs – og pre-salesressourcer, ligesom der skal foreligge en troværdig plan for, hvordan de første kunder skal supporteres.

> *”Vi kan jo ikke vide om der går 12, 18 eller 24 måneder før den første kundekontrakt er i hus, ”*fortæller Christian Kromann. *”Men når først vi har sagt A, er vi nødt til at være tålmodige, indtil det er muligt at sige B. Derfor er forarbejdet helt afgørende, og respekten for os som leverandør styrkes kun af, at vi ikke starter med at køre den forkromede salgsmaskine i stilling, men i stedet slår ørene ud og lytter.”*

---

\[1\]DACH omfatter Tyskland (D), Østrig (A) og Schweiz (CH).

Du vil kunne finde mere om Tia Technology og andre IT-virksomheders tilgang til internationalisering i min kommende bog [Going Global on a Shoestring](https://www.hpbech.dk/going-global-on-a-shoestring-2/).

**Categories:** Globalisation, Strategy

**Tags:** business development

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### [SPIN® Selling i det 21. århundrede](https://hpbech.com/da/spin-selling-i-det-21-aarhundrede/)

**Published:** May 28, 2019
**Author:** Hans Peter Bech

**Excerpt:** Kigger vi statistisk på det, er omkring 80% af alle sælgere middelmådige i deres interaktioner, og dem gider ingen snakke med. Med de resterende 20% forholder det sig anderledes, og dem inviterer man gerne på kaffe.

**Content:**

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> Kigger vi statistisk på det, er omkring 80% af alle sælgere middelmådige i deres interaktioner, og dem gider ingen snakke med. Med de resterende 20% forholder det sig anderledes, og dem inviterer man gerne på kaffe.
> 
> Anders Christian Hjort

---

![](https://hpbech.com/wp-content/uploads/Spin-Selling.jpg)

I 1988 udgav [Neil Rackham](https://en.wikipedia.org/wiki/Neil_Rackham) bogen [SPIN® Selling](https://www.amazon.com/SPIN-Selling-Neil-Rackham-ebook/dp/B06XB35VCH), der på mange måder ændrede mit liv (den ændrede i hvert fald i væsentlig grad min adfærd). SPIN® er forbogstaverne fra ordene **S**ituation, **P**roblem, **I**mplication og **N**eed-Payoff, og har derfor ikke nogen relation til det enslydende danske udtryk, som det benyttes i ord som spindoktor, der på mange måder er det stik modsatte.

Forud for bogens udgivelse havde forfatteren forsket længe og grundigt i, hvorfor der er så stor forskel på B2B-sælgeres produktivitet. Han arbejdede via sit firma, [Huthwaite Research Group](https://huthwaiteinternational.com/about-us/international-reach/huthwaite-denmark/), med firmaer som IBM og XEROX, hvor han deltog i salgsmøder og forhandlinger for at observere, hvordan kunder og sælgere interagerede. Med hjælp fra en række klienter lykkedes det ham at få finansieret et forskningsprojekt, hvor 30 forskere over 12 år deltog i og analyserede 35.000 kundemøder.

SPIN® Selling, der var baseret på resultaterne fra forskningsprojektet, konkluderede, at de mest succesfulde sælgere, ofte ubevidst, benyttede samme fremgangsmåde i deres arbejde, og at denne tilgang kunne udtrykkes med de fire bogstaver. Observationerne viste også at de øvrige sælgere *ikke* anvendte de samme principper.

![](https://hpbech.com/wp-content/uploads/crazy_salesman_v3.png)Den helt korte udgave er, at de bedste sælgere var exceptionelt gode til at lytte, evnede at stille mange spørgsmål, at stille spørgsmålene efter en bestemt metodik (SPIN®), at spørgsmålene relaterede sig til de informationer, kunderne afgav, og at sælgerne kunne vente med at præsentere deres produkter, indtil kunderne tydeligt kunne forklare hvad de ønskede, værdien heraf, og nærmest tryglede sælgere om at komme med en løsning. Hvor de fleste sælgere gerne startede med at fortælle om deres firma, deres produkter og deres andre gode kunder, så vendte de mest succesfulde sælgere hele processen på hovedet. SPIN® metoden blev anvendt både til salg, der blev afviklet på et enkelt møde mellem to personer og til salg med langvarige afklaringsforløb, hvor mange personer var involveret.

### Når man hellere vil lytte end snakke

![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Når jeg påstår, at bogen ændrede mit liv, så er det ikke helt ud i skoven. Jeg har i forvejen nemmere ved at stille spørgsmål end ved at snakke løs. Med SPIN® fik jeg et værktøj, hvormed mine spørgsmål fik kunden til at tænke sig grundigt om og i det fleste tilfælde svare med informationer, som ledte videre til nye spørgsmål og flere informationer, indtil vi havde en fælles forståelse af både problem, løsningen og værdien heraf. Det hændte også, at kunden ikke ville svare, hvorefter jeg med god ret kunne undlade at foreslå en løsning, takke for kaffen og komme videre. I SPIN®-verdenen er erkendelsen af et problem og det tilknyttede brændende ønske om en ændring af de bestående forhold et resultat af kundens interne erkendelsesproces. Spørgsmål er det suverænt bedste værktøj til at befordre en erkendelsesproces. Kunden skal selv kunne udtrykke sit problem og de konsekvenser, det har for hele virksomheden, og kunden skal ligeledes aktivt medvirke til at designe løsningen og artikulere værdien heraf. Ikke nødvendigvis den tekniske løsning, som sælgerens virksomhed er eksperterne i, men af de ændringer som løsningen kræver, og de resultater den skal levere forretningsmæssigt og personligt.

Måske lyder SPIN® som et lommepsykologisk værktøj, og det er ikke helt ved siden af. Neil Rackhams research viste tydeligt, at det var en bestemt type spørgsmål stillet i en systematisk rækkefølge, situationsbestemt og naturligt, der hjalp kunden med at afklare, om der var et reelt behov og et inderligt ønske om en ændring, der svarede til hvad sælgeren kunne levere, eller om det var bedre at afslutte processen og spare alles tid.

### Meget har ændret sig på 30 år

Da jeg læste SPIN-®-bogen i slutningen af 1980’erne så verden meget anderledes ud end den gør i dag. Den gang var det undertegnede, der henvendte sig til potentielle kunder, og jeg var den primære kilde til informationer om mit firma og vores løsninger. Internettet og de sociale medier har ændret kundernes informationsniveau, og ofte er der slet ikke brug for sælgere længere. Mange virksomheder i IT-branchen har formået at springe det led over, der kræver en individuel dialog med kunden. Faktisk er der i dag mange iværksættere, der ønsker at opbygge forretninger, der ikke kræver en salgsafdeling, netop fordi den forekommer nemmere at både etablere og skalere.

![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)

Men langt fra alle virksomheder slipper uden om. Jo mere kompleks en løsning er, og jo mere kompleks købsprocessen er, desto større er behovet for sælgere, der kan koordinere og befordre kontakten og beslutningsprocessen. I takt med at prisen på IT-produkter er raslet ned, er der i mange tilfælde ikke længere økonomi i at lade dyre sælgere stå for hele processen med at finde, udvikle og afslutte kundeprojekter. I de fleste virksomheder introduceres en arbejdsdeling i omsætningsgenereringen som illustreret ovenfor.

### Er SPIN® fortsat aktuelt?

![](https://hpbech.com/wp-content/uploads/Anders-Hjort-small-1.jpg)

For at afklare om SPIN® fortsat er et svar på IT-virksomheder afsætningsudfordringer, har jeg inviteret [Anders Christian Hjort](https://www.linkedin.com/in/andershjort/) fra Huthwaite International Research Group på kaffe. Anders, der har været mere end ti år hos Huthwaite, har bidraget til den fortsatte forskning og har ansvaret for aktiviteterne i Norden og i Schweiz.

> *”Det vi ofte hører i markedet i dag er, at kunderne over en kam er langt bedre informeret end tidligere og helst ønsker at undgå kontakt til nogen, der har en titel som sælger,” siger Anders Hjort. ”Kræver et køb personlig kontakt, sker det først, når kunden er langt i købsforløbet, og da kun med personer fra firmaer, som de har undersøgt og shortlistet. Vores forskning viser imidlertid et mere nuanceret billede. De gode sælgere kommer i kontakt med kunderne meget tidligt, og de bliver lukket ind, fordi de tilfører værdi. De møder ikke op med firmapræsentationer og produktbeskrivelser, men med en lang række relevante spørgsmål og to store ører. Kigger vi statistisk på det er omkring 80% af alle sælgere middelmådige i deres interaktioner, og dem gider ingen snakke med. Med de resterende 20% forholder det sig anderledes, og dem inviterer man gerne på kaffe.”*

Anders fortæller, at den generelle aversion mod sælgere skyldes, at vi alle primært bliver udsat for de såkaldte transaktionssælgere. Alle har vi prøvet midt i middagsmaden at blive kimet ned af telefonsælgere, der er på fornavn med os fra første sekund, og som forsøger at tale os til at købe et telefonabonnement, en avis eller en forsikring. Eller den aggressive af slagsen, der i butikken anpriser et specielt faldskærms-TV, men ikke kan forklare, hvorfor han anbefaler lige netop den model til mig. Den type sælgere fokuserer alene på den hurtige transaktion som en slags sejr og viser ingen tegn på interesse for at forstå kundens situation og behov. Det er en adfærd de fleste mennesker reagerer negativt på, mener Anders Hjort.

> *”Transaktionssælgerne har ødelagt branchens ry,” medgiver Anders Hjort, ”men ikke alle sælgere er transaktionssælgere, og da slet ikke, hvis de har lært om SPIN®. Der er forsat brug for dygtige sælgere. Mange virksomheder ville ikke kunne opretholde den fornødne omsætning, indtjening og vækst, hvis de skulle forlade sig på, at kunderne selv henvendte sig og afgav ordrene.”*

Huthwaite har fortsat sit fokus på at hjælpe virksomheder, hvor det forretningsmæssige, personlige og rådgivende salg er et nødvendigt og afgørende led i at omsætningsgenereringen.

> *”Tiderne, hvor virksomhederne ansatte sælgere til at kompensere for manglende markedsføring og leadgenerering, er definitivt forbi,” bekræfter Anders Hjort. ”Det virker ikke, og der er ikke økonomi i det. Stort set alle virksomheder har behov for systematisk marketingarbejde og leadgenerering, der ikke hviler på de samme personer, som skal hjælpe kunden med den sidste del af købsbeslutningen. Nok har meget har ændret sig siden 1988, men menneskets psykologi og hjernens basale funktioner er ikke ændret. Hvis din virksomheds præstationer afhænger af kvaliteten af sælgernes arbejde, så giver det stadigvæk god mening at implementere SPIN®.”*

Ifølge Ander Hjort giver SPIN® målbart bedre kundeoplevelser (målt på Net Promoter Score), og det giver målbart bedre resultater (16-63% vækstrater i kontrollerede studier). Men SPIN® er ikke en snuptagsløsning. Det kræver en uddannelses- og oplæringsproces, der ligesom andre færdigheder skal vedligeholdes gennem løbende træning og coaching.

SPIN® startede hos de helt store virksomheder, men har i dag bevæget sig ned i markedet.

> *”Hvis din virksomheds succes afhænger af nogle ganske få sælgere, så skal de følge en metode, der kan måles, optimeres, replikeres og skaleres”, siger Anders Hjort. ”SPIN® virker og er veldokumenteret, og via Huthwaite har vi et leveranceapparat, der kan hjælpe med implementering og vedligeholdelse i alle lande verden over, på 35 lokale sprog og med lokale trænere.”*

### Hvorfor er salg ikke en anerkendt uddannelse?

![](https://hpbech.com/wp-content/uploads/06_agenda.png)

Anders og jeg, der begge har arbejdet med salg i mange år og har kunne notere en vis succes, bliver hurtige enige om at undre os over, at der i Danmark ikke findes en formel salgsuddannelse på højere niveau. Men vi konkluderer også hurtigt, at opfattelsen af, hvad salget som fag egentlig er, spænder så vidt, at det vil være vanskeligt at blive enige om hvad uddannelsen skulle indeholde. Hertil kommer at erfarne topsælgere hellere vil forblive sælgere og salgschefer, der arbejder med konkrete problemstillinger end at være lærere, der underviser i teori. I England er Huthwaite dog lykkedes med at designe en Master in Sales Leadership i samarbejde med Sheffield University. Uddannelsen kører på 5. år og med stor succes.

> *”Vi tænker noget lignende med tiden vil fange danske uddannelsesinstitutioners interesse”, slutter Anders Hjort.*

Ifølge Ander Hjort er SPIN,®, der baserer sig på grundig forskning, observationer og evidens, derfor nok fortsat den bedste salgsuddannelse og coaching, der kan tilbydes sælgere, som har ansvaret for at facilitere komplekse, lange og dyre købsprocesser.

**Categories:** Strategy

**Tags:** revenue generation

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### [The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture](https://hpbech.com/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/)

**Published:** June 4, 2019
**Author:** Hans Peter Bech

**Excerpt:** Historien om PLATO er ikke kun interessant, den er også meget lærerig. Den fortæller om, hvordan det ofte går gode ideer, der ikke er i sync med tiden, og om hvordan store veletablerede virksomheder kan ramme fuldstændig ved siden af.

**Content:**

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> Historien om PLATO er ikke kun interessant, den er også meget lærerig. Den fortæller om, hvordan det ofte går gode ideer, der ikke er i sync med tiden, og om hvordan store veletablerede virksomheder kan ramme fuldstændig ved siden af.

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 ![](https://hpbech.com/wp-content/uploads/Plato-at-Boing.jpg)I januar 1980 begyndte jeg som sales-trainee i det danske datterselskab af amerikanske Control Data Corporation (CDC). På det tidspunkt beskæftigede firmaet omkring 65.000 medarbejdere verden over og tjente styrtende med penge. Jeg skulle lære at sælge store mainframes til priser, der startede ved 10 millioner kroner. Fra vores prislister, der fyldte to røde ringbind, kan jeg huske, at bruttodækningsbidraget i gennemsnit lå på over 90%. 1980erne var på alle måder gyldne tider IT-branchen.

Under uddannelsen, der varede to år og startede med et 3-ugers kursus for nyansatte på hovedkontoret i Minneapolis, blev jeg introduceret til det PLATO system, som Brian Dears bog *[The Friendly Orange Glow](https://www.amazon.com/Friendly-Orange-Glow-Untold-Cyberculture/dp/1101973633)* omhandler. Faktisk lykkedes det os i Danmark nogle år senere at sælge et system til Aarhus Universitet. Det skal jeg nok fortælle mere om længere nede.

## Når store firmaer sover i timen

Historien om PLATO er ikke kun interessant, den er også meget lærerig. Den fortæller om, hvordan det ofte går gode ideer, når de ikke er i sync med tiden, og om hvordan store veletablerede virksomheder kan ramme fuldstændig ved siden af.

 ![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)Da jeg forlod Control Data i foråret 1986 var medarbejderstaben reduceret til det halve, og i 1988 begyndte selskabet via frasalg at trække sig helt ud computerindustrien. I 1992, hvor medarbejderstaben var omkring 5.000, blev selskabet omdøbt til Control Data Systems for senere at skifte navn til Ceridian. CDC, der siden 1957 som en udløber af den militære forskning under 2. verdenskrig og med [Seymour Cray](https://en.wikipedia.org/wiki/Seymour_Cray) som chefingeniør, havde udviklet og produceret verdens mest kraftfulde computere, ophørte med at eksistere. 65.000 mennesker var enten blevet fyret eller havde selv fundet anden beskæftigelse.

Control Data var ingenlunde det eneste computerfirma, der i slutningen af 1980erne og begyndelsen af 1990erne led en krank skæbne. Navne som Digital Equipment Corporation, Norsk Data, Olivetti, Prime Computers, Regnecentralen, Christian Rovsing, Dansk Data Elektronik (DDE), [Data General](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/), Wang, Nixdorf, ICL og mange andre var i 1980erne høje i hatten og drejede i 1990erne nøglen om. Selv IBM, der internt blev opfattet som urørlig, måtte i starten af 1990erne indkassere nogle af historiens største underskud og reducerede medarbejderstaben med over 100.000.

## PLATO – en super god idé

PLATO, der var en forkortelse for **Programmed Logic for Automatic Teaching Operations**, blev udviklet på University of Illinois’ Computer-based Education Research Laboratory (CERL) med start i 1960erne. Projektet var via The National Science Foundation i stor stil sponseret af amerikanske skattedollars.

På papiret var PLATO et system til at udvikle og levere undervisning via computerterminaler. På CERL skulle det imidlertid vise sig at blive meget mere end det. Mange af de koncepter vi i dag kender fra internettet såsom sociale medier, message boards, online testing, e-mail, chat rooms, billedbehandling, instant messaging, remote screen sharing og multiplayer spil så dagens lys først på PLATO. Terminalerne, som CERL selv udviklede og fik produceret, havde en berøringsfølsom plasmaskærm (the friendly orange glow) med en opløsning på 512\*512 punkter og var langt forud for deres tid.

 ![](https://hpbech.com/wp-content/uploads/Control-Data.png)Control Data kom ind i billedet i midten af 1960erne, da universitetet skulle bruge mere computerkapacitet. Der blev indhentet tilbud fra forskellige leverandører og Control Data bød ind med deres CDC-1604, der på det tidspunkt var verdens kraftigste computer. Prisen lød på $995.000. IBM bød ind med en 7090 til en pris på $1.900.000, men da de hørte, at de nok ikke ville blive valgt, sænkede de prisen til $200.000. Efter tre budrunder løb CDC med ordren og fik sine $995.000. På det tidspunkt var computere ikke compatible, og når først softwareudviklingen var startet på en platform, kunne den ikke uden meget stort besvær (tid og penge) flyttes til en anden. Det blev derfor Control Data, der kom til at levere mere hardware, efterhånden som PLATO voksede og blev installeret på andre universiteter og i private virksomheder.

## Control Data satsede på PLATO

I 1976 indgik Control Data en licensaftale med CERL, under hvilken firmaet kunne videreudvikle sin egen version af systemet og sælge det på normale kommercielle vilkår. I forlængelse heraf investerede Control Data også i udviklingen af undervisningsmateriale, der på mange områder konkurrerede med den forretning, som CERL drev. Det, der skulle have fortsat som et tæt samarbejde, skilte i stedet CERL og CDC fra hinanden.

 ![](https://hpbech.com/wp-content/uploads/P04-CDC-Mainframe-1984.jpg) CDC Mainframe PLATO var som nævnt baseret på mainframes fra CDC, hvilket betød, at et system kostede minimum 10 millioner. Hertil kom terminalerne, der selv efter at Control Data havde udviklet en ny model, kostede omkring 50.000 kroner per styk.

Man kunne også abonnere på PLATO. Det kostede en fast telefonlinje til 10.000 per måned, plus terminalen (som man kunne leje), plus kursusafgifter eller leje af systemressourcer.

Mens Control Data forsøgte at finde de markeder, der var parate til at betale de enorme priser systemet kostede, gik IT-udviklingen generelt i en helt anden retning. Det kunne være svært at se, når pengene fra den etablerede kundebase væltede ind i kassen.

Som Brian Dear beskriver i bogen, forsøgte Control Data at sælge PLATO til lande med solide indtægtskilder, men store uddannelsesmæssige efterslæb. Det var lande som Saudi Arabien, Iran, Sovjetunionen, Sydafrika og Venezuela. Interessen var stor, og der blev sendt delegationer på studieture frem og tilbage, men forretning blev det aldrig til. Selv den dag i dag er der fortsat langt flere mennesker, der er begejstrede over studieture, som de ikke selv skal finansiere, end der er beslutningstagere til store investeringer. Som min gamle chef altid sagde: *“Kunderne må selv betale deres rejseudgifter. Vi er et computerfirma, ikke et rejsebureau.”*

## PLATO i Danmark

I starten af 1980erne var markedet for mainframes i Danmark i det store hele fordelt mellem de ledende leverandører. Selvom Control Data faktisk havde en forholdsvis stor markedsandel herhjemme, var IBM med omkring 5.000 medarbejdere i de danske afdelinger den ubestridte markedsleder. I de godt seks år, jeg arbejdede for Control Data, fik vi kun en ny mainframekunde, Fiskeriministeriet, som købte en brugt Cyber. Mainframekunder skiftede så godt som aldrig leverandør, og nye kunder valgte andre teknologier.

 ![](https://hpbech.com/wp-content/uploads/Poet.png)Jeg så PLATO som en mulighed for at banke på dørene og få taletid hos alle store virksomheder og institutioner. Det viste sig da heller ikke svært at få møder med de personer, der havde ansvaret for uddannelse. Når EDB-afdelingen blev koblet på, sluttede interessen brat. Det var helt usandsynligt, at en virksomhed eller en institution, der havde en anden leverandør end Control Data (og det havde det helt store flertal), ville lukke os ind. *“Kom igen når jeres software kan køre på vores hardware”* var budskabet. I 1980erne var IT-cheferne små konger, der kunne blokere alt.

Jernets Arbejdsgiverforening, hvor vi var medlem, viste stor interesse for PLATO, og sammen med Dansk Metalarbejderforbund og Metalskolen i Ballerup fik jeg arrangeret en af mange studieture til USA. Da Regnecenteret ved Aarhus Universitet (RECAU) skulle forny deres Control Data maskiner, fik vi pakket et PLATO-system ind i handlen mod at de så til gengæld stod for betjeningen af den danske uddannelsessektor. Systemet blev installeret i midten af 1980erne, men blev ikke nogen succes.

Det var fortsat meget dyrt at bruge PLATO, og udviklingen af kursusmateriale var kolossalt tidskrævende. Det danske marked var på de fleste områder for lille til systemet. Hertil kom at skolerne på IT-området favoriserede danske leverandører som Regnecentralen, på hvis hardware PLATO ikke kunne køre. Endelig var mange i det danske uddannelsessystem hunderæd for computere. Der var en stor mistro til os leverandører, som man forventede ville advokere for, at computerne skulle overtage deres arbejde, og at vi ville oversvømme Danmark med udenlandske undervisningsmaterialer.

 [![](https://hpbech.com/wp-content/uploads/Plato-classroom.jpg)](https://distributedmuseum.illinois.edu/exhibit/plato/) Billedet er fra et PLATO study room på University of Illinois. Jeg oplevede den danske uddannelsessektor som teknologiforskrækket og bagstræberisk. Efter at have undervist på Københavns Universitet og på Danmarks Forvaltningshøjskole (uddannelse af socialrådgivere) vidste jeg, at en stor del af pensum med fordel kunne formidles via computere. Man ville så få mere tid til diskussioner i de lærerdrevne sessioner. Den tankegang var der ikke mange, der delte. I 1980erne var pædgogernes reaktioner på datamatstøttet undervisning mere præget af frygt end af nysgerrighed.

I Danmark blev PLATO først og fremmest overhalet af PCerne, der forsynet med disketter og CD-ROM ikke havde behov for at være koblet op via dyre telefonlinjer til en endnu dyrere mainframe. Også VHS-maskinerne faldt i pris, hvorefter en del af undervisningsmaterialet kunne leveres på billige videokassetter. Faktisk har det vist sig, at e-leaning i vid udstrækning blot er blevet videoptagelser af personer, der taler. PLATO havde visoner om langt mere end det!

1980ernes abolut mest succesfulde e-learning platform blev udviklet af Michael Allen, efter at han købte rettighederne ud af Control Data for $400.000. Han dannede firmaet Authorware og udviklede produktet Course of Action, der kørte på Apple Macintosh. Selskabet fusionerede i starten af 1990erne med MacroMind og blev til Macromedia, der efter sin børsnotering nåede en markedsværdi på 1,5 milliarder dollars.

## Spil og social medier

 ![](https://hpbech.com/wp-content/uploads/Plato-terminal.jpg) Grafisk PLATO-V-terminal med plasma display udviklet af CERL. Det er først nu, da jeg læser Brian Dears bog, at det går op for mig at PLATO var meget mere end datamatstøttet undervisning. Control Data forstod aldrig den community facilitator rolle som systemet spillede i universitetskredse. Selvom jeg og min kollega, Peer Hjorth Lorentzen, i nogle år arbejdede intensivt med at demonstrere systemet, havde vi ikke vores egne terminaler. Der var indrettet et særligt PLATO-rum hos Control Data på hjørnet af Sønder Boulevard og Skelbækgade i København, hvor der var opstillet en enkelt terminal opkoblet til CDC’s europæiske PLATO-center i Bryssel. På intet tidspunkt i min tid hos Control Data havde jeg en terminal på mit kontor. Computere var noget vi solgte, ikke noget vi brugte. Internt kommunikerede vi via blæk og papir, og skulle vi lidt længere ud, brugte vi telex. Og det på trods af, at vi udviklede og producerede verdens hurtigste computere. Mange af de koncepter, der har dannet grundlaget for nogle af nutidens allerstørste virksomheder, kørte på PLATO og lå lige for snuden af os, men vi kunne ikke se dem.

Det var folk som Ray Ozzie, Tim Halvorsen og Len Kawell, der med rødder i PLATO-miljøet senere udviklede Lotus Notes, som IBM købte for 5,52 milliarder dollars i 1995. Notes, der inkluderede email, kalender, mødebooking, adressebog, dokumentdeling, online fora og applikationsudvikling, ville have passet perfekt til Control Datas målgruppe, men bundet til en enkelt leverandørs mainframeplatform ville det ikke have vundet den store udbredelse. Notes ramte markedet samtidigt med at Windows gjorde PC-platformen til alle virksomheders fortrukne infrastruktur og internettet åbnede porten til billig datakommunikation.

## De helt store brølere

 ![](https://hpbech.com/wp-content/uploads/Objectives-Portrait.png)Control Data var nok en af de virksomheder, der i 1980erne missede de fleste store bølger i IT-branchen. Virksomheden var i sin kerne en mainframevirksomhed. Der blev udviklet det nødvendige systemsoftware, men det var kunderne eller softwarehuse, der udviklede applikationerne. Kunderne købte systemerne, fordi de her fik mest regnekapacitet per krone, og kunderne var de virksomheder og institutioner i verden, der havde brug for og kunne betale for mest regnekraft. Universiteter, forskningscentre, meteorologiske institutter, udviklingslaboratorier og militæret var hyppige kunder hos Control Data. Kunderne efterspurgte stadig kraftigere computere, og Control Data var travlt optaget af at levere varen. Derfor overså man fremkomsten af minicomputeren. Det var jo ikke den type computere, deres kunder efterspurgte. Men det viste sig, at kundernes kunder var interesserede, og når de havde anskaffet en minicomputer, havde de ikke længere så stort et behov for at benytte de centrale mainframes. Control Datas kunder mistede kunder, og det påvirkede efterspørgslen. Virksomheden var offer for hvad Clayton Christensen beskriver i sin bog *[The Innovator’s Dilemma](https://www.amazon.com/Innovators-Dilemma-Revolutionary-Change-Business/dp/0062060244)* (When New Technologies Cause Great Firms to Fail).

 https://youtu.be/yUAtIQDllo8

 I stedet oprettede virksomheden Cybernettet, hvor man kunne leje sig ind og benytte datakraft og applikationer (især tekniske) efter behov. Men da minicomputerne og senere PC’en vandt udbredelse, strømmede alle softwareudviklerne derover, og interessen for Control Datas mainframebaserede løsninger faldt som en sten.

## Problemer starter ofte i toppen

 ![](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire.png)Som Brian Dear helt rigtigt påpeger, så må firmaets enorme fejldispositioner også tilskrives topchefen Bill Norris og hans efterfølgere. Fra min stol som sælger og senere salgschef i det danske datterselskab blev det hurtigt klart, at vi manglede konkurrencedygtige produkter, der kunne tage kampen op med minicomputerne og senere PC-bølgen. Når vi klagede vores nød, fik vi at vide, at vi solgte forkert, hvorefter vi blev sendt på salgskurser. Det er aldrig forgæves at få mere salgstræning, specielt ikke når kurserne afholdes på Hawaii, i Sydfrankrig, i London, på Bornholm eller ved Newport Beach, men det kan ikke kompensere for forældede produkter. I stedet udviklede vi selv løsninger baseret på produkter, som vi sourcede lokalt. Hermed kunne vi opretholde omsætning, indtjening og beskæftigelse, men det betød et reduceret cashflow til moderselskabet. På en 100% Klub i 1985 kan jeg huske, at min norske kollega jokede med, at i Control Data lå product management ude i landene, mens sales management var flyttet til hovedkvarteret. Det var en giftig cocktail, og nok den der kostede firmaet livet. Når topchefen var bange for at flyve og ikke vil lytte til soldaterne, så så hans verden hurtigt meget andeledes ud end den fodfolket oplevede. Uden fodfolkets opbakning holder ingen virksomhed ret længe.

Jeg forlod Control Data i 1986 til fordel for iværksættervirksomheden [Dataco](https://www.hpbech.dk/going-global-on-a-shoestring/). Det var som at komme fra helvede til paradis. Control Data Danmark var en fantastisk arbejdsplads med dygtige ledere og et dedikeret personale, men moderselskabet i Minneapolis var håbløst ude af trit med udviklingen og til tider uden forståelse for, at der fandtes en verden udenfor USA. Hvis du har lyst til at læse mere om udviklingen i den danske IT-branche kan jeg varmt(!) anbefale min egen bog *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)*.

## The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture

 ![The Friendly Orange Glow](https://hpbech.com/wp-content/uploads/The-Friendly-Orange-Glow-1.jpg)**Titel**: [The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture](https://www.amazon.com/Friendly-Orange-Glow-Untold-Cyberculture/dp/1101973633).

**Author**: Brian Dear

**Publisher**: Vintage

**Date of publishing**: 2. oktober 2018

**Number of pages**: 640

**Prices**: USD 8-10

**Reviews**: Der er mange gode anmeldelser på Amazon and [Goodreads](https://www.goodreads.com/book/show/34950670-the-friendly-orange-glow).

**Categories:** Blog, Book reviews, Business development, Globalisation, Society, Strategy

**Tags:** fixion_en

---

### [På vej mod at blive Nordens største boghandel](https://hpbech.com/da/paa-vej-mod-at-blive-nordens-stoerste-boghandel/)

**Published:** June 11, 2019
**Author:** Hans Peter Bech

**Excerpt:** Bogreolen.dk er med 7,5 millioner titler i butikken allerede en af Danmarks største boghandlere. Nu sætter de kursen mod Sverige, Norge og Finland.

**Content:**

---

> Bogreolen.dk er med 7,5 millioner titler i butikken allerede en af Danmarks største boghandlere. Nu sætter de kursen mod Sverige, Norge og Finland.

---

![](https://hpbech.com/wp-content/uploads/Bogreolen-1.png)

Over 300.000 danskere har allerede været en tur omkring [bogreolen.dk](https://bogreolen.dk) for at købe en eller flere bøger, og når de først én gang har været i butikken, kommer de i reglen gerne igen og køber hver gang mere og mere.

Det usædvanlige ved bogreolen.dk er, at de ikke har en eneste bog på lager, og at hele butikken drives af kun tre medarbejdere.

> *“I Danmark er distribution af bøger allerede godt organiseret,” fastslår Rasmus Vittrup Halvor, stifter og direktør for bogreolen.dk. “Hvis du bestiller en bog hos os inden klokken 12, ligger den foran din dør den følgende morgen. Konkurrencen på bogmarkedet ligger ikke på den fysiske leverance, men på udvalg, service og ikke mindst på købsoplevelsen.”*

### Semesterpakker der passede til studiebudgettet

![](https://hpbech.com/wp-content/uploads/Mature-no-text.png)

Ideen til at etablere en boghandel på nettet fik Rasmus i 2011, mens han var i gang med at tage en Bachelor på Syddansk Universitet i Slagelse. Påvirket af væksten i salget af e- og lydbøger mente han, at der måtte være et behov for, at de studerende kunne købe deres studielitteratur i de nye digitale formater og ved samme lejlighed spare et pænt beløb. Sammen med Anders Hyldig fik han etableret ebogreolen.dk, men måtte hurtigt erkende, at lige netop lærebøger sjældent forelå i hverken et lyd- eller digitalt format. Sortimentet blev derfor udvidet til at omfatte alle typer bøger i de digitale formater.

### En ny bogklub

![](https://hpbech.com/wp-content/uploads/Stimulate_demand_ver3.png)

Ebogreolen.dk forblev en nebengeschäft for Rasmus og Anders, der måtte ernære sig ved andre jobs. I slutningen af 2014 gjorde de status på projektet.

På trods af væksten i salget af digitale bogformater på globalt plan, så udgjorde de i Danmark kun sølle fire procent. 96% af bogsalget i Danmark var i form af trykte bøger!

Beslutningen blev at omdanne firmaet til en komplet internetboghandel, hvorefter e’et i navnet blev strøget. For ikke at skulle lægge ud i en konfrontatorisk konkurrence med saxo.com, introducerede Rasmus og Anders i stedet en slags bogklub, hvor medlemmerne for en fast pris på 79,- om måneden kunne købe lige så mange bøger, de ønskede, til nettopris (typisk mellem 20 og 35 procent under den vejledende udsalgspris).

Den strategi gav pote.

Medlemmerne strømmede til og bogsalget steg måned for måned. I 2017 kunne Anders gå fuld tid ind i forretningen, og der kunne ansættes en marketingchef samt en medarbejder til kundeservice. I januar 2019 var der plads i budgettet til, at også Rasmus kunne lægge al sin tid i butikken.

Hvor omsætningen i 2015 alene kom fra abonnenterne, er andelen af detailkunder nu steget til at udgøre mere end 90% af salget.

### Den personlige rådgivning

Bogsalget i Danmark [forventes at stige](https://mediawatch.dk/Medienyt/TV/article10858626.ece) med små 2% om året de kommende år, og selv om der sælges flere og flere bøger via internettet, så ligger den helt store del af omsætningen fortsat i de fysiske butikker.

![](https://hpbech.com/wp-content/uploads/Rasmus-Vittrup.jpg)Rasmus Vittrup Halvor

> *“Når ebogen ikke er slået så hårdt igennem i Danmark, så skyldes det blandt andet, at der ikke er en nationalt udbredt ebogslæser som for eksempel Amazon’s Kindle,” mener Rasmus Vittrup. “Købsoplevelsen er lidt mere bøvlet, og læseoplevelsen er ringere, når der skal købes danske ebøger. Det er nemlig kun meget få danske bøger, der kan fås på Amazon, og det er ikke der, de fleste danske bogkøbere går hen først. Danskerne køber fortsat langt de fleste af deres bøger på papir og i de fysiske butikker.”*

Bogreolens vækst skal netop komme ved at tage omsætning fra de fysiske forretninger, og derfor er Anders og hans kolleger meget optaget af give kunderne den bedst mulige oplevelse.

> *“Alle kan finde ud af at sælge en bestseller,” siger Ramus med et smil. “Vores opgave er at tilbyde den personlige rådgivning. Vi skal kende vores kunder langt bedre end de fysiske butikker og være langt bedre til at foreslå relevante bøger fra bagkataloget. Med kunstig intelligens og toptunede algoritmer skal vi give kunderne en service, som altid overgår selv den dygtigste boghandler eller bibliotekar. Med IT-teknologi kan vi hjælpe kunderne med at finde den helt specielle læseoplevelse, der gemmer sig i vores enorme udvalg.”*

![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Når nogle bøger sælger færre eksemplarer end andre, så skyldes det ifølge Rasmus nemlig ikke nødvendigvis, at de er dårligere. Det skyldes oftest, at kunderne aldrig er blevet opmærksomme på deres eksistens. At vælge hvilke bøger, den enkelte kunde skal præsenteres for, er en opgave, som ligger perfekt til en internet-baseret boghandel.

> *“Men vi skal også bringe læsere og forfattere tættere på hinanden,” forklarer Rasmus. “Med video, podcasts og virtuelle møderum kan vi nedbringe omkostningerne, så også forfattere med små oplag kan eksponeres for deres læsere. Den type oplevelse, som jeg ved læserne sætter stor pris på, kan kun meget vanskeligt leveres i den fysiske butik.”*

### Den lange hale

Bogreolen.dk er virkeliggørelsen af principperne bag Chris Andersons bog [The Long(er) Tail](https://bogreolen.dk/long-tail_chris-anderson_9781847940360) fra 2006.

Teorien er, at vores kultur og økonomi i stigende grad skifter væk fra fokus på et forholdsvis lille antal “hits” (mainstream produkter og markeder) i toppen af efterspørgselskurven og hen i mod et stort antal nicher i halen. Princippet gælder specielt på bogmarkedet, hvor mange titler ikke mister aktualitet eller har en udløbsdato. Mange bøger kan således sælge over en lang årrække, hvis blot de bliver bragt til læsernes kendskab. Det fænomen kender jeg selv fra mine egne engelsksprogede bøger, der hver dag købes via Amazon og IngramSpark verden over.

### Finansiering af væksten

Indtil videre er bogreolen vokset organisk, og den udvikling er ejerne godt tilfreds med.

> *“Det er attraktivt at være herre i eget hus,” mener Rasmus Vittrup. “Vi har godt styr på, hvordan forretningsmodellen fungerer, og selv om flere penge kunne få det til at gå hurtigere, så er vi ikke i et kapløb med tiden.”*

Rasmus vil hellere afsøge mulighederne for at udvikle de dele af markedet, som de fysiske butikker ikke kan servicere.

> *“Både de store forlag og de fysiske butikker koncentrerer sig mere og mere om bestseller-markedet,” slutter Rasmus Vittrup. “De har store organisationer og kvadratmeteromkostninger, der skal dækkes ind hver dag. Vi har en hel anden omkostningsstruktur og kan betjene et meget større geografisk område med specialrådgivning på selvbetjeningsbasis. Det er efter min opfattelse her den mest spændende del af markedet ligger.”*

**Categories:** Globalisation, Society, Strategy

**Tags:** Publishing

---

### [Digitale Nomader - Et liv med mere eventyr og mindre hverdag](https://hpbech.com/da/digitale-nomader-et-liv-med-mere-eventyr-og-mindre-hverdag/)

**Published:** July 2, 2019
**Author:** Hans Peter Bech

**Excerpt:** Bogen er god, og jeg kan varmt anbefale andre at læse den. Specielt, hvis man godt kunne tænke sig at komme ud at rejse med sin familie i længere tid og ikke lige sidder på en guldmine.

**Content:**

---

> Bogen er god, og jeg kan varmt anbefale andre at læse den. Specielt, hvis man godt kunne tænke sig at komme ud at rejse med sin familie i længere tid og ikke lige sidder på en guldmine.

---

Kunne du tænke dig at rejse verden rundt og bo i udlandet, uden at det kræver det helt store budget? Med din kone/mand og dine (gerne små) børn? I så fald er Digitale Nomader håndbogen for dig.

![](https://hpbech.com/wp-content/uploads/Travel.jpg)

Mille og Kristian Sjøgren har begge et arbejde, hvor de ikke behøver at være på et bestemt sted på et bestemt tidspunkt. Mille laver voice-over til reklamefilm og Kristian er freelance journalist. Med en computer koblet til internettet (plus lidt ekstra grej til Milles lydproduktion) kan de udføre deres arbejde over det meste af jordkloden og på tidspunkter, de selv kan vælge. Den mulighed benyttede de, solgte deres jordiske gods i Danmark og rejste i mange år rundt i verden sammen med deres to (i starten) små børn. Bogen beskriver nogle af rejserne, hvordan det kan lade sig gøre, hvilke fordele det giver samt slår til lyd for, at nogle flere burde gøre det samme.

Hvis du godt kunne tænke dig at opleve verden og tjene penge til ophold og rejser undervejs, så kan det sagtens lade sig gøre. Også selv om du har små børn. Du skal blot have nogle få talenter og stor vilje. Til dig, der ligger i den kategori, er Digitale Nomader en både underholdende og meget praktisk bog.

> En af hemmelighederne er, at vi i Danmark har meget høje lønningerne, og at der i store dele af verden er meget lave leveomkostninger. Hvis du derfor kan arbejde for danske eller i det mindste vestlige kunder og leve andre steder end i Nordeuropa eller de største metropoler, så kommer du langt for dine penge.

## Fjernarbejde

![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)

Muligheden for at undgå at skulle henslæbe sit liv på det samme kontor i tidsrummet ni til sytten, dag ud og dag ind (plus transporten frem og tilbage midt i myldretiden), kun afbrudt af hektiske weekender og få ferieuger og i stedet frit kunne rejse rundt i verden, være mere sammen med familien og kunne arbejde (næsten), når man har lyst, er ikke ny. Bøger om emnet har primært en af to indfaldsvinkler:

**Individets ønske** om at være fri fugl og opleve noget nyt. *The Four Hour Work Week* af Tim Ferriss, der udkom i 2007, satte gang i den bevægelse.

A**rbejdsgiveres ønske** om at kunne rekruttere fra en større pulje af talent, og samtidigt kunne spare udgifter til ledelse og lokaler. *Remote* (2013) af David Hansson og Jason Fried fra Basecamp og *The Year Without Pants: WordPress.com and the Future of Work* (2013) af Scott Berkun var blandt de første til at artikulere den vinkel.

Digitale Nomader lægger sig pænt i slipstrømmen af frihedsbevægelsen og tilføjer dimensionen med mand/kone og børn. Dens fokus på eventyret på det lille budget gør den anvendelig for mange og passer samtidigt pænt ind i en grøn tid. Der er flere, der rejser end nogensinde, men masseturismen er der ikke meget eventyr over. Prøv at gå en tur i Dubrovnik, Venedig eller Flåm. Det er ikke den type rejsemål Mille og Kristian søger, men derimod det primitive og ukendte, eller det kendte, som ture i mobilehome rundt i USA men på et helt alternativt budget. For den, der har viljen, evnen og fleksibiliteten, er der fortsat eventyr, der venter hele familien i alle verdenshjørner.

## Hvor skal vi hen du?

![](https://hpbech.com/wp-content/uploads/Digitale-nomader-pa-Kindle.jpg)

I starten forvirrede bogen mig noget, og jeg var i tvivl om, hvad den forsøgte at fortælle. Var det primært en rejseberetning med praktiske råd til læsere, som måtte ønske at prøve noget tilsvarende? Eller var forfatterens hovedformål at forsvare sine egne livsvalg? Eller var det en vækkelsesbog, som skulle hjælpe læsere fanget i en kedelig og rutinepræget hverdag med at bryde ud og udleve deres indre drøm?

Mille gør i bogen en del ud af at retfærdiggøre sine egne livsvalg og med at imødegå den kritik, hun angiveligt har været udsat for samt svare på de spørgsmål, hun undervejs er blevet stillet. Måske er det bare mig, der er mere parat til at acceptere folk, som de er, og derfor ikke behøver de store forsvarstaler. Hvorfor kan Mille, der virker som et stærkt og gennemslagskraftigt menneske, ikke bare være ligeglad med, hvad andre mener om hendes liv?

![](https://hpbech.com/wp-content/uploads/I-ko-til-boltoget.jpeg)På to timer i kø til biltoget i Hamburg kan man nå at læse en del.

Hun synes angiveligt, at for mange mennesker ikke tør forfølge deres drømme og i stedet lader sig styre af andres værdier og syn på, hvad der er rigtigt og forkert. Bogen er derfor også ment som en hjælp til de, der måske holder sig tilbage, om at frigøre sig og komme derudaf. I forlængelse heraf indeholder bogen mange praktiske råd om, hvilken type arbejde man kan udføre uafhængigt af tid og sted, hvordan man kommer langt for små penge og hvordan børnenes behov tilgodeses. Ja, faktisk flugter børnenes behov fint med forældrenes ønske om eventyr og forandring, ligesom børnene får læring for livet, som kun oplevelser med egne øjne kan give.

Jeg startede på bogen i Hillerød, læste den færdig på biltoget fra Hamborg til München og sidder nu i Starigrad-Paklenica i Kroatien og skriver anmeldelsen (jeg er nemlig selv en slags digital nomade). Bogen kan varmt anbefales, for den fortæller en spændende historie, er praktisk og jordnær samt varsler måske om en ny tid.

## En anden model

![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)

Selv har jeg siden 1980 arbejdet over det meste af kloden og fra 1998 til 2001 permanent både boet og arbejdet i Tyskland. Samtlige rejser og ophold var betalt af mine arbejdsgivere. Jeg var nok mere begrænset i mine valg af rejsemål end Mille og Kristian, men ikke desto mindre havde min familie og jeg mange fantastiske ture rundt i verden. Ikke mindst opholdet i Tyskland (Stuttgart) var berigende (på alle måder), og jeg kan uden reservationer tilslutte mig Milles anbefaling om at prøve at leve og arbejde udenfor Danmark. Min kone, der i 1973 immigrerede fra England til Danmark, er vel det ultimative eksempel på, at man kan plante sig om, hvis man vil.

Siden 2001 har vi boet i Danmark, og det skal der ikke laves om på (bofælleskab, venner, familie og ikke mindst børnebørn), men både mine bøger, artikler og øvrige opgaver bliver ofte skrevet under andre himmelstrøg. Nogle gange langt væk og andre gange blot på [Kaffebaren i Hillerød](https://www.hpbech.dk/guldkorn-fra-kaffebaren-blichfeldts-bonner/). Begge dele har sin charme. Jeg benytter mig i stor udstrækning af [underleverandører](https://www.hpbech.dk/kan-bogholderen-sidde-i-new-zealand/) uden for Danmark og bekymrer mig ikke om, fra hvilken lokalitet og på hvilket tidspunkt af døgnet, de løser opgaverne.

Hvis bogen tænkes udgivet i en ny udgave, vil jeg foreslå, at der fokuseres mere på erfaringsdelingen (og mindre på moraliseringen), samt at nogle forekomster af ordet “rigtig” (forekommer 95 gange i teksten) slettes. Måske er jeg lidt gammeldags, men hvad er forskellen på “mange danskere” og “rigtig mange danskere”?

## Digitale Nomader

![](https://hpbech.com/wp-content/uploads/Digitale-Nomader.jpg)

> **Titel**: [Digitale Nomader – Et liv med mere eventyr og mindre hverdag](https://bogreolen.dk/digitale-nomader_mille_9788797132722)
> 
> **Forfattere**: Mille og Kristian Sjøgren
> 
> **Forlag**: Voice & Writing (eget forlag)
> 
> **Udgivelsesdato**: 22. april 2019
> 
> **Antal sider**: 314
> 
> **Pris**: DKK 275 (bogreolen.dk)
> 
> **Anmeldelser**: Der er gode læseranmeldelser på saxo.com

**Categories:** Book reviews, Globalisation, Travelling &amp; Leisure, Society

---

### [Systemintegration - det nye sort](https://hpbech.com/da/systemintegration-det-nye-sort/)

**Published:** July 9, 2019
**Author:** Hans Peter Bech

**Excerpt:** At drive en profitabel og vækstparat virksomhed kræver anvendelse af IT i alle hjørner af forretningen. For at undgå redundans og dobbeltarbejde er der behov for, at løsningerne kan udveksle data.

**Content:**

---

> Folk gider ikke taste selv! Derfor er IEX ambitionen meget klar:
> 
>  “Automatisér dit workflow med IEX og få mere fokus på din forretning – dine dage med kedeligt tastearbejde og bogføring er talte.”
> 
> Niel Rokkjær

---

![](https://hpbech.com/wp-content/uploads/Himmel-og-hav.jpeg)

[Niel Rokkjær](https://www.linkedin.com/in/niel-rokkjær-41006855/) dukkede op til interviewet med en digtsamling skrevet af hans far, Åge Rokkjær. Historien om [IEX](https://iex.dk) startede nemlig i 1993, hvor Niel som 14-årig havde job som altmuligmand på sin fars forlag. Far Rokkjær skrev og udgav bøgerne, mens Niel tog sig af ordremodtagelse og ekspedition. Det foregik ved at kunderne bestilte bøgerne via e-mail eller ved at ringe ind. Niel indtastede bestillingerne i Concorde, udskrev fakturerer og labels, pakkede bøgerne og cyklede på posthuset.

Med en kunstnerisk nerve og et talent for design uddannede Niel sig til multimediedesigner. Umiddelbart efter studiet supplerede han sit administrative job i faders forlag med en lille geschäft, der udviklede websider for virksomheder. Årstallet var 2004 og kunderne stod i kø for at få en hjemmeside. Værktøjet hed Dreamweaver, og Flash var det helt store nye hit, der kunne få hjemmesiderne til at bimle og bamle. Niel var ikke så vild med Flash. Han syntes, det blev brugt til for meget staffage uden reelt indhold.

Efter et eventyr med udvikling af et eget contentmanagement system, skiftede Niel’s firma, der nu hed Mediastyle, igen gear og valgte Drupal som ny platform. Da en ny partner blev tilknyttet, blev værkstøjskassen suppleret med Joomla og senere WordPress. Virksomheden udviklede sig til at blive et rent open source-webbureau, der fik erfaring med at lave løsninger sammensat af byggeklodser fra mange forskellige kilder.

## En mulighed dukkede op ud af det blå

![](https://hpbech.com/wp-content/uploads/Postnord.jpg)

En dag i 2009 kom der en dame ind i butikken for at høre om Mediastyle kunne hjælpe med at løse et problem. Damen var logistikenhedschef i et stort svenskejet transportfirma (Green Cargo) og havde behov for at finde en IT-virksomhed, der kunne hjælpe med at integrere kundernes systemer til hendes logistiksystem, så ordrerne kunne flyde automatisk. Hun havde besluttet, at der skulle anvendes open source-software til at løse opgaven, og her var Mediastyles navn blevet nævnt af flere i miljøet.

Efter en tur til Helsingborg, hvor Niel mødtes med logistikfirmaets topchef, gik arbejdet i gang. Kunderne viste sig at være de største medicinalvirksomheder i Norden, og mens projektet kørte, blev transportvirksomheden opkøbt af Postnord.

![](https://hpbech.com/wp-content/uploads/Collaboration.png)

Valget af Mediastyle til at løse en så central opgave mellem Postnord og nogle af Nordens største virksomheder skyldtes et samspil af flere forhold. For at undgå konkurrence med andre IT-projekter i organisationen, ønskede logistikenhedschefen at afholde projektet over sit eget budget. Der var derfor kun et beløb til rådighed, der nok ville være uinteressant for et stort konsulentfirma, men sikkert interessant for et lille. Agile projektmetoder og open source havde demonstreret sin anvendelighed, og her var de store konsulentvirksomheder på det tidspunkt alligevel ikke de førende. Mediastyles havde kompetencer til at løse opgaven, og da topchefen blev præsenteret for tilbuddet, nikkede hun.

Parallelt med systemintegrationsopgaven for Postnord voksede det generelle behov i markedet for dataudveksling mellem webshops og økonomisystemer. Udbuddet af software til webshops eksploderede, flere og flere komplekse virksomheder (mange produkter i mange varianter) gik ind i e-commerce og behovet for at undgå det arbejdskrævende og fejlbehæftede dobbelte tastearbejde steg. Med behovet for at integrere mange webshops med mange økonomisystemer opstod ideen om at udvikle en standard integrationsplatform for kunder, varer, ordrer, lager og forsendelse.

## Produktet som afgangsprojekt

![](https://hpbech.com/wp-content/uploads/Overqualified.jpg)

En tidligere medarbejder i web-bureauet var ved at færdiggøre sit datalogistudie og syntes godt om ideen med at udvikle en standard integrationsplatform. Som afgangsprojekt udviklede han på seks måneder den første version af IEX. Da nogle af de første kunder på platformen kørte på økonomisystemet e-conomic, blev der afholdt et række møder med dem. De var så begejstret for konceptet, at de besluttede at bidrage med finansieringen af integrationerne til deres system.

Version 1.5, der kom på gaden i 2011, havde ingen brugergrænseflade. Det betød, at kunderne ikke selv kunne sætte integrationerne op. Selvom det medførte god indtjening på integrationopgaver, så var det ikke Niel’s vision at drive IEX som en konsulentvirksomhed. Web-bureauet og IEX blev derfor adskilt i to separate selskaber, hvor det sidste skal udvikle sig til at blive et rent produktselskab.

Med version 2, der kom i 2014, kunne kunderne selv opsætte eksisterende integrationer og udbredelsen af IEX blev derfor mindre afhængig af støtte fra Niel’s team. Men når der skulle integreres til nye systemer, måtte IEX igen til kodeblokken. Da efterspørgslen efter integrationer fra både kunder og systemudbydere var stærkt stigende, iværksatte IEX udviklingen af version 3, hvor ambitionen var, at kunderne også selv skulle kunne opsætte integrationer af nye systemer.

## “[Software is eating the world](https://www.wsj.com/articles/SB10001424053111903480904576512250915629460)” og opskriften hedder “best of breed”

![](https://hpbech.com/wp-content/uploads/Why-software-is-eating-the-world.jpg)

At drive en profitabel og vækstparat virksomhed kræver anvendelse af IT i alle hjørner af forretningen. For at undgå redundans og dobbeltarbejde er der behov for, at løsningerne kan udveksle data. Hvor man tidligere satsede på systemer med en central database og applikationer fra en og samme leverandør, er udviklingen de senere år gået i en anden retning. Udbuddet af brugervenlige nicheløsninger er eksploderet og priserne er presset i bund. Små og mellemstore virksomheder foretrækker derfor applikationer, der er udviklet til det enkelte arbejdsområde, og som derefter sættes sammen efter behov.

> *Stort set alle nye systemer har et åbent API, siger Niel Rokkjær, men de integrerer jo ikke med hinanden af sig selv. Behovet for en uafhængig og selvstændig integrator, der kan tilbyde dataudveksling til en attraktiv lav pris, er derfor stort.*

Netop det med prisen er afgørende for udbredelsen af nye systemer i det kæmpestore SMB-segment.

> *Standardisering og massevolumen kan sikre kunderne stor værdi for små penge, understreger Niel Rokkjær. Derfor har vi med IEX 3.0 bygget en integrationsmaskine, hvor det er hurtigt og enkelt at udvikle nye integrationer, og hvor kunderne selv kan mappe de datafelter, de har brug for. Sammen med systemudbyderne vedligeholder vi integrationerne, så kunderne ikke oplever systemsvigt, når der lanceres nye versioner af deres applikationer.*

Med IEX version 3 er det blevet lettere end nogensinde at sammensætte komplekse integrationer på tværs af flere systemer. Systemleverandørerne tilføjer blot de moduler, de vil kombinere, og angiver, hvilken data der skal flytte i hvilken retning. Det er muligt at skrue på alle knapper for at opnå præcist den opsætning, der er brug for til at gøre kundernes arbejdsdag lettere med automatiske workflows.

## Internationalisering

På spørgsmålet om internationalisering er Niel Rokkjær helt afklaret. Det kræver et produkt, som både er internationalt orienteret samt kan klare sig i den internationale konkurrence. Det kan IEX 3.0 ifølge Niel, og næste skridt er derfor at få taget hul på de globale markeder.

![](https://hpbech.com/wp-content/uploads/Niel-Rokkjaer-1.jpg)Niel Rokkjær

> *Vi har kunder udenfor Danmark, ligesom vi har integration til udenlandske regnskabssystemer som Reviso, Debitoor og Visma eAccounting, siger Niel Rokkjær, men nu skal vi endnu længere ud. Indtil videre har vi selv finansieret vores vækst, og det vil vi egentlig gerne fortsætte med. Derfor skal vi ud og finde nogle åndsfæller i udlandet, med hvem vi kan samarbejde om både kunder og teknologi.*

Jeg vender tilbage til IEX igen efter sommerferien

**Categories:** Globalisation, Strategy

**Tags:** business development

---

### [Der udgives flere bøger og læses færre](https://hpbech.com/da/der-udgives-flere-boeger-og-laeses-faerre/)

**Published:** August 4, 2019
**Author:** Hans Peter Bech

**Content:**

Med det kraftige fald i specielt produktionsomkostningerne, men også med opblomstringen af selvudgiverplatforme som ADP (Amazon Direct Publishing) og IngramSpark og fremvæksten af communities som danske [Newpub](https://www.facebook.com/groups/newpub/), skrives og udgives der flere bøger end nogen sinde. De fleste bøger udgives udenom de etablerede forlag, og det er specielt en fordel for de smalle produktioner, der retter sig mod et lille publikum. Det er også en fordel for debuttanter og andre mindre kendte forfattere, som ikke kan mønstre de store marketingbudgetter og som ikke har de store forlags interesse. De kan for små midler alligevel få deres værker ud og måske ramme nogle læsere, der vil skrive en anmeldelse eller anbefaling. Netop denne type anerkendelse betyder i dag mere end de profesionelle anmeldelser, som kun ganske få alligevel læser.

Samtidigt med at der udgives flere bøger, læses der færre. Bogen (inklusive trykte, elektroniske og lydversioner) mister terræn til andre medier. Det er set med mine øjne en tendens, der afspejler menneskets dalende evne til koncentration og fordybelse. En øvet læser kan klare en side i minuttet. Det vil tage hende otte timer at læse en bog på 400 sider. Hvis hun læser en time om dagen tager det altså otte dage. Hvis der skal tages notater og reflekteres tager det naturligvis længere tid. Da det er de færreste, der sidder og kigger ud ad vinduet en time om dagen, skal læsning prioriteres, og her er der typisk konkurrence fra spil, fjernsynet og de sociale medier, der tilbyder fastholdelse uden indsats. Netop spil, fjernsyn og sociale medier investerer milliarder i forskning af vores adfærd, så de kan fastholde brugerne, udsætte os for fleste mulige annoncer eller oparbejde en afhængighed, så vi fortsætter vores abonnement og vender tilbage til mediet.

**Categories:** Society, Uncategorized

**Tags:** Publishing

---

### [Iværksætterne - Danske iværksættere om succes og fiasko, rejsen med at gøre den gode idé til virkelighed og alt det, de lærte undervejs](https://hpbech.com/da/ivaerksaetterne-danske-ivaerksaettere-om-succes-og-fiasko-rejsen-med-at-goere-den-gode-ide-til-virkelighed-og-alt-det-de-laerte-undervejs/)

**Published:** July 16, 2019
**Author:** Hans Peter Bech

**Excerpt:** Det ikke er den gode idé, der skaber den gode forretning. Det er kombinationen af idé, mennesker og en heldig timing, der afgør om det lykkes.

**Content:**

---

> Det ikke er den gode idé, der skaber den gode forretning. Det er kombinationen af idé, mennesker og en heldig timing, der afgør om det lykkes.

---

Iværksætteri er mange ting. Det spænder fra Ricky Søndergaards forsøg på at få en bilproduktion i gang i Danmark over Le Gammeltofts lille mediebiks til et community for folk, der elsker tatoveringer. Fællesnæveren er nogle mennesker, der har svært ved at identificere sig med et job som funktionær i en organisation, hvor andre bestemmer formål, retning og tempo. Hertil kommer en idé til et produkt eller en service, som verden må have brug for, og som kan skaffe smør på brødet. Ikke nødvendigvis milliarder i banken. Bare nok til at holde kreditorerne fra døren. Det med milliarderne kommer først senere. [En sjælden gang](https://www.hpbech.dk/foredrag/fra-0-til-10-milliarder-pa-18-ar/).

![](https://hpbech.com/wp-content/uploads/Business-plan-writing.png)

Der skrives mange bøger om iværksætteri. Flere af dem udtrykker direkte, at de har en metode til succes, mens andre blot insinuere det. Christian Frost er ikke faldet i den fælde, men har i stedet valgt at lade en række vidt forskellige iværksættere fortælle deres historie, sådan som de selv ser den. Det er der kommet en god og spændende bog ud af.

## “Hole in one” sker ikke så tit

Stor set alle historierne har en række mere eller mindre eklatante fiaskoer, der skal overleves, før den bæredygtige forretningsmodel er på plads. “Fail fast” er et af de smarte udtryk i iværksætterindustrien, men det er vedholdenhed også. Hvordan man lige afgør, hvornår noget skal stoppes, er fortsat en svær manøvre for de fleste. Derfor kører mange videre, til der ikke er flere penge i kassen. På det tidspunkt træffer de fleste beslutninger nemlig sig selv.

Bogens ultimative fiasko må være Ricky Søndergaards bilprojekt. Her er der tilsyneladende fortsat et pænt stykke vej til noget, der bare ligner en holdbar forretningsmodel. Men udvikling af en bil med efterfølgende produktion og service er vel også noget af det mest ambitiøse, man kan kaste sig over. Det må være en meget lille og meget eksklusiv kundekreds, der synes, at der er en ledig plads på bilmarkedet. Og alligevel er det ikke så længe side, at den første Tesla kørte af samlebåndet.

## Spotting the winners

![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Da jeg læser om Mik Thobo-Carlsens Tattoodo, må jeg erkende, at der er meget i denne verden, jeg ikke ved noget om, og som sagtens kan være et kæmpe forretningspotentiale.

Tatoveringer siger mig absolut intet andet end, at prisen på fortrydelse må være eksorbitant høj. Og det er så her forretningen ligger. Da de fleste skal leve med deres tatoveringer i resten af livet, er mange endog meget omhyggelige med at vælge, hvad den skal udtrykke, og hvem der skal lave den. Hellere give 10.000 for det rigtige valg end 2.000 for et, man fortryder.

![](https://hpbech.com/wp-content/uploads/Frederikke-Antonie-Schmidt.jpg)Frederikke Antonie Schmidt

Højhælede sko er heller ikke min spidskompetence, og derfor er det så meget mere fascinerende at læse om Frederikke Antonie Schmidt og hendes svaghed for sko med lange sylespidse hæle. Hendes vision var at få produceret nogle, der udover at se cool ud også var til at holde ud at have på og gå i. At lave og sælge fysiske produkter, der tilmed skal passe til kundens individuelle mål, er logistikmæssigt langt vanskeligere end at lave software, hvor fejl kan rettes med det samme (når først man har fundet dem). Salg og marketingopgaven er lige svær, men det fysiske produkt har flere lags kompleksitet på toppen. Men nu er højhælede sko Frederikkes passion, og så finder hun løsninger, hver gang der opstår problemer. Specielt underholdende er beretningen om jagten på en stabil produktion og Kickstarter-kampagnen, der kommer dobbelt op på målet.

I det iværksætterindustrielle kompleks (alle de der arbejder med iværksætteri på fast månedsløn i en eller anden organisation) bruges der meget krudt på at spotte de kommende vindere. Derfor afholdes der iværksætterkonkurrencer, hvor et dommerpanel udpeger den bedste idé. Det er imidlertid velkendt, at det ikke er den gode idé, der skaber den gode forretning. Det er kombinationen af idé, mennesker og en heldig timing, der afgør om det lykkes ([hvis en idé får succes, defineres den som god](https://www.hpbech.dk/hvordan-kan-man-genkende-en-god-forretningside/)).

Christian Frosts bog er glimrende anskuelsesundervisning i, hvor bredt iværksætteri spænder. Nogle har potentiale til at blive store internationale virksomheder, og andre skal per definition overhovedet ikke i den retning, men blot sikre, at ejerne ikke behøver at arbejde som funktionærer i en organisation, hvor det er andre, og ofte skiftende, funktionærer, der sætter mål og retning.

## Iværksætterne

![](https://hpbech.com/wp-content/uploads/Ivaerksaetterne.png)

> **Titel**: Iværksætterne – Danske iværksættere om succes og fiasko, rejsen med at gøre den gode idé og alt det, de lærte undervejs
> 
> **Forfattere**: Christian Forst
> 
> **Forlag**: Duckshoot Media (eget forlag)
> 
> **Udgivelsesdato**: 30. maj 2019
> 
> **Antal side**r: 256
> 
> **Pris**: DKK 138 ([bogreolen.dk](https://bogreolen.dk/ivrkstterne_christian-frost_9788799571895))
> 
> **Anmeldelser**: Endnu kun få læseranmeldelser

**Categories:** Book reviews, Society

**Tags:** business development, Politics and Economics

---

### [Digital transformation giver plads til vækst hos Rosendahl Design Group](https://hpbech.com/da/digital-transformation-giver-plads-til-vaekst-hos-rosendahl-design-group/)

**Published:** August 13, 2019
**Author:** Hans Peter Bech

**Excerpt:** Rosendahl Design Group er en virksomhed i vækst, hvor IT benyttes som et aktivt værktøj til at smidiggøre administrative processer. Formålet er at frigøre ressourcer og støtte de markedsrettede aktiviteter, der kan medvirke til at indfri virksomhedens internationale ambitioner.

**Content:**

---

> *Rosendahl Design Group er en virksomhed i vækst, hvor IT benyttes som et aktivt værktøj til at smidiggøre administrative processer. Formålet er at frigøre ressourcer og støtte de markedsrettede aktiviteter, der kan medvirke til at indfri virksomhedens internationale ambitioner.*

---

![](https://hpbech.com/wp-content/uploads/Grand-Cru-Vandglas.jpg)Vandglas fra Rosendahls Grand Cru serie

Grand Cru glasset har samme status som PH-lampen. Med henholdsvis 25 og 90 år på bagen findes de i stort alle danske hjem.

Bag glasset står [Rosendahl Design Group A/S](https://www.rosendahl.dk) (RDG), der i dag er Danmarks største designhus med mere end 140 medarbejdere fordelt på fem lande og en årlig omsætning på omkring den halve milliard kroner.

Som en ejerledet og værdibaseret designvirksomhed gennem to generationer ser RDG det som sin opgave at udvikle nyt holdbart design og genopdage klassikere i dansk design til hjem og til bord, til salg i Skandinavien og på andre udvalgte markeder.

![](https://hpbech.com/wp-content/uploads/Rosendahl.png)Rosendahl holder til i nyrenoverede bygninger på Slotsmarken i Hørsholm

RDG rummer i alt ni brands; Rosendahl, Holmegaard, Kay Bojesen, GLOBAL, Bjørn Wiinblad, Arne Jacobsen Clocks, JUNA, Lyngby Porcelæn og endeligt Kähler, som blev en del af RDG-familien i slutningen af 2018. Virksomhedens design skabes, og ikoniske skitser genoplives af egne designere og eksterne kompetencer, før de sælges gennem grossister og detailhandelsforretninger til tusindvis af slutbrugere.

Gennem datterselskabet, RDG Retail A/S, drives online-forretning med det primære formål at opnå̊ indsigt i og forståelse for udviklingen i slutbrugernes forbrugsmønstre. RDG Retail A/S står også for outlet-forretningen i Ringsted. RDG Property ApS administrerer virksomhedens hovedsæde i Hørsholm og driver de øvrige ejendomme i koncernen.

## IT betyder meget for en designvirksomhed i vækst

![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

At RDG’s omsætning på blot fem år er mere end fordoblet vidner ikke kun om en ambitiøs virksomhed men også om, at der blandt forbrugerne er en stor appetit på kvalitetsprodukter til hus og hjem. Dansk design er populært udenfor Norden, og virksomheden er netop i disse år ved at etablere de forhandler- og afsætningskanaler samt opbygge de organisatoriske systemer og ressourcer, der skal på plads for at kunne imødekomme efterspørgslen som følge af en øget indsats på de store internationale markeder.

Omvæltninger og konsolideringer i detailleddet, herunder ikke mindst udviklingen i online-handelen, følges nøje af virksomheden i Hørsholm, og man tilpasser sig forbrugernes præferencer for, hvor og hvornår de ønsker at gøre deres indkøb.

![](https://hpbech.com/wp-content/uploads/Brian-Graven-Andreasen.png)Brian Graven Andreasen

> ”IT har meget stor betydning for Rosendahl,” understreger [Brian Andreasen](https://www.linkedin.com/in/brian1905/), økonomichef hos RDG. ”Senest har vi indført et komplet Product Information Management system, så vi alle sammen på et sted kan håndtere alle informationer på vore 5.000 varenumre fra vugge til grav. Vi har også samlet alle vores selskaber på den fælles Dynamics AX platform.”

Hos Rosendahl er det ikke besparelser, der står øverst på ønskelisten, men derimod produktivitetsforbedringer, der gør det muligt at håndtere den stigende vækst uden at skulle øge den administrative stab. I stedet ønsker man at øge det økonomisk råderum, der giver plads til flere investeringer i de kunderettede aktiviteter og herunder ikke mindst i håndtering af nye markeder og nye produkter.

## Digitalisering af kreditorfakturaer

> ”Vi indførte allerede i 2013 det første system til at håndtere indgående kreditorfakturaer,” fortæller Brian Andreasen. ”En stor del af vores kreditorfakturaer repræsenterer varekøb og udover at smidiggøre tjek og godkendelse, ville vi også gerne spare vores brugere for at skulle gå ind i to separate systemer for at løse opgaven.”

Sammen med Microsolutions er det med produktet Invoiceflow lykkedes at etablere et dokumenthåndteringsforløb, hvor alle kreditorfakturaer håndteres i et og samme system.

> ”Omkring halvdelen af de nu cirka tusind kreditorfakturaer, vi modtager hver måned, kommer fra leverandører i Norden og foreligger allerede fra starten i et fuldt elektronisk format,” oplyser Brian Andreasen. ”Den anden halvdel, der primært vedrører udenlandske varekøb, modtager vi PDF-format, og her har vi behov for automatisk at få afløftet data til IT-systemerne.”

I starten benyttede RDG Readsoft til afløftningen, men det var meget ustabilt og krævede tillige, at de selv havde softwaren installeret i huset. På opfordring fra Microsolutions kiggede RDG på Bilagscan, og da det efter en kort testperiode viste sig at virke upåklageligt, tog de det i efteråret 2018 i produktion.

> ”Indførelsen af Invoiceflow og senest Bilagscan har samlet set reduceret tidsforbruget ved håndtering af kreditorfakturaer med et sted mellem 50 og 70 procent”, siger Brian Andreasen. ”Det har betydet, at vi har kunne klare en stigning i omsætningen på 25-30 procent uden at skulle ansætte flere medarbejdere.”

Hver eftermiddag sendes alle indkomne kreditorfakturaer til Bilagscan og den følgende morgen ligger de klar til tjek og godkendelse i Invoiceflow.

> ”Arbejdsgangen er simpel og kan udføres af enhver medarbejder i økonomiafdelingen,” slutter Brian Andreasen.” Pålideligheden har vist sig at være meget høj, og vi har ikke følt behov for at indføre kontroller på kvaliteten. Det virker bare.”

---

---

### Om Microsolutions

![](https://hpbech.com/wp-content/uploads/Microsolutions-1.jpeg)

[Microsolutions](https://microsolutions.dk) leverer og supporterer Microsoft Dynamics 365. Vi er specialister indenfor ERP og har eksperter indenfor områderne finans, logistik og produktion, projekt og løn og administration. Hos Microsolutions finder du også spidskompetencer til Dynamics Sales, Dynamics Talent og Power BI.

---

### Om Bilagscan

![](https://hpbech.com/wp-content/uploads/Bilagscan.png)

[Bilagscan](https://bilagscan.dk/) Bilagscan aflæser automatisk alt relevant data fra bilag og kvitteringer uanset format med 100 % nøjagtighed, så digitalisering af dit workflow og ERP-system bliver komplet.

Bilagene scannes i takt med at de indlæses i administrationssystemet. Her finder vi leverandør (kreditor), totalbeløb, fakturadato og valuta. Linjerne bliver også scannet, og vi finder beløbet, antallet og beskrivelsen. Vi scanner alle typer af bilag, uanset om det er kvitteringer (finansbilag) eller indkøbsfakturaer (kreditorbilag). Du kan indsende bilag som både PDF-filer og PNG/JPG-filer.

**Categories:** Strategy

**Tags:** business development

---

### [Fra bager til digital nomade](https://hpbech.com/from-baker-to-digital-nomad/)

**Published:** April 14, 2020
**Author:** Hans Peter Bech

**Excerpt:** Gig-økonomien, hvor man ikke har fast ansættelse men arbejder fra projekt til projekt, og fænomenet digitale nomader, hvor man heller ikke har fast bopæl, er i kraftig vækst. Her er historien om danske Benny Holgaard, der driver sin virksomhed samtidigt med, at han oplever verden.

**Content:**

---

> *Gig-økonomien, hvor man ikke har fast ansættelse men arbejder fra projekt til projekt, og fænomenet digitale nomader, hvor man heller ikke har fast bopæl, er i kraftig vækst. Her er historien om danske Benny Holgaard, der driver sin virksomhed samtidigt med, at han oplever verden.*

---

 ![](https://hpbech.com/wp-content/uploads/Benny-poserer-300x214.jpg) Benny Holgaard  

Benny Holgaard befinder sig i Cordova på Filippinerne, da jeg ringer. På grund af Coronakrisen er han grounded og kan ikke komme videre foreløbig. Det har dog ingen indflydelse på forretningen, som han driver videre fra sit hotelværelse.

Benny står bag virksomheden [Shoptech.media](https://shoptech.media/da/), og jeg har fået hans kontaktoplysninger af det estiske [XOLO](https://www.xolo.io/), som er en af casene i min kommende bog [Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/). Vi har korresponderet lidt frem og tilbage på mail for at finde et tidspunkt, der passer os begge.

Egentlig skulle jeg blot bruge et par citater om Bennys erfaringer med XOLO, men som samtalen skrider frem viser der sig en fascinerende historie, som jeg ikke kan slippe, og som også er karakteristisk for en verdensomspændende trend: digitale nomader og the gig-economy.

## Bagværk i Silkeborg

Benny er oprindeligt uddannet bager fra Silkeborg og var i fire år efter at have fået sit svendebrev beskæftiget med at bage brød, mens vi andre lå og sov. Herefter arbejde han på en fabrik i otte år, før han opdagede sin fascination for IT. Fra midten af halvfemserne var han med til at bygge PCere og arbejde med software, da hans kone i 2003 meddelte, at hun ville skilles.

> *“Den skilsmisse kom som et chock for mig,” fortæller Benny. “Den nulstillede hele min tilværelse, og der gik nogen tid, inden jeg fik fundet mine ben igen. Jeg begyndte at studere psykologi, coaching og NLP og arbejdede med blandt andet flygtninge, som var traumatiseret af krigsoplevelser.”*

Efter at Apple lancerede sin iPhone i 2007 vendte Benny tilbage til IT og begyndte at arbejde med udvikling af Apps. På [Amino.dk](https://www.amino.dk), hvor han var meget aktiv, fik han kontakt til iværksættermiljøet og etablerede sig som freelanceudvikler.

## E-handel og webshops

Via sine kunder blev Benny trukket mere og mere ind i problemstillinger omkring E-handel og webshops, og da han både syntes, at det var vildt spændede og tilsyneladende også havde flair for det, blev det efterhånden hans fokusområde.

> *“Det var i 2012, at jeg besluttede, at jeg ville ud og opleve verden. Jeg var kørt død i det danske rotteræs, tjente ikke mange penge på mit arbejde som freelanceudvikler og var blevet snydt et par gange. Men arbejdet krævede ikke, at jeg sad på skødet af kunderne. Når blot jeg reagerede hurtigt og effektivt kunne jeg udføre mit arbejde på månen. Jeg havde et håb om, at kunne finde mening med tilværelsen derude i den store verden.*

Første januar 2014 sagde Benny farvel til Danmark og rejste med 3.000 kroner på lommen til Spanien. Det var ikke med henblik på at bo der, men blot det første stop på en rejse til alle de eksotiske steder, som han havde på sin ønskeliste. Med sig havde han dog også opgaver for en enkelt kunde, som han vidste kunne give smør på brødet på den videre rejse. Efter Spanien gik det videre til Filippinerne, Thailand, Cambodia, Korea, Indonesien og Japan.

 ![](https://hpbech.com/wp-content/uploads/Benny-slapper-af.jpg)Parallelt med rejselivet steg humøret og forretningen voksede. For at klare det stigende antal opgaver begyndte Benny at knytte andre freelancere til sin virksomhed.

> *“Jeg har aldrig brugt en krone på marketing,” uddyber Benny. “Jeg er aktiv i de grupper på de sociale medier, hvor man seriøst diskuterer forhold omkring e-handel. Kunderne kommer til mig, og ved at bruge håndplukkede freelancere kan jeg fastholde den kvalitet og responstid, som er blevet mit varemærke. På langt de fleste opgaver har vi en turnaround-tid på under 24 timer. Det vil sige, at fra det tidspunkt, vi har modtaget en opgave, og til løsningen er testet og implementeret i produktion hos kunden, er der gået mindre end et døgn.”*

## Den estiske løsning

Da Benny besluttede at forlade Danmark uden nogen intentioner om at finde fast bopæl noget andet sted igen lige med det samme, besluttede han at beholde sin virksomhed og sin bankkonto på dansk jord. Men uden fast bopæl i Danmark, eller noget andet sted for den sags skyld, ville SKAT ikke tillade, at han videreførte sit CVR-nummer. Benny oprettede i stedet et selskab på Seychellerne.

> *“Det var en giftig konstellation. Jeg skulle konstant dokumentere, at jeg ikke drev pengehvidvaskning for narkokarteller. Den bekymring kan jeg godt forstå, men for min lille virksomhed blev det et bureaukratisk mareridt.”*

Mens forretningen voksede fint gjorde de administrative genvordigheder det samme. Konstant var der problemer med banken, der krævede mere og mere dokumentation og i perioder simpelthen lukkede kontoen.

 ![](https://hpbech.com/wp-content/uploads/Benny-arbejder-1.jpg)I 2019 stødte Benny på muligheden for at blive [e-citizen](https://e-resident.gov.ee/become-an-e-resident/) i Estland. Han ansøgte, blev godkendt og kunne i efteråret hente sine velkomstpakke på den Estiske ambassade i Tokyo, hvor han opholdt sig på det tidspunkt.

> *“Den estiske løsning er næsten perfekt. Nu er mit selskab registreret i Estland og med en konto hos henholdsvis [Transferwise](https://transferwise.com) og XOLO fungerer det gnidningsløst. Kunderne kan betale og jeg kan betale mine freelancere og øvrige kreditorer uden stor forsinkelse og høje gebyrer. Den eneste flaskehals er sammenhængen til privatøkonomien.”*

I dag har Benny Holgaard fast bopæl i Thailand, hvor han derfor også betaler skat og har sin private bankkonto. Udbetaling af løn eller overskud til banken i Thailand tager tid og er forbundet med høje bankgebyrer.

## En milliard digitale nomader

 ![](https://hpbech.com/wp-content/uploads/Benny-på-marked-225x300.jpg) 

Gig-økonomien, hvor man ikke har fast ansættelse men arbejder fra projekt til projet, og fænomenet digitale nomader, hvor man heller ikke har fast bopæl, er i kraftig vækst. Benny, der er dansk statsborger, kan sidde i Thailand og arbejde for en engelsk kunde, der modtager en faktura fra Bennys estiske selskab, som skal betales til en tysk bank. Herefter kan han betale sine underleverandører på Filippinerne. Det kunne lyde som forretninger i en kæmpe multinational koncern, men det er blot Bennys Shoptech.media, som på en god dag holder, hvad der svarer til 10 mand (eller kvinder), beskæftiget.

Den type aktivitet er kun få lande gearet til at håndtere. Det ser ud som om Estland har set behovet og potentialet, og [SMART visa](https://smart-visa.boi.go.th/smart/) programmet i Thailand er også rettet mod denne voksende befolkningsgruppe. Digitale nomader er ikke ude på at undgå at betale skat, men har behov for smidige myndigheder og banker, så det administrative bøvl undgås. For tiden tyder det på, at det bliver Estland, der løber med opgaven.

> *“Med den estiske løsning og XOLO kan min virksomhed igen vokse,” afslutter Benny. “Næste år har vi et eget produkt klar, og jeg planlægger at tage partnere ind i firmaet. Det bliver højst sandsynligt med base i Estland, så vi slår nok lige et smut omkring Europa for at få det hele på plads.”*

**Categories:** Globalisation, Travelling &amp; Leisure, Society

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### [Det hele handler ikke om dig](https://hpbech.com/da/det-hele-handler-ikke-om-dig/)

**Published:** April 21, 2020
**Author:** Hans Peter Bech

**Excerpt:** Tid er ikke noget man har, det er noget man tager. Vi er alle udstyret med 24 timer i døgnet, og alle har vi 365 dage på et år. Hvad, vi får ud af det, afhænger i vid udstrækning af, hvordan vi prioriterer.

**Content:**

---

> *Tid er ikke noget man har, det er noget man tager. Vi er alle udstyret med 24 timer i døgnet, og alle har vi 365 dage på et år. Hvad, vi får ud af det, afhænger i vid udstrækning af, hvordan vi prioriterer.*

---

Kender du udtrykket “stoisk ro”?

![](https://hpbech.com/wp-content/uploads/Marcus-Aurelius.jpg)Den romerske kejser Marcus Aurelius (121 – 180 A.D.) var udpræget stoiker.

Det er betegnelsen på en tilstand, hvor et menneske formår at holde hovedet koldt, når bølgerne går meget højt og andre panikker. Selv om det presser på med en beslutning, så tænker vedkommende sig grundigt om og vejer alternativerne op mod hinanden. Måske udskydes en beslutning, til der foreligger flere facts. “Stoisk ro” betyder, at man har is i maven og forlader sig på fornuften fremfor på følelserne.

Udtrykket har rødder i stoicismen, en livsfilosofi, som stammer fra det gamle Grækenland (cirka 300 før Kristi fødsel), og som hurtigt spredte sig til resten af verden. På trods af sine over to tusinde års historie er stoicismen stadig aktuel og anvendelig, hvilket har fået forfatter og chef for bæredygtighed hos PFA, [Niels Overgaard](https://www.linkedin.com/in/nielsovergaard/), til at skrive om sine bestræbelser på at bruge principperne til at få bedre styr på sit liv.

Det er der kommet en usædvanlig velskrevet og brugbar selvhjælpsbog ud af.

> *“Hvor lykkeligt et liv du kan få, handler ikke alene om hvad der er sket eller sker for dig, men i høj grad om, hvordan du håndterer det, der sker”*
> 
> Niels Overgaard

---

Bogen er skrevet og udgivet inden vi fik Coronakrise, men udsagnet holder fortsat. Coronakrisen er over os. Hvordan vi hver især kommer igennem den og ud på den anden side afgøres i høj grad af, hvordan vi vælger at håndtere den.

##  På kalenderkursus

I januar 1980 skiftede jeg job. Fra at være fuldmægtig i Arbejdsministeriet blev jeg salestrainee i det danske datterselskab af det, på det tidspunkt, meget store amerikanske computerfirma, Control Data Corporation. Udover en lønforhøjelse på 50% var det en på alle måder gigantisk omvæltning.

Mens jeg forsøgte at finde ud af, hvad der var op og ned på EDB (det vi i dag kalder IT, informationsteknologi), og hvad salg egentligt gik ud på, sendte min chef mig på Time Management kursus.

![](https://hpbech.com/wp-content/uploads/Time-Manager-pages.png)

Jeg havde bemærket, at han og de fleste af mine kolleger i salgsafdelingen (men ikke dem i systemafdelingen!) havde en forvokset kalender i et lille ringbind af læder. Den hed en Time Manager og kostede en bondegaard (husk at jeg kom fra den offentlige sektor!) At man skulle to dage på kursus for at bruge en kalender, havde jeg svært ved at forstå. I Arbejdministeriet fik vi hvert år en Mayland-kalender, og her fulgte der ikke noget kursus med.

Kurset var også ret dyrt, og da jeg havde meget andet at skulle lære, ville jeg gerne skubbe kalendertræningen til senere. Det ville min chef ikke høre tale om. Så en tidlig morgen engang i marts 1980 kørte jeg derfor til kursuscenteret Kollekolle i Værløse for at påbegynde den to-dages kalenderskole.

De første måneder i det nye job havde været ret udfordrende. Da vi samtidigt på hjemmefronten lige var flyttet i bofællesskab og havde adopteret vores første barn, havde jeg ikke haft (læs: taget) tid til at forberede mig til, hvad det var for et kursus, jeg skulle på.

![](https://hpbech.com/wp-content/uploads/Claus-Moller.jpg)Claus Møller (1942-2018)

Der sad jeg så blandt to hundrede andre deltagere og betragtede en lille halvskaldet mand, der trissede rundt oppe ved overheadprojektoren. Mens jeg drak min morgenkaffe, spiste et rundstykke og ventede på, at det hele skulle begynde, gik det pludselig op for mig, at vi allerede var i gang. Claus Møller, som den lille mand hed, fortalte i et lavmælt og underspillet tempo om sin Rolls Royce og om sin frisør, der kom ud i lufthavnen for at klippe ham, fordi han havde så travlt.

Min chef havde flere gange sagt til mig, at hvis jeg nogensinde befandt mig på et kursus, som jeg syntes var spild af tid, så skulle jeg rejse mig og gå. Man skal ikke kaste gode penge efter dårlige, og tid er kostbart. Efter en halv time med Claus Møllers praleri var jeg så småt ved at overveje, om ikke min tid kunne bruges bedre på noget andet, da han pludselig skiftede retning.

> *“Du kan ikke styre, hvad verden udsætter dig for, men du kan styre din reaktion på det.”*

Jeg er ikke sikker på, at ordene faldt lige sådan, men det var noget i den retning. Nu spidsede jeg ører.

> *Tid er ikke noget man har, det er noget man tager. Vi er alle udstyret med 24 timer i døgnet, og alle har vi 365 dage på et år. Hvad, vi får ud af det, afhænger i vid udstrækning af, hvordan vi prioriterer.*

Med de omvæltninger, der på det tidspunkt fandt sted i mit liv, kunne jeg godt bruge en metode til at prioritere og holde styr på de løse ender.

Jeg forlod ikke kurset men blev siddende og lyttede opmærksomt til Claus Møllers livsfilosofi. Det var ikke det hele, jeg kunne bruge, men meget af det kunne jeg, og det endte da også med, at jeg købte en Time Manager i brunt læder med tilhørende årssæt.

Claus Møllers Time Manager kursus ændrede mit liv. Det viste sig ikke at være et kursus i at bruge en kalender, men i stoisk livsfilosofi. Måske var jeg disponeret for budskabet, og måske var timingen perfekt. Men princippet om, at du, uanset hvad der måtte ske omkring dig, må tage ansvaret for din tid og dit liv, gik rent ind hos mig. Jeg er ikke liberalist og hylder ikke ordsproget om, at enhver er sin egen lykkes smed, men jeg forstod umiddelbart, at jo mere ansvar, du påtager dig for det, der sker i dit liv, desto mere er du i stand til at ændre det. Også fordi det, der allerede er sket, aldrig kan gøres om. Fortid forbliver for altid fortid. Accepter det, tage ansvar for det, lær af det og kom videre.

## Salg og Stoicisme

Efter et år som salestrainee blev jeg salgskonsulent og et år senere salgschef. Det skulle vise sig at salg og stoicisme passede fint sammen.

Det er ret nemt at se, om en sælger er god eller ej. Den gode sælger når sit budget. Det gør den dårlige sælger ikke. Der kan være tusinde grunde til, at man ikke når sit budget, men hvis man ikke vil tage ansvar for håndteringen af de tusind grunde og disponere sin tid og indsats derefter, bliver man aldrig en god sælger (eller salgschef).

![](https://hpbech.com/wp-content/uploads/Control-Data-1.png)

Efter at have tabt en hel del salgsprojekter, gik det op for mig, at succes i salg (det at nå sit budget) kræver, at man meget nøje vælger, hvilket firma man vil arbejde for. Jeg var usandsynlig heldig, at jeg var landet hos Control Data. Ikke fordi deres produkter var nemme at sælge, for det var langt fra tilfældet, men fordi de havde en ledelsesfilosofi, hvor man bakkede sine folk op.

Når jeg nåede mine salgsbudgetter, skyldes det alene, at [de blev løbende tilpasset](https://www.hpbech.dk/planer-holder-aldrig/). Selv om meget af det, jeg kastede mig ud i, ikke lykkedes, så lærte jeg hver gang noget, og med tiden blev jeg bedre og bedre til at vurdere, hvad vi skulle bruge ressourcerne på.

Jeg opdagede, at den type salg, jeg beskæftigede mig med, ikke var et spørgsmål om at have gode talegaver, entusiasme og et positivt livssyn. Det var langt mere et stykke minutiøst analyse- og koordineringsarbejde, der løbende skulle kunne besvare fire spørgsmål:

- Vil kunden gennemføre projektet?
- Vil kunden kunne vælge min løsning?
- Kan vi bedre end andre hjælpe kunden med at levere de resultater, som løsningen skal befordre?
- Kan vi overbevise kunden om, at vores løsning repræsenterer den mindste risiko blandt de alternativer, han overvejer?

Den tilgang krævede, at man tog ansvar, havde is i maven, turde stille kritiske spørgsmål og kunne sige fra, når der ikke kunne gives begrundede positive svar på de fire punkter. Når man sælger noget, der koster mange millioner og er helt kritisk for kundens forretning, så er det bedre at sige fra i starten end at blive en flot nummer to. En smule pessimisme er langt at foretrække fremfor latent optimisme.

Ved at påtage mig det fulde ansvar for de sager, vi tabte, men rose holdet for de sager vi vandt, fik jeg fundet nøglen til succes. Kun når man tager ansvaret for det, der går galt, lærer man, hvad der næste gang skal gøres anderledes.

> *“Det er nemmere at fraskrive sig ansvarets end at tage det på sig. Men hvis du har modet til at tage ansvar, så giver det bedre resultater.”*
> 
> Niels Overgaard

---

## En personlig fortælling

![](https://hpbech.com/wp-content/uploads/Niels-Overgaard.jpg)Niels Overgaard

Niels Overgaard er ikke den første, der har skrevet om Stoicisme. Når hans bog alligevel stikker ud og passer godt i tiden, så skyldes det dels den meget personlige stil, han har valgt, dels de aktuelle emner han relaterer filosofien til.

Han har både et horn i siden på de sociale medier og på den smart phone, der sidder foran næsen på de fleste. Hvis du ikke passer på, gør begge dele dig først afhængig og derefter ulykkelig.

> *Min konklusion er, at hvis jeg er seriøs med gerne at ville have det meste ud af mit liv, så skal jeg bruge så lidt tid som muligt på min telefon og på de sociale medier.*
> 
> Niels Overgaard

---

Ifølge stoicismen skal man lære at forstå, hvad man kan påvirke, og hvad man ikke har indflydelse på. At bruge den erkendelse aktivt bibringer harmoni. Selv personer med store handicap kan leve gode liv, netop fordi de har lært at leve med deres situation.

At forære sin indflydelse, og specielt sin indflydelse på sit eget selvværd, til andre er vejen til også at deponere sin lykke til forhold udenfor sin indflydelsessfære. At gøre sin egen lykke eller succesopfattelse afhængig af andres adfærd og holdninger er unødvendigt og uklogt.

> *“For hver eneste gang du glædes over likes, gør du dig selv og din lykke en smule mere afhængig af andre folks feedback. Det er det modsatte af frihed.”*
> 
> Niels Overgaard

---

## Det hele handler ikke om dig

![](https://hpbech.com/wp-content/uploads/Det-hele-handler-ikke-om-dig.jpg)

**Titel:** Det hele handler ikke om dig – Antikke principper for et liv med sindsro, frihed og mening.

**Forfatter**: [Niels Overgaard](https://www.linkedin.com/in/nielsovergaard/)

**Antal sider:** 240

**Udgivelsesdato:** 18. februar 2020

**Pris:** [138,95 som e-bog](https://bogreolen.dk/det-hele-handler-ikke-om-dig_niels-overgaard_9788770365185)

**Anmeldelser:** Gode læseranmeldelser på [Goodreads](https://www.goodreads.com/book/show/51472347-det-hele-handler-ikke-om-dig) og seks stjerner i dagbladet Børsen.

**Categories:** Book reviews, Society, Strategy

**Tags:** Control Data

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### [Et spørgsmål om liv eller død](https://hpbech.com/da/et-spoergsmaal-om-liv-eller-doed/)

**Published:** April 28, 2020
**Author:** Hans Peter Bech

**Excerpt:** Med en markedsandel på 50 procent besluttede Daintel i 2010 at komme ud på de internationale markeder. Det gik ikke godt, og fire år senere stoppede de alle aktiviteter i udlandet. Projektet tog næsten livet af virksomheden.

**Content:**

---

> *Med en markedsandel på 50 procent besluttede Daintel i 2010 at komme ud på de internationale markeder. Det gik ikke godt, og fire år senere stoppede de alle aktiviteter i udlandet. Projektet tog næsten livet af virksomheden.*

---

![](https://hpbech.com/wp-content/uploads/Doctor.png)

Intensive afdelinger og operationsstuer på hospitaler er pr. definition hektiske og travle. Hvad der sker her er ofte et spørgsmål om liv eller død. Det er sofistikerede produktionssteder, der ikke helt præcist ved, hvad der kommer senere i dag eller i morgen, hvilke kvalifikationer der kræves, og hvilket udstyr der skal bruges. Produktionsplanen må ændres kontinuerligt afhængigt af hvilken type patienter, der skal behandles. Både ledelsen og det kliniske personale kan derfor drage stor fordel af at have hurtig og nem adgang til information i realtid om den aktuelle status på igangværende aktiviteter, hvilken type patienter de i øjeblikket har på planen, hvilke faciliteter og personale, der er tilgængelige hvornår, og hvilke type sager der er i køen. Ved siden af de løbende behandlingsaktiviter skal der også leveres detaljeret dokumentation til kvalitetskontrolformål samt data til nationale databaser til brug for administration, benchmarking og statistisk analyse.

## Daintels value proposition

Siden 2004 havde [Daintel](http://cambio.dk.loopiadns.com/index.php/cis-by-cambio/) fra sin base i København, specialiseret sig i at udvikle IT-løsninger, der løser de ovenfor beskrevne behov og udfordringer. De startede på et tidspunkt, hvor det enkelte hospital i Danmark havde myndighed til at anskaffe deres egne systemer. I lyset af de store fordele brugerne kunne opnå, lykkedes det på få år Daintel at få deres system installeret på over halvdelen af intensivafdelingerne på de danske hospitaler.

## De internationale udfordringer

Med en solid markedsandel på 50% besluttede Daintel i 2010 at udvide sine aktiviteter til de internationale markeder. Til at stå i spidsen for aktiviteterne ansatte man en Chief Operational Officer. I starten så det lovende ud, men efter fire år måtte Daintel stoppe alle internationale aktiviteter, afskedige det involverede personale og sad tilbage med en kæmpe regning. Projektet havde nær taget livet af virksomheden.

![](https://hpbech.com/wp-content/uploads/Patrick-Hulsen.jpeg)Patrick Hulsen, CEO and founder of Daintel

> *”I årene 2010-12 deltog vi i og vandt flere iværksætterkonkurrencer,” forklarer [Patrick Hulsen](https://www.linkedin.com/in/patrickhulsen/), administrerende direktør og grundlægger af Daintel. ”Jeg blev kontinuerligt interviewet af pressen, opfordret til at holde foredrag og blev endda omtalt i flyselskabernes inflight magasiner. Hypen omkring vores virksomhed var betydelig. Vi var blevet rockstars i iværksætteri. Men vi tog fejl af hypen. Vi troede det var det samme som markedsaccept. At vinde iværksætterkonkurrencer, levere keynotes og få pressedækning kan føre til en slags forvrænget virkelighed. Det var ihverfald det, der skete for os.”*

Internationaliseringsprojektet omfattede bearbejdning af Norge, Sverige, Tyskland, Schweiz og Brasilien på samme tid.

> *”Brasilien kom med i planen, fordi vi mødte en brasilianer, der overbeviste os om mulighederne netop der,” fortsætter Patrick Hulsen. ”Det lykkedes os også at få et pilotprojekt i gang derovre, før det gik op for os, hvad det ville koste af tid og penge at få den officielle godkendelse, så vi kunne sælge til brasilianske sundhedsinstitutioner. Der var ingen måde, hvorpå vi var i stand til at drive og finansiere en sådan godkendelsesproces 10.000 kilometer og fire tidszoner væk. At få godkendelsen var så heller ingen ingen garanti for, at vi alligevel ville kunne sælge noget indenfor en overskuelig fremtid.”*

![](https://hpbech.com/wp-content/uploads/Trade-council.jpg)

På trods af et dedikeret personale, investeringer og støtte fra det danske [Eksportråd](https://um.dk/en/tradecouncil/) og Erhvervsministeren selv, var Daintel ikke i stand til at vinde en eneste international kunde. Og så løb pengekassen tom.

Hovedårsagen til miseren var, at Daintel undervurderede den tid og de ressourcer, der kræves for at blive accepteret i en industri, der køber ind via offentlige udbud. I stort set alle lande foretager hospitaler alle betydelige IT-investeringer gennem en traditionel indkøbsproces, der baserer sig på en kravspecifikation med efterfølgende prækvalificering, udarbejdelse af tilbud, demonstrationer, pilotprojekter og tunge kontraktforhandlinger. Kun hvis man allerede har etablerede tætte relationer til kunden, *inden* den formelle udbudsproces går i gang, har man en chance for at påvirke specifikationerne. Chancerne for at vinde et offentligt tilbud med en softwareløsning, som kunden ikke kender i forvejen, er meget små.

> *”Den nominelle købsproces for vores type løsning er aldrig mindre end 24 måneder,” fortsætter Patrick Hulsen,” og vi har set købsprocesser, der har taget otte år. Det er en gedigen udfordring for en virksomhed, der kommer fra et lille hjemmemarked som Danmark. Vi har ikke markedspotentialet herhjemme til at opbygge den fornødne tyngde, det kræver at vinde udenlandske markeder i tæt konkurrence med de globale eller de lokalt etablerede konkurrenter. Forestil dig at investere fire til fem år, før du vinder dit første projekt i et miljø, hvor blot deltagelsen i udbudsforretningen koster dig tæt på en million (DKK)!”*

Fra 2014 til 2017 fokuserede Daintel på at genvinde tabene fra det første internationaliseringsforsøg. Kommunalreformen i 2007, der reducerede 14 amter til 5 regioner, påvirkede også, hvordan sundhedsvæsenets anskaffede IT-løsninger, hvilket gjorde hjemmemarkedet for Daintel vanskeligere.

![](https://hpbech.com/wp-content/uploads/Epic-1.png)

I begyndelsen af 2014 besluttede Hovedstadsregionen og Region Sjælland, der repræsenterer tæt på 50% af den danske befolkning, at anskaffe en [ny integreret sundhedsplatform](https://tbkconsult.com/why-the-e135m-deal-went-to-epicnnit/) til alle deres hospitaler baseret på det amerikanske [Epic EMR-system](https://www.epic.com/software). Løsningen skulle blandt andet erstatte 17 Daintel-installationer i de to regioner. Ikke fordi det nye Epic-system isoleret set var bedre for intensive afdelinger og operationsstuer, men fordi det var et integreret system, der skulle erstatte alle enkeltstående satellitsystemer.

## En ny go-to-market strategi

I 2017 vandt Daintel så et projekt i Island, og i 2018 blev de valgt til at gennemføre et dataintegrationsprojekt i Sydjylland.

> *”De to projekter er et resultat af vores nye markedsføringsstrategi,” understreger Patrick Hulsen. ”Vi er ikke længere main contractor, men underleverandør af teknologi og ekspertise til en større aktør, der allerede har et etableret internationalt fodaftryk. Vi bliver gentagne gange mindet om vores teknologiske overlegenhed, men vi ved, at det ikke er nok. Vi har lært lektien og går nu sammen med virksomheder, der har den styrke og position, der kræves for at vinde udbudsforretningerne.”*

Det globale marked for IT-løsninger til sundhedsvæsenet er langt fra mættet, og behovet for modernisering er stort. Men det er et konservativt marked, hvor kunderne foretrækker afprøvede løsninger fra velkonsoliderede leverandører. Det er et meget vanskeligt marked for små innovative iværksættere.

> *”Denne gang starter vi fra toppen,” slutter Patrick Hulsen. ”Jeg har rekrutteret fire seniorprofiler til en ny rådgivende bestyrelse. Gennem deres netværk finder vi de partnere, som kan give os adgang til udenlandske markeder uden vi har behov for massive up-front investeringer. Projekterne i Island og Syddanmark har allerede åbnet døre til sådanne alliancer, og vi mener, at det er en sundere tilgang for et firma som vores.*”

![](https://hpbech.com/wp-content/uploads/CAMBIO_healthcare_logotype_vertical_RGB.jpg)

Projektet i Syddanmark blev vundet med [Cambio](http://cambiohealthcare.co.uk) som hovedentreprenør og Qualcomm som anden underleverandør. Det er til et system, der indsamler, filtrerer og arkiverer patientdata fra medicinsk udstyr i intensivafdelinger og operationsstuer. Daintel vil udvikle og implementere en “Connectivity Platform”, der indsamler patientdata fra over 9.000 typer medicoudstyr på tværs af alle afdelinger i alle regionens hospitaler.

---

Interviewerne med Patrick Hulsen blev foretaget i september 2018 og i marts 2019 og indgår i min kommende bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*. Daintel blev overtaget af Cambio i juli 2019.

**Categories:** Globalisation, Strategy

**Tags:** biznes, business development, international business

---

### [Hvordan ser verden ud på den anden side af Corona-krisen? - vol. 1.](https://hpbech.com/da/hvordan-ser-verden-ud-paa-den-anden-side-af-corona-krisen-vol-1/)

**Published:** June 9, 2020
**Author:** Hans Peter Bech

**Excerpt:** På den korte bane vil verden ikke komme til at se fundamentalt anderledes ud på den anden side af Corona-krisen. Alle vil vi ved førstkomne lejlighed styrte tilbage til den normalitet, vi allerede kender. På den lidt længere bane derimod kan verden derimod godt ændre sig markant.

**Content:**

---

> *På den korte bane vil verden ikke komme til at se fundamentalt anderledes ud på den anden side af Corona-krisen. Alle vil vi ved førstkomne lejlighed styrte tilbage til den normalitet, vi allerede kender. På den lidt længere bane, derimod, kan meget ske.* *Håber jeg.*

---

![](https://hpbech.com/wp-content/uploads/Other_side_of_the_hill_ver2.png)

Siden 2014 har jeg på denne tid af året udgivet [en rapport](https://tbkconsult.com/and-the-winners-remain-china-and-india/), der viser hvordan verdens industrielle efterspørgsel fordeler sig på lande.

I år er situationen på grund af COVID-19 pandemien imidlertid fundamentalt anderledes end tidligere. Et er at kigge i bakspejlet, hvad min rapport normalt gør. Et andet er at kigge ud af forruden og gætte, hvad der gemmer sig på den anden side af bjergryggen. I den nuværende situation kan vi næppe forudsige fremtiden ved blot at forlænge for- og nutiden med brædder.

Analysen i år baserer sig derfor på de nationalregnskabstal som IMF offentliggør, og som nu også indeholder estimater for Corona-krisens konsekvenser for landenes økonomier.

Hvordan ser verden så ud, når COVID-19 er klinget af?

## Krystalkuglen eller spejlet?

![Anne Sophia Hermansen](https://hpbech.com/wp-content/uploads/Anne-Sophie-Hermansen.jpeg)

[Anne Sophia Hermansen](https://www.linkedin.com/in/anne-sophia-hermansen-5aa5993/), der er kultørredaktør på Berlingske Tidende, skrev for nylig [en glimrende artikel](https://www.berlingske.dk/aok/anne-sophia-hermansen-har-kigget-i-krystalkuglen-her-er-alle-dem-der-vinder), hvor hun forklarede, at de fleste, der spår om tiden efter Corona-krisen, mere kigger i spejlet end i krystalkuglen. Det de ser, er det samme idealbillede af samfundet, som de allerede havde inden krisen. Alle er vi overbevist om, at krisen vil få de andre til at se det fornuftige i netop vores holdninger, følelser og fordomme.

Læs blot [denne artikel fra The Correspondent](https://thecorrespondent.com/385/we-arent-just-stopping-coronavirus-were-building-a-new-world/7909828080-68bad3ef), hvor klimajournalisten ser muligheden for at få forbedret klimaet noget hurtigere.

Fænomenet hedder *confirmation bias*, og det skal man virkelig lægge sig i selen for at undgå. Jeg har lagt mig i selen, men nu er du advaret, hvis ikke det helt lykkes.

## Vi var dårligt forberedte

På lidt under 9 minutter redegjorde ingen ringere end Bill Gates, Microsofts grundlægger, i april 2015 for præcis det trusselsscenarie, vi nu befinder os midt i.

Bill Gates, TED Talk, April 2015På de knap ni minutter når han også at forklare, hvad vi skal gøre for at forberede os bedst muligt. Intet, af det han anbefaler, er sket. Ingen regeringer har taget initativer til at stå velforberedte. Heller ingen topdirektører, der ellers hver måned modtager millioner for at styre vores (jeg bruger udtrykket *vores*, fordi jeg og de fleste danskere via deres pensionsordninger er aktionærer i en hel del af dem) virksomheder sikkert gennem fremtiden, etablerede et beredskab eller råbte vagt i gevær til deres regeringer.

Alle sov vi i timen.

![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-300x238.png)

All right, selv om det kun tager ni minutter at forstå faren, så er det også mere end de fleste vil investere i noget, der måske kan ske på et eller andet tidspunkt. Hertil kommer, at den praktiske gennemførelse af tiltagene, hvis man skulle tage advarslen alvorligt, ville være yderst komplicerede at udtænke og gennemføre.

Denne gang var vi heldige, at udbruddet startede i Kina, der selv med en tøvende start og nogen fodslæberi langt om længe fik delt informationerne med resten af verden og lukket deres samfund ned. Hvad sker der, hvis et lignende udbrud starter i et land, hvor myndighederne ikke har infrastrukturen til at opdage det tidligt nok og få det inddæmmet? Forstil dig at udbruddet skete i Syrien eller Chad, det sidste et land med 16 millioner mennesker og 0,05 læger per 1.000 indbygger (i Danmark har vi 4,46 læger per 1.000 indbygger).

![](https://hpbech.com/wp-content/uploads/The-Chinese-wall-1500-1.jpg)Kina er også et storslået landKan vi forvente, at der på den anden side af corona-krisen sker en hurtig opgradering af sundhedssystemerne i alle fattige lande? Det ville i en virussammenhæng være i vores alles interesse at bidrage til projektet, men kommer det til at ske?

Næppe.

Selv om vi gerne så det ske og også var villige til at afsætte de økonomiske midler (hvad vi ikke er), så er de lokale kulturelle og politiske infrastrukturer, der i praksis skal omsætte pengene til bygninger, udstyr, mandskab, viden og fungerende organisationer, ofte ikke til stede. Hertil kommer stormagternes geopolitiske interesser, [der sjældent arbejder for en bedre verden](https://www.goodreads.com/book/show/45897523-blowout).

## Krav om et nationalt sundhedsvæsen

![](https://hpbech.com/wp-content/uploads/Doctor.png)Bare vent til du ser regningen…

Vi har i Danmark haft et nationalt sundhedsvæsen siden 1870, hvor sygekasserne blev indført. Over 150 år har vi haft til at forfine måden, hvorpå vi leverer sundhedsydelser til vores befolkning, samt de der besøger os. Den forfining bliver vi aldrig færdige med, men jeg mindes ikke at have truffet en eneste dansker, der synes, at vi skal privatisere sundhedsvæsenet og betale via private forsikringer.

Den danske model er en del af vores nationale identitet, og vi er stolte af den solidaritet, som ordningen udtrykker. Vi dækker for hinanden, når det går galt. På intet tidspunkt under Corona-krisen måtte vi forholde os til, hvordan den enkelte skulle betale for den behandling, som var påkrævet.

Sådan er det ikke alle steder i verden, og netop under en pandemi viser den private forsikringsmodel sine svagheder. Samtidigt med at en smitsom og ret dødelig sygdom breder sig, mister millioner deres arbejde og dermed også sygeforsikring.

Hvordan kan det være en smart løsning?

Min første forudsigelse er derfor, at Corona-krisen vil forstærke kravet om et nationalt sundhedsvæsen (universal health care) i de lande, der endnu ikke har det. Det er et vigtigt element i den samfundskontrakt, der skal sikre social stabilitet og dermed fundamentet for fortsat vækst, velstand og velfærd.

**Categories:** Globalisation, Politics, Society

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### [Bag lyset - Hesalight og Lars Nørholt. Afsløringen af en dansk erhvervsskandale](https://hpbech.com/da/bag-lyset-hesalight-og-lars-noerholt-afsloeringen-af-en-dansk-erhvervsskandale/)

**Published:** June 23, 2020
**Author:** Hans Peter Bech

**Excerpt:** Hesalight var en grøn dansk erhvervskomet, der gjorde en del mennesker rige, mens andre tabte stort, fik røde ører og ridser i lakken.

**Content:**

---

> *Hesalight var en grøn dansk erhvervskomet, der gjorde en del mennesker rige, mens andre tabte stort, fik røde ører og ridser i lakken. Lad den tjene til skræk og advarsel om, at det ikke er alt, der glimter, der er af guld. Nogle gange behøver man blot at skrabe lidt i overfladen for at opdage det.*

---

 ![](https://hpbech.com/wp-content/uploads/Hesalight-logo.jpg) 

At blive dømt for svindel for et beløb på sammenlagt 634 millioner kroner er ikke hverdagskost. En stor del af pengene kom endda fra ganske almindelige danskeres opsparing. Deres pensionskasser havde nemlig lånt penge til svindlerne. Alligevel er Hesalight og Lars Nørholt ikke kommet på alles læber i samme omfang, som det skete for Nordisk Fjers Johannes Petersen, IT-Factorys Stein Bagger og socialministeriets Britta Nielsen.

Det kan journalisten Nicolaj Vorres bog *[Bag lyset – Hesalight og Lars Nørholt. Afsløringen af en erhvervsskandale](https://tales.dk/bag-lyset_nicolaj-vorre_9788772380209)* forhåbentlig råde bod på.

## Grøn og innovativ – den perfekte ramme

Historien handler om cykelbogholderen Lars Nørholt (han lavede regnskaber for små virksomheder), der i 2009 ved en tilfældighed blev opmærksom på potentialet i LED belysning. Sammen med en lokal partner etablerede han Hesalight, der skulle udnytte det enorme forretningspotentiale. Potentialet var reelt nok. LED-teknologien så ud til at kunne nedbringe udgifterne til belysning betragteligt. Det var nemt at forstå, LED holder længe og bruger kun lidt strøm, og da internet-of-things i de år også hypes voldsomt, var der faktisk basis for innovative løsninger.

Udfordringen var, at Hesalights forretningsmodel krævede kapital. Varerne, der hovedsageligt kom fra Kina, skulle typisk betales forud, mens kunderne forventede op til tre måneders kredit. Man behøvede ikke være statsautoriseret revisor for at regne ud, at en ambition om hurtigt og kraftig vækst i starten ikke kunne ske organisk.

 ![](https://hpbech.com/wp-content/uploads/Liar.png) 

Det er heller ikke noget problem, hvis virksomheden i øvrigt drives dygtigt, kan opnå solide dækningsbidrag og dermed forrente lån og indskud. Men lige netop det var ikke Lars Nørholts kernekompetence. Måske havde han gode talegaver, men at drive virksomhed havde han ikke forstand på, og hans moralske kompas satte ofte hans egne behov for at omgive sig med luksus over forpligtelserne til sine forretningspartnere. Hertil kom en tilbøjelighed til at male virkeligheden meget lyserød. Noget mere kulørt end hvad selv en meget optimistisk tilgang til tilværelsen kan bære. Han havde let ved at lyve. Også overfor sig selv.

Med Lars Nørholt ved roret var Hesalight på katastrofekurs lige fra første dag. Når det alligevel lykkedes ham at komme så langt, skyldtes det hovedsageligt, at mange af de mennesker, han mødte på sine vej, ikke gjorde deres hjemmearbejde. Enten var de naive og blev forblændet af en flot facade, eller de sænkede paraderne, fordi der var udsigt til en klækkelig gevinst. Enkelte var dog også direkte skurkagtige og bidrog aktivt til, at svindlen kunne startes og fortsættes.

## Jagten på enhjørninge

I erhvervslivet er der en rasende jagt på enhjørninge; på engelsk unicorns. I business jargon er det betegnelsen på en privatejet opstartsvirksomhed, der på kort tid kan nå en værdi på en milliard dollars. Hvis man kan spotte en virksomhed med det potentiale, er der alle muligheder for at få en hurtig gevinst. Långivere kan hente gode renter, investorer kan score solide kapitalgevinster og mellemmænd kan hente fede honorarer.

 ![](https://hpbech.com/wp-content/uploads/fake-it-unicorn.jpg) 

Hesalights titel som potentiel Unicorn startede med, at statens investeringsaktivitet, [Vækstfonden](https://www.hpbech.dk/vaekstfonden-og-df/), kautionerede for et lån på 3 millioner fra Nykredit. Hermed blev en karrusel startet, hvor nye lån primært byggede på, at andre allerede havde givet lån, tilsagn, støtte eller positiv omtale. Der skete ellers ting og sager i Hesalight, der skulle få alle til at løbe skrigende bort. Specielt miseren om Maldonada-projektet i Uruguay i 2012 skulle være grund nok til at festen stoppede. Men de mennesker, der var involveret, greb ikke ind og holdt informationerne for sig selv.

Da statsminister Helle Thorning-Schmidt i maj 2013 fra Folketingets talerstol omtalte Hesalight i meget positive vendinger, blev der lagt endnu en værdifuld grundsten til virksomhedens eksterne image. Baggrunden var, at Hesalight havde fået et lån på 3 millioner fra en ny grøn omstillingspakke, som Folketinget havde vedtaget. Der skulle bruges et eksempel, der bekræftede retorikken om, at den grønne omstilling skaber eksport og arbejdspladser. Hesalight blev dette eksempel, og det var Lars Nørholt ikke sen til at udnytte.

 ![](https://hpbech.com/wp-content/uploads/EKF.png) 

Næste blåstemplingsstation blev Danmarks Eksportkredit (EKF), der medvirkede til at finansiere et tilbud til Hesalights udenlandske kunder. De kunne nu vente med at betale til besparelserne på udskiftningen af lyskilderne høstedes. Kunderne skulle altså ikke betale noget for at få leveret lyskilderne fra Hesalight. Til gengæld skulle de stille garanti for betaling senere, og kunne denne garanti ikke indfries, tog EKF, og dermed Danmarks skatteborgere, det meste af tabet.

“Pay as you save” blev ordningen kaldt, og snart tikkede de første 20 millioner ind på Hesalights konto fra en ordre i Tyrkiet. Tyrkerne havde ikke betalt en krone endnu. Pengene kom fra Sydbank og var via EKF garanteret af de danske skatteydere. Lars Nørholt havde imidlertid ikke sikret sig nogen garantier fra den Tyrkiske kunde, og EKF havde ikke sikret sig, at en betalingsgaranti eksisterede, men forlod sig på Nørholts oplysninger.

Med et ulovligt regnskab, forfalskede kundekontrakter, den positive omtale og euforien omkring grøn omstilling blev der udarbejdet et prospekt, der sikrede Hesalight lån på samlet 212,5 millioner kroner fra en privat långiver, Københavns Andelskasse, PenSam og IKEAs investeringsselskab. Det suppleredes efterfølgende med yderligere et lån fra PenSam og IKEA på 170 millioner og fra Pension-Danmark på 30 millioner.

## Lars Nørholt var ikke alene

Nicolaj Vorres bog om Hesalight, som jeg varmt kan anbefale, er grundigt researchet og godt skrevet. Den dokumenterer, at svindlen ikke kunne have fundet sted uden de mange medløbere. Bogen nærmest vrimler med personer, hvis moralske kompas er helt ud af funktion. Muligheden for en hurtigt gevinst ryddede hver gang bordet for ethvert sundt forbehold.

Personer, der fik indsigt i uregelmæssighederne, tog ikke initiativ til at advare andre, men holdt informationerne for sig selv.

 ![](https://hpbech.com/wp-content/uploads/Nicolaj-Vorre.jpg) Nicolaj Vorre  

Forfatteren blev også selv taget ved næsen. Som journalist på Børsen skrev han en artikel, der byggede videre på myten om den nye grønne erhvervskomet. Det var først, da der indløb et tip fra en troværdig kilde, at han begyndte at grave i Lars Nørholts baggrund og kigge bag kulisserne. Der skulle ikke graves hverken længe eller dybt, før han fandt et helt andet billede af den på overfladen succesfulde iværksætter.

Dokumentfalsk og mandatsvig kan være svært at afsløre, men i tilfældet Hesalight ville blot et lille check af hovedpersonernes baggrund have fået alle røde lamper til at blinke. Hertil kommer at selskabets princip for bogføring af omsætning var åbentlyst ulovligt. Hvordan kunne långivere og kautionister overse det forhold?

Hesalight var bygget på et Ponzi-scheme. Det vil sige en model, hvor der hele tiden skal tilføres nye penge for at indfri gamle forpligtelser. Et Ponzi-scheme vil altid blive opdaget. Derfor skal der helt specielle persontyper til at starte og drive det. Det kræver en eller flere personer, som både kan ignorere, at det ender i en katastrofe, og som formår at vedligeholde løgnens troværdighed ud i det absurde. Dem er der heldigvis ikke så mange af, men måske alligevel flere, end man umiddelbart skulle tro.

**Update i december 2020:** Højesteret har stadfæstet dommen på syv års ubetinget fængsel til Lars Nørholt. Højesteret fandt ingen formildende omstændigheder, der talte for en nedsættelse af straffen.

> *»Det er en sag med omfattende og meget grov svindel for over en halv milliard kroner, og jeg er meget tilfreds med, at der nu er sat punktum i sagen med en af de hårdeste domme, der er givet for økonomisk kriminalitet i Danmark,« udtaler specialanklager i Rigsadvokaten Anne Risager i en pressemeddelelse.*

## Bag lyset – Hesalight og Lars Nørholt. Afsløringen af en erhvervsskandale

 ![](https://hpbech.com/wp-content/uploads/Bag-lyset.jpeg) 

**Titel:** Bag lyset – Hesalight og Lars Nørholt. Afsløringen af en erhvervsskandale

**Forfatter:** Nicolaj Vorre

**Udgivelsesdato:** 15. Juni 2020

**Antal sider:** 220

**Pris:** [138,95](https://tales.dk/bag-lyset_nicolaj-vorre_9788772380209) (som ebog), 184,95 (paperback), 129,95 (som lydbog)

Har du lyst til at læse flere bøger i samme genre er her et par stykker:

[American Kingpin – Catching the Billion-Dollar Baron of the Dark Web.](https://www.hpbech.dk/american-kingpin-catching-the-billion-dollar-baron-of-the-dark-web/)

[Bad Blood: Secrets and Lies in a Silicon Valley Startup](https://www.hpbech.dk/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/)

**Categories:** Book reviews, Globalisation, Society

**Tags:** fixion_en

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### [Den menneskelige dimension](https://hpbech.com/da/den-menneskelige-dimension/)

**Published:** August 25, 2020
**Author:** Hans Peter Bech

**Excerpt:** At trænge ind på nye marker kræver medarbejdere (eller partnere) med en iværksættertankegang. Det gør potentialet, hvorfra man kan rekruttere yderst beskedent.

**Content:**

---

> *At trænge ind på nye marker kræver forretningsudviklere med en iværksættertankegang. Det gør potentialet, hvorfra du kan rekruttere, yderst beskedent.*

---

![](https://hpbech.com/wp-content/uploads/06_agenda-250x300.png)

Der er et forhold, der sjældent tages højde for i bøger og artikler om international forretningsudvikling.

Nemlig det vi kan kalde *den menneskelige dimension*.

Ganske få individer afgør, om din plan lykkes eller ej. Især når du er en lille forretning.

Hvis der er et udsagn, der skal forklare [mislykkede internationale projekter](https://www.hpbech.dk/et-sporgsmal-om-liv-eller-dod/), som jeg hører oftere end noget andet, så er det at, *vi havde sat de forkerte folk på projektet*. Jeg er opmærksom på, at det kan være en dårlig undskyldning fra ledelsen selv, der skal dække over sløseri, ringe dømmekraft eller utilstrækkelig opfølgning, men at finde, rekruttere og holde på de forretningsudviklere, der kan indfri dine internationale ambitioner, er svært.

Forudsat at du har et konkurrencedygtigt produkt, og at timingen er på din side, så afhænger din succes primært af kvaliteten af dine forretningsudviklere. Dygtige forretningsudviklere kan gøre et godt produkt til en stor succes, mens dårlige forretningsudviklere kan køre selv det bedste produkt i grøften. Hvordan afgør du, hvem der er dygtige og hvem der ikke er, *før* du går i gang?

## When you are a nobody

Når du er fuldstændig ukendt, har få eller ingen referencer og ikke er nævnt i rapporter fra brancheanalytikere, kræver det en bestemt type af personer at få kunder og partnere i andre lande til at lytte til dig for til sidst overbevise dem om at bruge eller videresælge dit produkt.

At trænge ind på nye marker kræver forretningsudviklere med en iværksættertankegang. Det gør potentialet, hvorfra man kan rekruttere yderst beskedent.

![](https://hpbech.com/wp-content/uploads/Customer_Involvement-300x186.png)

Talentpuljen, der kan opbygge en international forretning fra bunden af er begrænset. Ikke mange har lyst til at arbejde for et ukendt firma med et ukendt produkt, få er parate til at løbe risikoen for pletter på CVet, og endnu færre har det brede kompetencesæt, der kræves. Som jeg nævner flere steder i min kommende bog, *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*, vil selv den mest omhyggeligt forberedte plan ikke overleve mødet med virkeligheden, hvilket betyder, at du er afhængig af nøgtern feedback fra dine forretningsudviklere, for derefter at beslutte og gennemføre korrigerende handlinger.

Derfor har jeg i bogen afsat et helt kapitel til at diskutere, hvad internationale forretningsudviklere gør, hvordan de ser ud, hvordan du finder dem, hvordan du får dem om bord og hvordan du holder på dem.

Cliff hanger: Du finder dem ikke ved at poste et opslag på LinkedIn.

Læse mere om *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*.

**Categories:** Globalisation, Strategy

---

### [Jytte vender tilbage og slår hårdt ned på parnasset](https://hpbech.com/da/jytte-vender-tilbage-og-slaar-haardt-ned-paa-parnasset/)

**Published:** September 1, 2020
**Author:** Hans Peter Bech

**Excerpt:** Hvis du arbejder med forandringer, og hvem gør ikke det, så skal du læse denne bog i en rasende fart. For lige om lidt vil tæppet blive flået væk under dine fine begreber og principper. Sandsynligheden for, at de, hvis adfærd du skal ændre, har læst bogen, vil nemlig være stor, og så er du på spanden. Spørg bare Randers Kommune.

**Content:**

---

> *Hvis du arbejder med forandringer, og hvem gør ikke det, så skal du læse denne bog i en rasende fart. For lige om lidt vil tæppet blive flået væk under dine fine begreber og principper. Sandsynligheden for, at de, hvis adfærd du skal ændre, har læst bogen, vil nemlig være stor, og så er du på spanden. Spørg bare Randers Kommune.*

---

![](https://hpbech.com/wp-content/uploads/Jytte-vender-tilbage-3D.jpg)

*[Jytte vender tilbage](https://tales.dk/jytte-vender-tilbage_morten-munster_9788702297690)*, opfølgeren til *[Jytte fra marketing](https://www.hpbech.dk/jytte-fra-marketing-er-desvaerre-gaet-for-i-dag/) er desværre gået for i dag*, leverer en nådesløs gennemgang af det regime af floskler og principper, som stort set alle organisationer, offentlige som private, smider rundt med i deres forsøg på at ændre verden. Og at ændre verden er i denne sammenhæng blot, at få de nuværende kunder til at købe mere, at få nye kunder til at købe noget i det hele taget, at få medarbejderne til at komme op med flere gode ideer, at få sygefraværet ned, at få produktiviteten op, at få forbedret samarbejdet, at få øget overskuddet, at få fusionen til at lykkes, at få flere nye borgere til kommunen, at få IT-systemet implementeret til tiden og indenfor budgettet. Du kan nu sikkert selv tilføje eksempler til listen. Stort set alt, hvad vi beskæftiger os med, indebærer konstante forandringer, som vi enten selv skal initiere, eller som vi skal føre ud i livet. Vi elsker forbedringer, og det kræver, at vi kan gennemføre og leve med forandringer.

Når så få af de forandringsprojekter, vi sætter i søen, indfrier vores forventninger, skyldes det, at vi griber det forkert an. Jytte-bøgerne forklarer hvorfor og fortæller os også, hvad vi skal gøre i stedet.

## Op på den store klinge

![](https://hpbech.com/wp-content/uploads/Jytte-fra-marketing.png)

I min [anmeldelse](https://www.hpbech.dk/jytte-fra-marketing-er-desvaerre-gaet-for-i-dag/) af den første Jyttebog, som jeg roste meget, var jeg lidt ude efter ambitionsniveauet. Den handlede om at få flere til at vaske hænder og til at aktivere deres pensionsordning. Det med håndhygiejnen er så i mellemtiden gået hen og blevet et vigtig søm i redningsplanken til menneskeheden. Der kan man bare se. Lidt heldigt, kan man sige, og det vil Morten Münster helt sikkert give mig ret i (læse mere nedenfor).

Med *Jytte vender tilbage* er kæden lagt op på den helt store klinge. Nu gælder det om at få fusioner til at lykkes, at ændre virksomhedskulturer og få store IT-projekter sikkert i drift. Se, det er alvorlige sager, men Jytte viser sig at have formatet og kan stå distancen.

## Er du resultatorienteret? Det var ikke så godt!

Lad mig starte bagerst i bogen, hvor Jytte hiver en af [mine egne kæpheste](http://tbkconsult.com/how-focusing-on-the-results-can-make-you-blind/) frem.

***Du kan ikke bruge resultater til at afgøre om en proces eller en strategi er god eller ej.***

Læs gerne sætningen en gang til. Hvis du tilhører dem, der mener, at det er resultaterne, der tæller, så skal der nu sluges et par kameler.

Vi er tilbøjelige til at konkludere, at en virksomhed, der har gode resultater, også må have fremragende ledere, skarpe strategier, solide værdier og dygtige medarbejder. Hvis vi derfor studerer virsomheder, der har gode resultater, og kopierer deres adfærd, så får vi også succes.

Virksomheder, der går dårligt, har så til gengæld dårlig ledelse, håbløse strategier, tvivlsomme værdier og middelmådige medarbejdere.

Kunne gode resultater også være forbundet med [svineheld](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/)? Kunne [dårlige resultater](https://www.hpbech.dk/planer-holder-aldrig/) være forbundet med hændelige uheld?

Vi ved at gode resulater fra tid til anden er forbundet med [svindel](https://www.hpbech.dk/bag-lyset-hesalight-og-lars-norholt-afsloringen-af-en-erhvervsskandale/). Det er ikke den type situationer, Jytte er efter. Vi ved også, at hvis du havde lanceret et nyt produkt to måneder før finanskrisen brød ud, så ville du efterfølgende med stor sandsynlighed falde ned i et sort hul, som ingen havde set komme. På trods af at den slags sorte huller optræder med jævne og harmoniske mellemrum.

> “…. held, timing og rene tilfældigheder spiller en langt større rolle, end vi har lyst til at indrømme over for os selv. Især når vi lykkes med noget.”
> 
> Morten Münster, Jytte vender tilbage (loc 4059).

![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)

Morten Münster tager fat i en af mine ynglingsbøger, nemlig Phil Rosenzweigs [*The Halo Effect*](https://www.hpbech.dk/hvorfor-kan-du-ikke-laere-succes-af-succesfulde-personer-eller-virksomheder/). I den bog leverer Rosenzweig en skarpladt torpedo i vandlinjen på myten om den dygtige ledelse og på hele konceptet omkring, at virksomheder, der viser enestående resultater, også har andre fælles træk, som kan efterlignes. Jeg skal ikke afsløre plottet, men når du har læst *Jytte vender tilbage*, er jeg sikker på, at du aldrig mere vil mene, at vi skal tage ved lære af de succesfulde virksomheder. Hint 1: Succes kan ikke koges ned til *den vigtigste faktor* eller *de tre vigtigste forhold*. Hint 2: Succes varer aldrig ved.

Selv om vi elsker at efterrationalisere, så er der i den virkelige verden desværre ikke nogen klar og entydig sammenhæng mellem det, vi gør og, de resulater vi opnår. Det, du mener virker for dig, vil måske ikke virke for mig. Det, der ikke virker for mig, kan måske godt virke for dig. Det afgøres af [omstændighederne](https://www.hpbech.dk/hvorfor-kan-du-ikke-laere-succes-af-succesfulde-personer-eller-virksomheder/).

> “..når vi siger, at vi skal *lære af vores fejl*, menes der næsten altid, *at vi skal lære af vores resultater*. Og denne grundlæggende fejl forurener ikke kun den læring, vi uddrager af vores egne beslutninger. Den skaber også et læringsmæssigt problem, når vi forsøger at lære af andres beslutninger.”
> 
> Morten Münster, Jytte vender tilbage (loc 4174).

## Glem de store forkromede planer

Der er ikke noget i vejen med at have store *ambitioner*, men de store *planer* har det med at mislykkes. Det er bedre at have mange små planer end én stor. Gå efter hundrede successive justeringer, der hver giver en forbedring på 1%.

Hvis bare halvdelen af dem fungerer er din samlede forbedring på 61%. Skulle de alle lykkes er forbedringen 165%.

Det lyder måske meget teoretisk, men som det gælder for hele bogen, så forklarer Morten Münster, hvordan det skal gøres. Forklaringer, der bygges på research og sund fornuft, og som formuleres, så vi alle kan følge med. I tilgift får vi også beskrevet, hvornår et princip gælder, og hvornår det ikke gør. Således får 10.000 timers-reglen en tiltrængt tur i manegen. Hvis du spiller guitar, så vil 10.000 timers øvelse helt sikkert gøre dig markant bedre. Vil 10.000 timers ledelse gøre dig til en bedre leder fremover? Spoiler: Desværre nej. Der skal noget andet til.

## Hvem skal læse Jytte vender tilbage?

Angiveligt (Børsen 28. august i år) har *Jytte fra marketing* solgt over 80.000 eksemplarer. I Danmark. I bogen antydes det, at tallet er 100.000, men uanset hvad, så er det intet mindre end et lille mirakel.

Lad os dele befolkningen op i to grupper: Gruppe 1 er dem, der skal igangsætte forandringerne, og gruppe 2 er dem, der skal føre dem ud i livet. Jeg gætter på, at en langt større procentdel af gruppe 2 end af gruppe 1 har læst den første Jytte-bog. Mit gæt er også baseret på lidt uvidenskabelig evidens. Jeg har nemlig spurgt en hel del af dem, jeg omgås, om de har læst bogen, og hvad de fik ud af den. Der er flest læsere blandt fodsoldaterne.

Vi skal nu have alle i gruppe 2 (det er fodsoldaterne) til at læse bogen først, for så kan gruppe 1 ikke længere løbe om hjørner med os. Så gennemskuer vi lige på stedet, når vi udsættes for storhedsvanvid, overoptimisme og krav om et nyt mindset.

Heldigvis har Morten Münster en eminent skrivestil, en herlig humoristisk sans og en enestående evne til at få afsløret kejserens nye klæder. *Jytte vender tilbage* er en fantastisk velskrevet bog, der underholder, inspirerer og overrasker fra start til slut. Han bliver næppe inviteret til at holde foredrag i Randers Kommune, og det må han så leve med.

Til gengæld kunne han godt ligge på natbordet i alle danske hjem (udenfor Randers Kommune). Jeg vil gå så langt som til at mene, at det kunne medvirke til at gøre Danmark til et bedre sted at leve. Og det er faktisk ikke så ringe i forvejen. Måske fordi vi netop har sådan nogen som Morten Münster?

## Jytte vender tilbage

![](https://hpbech.com/wp-content/uploads/Jytte-vender-tilbage-2D.jpg)**Titel**: Jytte vender tilbage. Den umoderne guide til at skabe forandringer imod alle odds.

**Forfatter**: Morten Münster

**Udgivelsesdato**: 1. September 2020

**Antal sider**: 352

**Categories:** Book reviews, Society, Strategy

---

### [Rekruttering: Det kan blive dyrt at være nærig](https://hpbech.com/da/rekruttering-det-kan-blive-dyrt-at-vaere-naerig/)

**Published:** September 22, 2020
**Author:** Hans Peter Bech

**Excerpt:** Denne historie fortæller, hvordan en besparelse på 300.000 kom til at koste fem millioner. Fordomme kan være endog meget kostbare.

**Content:**

> *Denne historie fortæller, hvordan en besparelse på 300.000 kom til at koste fem millioner. Fordomme kan være endog meget kostbare.*

For nogle år siden blev jeg kontaktet af en bekendt til en bekendt (hvad der vel må kaldes en ubekendt). Han var chef for international forretningsudvikling i et amerikansk software-engineering firma og ville komme forbi København. Kunne vi mødes til en kop kaffe? Normalt siger jeg nej tak til den type invitationer, men da jeg alligevel var i byen i andet øjemed den dag, fandt vi et tidspunkt, der passede.

![](https://hpbech.com/wp-content/uploads/Lederhosen.jpg)

Under samtalen fortalte min kaffevært, at de var mislykkedes i Tyskland. De havde åbnet et kontor i München for et års tid siden, men der var ikke sket noget. Ikke på grund af markedet. Der var masser af forretning, der blot ventede på at blive samlet op. Nej, det var gået skævt, fordi de havde ansat den forkerte person. Han var i mellemtiden blevet opsagt, og de ledte nu efter en erstatning. Mon jeg kendte nogle egnede kandidater?

Jeg spurgte, hvem de havde sat på opgaven med at rekruttere den nye rigtige sælger til München-kontoret?

> “Ikke nogen. Vi bruger vores eget netværk og LinkedIn. Vi har et godt netværk, så vi ser ikke et behov for en headhunter. Vi bruger muligvis yderligere 3-6 måneder på at finde den rigtige kandidat, men det er OK.”

Jeg spurgte, om de også fandt den sælger, der mislykkedes, via deres netværk og LinkedIn? Svaret var et lidt tøvende ja, men, skyndte han sig at tilføje, de ville ikke begå ikke den samme fejl igen.

Der var et øjebliks stilhed, mens jeg lod det svar hænge i luften. Som bekendt er vejen til helvede brolagt med gode intentioner.

## Kender du nogen, der kender nogen?

Jeg er ikke headhunter og fiskede ikke efter en opgave, men jeg kunne bare ikke få regnestykket til at gå op. Der fulgte nu en dialog, hvor min kaffevært ikke var i sit mest meddelsomme hjørne.

---

“*Hvor meget omsætning forventer I, at jeres nye sælger kan generere det første år?”* spurgte jeg.

*“$1,6 mio. er målet.”* Lød svaret efter nogen tovtrækkeri.

Mit spørgsmål: *“Er det realistisk, når I starter fra scratch i Tyskland?”*

Svar: *“Det er vi overbevist om. Det svarer til, hvad vi har kunne nå i andre markeder.”*

Mit spørgsmål: *”Jeg synes det lyder højt, men OK, lad os antage, at det er realistisk. Hvad er jeres profitmargin på projekterne? ”*

Svar: *“Cirka 10-15%”*

Mit spørgsmål: *“Hvad skal en headhunter have for at finde den rigtige kandidat?”*

Svar: *“Det ved jeg ikke.”*

Mit spørgsmål: *“Hun ville nok skulle have €40.000, er mit gæt. Hvor meget mister du så ved at vente 3-6 måneder på at finde en kandidat gennem dit eget netværk? Og hvad er sandsynligheden for, at du gentager den tyske fiasko?”*

Svar: *“Headhuntere er dyre, vi foretrækker at bruge vores eget netværk.*

Jeg måtte beklage ikke at kende nogen, der passede til profilen.

*“Du har mere end 1.000 LinkedIn connections i Tyskland. Der må da være nogle, der kunne være interesserede?”*, sagde min kaffevært forundret.

*“Du er velkommen til at kigge dem igennem,”* svarede jeg. *“Jeg har ikke lige selv styr på, hvor de alle er i deres arbejdsliv.”*

---

Herefter døde samtalen ud, og hvad, jeg havde sat en time af til, var blevet klaret på en halv. Det var positivt.

## Hvad blev der af sund fornuft?

Når man skal rekruttere ​​nogen til at stå i spidsen for udviklingen af ​​et nyt marked, gælder det ikke om at spare rekrutteringshonoraret – det gælder om at øge sandsynligheden for at ramme rigtigt – første gang.

![](https://hpbech.com/wp-content/uploads/Hockeystick.jpg)Figur 1. Den typiske omsætningsprofil for en ny sælger, der skal sælge til nye kunder.

Hvis vi har en realistisk mulighed for at ansætte en sælger, der kan generere ti millioner kroner i omsætning fra nye kunder i de første tolv måneder, så vil tre måneders forsinkelse sandsynligvis koste os et omsætningstab på seks millioner.

De første 3-6 måneder bruges på onboarding og opbygning af pipeline. Herefter kan der bookes opgaver og faktureres. Selvom der måske kan forudfaktureres, så kan vi kun [indtægtsføre omsætningen](https://www.hpbech.dk/bag-lyset-hesalight-og-lars-norholt-afsloringen-af-en-erhvervsskandale/) i den takt, der leveres. De fleste ordre skal alså hentes i de sidste 6-9 måneder og først herefter følger omsætningen.

## Der er altid en hockeystick-effekt

Alle nyansættelser i projektsalg til nye kunder er udsat for den berømte hockeystick-effekt. En *ny* sælger for et *nyt* firma på et *nyt* marked vil sandsynligvis have en dobbelt-hockey-stick. Hvis det er tilfældet, kan vi realistisk set ende uden omsætning overhovedet i de første 12 måneder. Hvis vi er overbeviste om, at vores valueproposition virkelig kan generere ti millioner de første 12 måneder, så har vi meget travlt. Hvert minut vil koste os mistet indtjening. At vente kan vise sig meget dyrt, når vi har et gennemprøvet koncept!

Den tyske fiasko var angiveligt forårsaget af at ansætte den forkerte person. Jeg var ikke overbevist om, at det var den eneste grund. Tyskland er et konservativt marked. Beslutningsstrukturen er kompleks og hierarkisk. Skepsis mod nye off-shore-udbydere er betydelig. Tyskland er simpelthen [et vanskeligt marked at køre i gang](https://www.hpbech.dk/navision-modellen-opstod-da-ibm-sagde-nej-tak/). Men lad os af hensyn til analysen tage det optimistiske udsagn fra min kaffevært for pålydende.

Den person, de havde fundet til det tyske marked, kunne ikke producere nogen omsætning i de første 12 måneder og afskediges. Det vil tage yderligere 3-6 måneder at finde en ny sælger, som derefter i bedste fald følger omsætningsprofilen vist i fig. 1 ovenfor.

![](https://hpbech.com/wp-content/uploads/Getting-it-right.png)Figur 2. Omkostningen ved at tage fejl første gang (12 kvartaler).Illustrationen i fig. 2 sammenligner omsætningsprofilerne for *at gøre det rigtigt første gang* (blå) med *at træffe det forkerte valg og rette op det 12 måneder senere* (rød).

Forskellen i dette eksempel er en tabt omsætning på omkring **45 millioner** kroner, med en tabt indtjening på bundlinjen på mellem **4,5 og 6,75 millioner** akkumuleret over de første 12 kvartaler. Det er dyrt at vente, men at ansætte den forkerte medarbejder er en direkte katastrofe. Ved at spare €40.000 gik vi glip af en nettofortjeneste på omkring 5 millioner kroner og har til gengæld haft omkostninger til løn med videre på ikke under en million.

Jeg har ikke indregnet den spildte ledelsestid, der går med at identificere problemerne, forsøge at løse dem, mikrostyre den dårligt performende sælger, udføre opsigelsen og gennemføre en ny rekruttering. Hvilke muligheder gik vi glip af som en konsekvens af, at vi skulle bruge så meget krudt på at løse det tyske problem? Hvis projekterne virkelig ventede på at blive samlet op, så må de være blevet samlet op af nogle andre.

## Er executive search dyrt?

Hvis jeg skulle starte en ny virksomhed i et nyt land (hvad jeg har gjort en del gange) med en realistiske forventning om at kunne booke ordre for 10.000.000 allerede det første år, ville mit fokus være på hastighed og risikostyring. Jeg ville finde en god headhunter og rekruttere den dygtigste forretningsudvikler, hun kunne finde.

![](https://hpbech.com/wp-content/uploads/FIND.png)

Vi skal *bootstrappe* et market. Bootstrapping er den fase, hvor vi starter fra bunden. Ingen lokale referencer, intet brand, ingen markedserfaring og ingen industriindsigt. Den gennemsnitlige sælger er ikke kvalificeret til bootstrapping. Dette kræver et meget specielt forretningsudviklingstalent.

Hvorfor en headhunter?

Fordi jeg ikke ville forvente, at de kandidater, jeg havde mest brug for, aktivt kiggede efter jobs, fordi forretningsudviklere i det hele taget er svære at finde, og fordi tyske medarbejdere har stor risikoaversion. At være et nyt og ukendt firma i Tyskland, der blot ønsker at ansætte en enkelt sælger, lugter langt væk af risiko.

Min erfaring med at bruge executive search er:

- De giver projektet seriøsitet.
- De udfordrer os til at være mere detaljerede på definitionen af ​​den profil, vi har brug for.
- De hjælper os med at identificere de motiverende argumenter for at gøre de bedst egnede kandidater interesserede i det mindste at overveje jobbet.
- De finder flere og bedre kandidater, som ikke kun er på jagt efter en fast månedsløn.
- De finder dem hurtigere.
- De kører processen: Vi bruger mindre af vores egen tid.
- De tager alt besværet, hvis noget går galt.

### En præcis profil

Headhuntere ønsker, at vi finder den ideelle kandidat så hurtigt som muligt og med så lidt indsats som muligt. De får et fast honorar for at løse opgaven, og den sidste rate af honoraret falder først, når vi har fundet den rigtige. De har brug for en klar profil. De hjælper os med at indsnævre de profilegenskaber, der er afgørende for succes i det job, vi skal have besat. En god headhunter tvinger dig til at tænke dig godt om.

### Tiltrækningskraft

Du er nødt til at overveje, hvorfor din jobmulighed er så attraktiv, at de ideelle kandidater skal være rede til at forlade deres nuværende job og komme til dig. At motivere kandidater til at overveje at blive forretningsudvikler i din på markedet helt ukendte virksomhed er en undervurderet udfordring. Hvorfor skal personer, der har succes i deres nuværende job, overveje at holde op og starte forfra med dig? Giv mig blot 3 gode grunde!

![](https://hpbech.com/wp-content/uploads/Headhunting.jpg)

Hvis vi primært leder efter kandidater, der er arbejdsløse, er det måske ikke et stort problem, men er arbejdsløse den mest oplagte pulje af kandidater til bootstrapping i Tyskland? Hvor mange dygtige forretningsudviklere går rundt i Sydbayern uden noget at lave?

Du må fra starten erkende, at du har mere brug for dem, end de har brug for dig. Kandidater, hvor det omvendte er tilfældet, skal du undgå.

### Egnede kandidater

Jeg har et meget [stort netværk](https://www.linkedin.com/in/hanspeterbech/) og bliver ofte spurgt, om jeg kender nogen, der kender nogen. Med mindre henvendelsen kommer fra en meget nær bekendt, er svaret nej. Det kræver nemlig en del energi at svare seriøst på spørgsmålet. Du er nødt til at sætte dig ind i, hvad opgaven går ud på, og derefter bladre dit netværk igennem for at genopfriske din hukommelse. Der kan let gå et par timer, hvis man skal gribe det seriøst an. Så hellere sige fra.

### Hastighed

De gode headhuntere sætter erfarne researchere på dit projekt. De bruger XING, LinkedIn og andre sociale medier, og de finder de egnede kandidater, der i øjeblikket ikke leder efter et job og derfor hverken ser stillingsopslag eller er lydhøre over for tilfældige henvendelser, der kommer gennem netværket. Giv en headhunter to til tre uger, så har de den første kvalificerede liste klar.

### Ekstremt tidskrævende

At identificere og motivere kandidater er kun de første to trin i processen. Vi skal også screene dem, interviewe dem, lave shortlist, køre dem gennem assessment seancer, tage referencer og derefter forhandle deres endelige kontrakter på plads. Hvem skal gøre alt det, når vi ikke har nogen ressourcer i landet?

Taler du tysk?

Selvom det interne firmasprog er engelsk, og at beherskelse af engelsk er en forudsætning for at bestride jobbet, så er det en kæmpe fordel at kunne gennemføre interviews og møder på tysk. Det er jo også det sprog, de skal tale med kunderne!

### Når det går galt

I de over 40 år, hvor jeg har brugt headhuntere, har jeg kun været nødt til at trække *om-igen-kortet* en enkelt gang. Executive search giver dig meget stor sandsynlighed for at finde den rigtige person til jobbet første gang. De headhuntere, jeg har brugt, har tilbudt en “garanti”. De foretager en ny søgning uden ekstra omkostninger, hvis det går galt. Rart at vide, for det gør dem meget omhyggelige med at få den til at sidde i skabet første gang.

Jeg kan kun se to grunde til ikke at engagere en headhunter: Vi har ikke råd til det, eller vi fedtspiller. Er det tilfældet, kan en headhunter heller ikke hjælpe os.

## Postscript

![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)

Jeg hørte aldrig mere fra min kaffevært, og jeg havde heller ingen interesse i at følge op på projektet. Jeg ved ikke, om de fandt en egnet kandidat igennem deres netværk, men projektet og fremgangsmåden passede efter min erfaring meget dårligt til det tyske marked.

Nogle måneder senere blev jeg kontaktet af en dansk IT-konsulent virksomhed, som også havde ambitioner om at komme i gang i Tyskland. Også de var ude efter at få fat i personer i mit netværk. Igen måtte jeg melde pas og anbefale, at de engagerede en headhunter. Jeg pegede endda på en, som netop havde det område som speciale. De valgte selv at rekruttere. To år senere trak de sig ud af det tyske marked. De havde da brugt nogle millioner og ikke fået en eneste kunde.

**Categories:** Globalisation, Strategy

---

### [Fremtidssans - ny verden, nye regler, manual til fremtiden](https://hpbech.com/da/fremtidssans-ny-verden-nye-regler-manual-til-fremtiden/)

**Published:** September 29, 2020
**Author:** Hans Peter Bech

**Excerpt:** Du får ikke en bedre fremtidssans ved at læse bogen, men der er et par få godbidder, som giver mening. Bogen er ikke så tosset, som den giver sig ud for.

**Content:**

---

> *Du får næppe en bedre fremtidssans ved at læse bogen, men der er et par få godbidder, som giver mening. Bogen er ikke helt så tosset, som den giver sig ud for*.

---

Umiddelbart syntes jeg nok, det var lidt unfair mod forfatterne [Anne Skare Nielsen](https://www.linkedin.com/in/anneskarenielsen/) og [Henrik Good Hovgaard](https://www.linkedin.com/in/henrik-good-hovgaard-5341993/), at jeg læste deres bog, *[Fremtidssans](https://tales.dk/fremtidssans-ny-verden-nye-regler-manual-til-fremtiden_henrik-good-hovgaard_9788702271430)*, lige efter at jeg var blevet færdig med Morten Münsters *[Jytte vender tilbage](https://www.hpbech.dk/jytte-vender-tilbage-og-slar-hardt-ned-pa-parnasset/)*, efterfølgeren til megasuccesen *[Jytte fra marketing er gået for i dag](https://www.hpbech.dk/jytte-fra-marketing-er-desvaerre-gaet-for-i-dag/)*.

![](https://hpbech.com/wp-content/uploads/Fremtidssans-3D.png)

Som forfatter er Morten Münster klasser over Nielsen & Hovgaard, og ovenpå Jytte gør det nærmest ondt at tage fat på en bog som *Fremtidssans*.

Når jeg alligevel kom igennem den og vil anbefale den til andre, så er det på trods af, at bogen efter min opfattelse prioriterer form over indhold. Det kommer der sjældent noget godt ud af, men måske er der en grund til det.

## Det handler om at ændre adfærd

Hvor Morten Münsters bøger anviser veje til at ændre andres adfærd, så er *Fremtidssans* primært en bog om, hvordan du ændrer din egen adfærd. Og hvis man kan tåle bogens konsulentjargon, friskfyragtige stil og overflødige vås (hvad rumvæsener måtte mene om os mennesker), så giver den trods alt indblik i en alternativ måde at tænke og udtrykke sig på.

![](https://hpbech.com/wp-content/uploads/Jytte-vender-tilbage-3D.jpg)

Når Morten Münsters bøger er så populære, så skyldes det kombinationen af ny indsigt i almene forhold og en medrivende skrivestil, samt det forhold, at det drejer sig om andres adfærd. Hermed bliver bøgerne dejligt uforpligtende. Det handler jo om de andre. Dem i Randers Kommune.

Den første Jyttebog solgte 100.000 eksemplarer i Danmark. Så mange læsere kan umuligt have jobs, hvor deres primære opgave er at ændre andres adfærd. Jeg har derfor mistanke om, at Jytte-bøgerne først og fremmest tjener som god underholdning, der efter læsningen ryger op på hylden, og det var så det. Det kan vi ikke klandre Morten Münster for. Når gode bøger sælger godt, er verden retfærdig.

Hvis du læser *Fremtidssans*, og ikke giver op undervejs, så kommer du alligevel til at tænke. Er det her opskriften på, hvordan du ændrer din adfærd? Er det vejen til rigdom, lykkeligere mennesker og en bedre verden. Det er en meget sober value proposition, men hvorfor skal den pakkes ind i amerikansk candyflos?

## Hvem er bedst til at spotte trends?

![](https://hpbech.com/wp-content/uploads/FIND.png)

Når jeg startede med at referere til Morten Münster, så er det også fordi, der i hans nye bog, *[Jytte vender tilbage](https://www.hpbech.dk/jytte-vender-tilbage-og-slar-hardt-ned-pa-parnasset/)*, er reference til og omtale af en vis[ Philip Tetlock](https://www.amazon.com/Superforecasting-Science-Prediction-Philip-Tetlock/dp/0804136718). Ifølge Morten Münster er han sådan en, man ikke kan kan komme udenom, når man taler om menneskers evne til at forudse fremtiden.

Tetlocks forskning skulle dokumentere, at de, der beskæftiger sig mest med forudsigelser, er de dårligste til at forudsige noget som helst. De eksperter, vi bliver præsenteret for i medierne, som skal kommentere, hvad der kommer til at ske i fremtiden, tager ifølge Tetlock helt systematisk fejl.

> *Journalister udfordrer yderst sjældent en politisk kommentator, når det efter hele og halve år viser sig, at hans forudsigelser var helt forkerte. På det tidspunkt er journalisterne nemlig for længst videre og klar til at ringe til den selvsamme ekspert for at bede ham hive en ny, spændende forudsigelse ud af rumpen. De vil have enkle forklaringer og klare svar på komplicerede sager, og de vil have en passioneret, karismatisk, sjov, direkte og selvsikker ekspert til at gøre det. Og det er noget rod. For som du vil se i et senere kapitel af bogen, har vi brug for det stik modsatte.*
> 
> Citat fra Morten Münsters “Jytte vender tilbage” (loc. 3146)

---

Tetlock er ikke nævnt med et eneste ord i *Fremtidssans*. Faktisk er det yderst sparsomt med henvisning til eksterne kilder i bogen. Du skal derfor forlige dig med, at *Fremstidssans* ikke er bog, der argumenterer for eller belægger sine påstande med evidens. Det er en bog, der fortæller, hvad de to forfattere føler og synes.

Virker deres metode?

Det ved jeg ikke, men du kan jo prøvede den og se, hvad der sker.

## Lad os få det overstået

Som antydet har bogen et usædvanligt sprog, der gør mange af budskaberne upræcise. Den lover væsenligt mere, end den kan levere, er proppet med floskler og efterlader en forvirring om, hvem den egentlig er skrevet til og for. Jeg skal ikke bruge plads på at komme med eksempler, for de vælter ind over dig allerede på de første sider i bogen og fortsætter non-top til den bitre ende.

I marketing siger man normalt, at hvis du har et svagt budskab, så skal du skrige det ekstra højt. Det var dette høje og skingre skrigeri allerede i starten af bogen, der var tæt på at overbevise mig om, at der nok ikke var meget at hente her. Det bliver dog langsomt bedre, og i sidste halvdel af bogen er det tæt på tåleligt. Godt bliver det aldrig.

Og nu ikke mere om sproget.

## Lad os lave en bedre verden

Her er de to citater, som fik mig til at læse videre:

> *“Fremtidsspillet foregår i en verden, der hele tiden bevæger sig. Du kan ikke være passiv observatør. Du skal være aktiv gamer, en medspiller, der samler point og loot nok til, at du kan være med til at forbedre spillet.”*

På trods af den sproglige forvirring og poppede indpakning synes jeg, der var kød på det ben.

> *“Fremtiden er fællesskaber. Kærlighed. Venskab. Empati. Hjælpsomhed. At vi ofrer os uden at blive ofre og søger at få alle med over broen til fremtiden.”*

![](https://hpbech.com/wp-content/uploads/Maslow.png)

For mig og andre, der lever i toppen af Maslows behovspyramide, giver det særdeles god mening og er et konstruktivt udgangspunkt for, hvad vi skal bruge vores energi på. Der er jo ikke meget perspektiv i at rage mere til sig, når man allerede har rigeligt. Ejheller, når man over et langt liv har erfaret, at det ikke er antallet af nuller på saldoen i banken, der får dig til at fløjte hver morgen. Når blot der er nogle stykker, kan vi bruge krudtet på at være sammen med og hjælpe andre. At hjælpe andre giver tusind gange mere fløjteri end at købe sig et nyt ur og drikke en flaske dyr rødvin. Det er naturligvis ikke nogen ny og overraskende erkendelse, men bogen giver forholdet et nyt spin og lidt alternative ord med på vejen.

## Fra mere til bedre

Fire procent inde i bogen (jeg læste ebogsudgaven) introducerer forfatterne et simpelt grundbegreb:

> *“Fra mere til bedre” tager udgangspunkt i fortidsspillet, … hvor spillerne hele tiden jagter “noget mere” og konstant er bange for at løbe tør for ressourcer, penge etc. I Fremtidsspillet gælder det om at lave “noget bedre” til flere mennesker .…”*

og lidt længere henne på samme sted:

> *“Tribal \[fortiden og nutiden\] er det gamle, velkendte nulsumsspil. Planetary \[fremtiden\] er det nye mode, som du skal være med til at præge. Som de game changers, vi bliver, bygger vi sammen broen fra “entitlement til enlightenment” – fra at vi alle føler os berettigede, krænkede og hævngerrige til at vælge et bedre og mere oplyst sted at se fremtiden fra. Din fjende i fremtidsspillet er derfor ikke “de andre”. Det er dig selv. Vanerne. Plejermentaliteten. Autopiloten. **Hvis du spiller for at vinde over de andre, har du allerede tabt**.” \[min fremhævelse\].*

Det burde være en lettelse for de fleste at opdage, at vejen til en bedre fremtid starter med, at man ændrer sig selv. Men sådan er det nok ikke.

Tilfældigvis befandt jeg mig under læsningen af bogen i en af de store gearskiftesituationer. Jeg havde netop færdiggjort min bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)* og skulle til at gennemgå mine opgaver og planer for de næste par år. Jeg var midt i en proces med at overveje og brainstorme mine muligheder, og alle boldene var oppe i luften.

Jeg befinder mig, som antydet, i den øverste del af Maslows behovspyramide. Min tid skal bruges på min familie, mine venner, mine bekendte, mit netværk og på at gøre verden til et bedre sted at leve. Princippet *“ikke mere, men bedre”* er nemt at huske og en god ledetråd til at prioritere sine indsatser. Jeg røg i hverfald tilbage til mit mindmap for lige at flytte rundt på et par kasser.

## Skal vi forudse eller skal vi skabe fremtiden?

![](https://hpbech.com/wp-content/uploads/Lecture-Economy-300x300.png)

Det er ifølge bogen to sider af samme sag.

Der er de helt store mega trends (Covid-19?), som du ikke kan påvirke, men som ændrer alle reglerne i alle spil. Kan du spotte dem, er du flere skridt foran de fleste. Det kan du bruge til at justere dit eget spil og lave dine produkter og services bedre.

Men der er også de mindre trends i det eller de domæner, hvor du slår dine folder. Her kan du medvirke til at påvirke, skabe og dermed forme fremtiden.

Den køber jeg.

Når jeg får en mail fra en af mine læsere, der fortæller, at en af mine bøger hjalp hende med at lande sit drømmejob, så fløjter jeg ekstra højt, går op og starter kaffemaskinen og brygger mig en espresso. Der er dage, hvor antallet af mails tvinger mig til at drikke te. Ellers bliver jeg for itchy. Det skriver jeg ikke (kun) for at prale, men at opleve, at man gør en positiv forskel for andre, er en kæmpe motivator for at gøre det igen og igen. Det er stærkt vanedannende.

![](https://hpbech.com/wp-content/uploads/anne-henrik-universal-futurist.jpg)Anne Skare Nielsen og 
Henrik Good Hovgaard 

Forfatterne, Anne Skare Nielsen og Henrik Good Hovgaard, tror på, at fremtiden tilhører og skabes af de, der som bevidst princip vil gøre det bedre for andre. Og for mig giver det fin mening. De erkender og beskriver, at vi er oppe imod stærke kræfter, som ikke har set lyset, og som stadig kæmper i en nulsumsmudderpøl. Sådan er det, men det betyder ikke, at du og jeg også skal gøre det.

Din fremtid bliver anderledes, hvis du ændrer din adfærd og tænker i bedre fremfor mere, og i hvordan du får fremskridtet ud til flere. Når jeg også gør det, bliver påvirkningen lidt større. Når mange gør det, begynder de helt store hjul at dreje i en ny retning.

## Fremtidssans

Hvordan kan en bog, der lover at skærpe din evne til at spå om fremtiden, og som udkom den 28. maj 2020, undlade at nævne Covid-19? Jeg er med på, at der går lidt tid fra den sidste korrektur, til bogen er klar fra trykkeren, men havde det ikke været bedre at rykke udgivelsen nogle måneder?

Bortset fra [Bill Gates](https://youtu.be/6Af6b_wyiwI), var der ikke mange, der forudså Covid-19. Jeg skal ikke bebrejde forfatterne, at deres metode heller ikke fangede den. Men at vælge at skøjte henover en begivenhed, der ændrer reglerne i alle fremtidige spil for alle mennesker, synes jeg er bemærkelsesværdigt.

Jeg tror ikke, du får en bedre fremtidssans ved at læse bogen, men hvis der er noget, der stimulerer fløjteriet om morgenen, så er det bevidstheden om, at du har indflydelse på din egen situation, kan påvirke dine omgivelser, at du gør en forskel og bidrager til en bedre verden for flere.

Derfor vil jeg anbefale bogen til andre. Den er ikke så tosset, som den giver sig ud for. Der er store mængder af meningsløst vås i bogen, og hele ideen med at præsentere tilværelsen som en slags computerspil finder jeg absurd. Men, som bogen også giver udtryk for, så skal man af og til holde ud og være standhaftig for at kunne finde guldkornene. Lad mig bruge et Churchill citat fra bogen: *Hvis du går gennem helvede, så fortsæt*. Din tålmodighed kommer helt afgjort på prøve. Men det er – på flere måder – interessant læsning.

## Bogdata

![](https://hpbech.com/wp-content/uploads/Fremtidssans-2D.jpg)**Titel:** Fremtidssans. Ny verden – nye regler. Manual til fremtiden.

**Forfatter:** Anne Skare Nielsen og Henrik Good Hovgaard.

**Udgivelsesdato:** 28. maj 2020

**Antal sider:** 236

**Pris**: 232,95 hos [Tales.dk](https://tales.dk/fremtidssans-ny-verden-nye-regler-manual-til-fremtiden_henrik-good-hovgaard_9788702271430)

**Categories:** Book reviews, Globalisation, Politics, Society, Strategy

---

### [Bliver der mere hjemmearbejde også efter Corona-krisen?](https://hpbech.com/da/bliver-der-mere-hjemmearbejde-ogsaa-efter-corona-krisen/)

**Published:** December 1, 2020
**Author:** Hans Peter Bech

**Excerpt:** Kan du drive en international virksomhed med over 1.000 medarbejder, der alle arbejder hjemmefra? Det kun vi før og ikke mindst under Corona-krisen, så det bliver vi nok ved med.

**Content:**

---

*Kan du drive en international virksomhed med over 1.000 medarbejdere der alle arbejder hjemmefra? Det kunne vi før og ikke mindst under Corona-krisen, så det bliver vi nok ved med.*

---

Nu skal vi diskutere hjemmearbejde – WFH (Work From Home) eller Remote – som det hedder på engelsk. Bliver der mere af det efter Corona-krisen?

![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS.png)

I min seneste bog, *[Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/)*, indgår beskrivelsen af en række virksomheder der ikke har egentlige kontorer. I hvert fald ikke som vi normalt kender det. Medarbejderne er spredt over hele jordkloden og bestemmer selv, om de vil arbejde hjemme, på en café, på et kontorhotel eller et helt fjerde sted. Ofte afgør de også selv, hvornår de vil arbejde.

Den mulighed er til stede, hvis du ikke behøver at mødes ansigt-til-ansigt med dine kunder eller dine kolleger, og når dit arbejde ikke reelt kræver, at du opholder dig på en bestemt lokation.

Inden jeg tager fat på emnet, skal jeg lige understrege, at jeg udelukkende beskæftiger mig med softwarevirksomheder. Den type aktivitet kræver ikke laboratorier, fabrikker, varehuse, forsendelser, servicebiler, værksteder, butikker og mange af de andre fysiske arbejdspladser som andre industrier afhænger af. Det betyder så også at i softwareindustrien ligger det virtulle driftsformat lige [til højrebenet](https://www.inc.com/jessica-stillman/no-office-no-problem-125-companies-proving-that-virtual-companies-can-thrive.html).

## 20-20-60 reglen

Under Corona-krisen har jeg spurgt alle, jeg er kommet i kontakt med, såvel i Danmark som i udlandet, hvordan de har det med at arbejde hjemmefra. Hvis vi tager udgangspunkt i virksomheder, hvor hjemmearbejde ikke var modellen før Corona-krisen, så er reglen, at 20% hader det, 20% elsker det, og 60% gerne vil kunne veksle mellem de to muligheder.

Hvis du søger efter folk til jobs, hvor de udelukkende skal arbejde remote, så er der tilsyneladende mindst 20% af de potentielle kandidater der ville være interesserede. Måske endda meget interesserede.

## Remote by design

![](https://hpbech.com/wp-content/uploads/Remote-work.jpg)Denne blog benytter CMS-system WordPress, der udvikles af virksomheden Automattic. De har over 1.170 ansatte, der arbejder fra 76 forskellige lande og taler 93 forskellige sprog, hvoraf engelsk er fællesnævneren. Casen er godt dokumenteret via Scott Berkuns bog *[The Year Without Pants: WordPress.com and the Future of Work](https://tbkconsult.com/the-year-without-pants/).* Hvis du har appetit på mere om virtuelle virksomheder, så kan du også læse bogen *[Remote](https://www.amazon.com/Remote-Required-David-Heinemeier-Hansson-ebook/dp/B00CZ7OC46)*, der er skrevet af [Jason Fried](https://www.linkedin.com/in/jason-fried/) og David Heinemeier Hansson som driver virksomheden [Basecamp](https://basecamp.com/).

WFH og Remote var et stigende fænomen allerede før Coronaen eksisterede. Da vi lukkede kontorene og sendte folk på hjemmearbejde blev endnu flere eksponeret for arbejdsformen. Både ledere og medarbejdere skulle nu finde ud af at få det til at fungere ofte samtidigt med, at der skulle passes børn. Min forudsigelse er at vi i fremtiden vil se mange flere virtuelle virksomheder, at de vil tilbyde meget attraktive løn- og ansættelsesforhold og at de vil blive mere og mere eftertragtede.

## Når ledelse er en hadeopgave

Også den danske softwarevirksomhed [XINK](https://www.xink.io) arbejder 100% virtuelt og har endda opbygget en organisation bestående udelukkende af freelancere.

![](https://hpbech.com/wp-content/uploads/XINK.png)

Når XINK blev en virtuel virksomhed, så skyldes det primært, at ingen af de to iværksættere, Bjarne Mess og Jesper Frier, har [lyst til ledelse](https://tbkconsult.com/when-you-love-business-and-hate-managing-people/). De er til gengæld godt klar over, at uden et team kan de ikke vokse. Løsningen blev derfor en model der ikke kræver megen ledelse.

På det område adskiller XINK sig ikke væsentligt fra tusindvis af andre virksomheder, hvor ejerne ikke synes, at ledelse er det mest spændende i denne verden, og hvor de heller ikke har ambitioner om at skulle opbygge en global mastodont. For den type mennesker er det virtuelle format både attraktivt og ideelt.

## Pseudoarbejde forekommer sjældent i virtuelle virksomheder

Hvis [pseudoarbejde](https://www.hpbech.dk/pseudoarbejde-hvordan-vi-fik-travlt-med-at-lave-ingenting/) er et stort problem i mange virksomheder, hvorfor forekommer det så stort set ikke i virtuelle virksomheder?

Nu er pseudoarbejde ikke et fænomen, der er særligt præcist defineret, let lader sig måle og hvis omfang kan udtrykkes i præcise statistiske termer. Ikke desto mindre er der en række forhold der gør unødvendigt arbejde mindre hyppigt i en virtuel virksomhed.

### Deltagerne måles på deres bidrag

Det giver ikke nogen mening at møde tidligt og gå sent hjem. Der er der alligevel ingen der ser. Alle de gængse kneb der bruges for at forekomme travl og vigtig på den fysiske arbejdsplads fungerer ikke virtuelt.

Når der arbejdes virtuelt, er ledelsen mere opmærksom på at få defineret resultatet af det arbejde der skal udføres. Min oplevelse er ikke at omfanget af micromanagement er større i virtuelle organistioner, snarere tværtimod. Man er til gengæld meget bevidst om, at det ikke er deltagernes tid, men resultatet af deres bestræbelser man er ude efter.

### Man undgår snakkehovederne

![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)

Med fare for at blive beskyldt for kold kynisme, så er de fleste fysiske arbejdpladser altså befolket med personale (måske blandt de 20%?), der bruger tid på alt andet end deres arbejde. Faktisk er mange primært glade for deres arbejdsplads, fordi kollegerne er søde og ikke fordi arbejdet er meningsfyldt og spændende. På en fysisk arbejdsplads er denne type sociale smøreolie bestemt heller ikke uden betydning for kulturen og dermed produktiviteten.

Den virtuelle virksomhed er til gengæld attraktiv for den introverte type, der gerne vil udføre en bestemt slags arbejde, men ikke har behov for at sludre med kollegerne i tekøkkenet. Personer med store udækkede sociale behov søger derfor ikke ansættelse i jobs, hvor de skal arbejde remote.

### Vidensdeling og tværgående samarbejde

Når man ikke mødes fysisk hver dag, er man nødt til proaktivt at organisere onboarding, vidensdeling og tværgående samarbejde. Derfor er det min oplevelse, at det fungerer bedre i de virtuelle virksomheden end i de fysiske, hvor man i større udstrækning forventer, at det sker af sig selv.

# De 20 procent er større end de lyder

![](https://hpbech.com/wp-content/uploads/Collaboration.png)

Virtuelle virksomheder har ikke hede debatter om fordele og ulemper ved at arbejde remote. Den beslutning er truffet og er ikke til diskussion. De der søger og ansættes foretrækker den arbejdsform. Den virtuelle virksomhed tapper derfor ind i de tyve procent der foretrækker ikke at skulle møde op på et kontor hver dag.

Da både medarbejderen og virksomhedens geografiske lokation er ligegyldig, har begge parter langt flere muligheder, end hvis arbejdet skal foregå på en fast geografisk lokation.

Forestil dig at du er softwareudvikler og taler et rimeligt engelsk. Du kan nu søge jobs i virtuelle softwarevirksomheder over hele verden. På samme måde har den virtuelle virksomhed adgang til et langt større arbejdmarked. Begge parter drager fordel af det virtuelle arbejdsmiljø.

# Digitale nomader og the gig-economy

Jeg erkender at være noget biased, for jeg har i mange år arbejdet der, hvor jeg nu befandt mig. Som international forretningsudvikler var jeg konstant på farten. Før vi fik internettet foregik kommunikationen med kontoret og mine kolleger via telefon og fax. Når man befandt på den anden siden af kloden, var det både dyrt og bøvlet. Med email, instant messages, Skype og webmøder blev det både nemmere og billigere.

![](https://hpbech.com/wp-content/uploads/Digitale-Nomader.jpg)

Jeg fik min sidste lønseddel i 2001 og fra 2005 har jeg udelukkende arbejdet projektorienteret. Selvom jeg altid har haft meget spændende og vellønnede jobs, så har de mange år som konsulent uden fast arbejdssted og uden en sikker fast månedlig løn været langt de bedste.

Denne trang til frihed og selvbestemmelse breder sig, og hvis det du kan er efterspurgt, så kan både projektmodellen og den virtuelle arbejdssituation være meget attraktiv. [Mille Bruun Sjøgren](https://www.linkedin.com/in/millespeak/) har skrevet [en glimrende bog](https://www.hpbech.dk/digitale-nomader-et-liv-med-mere-eventyr-og-mindre-hverdag/), der beskriver, hvordan man kan kombinere eventyr og arbejde.

## Estland og Kroatien går forrest

Estland etablerede i december 2014 [et program](https://www.hpbech.dk/digitale-nomader-gig-okonomi-og-virtuelle-virksomheder/), der giver udlændinge adgang til tjenester såsom oprettelse af virksomheder, bankkonto, betalingsformidling og beskatning. Det betyder, at man kan drive virksomhed ud fra Estland uden at arbejde og bo der. Det er der [mange](https://www.hpbech.dk/digitale-nomader-gig-okonomi-og-virtuelle-virksomheder/) der har benyttet sig af.

![](https://hpbech.com/wp-content/uploads/Novigrad-in-Croatia.jpg)Novigrad ved Paklenica og med Velebitbjergene i baggrundenDer er nu et lignende projekt i gang i Kroatien, hvor arbejdet i første omgang er rettet mod, at digitale nomader kan tage ophold der i længere tid uden at skulle igennem en bureakratisk proces med at søge opholds- og arbejdstilladelse.

Sammenfattende vil jeg konkludere, at der efter Corona-krisen, når vi alle kan bevæge os frit igen, vil ske en voldsom stigning i både remote arbejde, digitale nomader og gig-relationer. Det er appetitten på eventyr og behovet for højt specialiseret arbejdskraft, der vil få mange virksomheder til at indrette sig på arbejdsformen. Og når der er en vilje og et behov, finder man ofte også en vej.

**Categories:** Globalisation, Society

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### [Webinar: Kom hurtigere ud på de internationale markeder](https://hpbech.com/da/webinar-kom-hurtigere-ud-paa-de-internationale-markeder/)

**Published:** March 29, 2021
**Author:** Hans Peter Bech

**Excerpt:** Har du ambitioner om at komme ud på de internationale markeder, så er de 1,5 milliarder, der taler engelsk, et godt sted at starte.

**Content:**

---

> Har du ambitioner om at komme ud på de internationale markeder, så er de 1,5 milliarder, der taler engelsk, et godt sted at starte.

---

At komme ud på de internationale markeder er en fuld forståelig ambition.

Det danske marked udgør mindre end [en fjerdedel procent](https://tbkconsult.com/product/the-winners-remain-china-and-india-bech-index-2020-2/) af verdensmarkedet for noget som helst. Det betyder at over 99 procent af verdensmarkedet ligger udenfor Danmark. At få fat i noget af dette kæmpemarked er selvfølgeligt attraktivt for enhver virksomhed.

Erfaringerne viser blot, at det er lettere sagt end gjort og mange kommer galt af sted, når de prøver kræfter med opgaven.

I dette webinar, hvor jeg er gæst hos min kollega, [Steen Helmer](https://www.linkedin.com/in/steenhelmer/), diskuterer vi hvordan softwarevirksomheder kan komme i gang med at få kunder i udlandet uden at sætte hele egenkapital over styr.

## Værter

[![](https://hpbech.com/wp-content/uploads/Steen-og-Hans-Peter.jpg)](https://hpbech.com/wp-content/uploads/Steen-og-Hans-Peter.jpg)

**[Steen Helmer](https://www.linkedin.com/in/steenhelmer/)** er executive partner hos TBK Consult, der hjælper IT, teknologi og softwarevirksomheder med at blive globale markedsledere. Han er også kommunikationsekspert og hjælper sine kunder med at anvende LinkedIn, Sales Navigator og tillægsløsninger strategisk som en del af deres vækststrategi. Steen afholder åbne og individuelle workshops og bliver anvendt som keynote taler ved både lokale og internationale events.

Steen har mere end 15 års operationel erfaring fra international forretningsudvikling og med ledelsesroller i IT branchen, sidder i bestyrelsen af IAMCP Denmark (International Association of Microsoft Channel Partners) og aktivt involveret på europæisk plan.

Steen er også tilgængelig for en individuel introduktionssamtale inden eller efter webinaret. Tjek hans kalender her og vælg det tidspunkt, der passer dig bedst.

**[Hans Peter Bech](https://www.linkedin.com/in/hanspeterbech/)** er forfatter og blogger. Han har skrevet flere bøger, whitepapers og talrige artikler om international forretningsudvikling i IT-branchen. Hans Peter faciliterer også workshops og arbejder som rådgivende konsulent.

**Categories:** Globalisation

**Tags:** biznes, international business

---

### [Min opskrift på internationale bestsellere](https://hpbech.com/my-recipe-for-making-international-bestsellers/)

**Published:** April 13, 2021
**Author:** Hans Peter Bech

**Excerpt:** Dette er den første post i en serie, der beskriver, hvordan jeg fik lavet en række internationale bestsellere, og hvad det har betydet for min lille konsulentbiks.

**Content:**

---

> *Dette er den første artikel i en serie, der beskriver, hvordan jeg fik lavet en række internationale bestsellere, og hvad det har betydet for min lille konsulentbiks. Du er velkommen til at lade dig inspirere til at gøre det samme, hvis det passer med din forretningsmodel, dine ambitioner, og du synes, at processen lyder spændende.*

---

## Du skal synes, at turen er sjov

 ![](https://hpbech.com/wp-content/uploads/No-1-in-new-release-300x234.png) 

At se sin bog ligge på førstepladsen i en af Amazon’s kategorier er naturligvis en kæmpe oplevelse, men hvis du synes, at vejen derhen er træls, og at du skal gøre ting, som du ikke bryder dig om, så drop det hellere.

At skrive, udgive og markedsføre en bestseller ene mand/kvinde er et stort arbejde. Der er mange gode grunde til, at selv verdenskendte forfattere fortsat vælger at lade et forlag stå for det meste af arbejdet.

Men hvis du, som jeg, godt kan lide at sidde for bordenden og godt kan lide at have fat i alle styrehåndtagene, så vil jeg i denne serie af artikler give dig min opskrift. Jeg elsker at skrive, men jeg elsker også alle de andre aktiviteter, der skal klares, for at bogen i sidste ende bliver kendt og købt. Derfor hygger jeg mig med opgaverne og fløjter hver morgen, når jeg går de få skridt ind i mit arbejdsværelse eller sætter mig ind på en café og går i gang.

## Engelske fagbøger

Inden du bruger for meget tid på at læse videre, skal jeg understrege, at det – indtil videre – drejer sig om engelsksprogede fagbøger i *how-to* genren. Jeg tror ikke metoden kan bruges på skønlitterære bøger, og der vil også være en del fagbøger, hvor den heller ikke er anvendelig. Jeg tvivler også på, om den duer til en bog, der alene retter sig mod det danske marked, men det kommer jeg tilbage til senere.

 ![](https://hpbech.com/wp-content/uploads/All-books-2.png)Mit emnefelt er **international forretningsudvikling i softwareindustrien**. Det er et smalt marked, men på verdensbasis alligevel med omkring 5 millioner potentielle læsere. Netop det smalle men globale marked er en væsentlig årsag til successen.

## Jeg opfandt ikke den dybe tallerken

Jeg må indledningsvis tilstå, at jeg ikke har opfundet den dybe tallerken. Som det gælder de fleste innovative forretningsmodeller, så bygger også min på skuldrene af mange andre og deres ideer.

 ![](https://hpbech.com/wp-content/uploads/The-new-rules-of-marketing-and-pr-3D.jpg) 

Det første grundelement i min succeshistorie stammer fra [David Meerman Scott](https://www.linkedin.com/in/davidmeermanscott/) og hans bog *[The New Rules of Marketing and PR](https://www.amazon.com/New-Rules-Marketing-Podcasting-Newsjacking/dp/1119651549)*, der kom i første udgave i 2007. Jeg læste den, mens jeg var [på sommerferie i Kroatien](https://www.hpbech.dk/bloggen-fylder-10-ar-og-har-produceret-over-1-000-artikler/), og blev hyperbegejstret over de muligheder, der åbnede sig. Den fik mig til fuldstændig at revurdere min go-to-market tilgang og fik mig i gang med at blogge regelmæssigt. Resultatet var en stærk tilvækst i antallet af uopfordrede henvendelser vedrørende konsulentbistand, og per ultimo 2015 havde jeg 5.000 følgere på LinkedIn. I skrivende stund har jeg knap [32.000 følgere](https://www.hpbech.dk/jeg-har-naet-linkedins-graense-pa-30-000-connections-hvad-nu/), og der kommer hver dag flere til. Hvordan det kan lade sig gøre, og hvad det kan bruges til, kommer jeg tilbage til i en senere artikel.

 ![](https://hpbech.com/wp-content/uploads/The-Consulting-Bible-300x298.png) 

Det andet grundelement hentede jeg hos [Alan Weiss](https://www.linkedin.com/in/alanweissphd/) og hans bog *[The Consulting Bible](https://www.amazon.com/Consulting-Bible-Everything-Seven-Figure-Practice/dp/0470928085)* (2011), som jeg købte og læste i juli 2013 (sommerferie igen!). Atter reviderede jeg min go-to-market tilgang samt besluttede, at jeg skulle skrive en bog. Jeg vidste nogenlunde, hvad den skulle handle om, men jeg havde ikke opskriften på, hvordan jeg skulle få den skrevet, udgivet og markedsført.

I foråret 2014 deltog jeg i en [Alexander Osterwalder](https://www.linkedin.com/in/osterwalder/) *[Business Model Generation](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers/dp/0470876417)* master class i London, hvilket igen bidrog både med et redesign af min konsulentbutik, men også gav input til min kommende bog.

Umiddelbart efter blev jeg inviteret til at afholde en række workshops i international forretningsudvikling på Sabanci Universitets business management school i Istanbul i Tyrkiet. Herefter havde jeg store dele af materialet klar til tre bøger og skulle kun beslutte, hvilken som skulle komme først.

 ![](https://hpbech.com/wp-content/uploads/How-to-write-a-book-248x300.jpg) 

Det sidste men helt afgørende grundelement kom fra [Andreas Ramos](https://www.linkedin.com/in/andreasramos/) og hans bog *[How to Write a Book!: To Get More Opportunities and Improve Your Career](https://www.amazon.com/How-Write-Book-Opportunities-Improve-ebook/dp/B00MOYSUNY)*, der udkom i august 2014, og som jeg læste straks efter, at den var tilgængelig.

Så var alle delelementer klar. Nu var det blot op til mig at få dem ført ud i livet.

## Marketing for begyndere

Målgruppe og budskab er to af de mest centrale variable i al marketing. Hvis du ved, hvem du skal have i tale, og hvilke udfordringer de bokser med, så er du nået et langt stykke vej mod målet.

Med udgangspunkt i min karriere og min konsulentforretning var det oplagt at definere målgruppen, som alle der beskæftiger sig med omsætningsgenering i softwarevirksomheder, herunder specielt med det internationale aspekt. Jeg var kun interesseret i den del af målgruppen, som måtte formodes at ville læse en bog på engelsk.

Nu er omsætningsgenerering imidlertid et begreb, jeg selv bruger meget, men som målgruppen ikke gør. Det dækker alle aktiviteter indenfor forretningsudvikling, marketing, salg og kundesupport herunder også ledelse af de pågældende ansvarsområder. Jeg måtte derfor oversætte begrebet til de søgekriterier, som LinkedIn tilbyder i sin Sales Navigator.

 ![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)Ved at søge blandt engelsksprogede profiler på LinkedIn fandt jeg **fem millioner personer**, der passede med kriterierne. Jeg var godt klar over, at kun en del af dem var boglæsere, men alligevel vurderede jeg, at målgruppen var tilstrækkelig stor til at kunne trække et salg på minimum 10.000 bøger. Om jeg var dygtigt nok til at skrive og udgive en bog, de gad købe og læse, var endnu ikke afklaret, men jeg var overbevist om, at der var potentielle læsere nok.

Jeg vil i en senere artikel gå i detaljer med, hvordan jeg bruger LinkedIn Sales Navigator, som i min situation er en gave fra himlen.

## Valg af emne

 ![](https://hpbech.com/wp-content/uploads/Poet-265x300.png) 

Det lyder måske mærkeligt, at jeg lagde mig fast på målgruppen, inden jeg valgte, hvilket emne jeg ville skrive om. Men det var der en god grund til.

Jeg så på det tidspunkt primært bogen som en støtte for min konsulentforretning, og her var og er målgruppen netop den, jeg beskriver ovenfor. Jeg havde en liste af emner, som jeg fra min konsulentvirksomhed vidste, at alle virksomhederne altid slås med, så det var blot at vælge hvilket, der skulle behandles først. Udover at være et emne, som målgruppen *erkendte* var et problem for dem, skulle min baggrund og profil også understøtte, at jeg havde en særligt indsigt, så læserne ville opfatte mig som en troværdig kilde.

Valget faldt på udfordringerne med at etablere og drive forhandlerkanaler. Det valg skal jeg nok uddybe i en senere artikel.

## Valg af forlag

Meget tidligt i forløbet skulle jeg forholde mig til, hvordan bogen skulle udgives.

I princippet er der tre muligheder:

- Det traditionelle forlag
- Medudgiverforlaget
- Selvudgivelse
 
Lad mig med det samme understrege, at for læserne – de der køber dine bøger – er det komplet ligegyldigt hvilken udgivelsesvej, du vælger.

Hvis du er afhængig af boganmeldelser i de traditionelle medier som dagblade, TV, radio og lign., så er det nok en fordel at udkomme på et traditionelt forlag. Der udkommer langt flere bøger end de kommercielle boganmeldere kan nå at gennemgå, hvorfor de ofte vælger at koncentrere sig om de, der kommer fra de største forlag. Du vil derfor fra tid til anden se anmeldelser af bøger, som anmelderen ikke bryder sig om. Bøger, som vi andre ville have lagt halvlæste til side, men som anmelderen alligevel bruger energi på at læse færdig og give [en dårlig anmeldelse](https://www.berlingske.dk/aok/en-stjerne-til-fremtidsforskeres-bud-paa-en-ny-verden-rumvaesenerne-gider-os).

Hvis du som jeg ikke er afhængig af den type anmeldelser, så har du frit valg.

### Det traditionelle forlag

 ![](https://hpbech.com/wp-content/uploads/Gyldendal.jpg) 

I den traditionelle model for udgivelse af bøger overdrager forfatteren rettighederne til sit værk til et forlag, der herefter står for alt det praktiske med at få bogen produceret, markedsført og distribueret.

Forlaget stiller redaktørressoucer til rådighed, sørger for korrekturlæsning, opsætning, design af omslag, markedsføring, produktion og distribution.
I grove træk deler forlag og forfatter omsætningen i forholdet 85:15, men i den enkelte situation kan de økonomiske forhold variere betydeligt afhængig af, hvor kendt forfatteren er, og hvor stort et potentiale forlaget mener, at udgivelsen har. Den enkelte forfatter kan både få mere og mindre end 15%.

Jeg har aldrig udgivet en bog via et traditionelt forlag. Her er de forhold, som med det samme fik mig til at fravælge den model.

- Jeg kunne selv finansiere udgivelsen og havde derfor ikke brug for den ydelse fra et forlag.
- Min research tydede på, at jeg ville skulle bruge meget tid på at finde et forlag, der ville binde an med en debutant. Var jeg klar til det? Havde jeg lyst til at bruge tid og energi på at jagte forlag? Kunne jeg ikke bruge den tid bedre på bogen?
- Mange forfattere, som jeg talte med, var skuffede over den støtte, de fik af deres forlag. Det virkede, som om forlagene kastede spagetti på væggen og så ventede på at se, om der var noget, der blev hængende. Hvis din bog ikke kom godt fra start, blev den hurtigt glemt af forlaget.
- Jeg kunne regne ud, at et forlag måtte bruge mange ressourcer på at gennemgå oplæg og manuskripter, som de valgte *ikke* at udgive. De omkostninger skulle dækkes af de forfattere, hvis bøger de valgte at udgive. Som forfatter havde jeg brug for blot ét forlag, der sagde ja tak til min bog. De omkostninger, forlagene har til at sige nej tak til tusind andre, har ingen værdi for mig.
 
**Note**. Da jeg skulle udgive min fjerde bog, henvendte jeg mig til to forlag og fik afslag fra begge. Herefter besluttede jeg at stoppe søgningen og udgav igen selv bogen. Jeg vil beskrive den oplevelse i en senere artikel.

### Medudgiverforlaget

De traditionelle forlag tager ofte fejl, hvilket vil sige, at mange af de bøger, de udgiver, ikke når de salgstal, som de håbede på. Det gør forlagene yderst forsigtige. Hvis du er debutant og ukendt, er det ret svært at få sin bog udgivet på et traditionelt forlag.

På den baggrund er der opstået forlag, hvor forfatterne medfinansierer udgivelsen. Denne type forlag er det naturligvis nemmere at blive udgivet på, alene fordi deres kommercielle risiko på den enkelte udgivelse er begrænset.

Men medudgiverforlag har et blakket ry både blandt anmeldere og forfattere.

I princippet er der ikke noget odiøst i at en forfatter medfinansiere udgivelsen af sit værk, men hvis medudgiverforlaget primært lever af forfatternes indskud og ikke af det efterfølgende bogsalg, så opstår der en interessekonflikt.

Jeg har ikke udgivet bøger på medudgiverforlag men kan sagtens se, hvordan det kan være en god løsning for både debuttanter og bestsellere. Der skal dog arbejdes efter klare principper, hvor interessekonflikterne kan håndteres.

### Selvudgiver

Jeg valgte fra starten selv at udgive mine bøger.

 ![](https://hpbech.com/wp-content/uploads/TBK-Publishing-500-300x300.png) 

TBK Publishing, som mit forlag hedder, er en aktivitet under og et binavn til mit konsulentfirma TBK Consult ApS.

Det var Andreas Ramos, der gav mig inspirationen til at vælge denne vej.

TBK Publishing er et forlag som alle andre. Vi har et CVR-nummer, vores egne ISBN-numre, og vi råder over de samme ressourcer som alle andre forlag med to vigtige undtagelser:

1. Vi bruger ikke energi eller penge på at vurdere udefrakommende projektforslag. Vi udgiver kun mine bøger.
2. Alle kompetencer er tilknyttet på freelancebasis. Vi har meget lave faste omkostninger.
 
Hvad det indebærer er emnet for [den næste artikel](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/) i denne serie.

## Links til de andre artikler i denne serie

- Artikel 2: [De fire hovedaktiviteter](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
- Artikel 3: [Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)
- Artikel 4: [Produktionen](https://www.hpbech.dk/internationale-bestsellere-produktionen/)
- Artikel 5: [Distributionen](https://www.hpbech.dk/internationale-bestsellere-distribution/)
- Artikel 6: [Markedsføring 1](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/)
- Artikel 7: [Markedsføring 2](https://www.hpbech.dk/internationale-bestsellere-markedsforing-2/)
- Artikel 8: [Markedsføring 3](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-3/)

**Categories:** Blog, Book reviews, Globalisation, Strategy

**Tags:** Alan Weiss, Publishing

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### [Rock’n’roll Management](https://hpbech.com/da/rocknroll-management/)

**Published:** February 21, 2023
**Author:** Hans Peter Bech

**Excerpt:** Jeg er overbevist om, at mange nystartede og mindre virksomheder kan have stor gavn af at praktisere rock’n’roll management.

**Content:**

> *Hen over julen så jeg den næsten 8 timers lange TV-serie Get Back – om tilblivelsen af The Beatles sidste album.*

---

[![](https://hpbech.com/wp-content/uploads/Let-it-be.png)](https://hpbech.com/wp-content/uploads/Let-it-be.png)Get Back – The Beatles – dokumentar af Peter Jackson
Jeg ved ikke om jeg vil anbefale nogen at sidde samtlige otte timer ud, men min egen interesse og vedholdenhed skyldes en fascination for musikken og en forkærlighed for den særlige uformelle ledelsesstil, der udøves i et band med ligestillede medlemmer. Jeg spiller selv i to bands og har erfaret, hvordan det virker, de frustrationer det kan medføre og hvilke fantastiske resultater, der kan opnås. Jeg er overbevist om, at mange nystartede og mindre virksomheder kan have stor gavn af at praktisere rock’n’roll management.

## Rock’n’roll Management

Et band er en virksomhed, der – uden formel ledelsesstruktur – skal skabe og producere en ydelse, som nogen vil betale penge for og som alle bandets medlemmer kan stå inde for. I amatørbands, som de to jeg spiller i, er det kommercielle ikke så afgørende, men ønsket om at levere noget, som man selv kan lide og som nogen begejstres af, er alligevel de drivende motiver.

Følgende forhold karakteriserer, hvad jeg kalder rock’n’roll management:

- Der er ingen formel leder.
- Gruppen finder frem til et fælles produkt ved at deltagerne konstant henholdsvis presser på og giver efter.
- Gruppens medlemmer skal kunne lide hinanden og skal respektere de andres behov for både proces og resultat.
- Mangler tilliden skal et medlem skiftes ud, men det er ikke noget der gøres hurtigt eller med glæde.
- Gruppens medlemmer ved af erfaring, at det er hurtigere og bedre at prøve noget af end at forsøge at diskutere sig frem til en løsning. Der skal ofte prøves meget og mange gange, før den bedste løsning er fundet.

## The Beatles

Da The Beatles i januar 1969 skulle komponere, øve og indspille 14 nye numre, blev processen dokumenteret af et professionelt kamerahold. 70 timers film- og 150 timers lydoptagelser blev det til. I 1970 var de redigeret ned til filmen *Let it Be (1 time og 21 min.)*, der tegnede et dystert billede af samarbejdet i bandet.

Instruktøren Peter Jackson (ham med Ringenes Herre) fik så i 2017 adgang til materialet og besluttede at redigere en ny dokumentar om bandets sidste album. Denne gang er budskabet et helt andet, og myten om bandets indre konflikter får et alvorligt skud for boven.

[![](https://hpbech.com/wp-content/uploads/George-Harrison-Rooftop.jpg)](https://hpbech.com/wp-content/uploads/George-Harrison-Rooftop.jpg)George Harrison spillede på en Fender Telecaster, da de optog nogle af numrene til pladen på taget af studierne i Abbey Road.Det interessante ved *Get Back* er, at selvom The Beatles nu er en stor virksomhed, så er det fortsat de fire musikere, der træffer de afgørende beslutninger. Hvis ikke de er enige, lyder musikken bare ikke godt. Omgivelserne har alskens ambitioner og agendaer, som de gerne vil spænde gruppen for, og der forsøges at trække i dem fra alle sider og i alle retninger. Hertil kommer at de fire musikere har hver deres ambitioner, talenter, personlighed og situation. Midt i processen forlader George Harrison bandet, og det hele går i stå. Efter en diplomatisk aktion fra de tre andre kommer han tilbage og nu med fornyet energi.

De fire musikere er åbenlyst talentfulde, ustrukturerede og vidt forskellige. De har været sammen længe, har en dyb respekt for hinanden og vil gå langt for at finde en fælles vej. Det lykkedes og da de den 30. januar 1969 står på taget af bygningen, der rummer Apple Records, for at spille live, er musikken original, tight og det svinger. Man kan se glæden lyse ud af deres ansigter. Stort set alle numrene, og især *Get Back* og *Let it Be*, holder den dag i dag.

## Det kunstneriske og det kommercielle

I januar 1969 havde The Beatles ikke produceret noget sammen i over et år. Siden deres manager, Brian Epsteins, tragiske død, havde de været uden en formel forretningsleder. Selvom han ikke blandede sig i deres musik, så var han alligevel en samlende figur, som de savnede. Under indspilningen af *Let It Be* havde Paul McCartney på gruppens vegne således samtaler med amerikaneren Allan Klein, der håndterede de kommercielle interesser for blandt andre The Rolling Stones.

[![](https://hpbech.com/wp-content/uploads/Stones-1.png)](https://hpbech.com/wp-content/uploads/Stones-1.png)The Rolling Stones, Foto: PADokumentaren viser tydeligt, at der ikke er pengemangel i Beatlesbutikken, men alligevel er det ofte de fire musikere, der holder igen med de vilde planer. Ikke kun fordi de er finansielt kostbare, men også fordi de ikke har lyst til en gentagelse af det grandiose publikumsrettede teater og hysteri, som de var udsat for midt i 1960erne. De gider ikke at rejse og vil hellere lave god musik, der spilles og produceres live i nærheden af, hvor de bor. Den kønsløse produktionsform, hvor hver stemme og hvert instrument indspilles for sig, siger dem ikke noget.

Det kommercielle spiller i 1969 en helt underordnet rolle for the Beatles’ kunstneriske udtryk, og det skyldes for det første, at de alle har tjent penge nok og ikke er afhængige af at skulle tjene yderligere en million. For det andet er hovedpersonerne i deres omkreds, herunder specielt produceren George Martin, overbeviste om, at netop den kunstneriske frihed uden noget kommercielt pres vil skabe det bedste resultat, som igen vil give det bedste afkast. Kunsten går forud for klejnerne.

## Startups og Rock’n’roll

Når den uformelle rock’n’roll ledelsesstil passer godt på nogle startups (men langt fra på alle), så skyldes det, at mange iværksættere ikke har en ambition om at blive den næste Bill Gates eller Steve Jobs. De har nok ambitioner om at drive deres egen forretning, at kunne leve fornuftigt af det og måske endda blive rige, men de har ikke appetit på at skulle lede en stor organisation og måske endda skaffe og håndtere ekstern kapital til at accelerere væksten.

[![](https://hpbech.com/wp-content/uploads/Harloese-Retro.jpg)](https://hpbech.com/wp-content/uploads/Harloese-Retro.jpg)Harløse Retro i opstillet positur inden det går løs. Stående fra venstre: Thomas Kierkegaard, Lars Søeborg Larsen, Mogens Jørgensen og Stig Hansen. Forrest knælende: Artiklens forfatter.Netop indenfor tech og specielt software er det faktisk muligt [at starte og drive en global og lønsom virksomhed](https://tbkconsult.com/when-you-love-business-and-hate-managing-people/) uden at skulle have en kæmpe organisation og uden at skulle slås med eksterne investorer. Det kræver et team af folk, hvis ambition er nogenlunde den samme, og hvor kompetencerne dækker både produkttilblivelse og afsætning. Jeg kan ikke påstå, at et setup, hvor alle skal være enige, altid er mest effektivt, men i de situationer, hvor ingen har lyst til at spille eller være udsat for den store leder, kan det være en god løsning.

Faktisk havde The Beatles ikke forstand på eller interesse i det afsætningsmæssige og var heldige allerede i 1961 at få Brian Epstein til at tage sig af det. Han bliver ofte kaldt den femte Beatle, og de fire musikere tilskriver ham deres kommercielle gennembrud og succes. Det var ham, der skaffede dem pladekontakten med EMI og det var ham, der fik dem til at klæde sig ens og opføre sig ordentligt (sådan da), så de var spiselige for et meget bredt publikum. Men han var ikke bossen, og så snart millionerne stod på bankkontoen, var det slut med de pæne jakkesæt og den høviske optræden.
——
**Note**: *Let it Be* blev indspillet i januar 1969 men først udgivet i september 1970. *Abbey Road* blev indspillet efter *Let* it Be, men udgivet allerede i september 1969. Den kronologi kan virke forvirrende, men det forklarer hvorfor George Harrison under indspilningen af *Let It Be* ikke helt havde styr på sit monsterhit *Something*.

---

Denne post blev bragt ført på [techsavvy.media](https://techsavvy.media/rocknroll-management/)

**Categories:** Globalisation, Society, Strategy

---

### [Skal vi have flere vækstkometer i Danmark?](https://hpbech.com/da/skal-vi-have-flere-vaekstkometer-i-danmark/)

**Published:** August 7, 2019
**Author:** Hans Peter Bech

**Content:**

Danmark har i perioden 2014-17 angiveligt ikke haft så mange hurtigtvoksende IT-virksomheder, som de lande vi normalt sammenligner os med. Det fremgår af [en artikel](https://itb.dk/maerkesager/kapital-vaekst-og-internationalisering/danmark-er-ikke-god-nok-til-at-skabe-vaekstvirksomheder/?utm_source=ITB+nyhedsbreve&utm_campaign=7c26a3a151-EMAIL_CAMPAIGN_2018_10_01_COPY_01&utm_medium=email&utm_term=0_de47b3913b-7c26a3a151-138869515) fra brancheforeningen IT-Branchen, der benytter [en artikel](https://www.ft.com/content/238174d2-3139-11e9-8744-e7016697f225) fra Financial Times som sin kilde. Brancheforeningen konkluderer, at der er to hovedårsager: besværlig adgang til kapital og mangel på kompetencer.

Jeg er enig i, at Danmark historisk set ikke har været i stand til at indfri den politiske ambition om at blive en “førende digital nation”, hvis vi dermed forstår vores evne til at opfinde og udvikle IT-teknologier, som kan danne grundlag for virksomheder, der kan vokse sig til store arbejdspladser og blive eksportkometer. Allerede midt i 1980’erne opstod der med PCens gennembrud et håb om, at Danmark kunne blive en softwareudviklingsnation, og at vi ville få overskud på IT-betalingsbalancen med udlandet. Sådan gik det ikke. Men selv med virksomheder som Damgaard Data og Navision Software lykkedes det ikke at gøre Danmark til nettoeksportør af IT.

Vi er supergode til at bruge IT, men knap så gode til at opfinde og udvikle nye IT-teknologier, der danner basis for vækstvirksomheder i verdensklasse.

## De ti mest betydende barrierer for vækstvirksomheder

Baseret på mine egne erfaringer samt på research til bøger og andre publikationer har jeg samlet de ti årsager, som jeg mener er hovedforklaringerne på, hvorfor vi ikke har så mange IT-vækstvirkomheder og derfor fortsat er nettoimportør af IT-teknologi.

### Danmark er et lille land

Danmark udgør under ½ procent af verdensmarkedet. Vi har et rigt men meget lille hjemmemarked. Selvom mange virksomheder allerede ved grundlæggelsen har et globalt udsyn, så sætter størrelsen af hjemmemarkedet en bremse på væksten. Vi har samtidigt et meget spredt erhvervsmønster uden stærke koncentrationer. Norge har sin olieindustri og Sverige en stærk storindustri, mens Danmark kun har lidt af det hele. Samtidigt har vi en meget stor offentlig sektor, der anlægger meget konservative betragtninger, når der skal anskaffes nye IT-systemer.

### Flere skal ville væksten

Hvis vi skal have flere vækstvirksomheder, kræver det først og fremmest at flere prøver kræfter med det internationale og lykkes. Jeg tilhører ikke dem, der tror at lavere skatter, nemmere adgang til billigere kapital, mere eksportstøtte, VITUS-projekter og lettere adgang til udenlandsk arbejdskraft vil have nogen som helst effekt på hvor mange, der vælger at kaste sig ud i vækstiværksætteri. Det er snarere andre forhold i samfundet, der afgør, hvem der har mod på den type tilværelse.

Der er i Danmark rige muligheder for at leve et godt og spændende liv uden at skulle tjene milliarder. Udbuddet af vellønnede jobs, der ikke kræver det initiativ og ikke indebærer den usikkerhed, risiko og det pres som iværkætterlivet indebærer, er meget stort. Ikke mindst de mange udenlandske virksomheder, der opererer i Danmark, og som løser langt de fleste IT-opgaver, tilbyder sådanne jobs.

### Øget risikovillighed

**Categories:** Blog, Politics, Uncategorized

**Tags:** Politics and Economics

---

### [Uniconta giver den endnu mere gas](https://hpbech.com/da/uniconta-giver-den-endnu-mere-gas/)

**Published:** August 20, 2019
**Author:** Hans Peter Bech

**Excerpt:** Uniconta, der på kun tre og et halvt år i Danmark har fået 130 forhandlere, mere end 100 integrationspartnere, og hvor kunderne nu tælles i tusinder, sætter endnu mere damp under marketingmaskinen.

**Content:**

---

> Uniconta, der på kun tre og et halvt år i Danmark har fået 130 forhandlere, mere end 100 integrationspartnere, og hvor kunderne nu tælles i tusinder, sætter endnu mere damp under marketingmaskinen.

---

 ![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-06-small.jpg) Erik Damgaard  

Da Erik Damgaard i foråret 2016 [lancerede](https://tbkconsult.com/erik-damgaard-launches-new-erp-ecosystem-platform/) sit nye økonomisystem, Uniconta, var mange sikkert tvivlende overfor, om verden virkelig havde brug for endnu et ERP-system.

Jeg var ikke i tvivl, men jeg mødtes på det tidspunkt også regelmæssigt med Erik Damgaard for at interviewe ham til bogen *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)*. Her fik jeg baggrunden for Uniconta-initiativet, og som altid ([læs bogen](https://bogreolen.dk/soeg/?text=Fra+Damgaard+til+Microsoft&vt=r)) havde Erik tænkt det grundigt igennem og gjort sit analysearbejde, inden han gik i gang.

Efterfølgende kunne jeg konstatere, at han ikke var ene om sin vurdering af markedet for ERP-systemer. Netop i disse år dukker der [nye spillere op](https://www.hpbech.dk/rambase-erp-systemet-fra-de-norske-skyer/), som også har set potentialet i den udskiftningsbølge, der er i gang, og som vil kulminere i løbet af de næste fem til ti år (min vurdering).

## First we take Manhattan, then we take Berlin

 ![](https://hpbech.com/wp-content/uploads/Microsoft-C5.png) 

Selv om Uniconta fra starten blev udviklet til det globale potentiale, så var det den særlige danske situation med Microsofts beslutning om at [stoppe videreudvikligen og supporten](https://www.hpbech.dk/uniconta-gir-den-gas/) af Dynamics C5, der skulle udnyttes først. Her var Erik, som CTO på Damgaards udvikling af Concorde C5, nok mere huskendt end nogen anden. Han fik sammensat et team af folk med stor erfaring fra ERP-markedet og rykkede meget hurtigt for at få sat sig på C5-kanalen. Det må siges at være lykkedes. Et godt produkt på det rigtige tidspunkt kombineret med solidt salgs- og marketinghåndværk har sikret etableringen af det økosystem, der skal betjene kunderne. En opskrift på vækst, som Erik Damgaard kender særdeles godt ([læs bogen!](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)). I dag har Uniconta [130 forhandlere](https://www.uniconta.com/da/forhandler/forhandlerliste/) i Danmark, mere end [100 integrationspartnere](http://partner.uniconta.com/addon-country/denmark/) og kunderne tælles i tusinder. Af sidstnævnte kommer cirka halvdelen fra en C5-løsning.

## De digitale guldkorn

Hvor markedsstrategien sidste år var afholdelse af små seminarer overalt i det danske rige, knap 50 blev det til i efteråret 2018, så er overliggeren nu sat et par hakker op.

 ![](https://hpbech.com/wp-content/uploads/Uniconta-Digitale-Guldkorn-3D-small.png) Digitale Guldkorn  

Uniconta har fået udarbejdet en rapport om det digitale niveau blandt økonomi- og regnskabsfolk i Danmarks små og mellemstore virksomheder. Rapporten, der er sober, veldokumenteret og velskrevet, viser, at der i de mange små og mindre virksomheder, som udgør rygraden i dansk økonomi, er plads til mange forbedringer. Forbedringer som vil gavne virksomhederne på alle de økonomiske parametre, men også gøre dem til mere spændende arbejdspladser. Her er virkelig alt at vinde og intet at tabe.

Med udgangspunkt i rapporten afholdes i september og oktober heldagsarrangementer i Kolding, Nyborg, Aalborg, Herning og København, hvor Erik Damgaard, Peter Lund Madsen og Mia Veldorm vil giver staldtips til digitale forbedringer og forandringer i små og mellemstore virksomheder. I arrangementerne deltager også Unicontas implementerings- og integrationspartnere, der viser, hvordan de gode råd fra talerne kan omsættes i praksis.

> “Vi har allerede over 1.000 tilmeldinger til Digitale Guldkorn,” fortæller Casper Guldbrandsen, marketingchef hos Uniconta. “I København har vi lukket for tilmeldingen til det første arrangement, men afholder et ekstra i Tivoli Congress Center, og her er der forsat pladser ledige. Vi er specielt glade for, at revisorer udgør en tredjedel af de tilmeldte deltagere, for herigennem kommer budskaberne ud til endnu flere virksomheder.”

 ![](https://hpbech.com/wp-content/uploads/Peter-Lund-Madsen.jpg) 

**Peter Lund Madsen**, også kendt som HjerneMadsen, er altid spændende og underholdende. På Digitale Guldkorn vil han give gode råd til, hvordan man gør mennesker forandringsparate. Ja, hvordan man får dem til at *drive* forandringerne. For hvis noget skal forbedres, skal det jo først forandres. Uden forandringer – ingen forbedringer.

 [![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-DG2019.jpg)](https://youtu.be/VY2x1xqGkzM) 

**Erik Damgaard** har de fleste nok ikke set på en scene før. Jeg har, og jeg tør godt love, at det ikke bliver kedeligt. Erik er en af verdens ypperste supernørder, der har dokumenteret, at han mere end en gang har kunne udvikle en kassesucces. Han kan om nogen bygge bro mellem det tekniske og det praktiske.

 ![](https://hpbech.com/wp-content/uploads/Mia-Veldorm.png) 

**Mia Veldorm** har jeg ikke oplevet før, men hun har en [spændende bagrund](https://www.linkedin.com/in/miaveldorm/), og som markedschef hos Danløn er hun om nogen i kontakt med de små og mellemstore virksomheder, som Digitale Guldkorn henvender sig til. Hendes indlæg handler om potentialet i den digitale transformation, om løsninger til de forhindringer hun selv har oplevet, og hvor der fortsat er lavthængende frugter at plukke.

## Digital transformation er et nationalt anliggende

99% af Danmarks private virksomheder har under 250 ansatte. 75% af dem er uafhængige. Det vil sige, at de ikke er et datter- eller holdingselskab. Langt de flest danskere arbejder i en lille eller mellemstor uafhængig virksomhed, og både vores velstand og velfærd afhænger af, at de klarer sig godt. (Kilde: [Danmarks Statistik](https://www.dst.dk/da/Statistik/Analyser/visanalyse?cid=27867))

 ![](https://hpbech.com/wp-content/uploads/Global-planning-1.png) 

Netop i disse år er debatten om, hvordan Danmark kan og skal fortsætte sin udvikling som et af verdens rigeste og mest lige lande, tiltagende. I en verden med øget global konkurrence, voksende klimaudfordringer og stigende international politisk uro er det nok de færreste, der er opmærksomme på, at små og mellemstore virksomheder udgør fundamentet i den private sektor. Forbedringer i produktivitet, konkurrenceevne, beskæftigelse og indtjening har en positiv afsmitning på vores modstandskraft overfor internationale økonomiske kriser og leverer samtidigt ressourcerne til øget velstand og velfærd. Herunder også til løsningen af de store internationale opgaver som klima og fred.

Af SMV Barometret 2019 fra revisorkæden BDO, fremgår det at 54,4 procent af virksomhederne ser hård konkurrence om kunderne som deres største udfordring. Men andelen af virksomheder, der planlægger at skrue op for investeringerne i digitalisering og ny teknologi, ligger kun på 25 procent. Man må håbe, at Digitale Guldkorn kan medvirke til at skabe mere balance mellem udfordringer og investeringer. (Kilde: [Tech Management](https://techmanagement.dk/artikel/danske-virksomheder-staar-midt-i-et-teknologiparadoks-3338))

**Categories:** Business development, Society, Strategy

**Tags:** Erik Damgaard, ERP, revenue generation

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### [Bulls Graphics bliver NewPubs første store sponsor på Bogforum 2019](https://hpbech.com/da/bulls-graphics-bliver-newpubs-foerste-store-sponsor-paa-bogforum-2019/)

**Published:** August 28, 2019
**Author:** Hans Peter Bech

**Content:**

---

Svenske Bulls Graphics med hovesæde i Halmstad, Sverige åbnede sidste efterår kontor i Danmark og har i år valgt at optræde sammen med NewPub på efterårets store bogmesse, BogForum, i Bella Center i dagene 15. til 17. november.

---

![](https://hpbech.com/wp-content/uploads/James-Eliasson-Face.jpg)James Eliasson

> ”Vores målgruppe er selvudgivere samt nano- og mikroforlag, der udgiver fra en til tyve bøger om året”, fortæller James Eliasson, koncerndirektør for Bulls Graphics. ”Netop denne gruppe er overalt i Norden i kraftig vækst og har brug for en samarbejdspartner, der kan rådgive og hjælpe med forberedelse og trykning i høj kvalitet til konkurrencedygtige priser.”

[Bulls Graphics](http://www.bullsgraphics.dk) har specialiseret sig i de lidt mere krævende udgivelser, hvor fagkundskab på pre-press, trykke- og indbindingsområdet skal hjælpe kunderne med at opnå de bedste resultater. Virksomheden har egne medarbejdere til prepress og projektledelse samt faste samarbejdsaftaler med trykkerier i Norden og i Østeuropa. På den måde kan de også følge med i den priskonkurrence, som markedet blandt andet via den teknologiske udvikling er udsat for.

> ”Vores målgruppe har ikke udgivelser nok til hver især at være interessante for de store trykkerier,” understreger James Eliasson. ”Derfor henvises de selvbetjeningsløsninger, der nok virker fint for den simple produktion, men ikke for den lidt mere krævende. Vi går den modsatte vej og holder fast i den personlige betjening. Samtidigt gør vores samlede volumen os til en relevant samarbejdspartner og via vores relationer til mange trykkerier, kan vi sikre vores kunder gode kommercielle vilkår. Ansvaret for resultatet er altid vores, så derfor behøver kunderne ikke tænke på om printopgaven løses i Danmark, Polen eller Slovenien.”

Miljøvenlig og klimaneutral bogudgivelse kravler i alle led i bogbranchen op ad prioriteringslisten. Behovet er naturligt nok startet på børnebogsområdet, hvor forældre ikke ønsker, at deres børn skal udsættes for usunde eller direkte giftige materialer. Men også helt generelt er der et stigende ønske om, at bogproduktion bliver klimaneutralt.

![](https://hpbech.com/wp-content/uploads/Martin-Oesten.jpg)Martin Kjær Oesten

> ”Også på miljøområdet har vi stor erfaring,” siger Martin Kjær Oesten, leder af det danske Bulls Graphics kontor. ”Det gælder både valg af materialer og trykketeknik, men omfatter også selve produktionsforholdene på de enkelte trykkerier. På de områder, hvor vi ikke direkte kan sikre klimaneutralitet, som for eksempel på transporten, kompenserer vi via anerkendte kvoteordninger. Vi forventer at klima og miljø vil spille en stigende rolle for både udgivere og læsere i de kommende år.”

Bulls Graphics får eget udstillingsområde på NewPubs store stand, der i år huser 65 forfattere og nanoforlag. Endvidere tilbyder de at trykke udstillernes informationsmateriale. De vil også holde indlæg på NewPub scenen om miljøvenlig bogproduktion og planlægning af grafisk krævende bogproduktioner.

> ”Vi er glade for at kunne byde Bulls Graphics velkommen hos NewPub,” siger Hans Peter Bech, forfatter og talsmand for forfatternetværket. ”Der er klare synergier mellem vores aktiviteter og alle vores 3.000 medlemmer ligger i deres målgruppe. Den trykte bog er fortsat danske læseres foretrukne medie, og som nanoforlag eller selvudgiver er der behov for den kombination af faglig vejledning og skarpe priser, som Bulls Graphics står for.”

![](https://hpbech.com/wp-content/uploads/Bulls-Graphics.png)

**Om Bulls Graphics:**
Nordmanden Cornelius Bull grundlagde i 1929 virksomheden, der i efterkrigsårene voksede sig stor på blandet andet trykning af telefonbøger. I 2000 flyttede man selve produktionen til udlandet og opbyggede kompetencer indenfor redaktion, korrektur, omslagsdesign, opsætning, billedhåndtering, prepress, projektledelse og logistik.

```
Kontakt: Martin Kjær OestenTelefon: 24 92 95 50Mail: martin@bulls.dkWebsite: http://www.bullsgraphics.dk
```

![](https://hpbech.com/wp-content/uploads/Bogforum-2018-katalog-forside.png)

**Om NewPub:**
NewPub, der en forkortelse af New Publishing, blev stiftet i 2011 som et kollegialt non-profit oplysningsinitiativ og har med nu tæt på 3.000 medlemmer udviklet sig til Danmarks største forfatternetværk. Med 250 m2 standareal er NewPub på blot fire år blevet en af Bogforums største udstillere.

```
Kontakt: Hans Peter BechTelefon: 23 47 67 62Mail: hpb@hpbech.dkWebsite: https://www.newpub.dk/
```

**Categories:** Society

**Tags:** Publishing

---

### [Sign up - Sådan skaber du en succesfuld abonnementsforretning](https://hpbech.com/da/sign-up-saadan-skaber-du-en-succesfuld-abonnementsforretning/)

**Published:** September 4, 2019
**Author:** Hans Peter Bech

**Excerpt:** Driver du eller har du planer om at drive en abonnementsforretning, må jeg på det kraftigste anbefale, at du læser bogen. Også fordi den tager udgangspunkt i primært danske omstændigheder.

**Content:**

---

> Driver du, eller har du planer om at drive en abonnementsforretning, må jeg på det kraftigste anbefale, at du læser bogen. Også fordi den tager udgangspunkt i primært danske omstændigheder. Det er der ikke mange businessbøger, der gør.

---

![](https://hpbech.com/wp-content/uploads/Andreas-Dirksen.jpg)Andreas DirksenDet skortede ikke på trumpetfanfarer på de sociale medier i dagene op til og efter, at Andreas Dirksen udgav bogen [Sign up – Sådan skaber du en succesfuld abonnementsforretning](https://bogreolen.dk/sign-up_andreas-dirksen_9788770365666), så mine forventninger var skruet meget højt op, da jeg købte e-udgaven og gik i gang med læsningen. Man må komplimentere manden, at han har godt fat i organisk markedsføring på de sociale medier.

Foran mig havde jeg nogle rejsetimer, for jeg var inviteret til Norge for at holde foredrag om min seneste bog [Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/), og intet er bedre end at bruge rejsetid på at blive klogere.

Det blev til nogle hyggelige timer i selskab med en Andreas Dirksen, hvis humør og gå-på-mod stråler ud af hver eneste side i bogen. De gode råd, som de 156 sider rummer, er primært baseret på forfatterens egne startup-projekter, samt de projekter han har været involveret i som investor og som konsulent. Og det er efter min opfattelse bogens styrke. Den er kort, nem at læse, snusfornuftig og i det store hele konkret og praktisk. Her kan også forretningsfolk, der ikke normalt orker at læse bøger, være med. Driver du eller har du planer om at drive en abonnementsforretning, må jeg på det kraftigste anbefale, at du læser bogen. Også fordi den tager udgangspunkt i primært danske omstændigheder. Megen business- og managementlitteratur tager udgangspunkt i amerikansk kultur, og her er tommelfingerregler og erfaringer ikke altid så nemme at overføre til en europæisk eller dansk kontekst. Man mærker tydeligt, at bogen er skrevet af en dansker og ikke oversat fra engelsk, og der er ment som et stort kompliment.

## Findes der en opskrift på succes?

![](https://hpbech.com/wp-content/uploads/Win-no-text.png)Det er [ikke en nem opgave](https://www.hpbech.dk/findes-der-en-opskrift-pa-succes/) at give læsere, hvis situation man af gode grunde ikke kender i detaljer, velmente råd baseret på sine egne erfaringer. Enhver forretning er som bekendt unik, med sine helt specielle omstændigheder og udfordringer. Om ikke andet så fordi vi som mennesker er meget forskellige og griber selv den samme opgave anderledes an. Og mange veje kan i reglen føre til nogenlunde samme resultat. Der er derfor også passager i bogen, hvor jeg tænker, at det har jeg oplevet helt modsat. For eksempel om man kan hæve prisen for sine eksisterende medlemmer. Det mener Andreas Dirksens ikke, man bør gøre, men jeg har oplevet situationer, hvor man har gjort det og ikke mistet en eneste kunde. Min konklusion er ikke, at man roligt kan hæve abonnementsprisen uden at frygte medlemsflugt. Min konklusion er snarere, at man skal være påpasselig med at overføre sine erfaringer direkte til nye situationer, fordi omstændighederne (produkter, kundeadfærd og konkurrencesituation) kan være helt anderleders.

Andreas Dirksen påpeger da også flere steder i bogen, at du i de fleste situationer bør prøve dig frem og teste dine formodninger og hypoteser først, inden du går all-in på store ændringer. Det er ofte kropumuligt at forudse, hvordan kunder eller medlemmer vil reagerer på et givet tiltag, hvorfor tests i mindre skala og på en mindre del at medlemsskaren kan hjælpe med at minimere risikoen for de helt store bummerter. Det gælder i øvrigt også for mange andre forretningsmæssige forhold og ikke kun for abonnementsforretninger.

## Kommer godt rundt

![](https://hpbech.com/wp-content/uploads/7-steps-simple.jpg)På trods af sin korte længde og en del indhold, som ikke direkte har noget med emnet at gøre (om Andreas Dirksen selv, hans holdninger til iværksætteri og om hans forventninger til den globale udvikling i branchen), så kommer bogen, så vidt jeg kan vurdere, godt omkring de fleste facetter af abonnementsforretningen. Som med stort set alle “how-to” businessbøger ([mine egne inkluderet](https://www.hpbech.dk/boger/)), savner jeg indimellem, at rådene bliver helt konkrete, men Andreas Dirksen kompenserer ved at fortælle detaljeret og åbent om sine egne projekter og anonymt om de projekter, hvor han har ageret konsulent. Netop de helt konkrete oplevelser er da også langt de mest spændende passager i bogen. Havde bogen alene handlet om, hvad der faktisk skete i de projekter, hvor forfatteren var involveret, og ikke givet generelle råd, ville den nok havde været endnu mere underholdende for en som mig, der ikke går med planer om at starte en abonnementsforretning. For målgruppen er bogen til gengæld lige i øjet.

## Hvis du vil helt tæt på

Hvis du vil anvende bogen på din egen forretning, vil det nok give god mening at hyre Andreas Dirksen som konsulent. Han har specialiseret sig i området og synes at leve og ånde for, hvis ikke ligefrem elske, emnet. Måske kan du også lokke ham til at investere i din virksomhed og dermed få ham i din bestyrelse, og det er vel ikke den værste ekspertise at få ind her (for nu at udtrykke det på jysk). Personligt ville jeg gerne lokke ham til at skrive flere bøger, for det har han bestemt flair for.

## Sign up – Sådan skaber du en succesfuld abonnementsforretning

![](https://hpbech.com/wp-content/uploads/Sign-up.jpeg)**Titel:** Sign up – Sådan skaber du en succesfuld abonnementsforretning.

**Forfatter:** [Andreas Dirksen](https://www.linkedin.com/in/andreasdirksen/)

**Udgivelsesdato**: 28. august 2019

**Antal sider:** 156

**Pris:** 118,95 som e-bog på [Bogreolen.dk](https://bogreolen.dk/sign-up_andreas-dirksen_9788770365666)

**Anmeldelser:** Bogen får gode anmeldelser af både pressen og læserne (det sidste er nok det vigtigste).

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** biznes

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### [Going Global on a Shoestring](https://hpbech.com/da/going-global-on-a-shoestring-2/)

**Published:** September 17, 2019
**Author:** Hans Peter Bech

**Excerpt:** "Hvor langt er et snørrebånd?" spurgte Rick Pizolli, da han første gang hørte om titlen på min næste bog. Rick, der driver Sales Force Europe og lever af at hjælpe primært amerikanske virksomheder ind på de europæiske markeder, ved om nogen, hvor udfordringerne ligger.

**Content:**

---

 ![](https://hpbech.com/wp-content/uploads/Going-Global-Bookcover-2018-480x580-1-248x300-1.png) 

“Hvor langt er et snørrebånd?” spurgte [Rick Pizzoli](https://www.linkedin.com/in/rickpizzoli/), da han første gang hørte om titlen på min næste bog. Rick, der driver [Sales Force Europe](https://salesforceeurope.com) og lever af at hjælpe primært amerikanske virksomheder ind på de europæiske markeder, ved om nogen, hvor udfordringerne ligger. Han er derfor også en af bogens mange kilder.

---

Hvordan kommer du ud på de internationale markeder uden at skulle investere mere end din forretning kan bære? Det er spørgsmålet, jeg besvarer i min kommende bog, der har titlen *Going Global on a Shoestring*. Undertitlen er *International* *Expansion in the IT-industry on a Small Budget*.

Researcharbejdet, der netop er færdiggjort, omfattede blandt andet interview af 23 [danske](https://www.hpbech.dk/forsikringer-en-branche-i-opbrud-og-vaekst/) og udenlandske virksomheder, men bogen indeholder mange flere eksempler fra det virkelige liv, herunder også fra mit eget virke som konsulent og international forretningsudvikler.

 ![](https://hpbech.com/wp-content/uploads/Hands-over-head-Square.jpg) I Tyrkiet er man pænt klædt på, når man forelæser på universiteterne.  

Ideen til bogen kom i forlængelse af en række workshops, jeg afholdt på Sabanci Universitets School of Management i Istanbul for nogle år siden. På holdene sad tilsammen over et hundrede ledere af mindre softwarevirksomheder, der alle havde spændende produkter, var optændt af ambitionen om at komme ud på de internationale markeder, men ikke vidste, hvordan de skulle gribe det an. Jeg har afholdt tilsvarende workshops i andre lande og også herhjemme. Udfordringerne er nøjagtig de samme. Produkterne har internationalt potentiale, men hvor skal du begynde, og hvordan kan du komme i gang uden at skulle satse hele butikken? En bog med erfaringer og ideer ville kunne hjælpe mange med at få lagt en realistisk plan og få prøvet den af.

## De mange skibsvrag

Udfordringen er, at du som lille virksomhed nemt kan bringe hele butikkens liv i fare ved at satse udenfor hjemmemarkedet. Bogen beskriver da også indledningsvis en række eksempler på notoriske katastofer fra internationaliseringens overdrev. Eksemplerne har ikke til hensigt at skræmme nogen væk, men skal mane til forsigtighed og frem for alt til opfindsomhed. Det kan nemlig meget nemt gå grueligt galt, og det kan knap så nemt gå fantastisk godt. Historien viser, at faldgrupperne ofte ligger ikke uventede steder og repræsenterer kombinationer af forhold, du godt kunne have forudset, hvis du havde haft den relevante erfaring repræsenteret i forberedelsesfasen og i projektets følgegruppe.

 ![](https://hpbech.com/wp-content/uploads/Ship-wreck-small-300x199.jpg) 

Men skibsvragene illustrere også, at virksomhederne befinder sig i helt forskellige markeder og situationer. Selvom bogen alene beskæftiger sig med IT-virksomheder (primært software), så spænder produkter og markeder meget vidt. Findes der overhovedet fællesnævnere, tommelfingerregler eller ligefrem opskrifter, der gælder alle? Ja, det gør der. Måske ikke ligefrem en opskrift, men principper og metoder, som kan anvendes af alle, det mener jeg faktisk, der findes, og dem beskriver jeg i bogen.

 ![](https://hpbech.com/wp-content/uploads/Objectives-Portrait-250x300.png) 

Når opgaver gribes forskelligt an så skyldes det ofte alene, at menneskene bag virksomhederne er forskellige. Vi gør ting forskelligt, blot fordi vi er forskellige. Sådan er det også med internationalisering. Virksomhedslederes måde at tackle udfordringerne på skyldes ikke altid, at deres situationer er så forskellige, men at de er det som mennesker. Nogle er overbevist om, at man skal ansætte lokale ledere i udlandet. Andre mener modsat, man bør starte med at udsende nogle af sine allerede betroede medarbejdere først. Der findes eksempler på, at begge dele virker og ikke virker, så nogen endegyldig konklusion kan ikke træffes, men hver model har sine fordele og ulemper, som man i den konkrete situation skal afveje. Det er mit mål, at bogen skal hjælpe beslutningstagerne med at træffe bedre valg baseret på nøgterne afvejninger fremfor på deres fordomme.

## Ting tager tid

 ![](https://hpbech.com/wp-content/uploads/Time.jpg) 

Bogen har været på idelisten længe, men dels har der været andre aktiviteter, der har taget min tid, og dels er det faktisk en svær bog at skrive. Selv om jeg udelukkende beskæftiger mig med IT-virksomheder, fokuserer på mindre virksomheder og alene behandler de første skridt, der skal sikre et solidt brohoved, så er emnefeltet meget stort.

Til gengæld springer jeg over alt det traditionelle stof med selskabsformer, handelsrestriktioner, national lovgivning og kulturforskelle. Dels fordi der er skrevet meget om det andre steder, og dels fordi det i realiteten ikke gør den store forskel. Den viden, man skal have på de områder, kan man købe sig til, når det bliver aktuelt. De mere bløde dele som valg af marked, indretning af sin organisation, valg af samarbejdsformer og -partnere og fastlæggelse af de første initiativer, er langt mere afgørende for, om du får succes eller ej.

Du kan læse en af case historierne [her](https://www.hpbech.dk/forsikringer-en-branche-i-opbrud-og-vaekst/).

Hvis du vil have besked, når bogen udkommer, skal du [klikke her](https://www.subscribepage.com/c4x2g2_gg?).

---

I næste uge anmelder jeg Rune Lykkebergs bog *Vesten mod vesten – fortællinger om det politiske opbrud fra efterkrigstiden til Brexit og Trump*. Et meget udsævanligt og særdeles værdifuldt bidrag til at forstå, hvad der foregaår i verden og måske også til at forstå sig selv.

**Categories:** Globalisation, Strategy

**Tags:** biznes, international business

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### [Kundevideo fik telefonerne til at kime i salgsafdelingen](https://hpbech.com/da/kundevideo-fik-telefonerne-til-at-kime-i-salgsafdelingen/)

**Published:** October 1, 2019
**Author:** Hans Peter Bech

**Excerpt:** FutureLink, der laver IT-systemer til faktura- og dokumenthåndtering, er som mange andre mindre virksomheder super skrappe til deres fag, men knap så skrappe til at fortælle resten af verden om det. Da de kom med i en video med en af deres kunder, blev der pludseligt travlt i salgsafdelingen.

**Content:**

---

> [FutureLink](http://futurelink.dk), der laver IT-systemer til faktura- og dokumenthåndtering, er som mange andre mindre virksomheder super skrappe til deres fag, men knap så skrappe til at fortælle resten af verden om det. Da de kom med i en video med en af deres kunder, blev der pludseligt travlt i salgsafdelingen.

---

Det var deres samarbejdspartnere, [Bilagscan](https://bilagscan.dk), der tog initiativet og spurgte om det ville være OK, at lave en video med deres fælles kunde, speditionsfirmaet Leman.

![](https://hpbech.com/wp-content/uploads/Claus-Christoffersen.jpg)Claus Christoffersen

> *“Der var ikke nogen grund til at sige nej til tilbuddet,” fortæller* [*Claus Christoffersen*](https://www.linkedin.com/in/clauschristoffersen/)*, stifter og adm. direktør for FutureLink, “men jeg havde ikke forestillet mig, at det ville få så stor en effekt. Det kom virkelig bag på mig.”*

Videoen blev optaget hos Leman på økonomichefens kontor af fotografen Jakob Knudsen med undertegnede (Hans Peter Bech) som interviewer. Det tog under en time, hvoraf de 30 minutter gik med at drøfte de budskaber, der skulle med på filmen. Mens økonomichefen fortalte mig om virksomheden og om de udfordringer, de havde med kreditorfakturaer, og hvordan de anvender Bilagscan og FutureLinks produkter, stillede [Jakob Knudsen](https://www.melgaardproduction.com) kamera og lys op. Selve interviewet tog mindre end et kvarter.

> *”Det betyder meget, at optagelsen ikke tager for lang tid,” understreger Jakob Knudsen, selvstændig videograf. “Udover at holde produktionsprisen nede, så skal afbrækket i kundens kalender var så lille som muligt, og vi skal også undgå, at den interviewede kører træt. De bedste kundevideoer tager mindre end en time at få på plads, hvoraf selve optagetiden helst bør holdes under et kvarter.”*

Det er de færreste, der bryder sig om at blive filmet, og da slet ikke at skulle sige noget, som efterfølgende vil blive lagt ud til offentlig beskuelse. Derfor skal interviewet og optagelsen være afslappet og uden det store produktionsapparat. Videoens autenticitet styrkes kun af, at kunden bruger sine egne ord og får lov at fokusere på de områder, som han eller hun finder har skabt mest værdi. Jeg spørger også til udfordringer og problemer, fordi min erfaring er, at projekterne ikke altid kører efter en snor. Hvis der har været problemer, kan det være interessant for andre at høre, hvordan de blev tacklet.

Udover forberedelse, interview og optagelse, der er fundamentet for videoens kvalitet og troværdighed, så er efterbearbejdningen både omfattende og afgørende. Interviewet skal klippes, der skal lægges såkaldt B-roll klip ind (se Leman videoen, så vil du vide hvad B-roll er) , der gør videoen levende og illustrativ, der skal laves intro, lægges musik ind og sidst skal filmen påføres undertekster.

![](https://hpbech.com/wp-content/uploads/Jakob-Knudsen-face.jpg)Jakob Knudsen

> *”Selve optagelsen er kun toppen af isbjerget,” fortæller Jakob Knudsen. “80 procent af arbejdet ligger i efterbearbejdningen. Underteksterne, som mange desværre springer over, sikrer, at videoen også bliver afspillet i situationer, hvor seeren ikke har lyd på sin afspiller. Det gælder specielt for afspilninger fra de sociale medier, hvor mange har lyden slået fra.”*

## Så begyndte telefonen at ringe

Da Leman-videoen blev lanceret i marts 2019, gik der ikke lang tid før de første potentielle kunder kontaktede FutureLink.

> *“Til dato er videoen blev set over 300 gange på Youtube, og det lyder måske ikke af meget sammenlignet med en popsang,” siger Claus Christoffersen, “men blandt seerne var de helt rigtige kundeemner. Faktisk var der kundeemner, som vi længe havde forsøgt at få i tale, som nu ringede helt af sig selv.”*

Siden Leman-videoen har FutureLink fået produceret yderligere fire kundevideoer.

> *”Kundevideoer er meget effektivt marketingværktøj for en virksomhed som vores,” mener Claus Christoffersen. ”Software er jo usynligt og værdien afhænger af hvordan samarbejdet mellem kunden og os fungerer. Den værdi kan allerbedst udtrykkes med kundens egne ord.”*

## Kundevideoer skal være kundefokuserede og troværdige

Det er først og fremmest kunden, der skal synes om videoen. Den skal fortælle en historie, som de er glade for at kommunikere. Beskrivelsen af løsningen skal ligge i forlængelse af kundens forretningsidé eller -vision. Profilering af leverandøren kommer i sidste række.

Vi bliver alle dagligt bombarderet med markedsføringsbudskaber og har efterhånden udviklet et meget fintfølende filter, der fortæller os, hvornår noget er troværdigt, og hvornår det er højglanspoleret propaganda. Det paradoksale er, at jo mere der investeres i produktionen af en kundevideo, desto mindre troværdig bliver den. Hvis kunden skal tale efter et manuskript, bruge teleprompter og der optages med flere kameraer bliver resultatet nok flot men også kunstigt.

> *”Konceptet med en interviewer med faglig indsigt, en simpel opsætning og en kort on-location optagelse giver det bedste resultat,” siger Jakob Knudsen. ”Det koster lidt ekstra efterbearbejdning, men slutresultatet er samlet set økonomisk attraktivt og kvaliteten den helt rigtige.”*

## En godt gemt hemmelighed

Produkter sælger sjældent sig selv, og det gør videoer heller ikke. Selv den bedst producerede video forbliver en godt gemt hemmelighed, hvis ikke den distribueres til målgruppen.

En utekstet video bliver slet ikke indekseret af søgemaskinerne, men selv en tekstet video vil meget sjældent sprede sig af sig selv.

![](https://www.hpbech.dk/wp-content/Social-Media.png)

Min erfaring er, at der kan opnås gode resulater ved [at pakke videoen sammen med en artikel](https://www.hpbech.dk/bedre-kvalitet-for-faerre-penge/) og herefter skubbe den ud på de sociale medier, hvor spredningen kan understøttes af personer, som har interesse i emnet, produktet og firmaerne. Uden en aktiv distributionsindsats skal man ikke forvente, at videoen vil blive set af ret mange; dertil er støjniveauet på de sociale medier alt for højt.

**Categories:** Uncategorized

**Tags:** revenue generation

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### [Vesten mod vesten - fortællinger om det politiske opbrud fra efterkrigstiden til Brexit og Trump](https://hpbech.com/da/vesten-mod-vesten-fortaellinger-om-det-politiske-opbrud-fra-efterkrigstiden-til-brexit-og-trump/)

**Published:** September 24, 2019
**Author:** Hans Peter Bech

**Excerpt:** I gymnasiet var jeg medlem af Konservativ Ungdom (de holdt de bedste fester), på universitet rykkede jeg til Socialistisk Folkeparti og for en del år siden var jeg formand for Venstre i Hillerød. I dag er jeg ikke medlem af noget politisk parti. Faktisk har jeg ved de sidste par folketingsvalg haft svært ved at finde ud af, hvor jeg skulle sætte mit kryds.

**Content:**

---

> I gymnasiet var jeg medlem af Konservativ Ungdom (de holdt de bedste fester), på universitet rykkede jeg til Socialistisk Folkeparti og for en del år siden var jeg formand for Venstre i Hillerød. I dag er jeg ikke medlem af noget politisk parti. Faktisk har jeg ved de sidste par folketingsvalg haft svært ved at finde ud af, hvor jeg skulle sætte mit kryds.

---

Jeg har på ingen måde været stolt af mit politiske flakkeri og ofte spurgt mig selv, hvordan jeg kunne skifte fra den ene yderlighed til den anden. Svaret på dette og mange andre politiske paradokser finder jeg i Rune Lykkebergs bog [Vesten mod vesten – fortællinger om det politiske opbrud fra efterkrigstiden til Brexit og Trump](https://bogreolen.dk/vesten-mod-vesten_rune-lykkeberg_9788775145454).

## Hvorfor sker Trump, Brexit og alt det andet?

![](https://hpbech.com/wp-content/uploads/Donald-Trump.jpg)Donald Trump

Undrer du dig over, hvorfor så mange (også fattige) amerikanere syntes, og vist fortsat synes, at Donald Trump er den rigtige løsning på USAs udfordringer. Undrer du dig over, hvorfor 52% af stemmerne ved folkeafstemningen i Storbritannien i 2016 syntes, det var bedst for dem at forlade EU? Undrer du dig over, at vi udtrykker lede ved politikere, som vi selv har valgt? Politikere hvis opstilling vi kan påvirke ved at melde os ind i et politisk parti. Eller ved selv at starte et. Undrer du dig over, at vi tror, at politikerne kan løse alle problemer, hvis de blot tager sig sammen, men at de ikke kan forudsige økonomiske kriser, og at klimaforandringerne alligevel truer vores fremtid? Undrer du dig over, at politikere også selv giver udtryk for, at de kan løse alle problemer, hvis blot de får flertallet? Undrer du dig over, at der fortsat er uro i Mellemøsten og at landene i Afrika er så længe om at finde vej til retfærdige demokratier? Undrer du dig over, at så mange er så kritiske mod det politiske system, der har leveret mere fremgang for stort set alle på jordkloden end noget andet system i menneskets historie?

Hvis du ofte undrer dig over de mange sælsomme begivenheder rundt om i verden, så er *Vesten mod vesten* et godt sted at hente det overblik, der sætter de uforståelige fænomener i perspektiv og forklarer, hvad det er, der foregår.

## På den høje akademiske klinge

![](https://hpbech.com/wp-content/uploads/Develop-no-text.png)

På trods af at *Vesten mod vesten* er uhyre velskrevet, så er bogen ikke alle steder lige nem at læse. Det betaler sig dog at holde ud, for forfatteren tager dig med på en oplysningsrejse gennem historien, økonomien og ikke mindst den kulturelle udvikling efter 2. verdenskrig. Af og til rækker han også længere tilbage, når det skal forklares, hvorfor vi tænker, som vi gør. Sværest fandt jeg afdelingen om kolonialismen og om afkolonialiseringens paradoksale konsekvenser. Det er nok også det område, hvor jeg på forhånd havde mindst indsigt, og derfor skulle holde min opmærksomhed skærpet for at følge med i redegørelserne. Til gengæld fik jeg så sat en lang række forhold om Afrika og Mellemøsten på plads.

## Bøger og film

![](https://hpbech.com/wp-content/uploads/Harry-Potter.jpg)Harry Potter

En stor del af bogens analyser tager udgangspunkt i beretninger fra og tolkninger af bøger (Harry Potter!) og film. Indledningsvis var jeg noget skeptisk overfor denne noget uvidenskabelige tilgang til forklaring af samfundsmæssige forhold. Men som bogen skred frem, blev jeg mere og mere overbevist om, at Rune Lykkebergs påstand om kulturens betydning for den samfundsmæssige udvikling holder vand. *Vejen mod vesten* demonterer de sidste rester af Marx’s historiske materialisme som deterministisk forklaringmodel for menneskelig adfærd. Et forhold jeg nok hæfter mig mere ved end så mange andre, fordi jeg så tydeligt husker, at vi brugte meget tid på Universitetet i starten af 1970erne til at diskutere netop det emne. Medvirkende til at give slip er vel også, at Karl Marx ikke fik ret. Kapitalismens udvikling på det økonomiske plan ramte han lige på kornet, men i forudsigelsen af udviklingen i de politiske overbygninger, ramte han helt ved siden af.

## Lang, men langt fra for lang

*Vesten mod vesten* er på trods af sine lige knap 500 sider, den slags bog man er ked af slutter. Som læser beriges man af forfatterens enorme viden og belæsthed og ikke mindst af hans evne til fra nogen afstand at beskrive det landskab, hvori jeg ofte mister orienteringen. Befriende er det også at opleve, hvordan forfatteren bruger sin opsamlede indsigt til at indrømme sine personlige fejltagelser. På den måde hjælper bogen mig med at forklare mine egne store politiske udsving. Troen på, at den demokratiske og socialliberale samfundsmodel fortsat kan levere mest fremgang for de fleste og er stærk nok til at løse verdens problemer, er intakt. Nu gælder det om at holde tungen lige i munden, for Trump, Brexit, Alternativ für Deutschland mv. viser at vækst uden lighed er en meget farlig cocktail. Når mange oplever, at deres forventninger ikke indfris, så leder de efter de ansvarlige, og for ambitøse politikere med appetit på magt er der altid en nem forklaring og en hurtig snuptagsløsning. Rune Lykkebergs bog er ikke nogen nem forklaring, til gengæld kommer den nok tættere på de egentlige årsag/virkningssammenhænge.

## Vesten mod vesten – fortællinger om det politiske opbrud fra efterkrigstiden til Brexit og Trump

![](https://hpbech.com/wp-content/uploads/Vesten-mod-Vesten-Rune-Lykkeberg.jpg)

**Titel:** Vesten mod vesten – fortællinger om det politiske opbrud fra efterkrigstiden til Brexit og Trump

**Forfatter**: Rune Lykkeberg

**Udgivelsesdato**: 28. Marts 2019

**Antal sider**: 496

**Pris**: 269,95 for den trykte udgave og 263,95 som e-bog. Begge set på [Bogreolen.dk](https://bogreolen.dk/soeg/?text=vesten+mod+vesten&vt=r).

**Anmeldelser**: Meget fine anmeldelser i pressen og fra læserne på [Goodreads](https://www.goodreads.com/book/show/44584185-vesten-mod-vesten).

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** Politics and Economics

---

### [NewPub slår alle rekorder på årets store bogmesse](https://hpbech.com/da/newpub-slaar-alle-rekorder-paa-aarets-store-bogmesse/)

**Published:** November 4, 2019
**Author:** Hans Peter Bech

**Excerpt:** At forlagsbranchen er under kraftig forvandling - for ikke at sige hårdt pres - har været kendt i nogen tid. Nu manifesterer den positive side af omvæltningerne sig i form af markant fremgang for NewPub, Danmarks åbne forfatternetværk.

**Content:**

---

> At forlagsbranchen er under kraftig forvandling – for ikke at sige hårdt pres – har været kendt i nogen tid. Nu manifesterer den positive side af omvæltningerne sig i form af markant fremgang for [NewPub](https://www.newpub.dk), Danmarks åbne forfatternetværk.

---

![](https://hpbech.com/wp-content/uploads/Bogforum-2918.jpg)

Når den årlige bogmesse i Bella Center på Amager, [Bogforum](https://www.bogforum.dk), i dagene 15. til 17. november 2019 er vært for Danmarks mange læseheste og litteraturnørder, så tilhører en af de største stande forfatternetværket NewPub (forkortelse for New Publishing). Ikke mindre end 65 forfattere og nanoforlag er sammen om at finansiere de tæt på 250 kvadratmeter standareal som rummer bogboder, garderobe for bogparkering, boghandel og egen scene. Det er på alle målepunkter en markant stigning i forhold til 2018, hvor 42 NewPub’ere var sammen om 131 kvadratmeter.

Det er fjerde gang NewPub er med på Bogforum, og på de få år har det åbne forfatternetværk overhalet alt og alle i den danske bogbranche.

![Karsten Pers](https://hpbech.com/wp-content/uploads/Karsten-Pers.png)Karsten Pers

> *“Bogen er, uanset dens format (print, lyd eller ebog), udsat for hård konkurrence fra andre oplysnings- og underholdningskilder,” siger* [*Karsten Pers*](https://www.linkedin.com/in/karstenpers/)*, der er medstifter af og primus motor i NewPub. “Det har tvunget de store forlag til at koncentrere sig om de udgivelser, som de forventer kan opnå de store salgstal. De satser på de kendte forfattere eller på de debuttanter, der allerede har kendte navne. Nye og ukendte forfattere får det sværere og sværere ved at debutere via de etablerede forlag. Men lysten til at skrive og udgive bøger har til gengæld aldrig være større end nu, og med udviklingen i informations- og trykketeknologien har udgivelsesomkostninger heller aldrig været lavere. Derfor vælger flere og flere forfattere, herunder også mange med flere bøger bag sig, at udgive uden om de etablerede forlag. Det er baggrunden for, at NewPub vokser i en tid, hvor forlagene konsoliderer og skærer til.”*

## Kampen om opmærksomheden

Kampen på bogmarkedet er helt forskellig fra kampen på for eksempel musikmarkedet, hvor mp3-formatet og internettet fik kunderne til at downloade gratis piratkopier i stedet for at købe dyre CD’er. Bogmarkedet er kun i ringe udstrækning udsat for piratkopiering, og hverken forfattere og forlag er dårligere stillet, hvis læserne skulle foretrække elektroniske formater frem for den trykte bog.

![](https://www.hpbech.dk/wp-content/Social-Media.png)

Den trykte bog har dog holdt skansen flot. Specielt i Danmark, hvor der endnu ikke er en udbredt platform til e-bøger. Faktisk stiger bogsalget, og hverken forfattere eller forlag behøver at tjener mindre på e-bøger og lydbøger end på trykte bøger, så det er ikke her udfordringen ligger. Kampen gælder forbrugernes opmærksomhed, og her konkurrerer bogen med de sociale medier, aviser, podcasts, internettet, film, spil og alle de andre kilder som tilbyder information og underholdning. Det er den samme kamp, som har gjort YouTube, med brugerproduceret indhold, til verdens førende TV-kanal. Det er en udvikling, hvor forfatterne og læserne har alt at vinde, og hvor de store forlag mere og mere bliver litteraturens venturekapitalister, der kræver høje salgspotentialer for at ville investere i en forfatter.

Det kolossale fald i produktions- og distributionsomkostningerne kombineret med lettilgængelige webshops har åbnet mulighederne for, at selv meget smalle bøger kan finde sit nichemarked. Kan en forfatter springe forlagsleddet over, mindskes det antal bøger, der skal sælges, for at indsatsen kan tjenes hjem, betydeligt. Derfor dropper mange forfattere helt fra starten at søge plads hos de etablerede forlag og går i stedet efter at nå ud til deres læsere direkte. En øget appetit på at skrive bøger giver, kombineret med og informations- og kommunikationsteknologiernes udvikling, næring til netværker som NewPub.

## Inspiration til nye forfattere

![](https://hpbech.com/wp-content/uploads/Lecture-on-industry-challenges.png)

NewPub har på bogmessen i år en scene, hvorfra der uddeles gode råd og erfaringsudveksles mellem de selvudgivende forfattere. I tidsrummet 10:30 til 16:30 er der alle tre dage halvtimes indlæg om de forskellige aspekter af at skrive, producere, udgive og markedsføre bøger.

> *“NewPub er et netværk, hvor man hjælper hinanden og deler ud af sine erfaringer,” understreger Karsten Pers. “Langt de fleste forfattere ønsker at skrive gode bøger, der er ordentligt researchede, redigerede, korrekturlæst, opsat og trykt. Hvordan gør du det, når du ikke har et forlag? Hvordan får du anmeldelser? Hvordan kommer du ud til læserne? Hvordan kommer dine bøger ud til boghandlerne? Hvordan får du bibliotekerne til at tage dine bøger hjem? Hvordan bliver du inviteret til at holde foredrag om dit speciale? Der er mange spørgsmål, og fra vores forfatterscene besvarer vi en stor del af dem.”*

## Bogforum vokser

Hvis der er omvæltninger i forlagsbranchen, så er det ikke noget, der kan aflæses i interessen for [Bogforum](https://www.bogforum.dk), der de sidste fire år har kunne melde om stigende antal udstillere, flere kvadratmeter og høje besøgstal.

![](https://hpbech.com/wp-content/uploads/Andreas-Nordkild-Poulsen2.jpg)Andreas Nordkild Poulsen

> *”Konsolideringen i forlagsbranchen kan også ses på Bogforum,” fortæller Andreas Nordkild Poulsen, der er chef for Bella Centers årlige bogmesse. ”Til gengæld er områderne med skønlitterære mikroforlag, Børnebogsforum, Bogforum Comics og NewPub vokset fra år til år. Samlet set har det givet flere udstillere, flere kvadratmeter og flere besøgene. Vi forventer, at den udvikling fortsætter i år, hvor Bogforum bliver den største nogensinde.”*

Et stort ombygningsprojekt i Bella Center frigiver ifølge Andreas Nordkild Poulsen mere areal til bogmessen. Som følge af byggeriet flyttes indgangen til Martha Christensens Vej, der med sin beliggenhed skråt over for Metrostationen gør det langt nemmere for publikum at komme til og fra. Fredag formiddag bliver særlig livlig, for her kommer skoleklasser fra hele Sjælland for i samlet trop at møde deres yndlingsforfattere. På tegneserieområdet er det lykkedes at lokke en række af de helt store internationale navne til København. Også på Børnebogsforum er der mange nyheder, og igen i år mulighed for at møde nogle af de kendte forfattere.

Bogforums succes bevidner, at interessen for at læse bøger ikke er på retur. Der er snarere tale om strukturelle ændringer, der giver plads for langt flere titler, der med selv små oplagstal kan finde sine læsere. De store navne og bestsellerne fylder fortsat meget, men væksten ligger i bredden.

**Categories:** Book reviews, Society

**Tags:** Publishing

---

### [Martin Thorborg - Fra led til leder](https://hpbech.com/da/martin-thorborg-fra-led-til-leder/)

**Published:** December 10, 2019
**Author:** Hans Peter Bech

**Excerpt:** Martin Thorborg, der næppe behøver nogen introduktion, har skrevet en bog om sin udvikling som leder. Den kan jeg varmt anbefale til alle, der skal i gang med at lede andre mennesker eller som allerede står midt i opgaven men savner lidt inspiration til at forbedre deres liv.

**Content:**

---

> *[Martin Thorborg](https://www.linkedin.com/in/thorborg/), der næppe behøver nogen introduktion, har skrevet en bog om sin udvikling som leder. Den kan jeg varmt anbefale til alle, der skal i gang med at lede andre mennesker eller som allerede står midt i opgaven men savner lidt inspiration til at forbedre deres liv.*

---

![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)

Lad mig med det samme tilstå, at jeg ikke læser mange ledelsesbøger. Faktisk interesserer ledelse mig overhovedet ikke (mere). [De to sidste ledelsesbøger](https://www.hpbech.dk/hvorfor-kan-du-ikke-laere-succes-af-succesfulde-personer-eller-virksomheder/), jeg læste, handlede mest om, hvordan og hvorfor ledelseslitteraturen i al almindelighed er det rene varme luft.

Når jeg alligevel tog de 197 kroner, som Martin forlanger for e-bogsudsgaven, op af lommer, så skyldes det, at jeg har fulgt Martins PR-virksomhed igennem nogle år og synes godt om hans jordnære, direkte, upolerede og meget danske facon. Det kunne være spændende at læse om hans vinkel på en af de vanskeligste opgaver, vi som mennesker kan komme ud for, nemlig at skulle lede andre.

På vej igennem den velskrevne og letlæselige bog kommer jeg (og det gør du nok også) uvilkårligt til at tænke tilbage på (dine) mine egne oplevelser som leder.

## Den klassiske brøler

Udover tjansen som patruljefører i Kong Hans Trop i Alborg, som jeg kun fik, fordi min storebror var tropsfører, så skulle vi helt frem til 1983, før jeg fik tilbuddet om at blive leder. Det tilbud kom i den grad bag på mig og var på ingen måde noget, jeg havde haft i tankerne.

![](https://hpbech.com/wp-content/uploads/Control-Data.png)

Situationen var nemlig den, at jeg ved årsskiftet 1979/80 forlod en stilling som fuldmægtig i det daværende Arbejdsministerium for i stedet at blive sales-trainee i det danske datterselskab af ærkeamerikanske Control Data Corporation (CDC). Det var en stor kolbøttetur, der havde krævet min fulde opmærksomhed. Det skete i øvrigt samtidigt med, at vi byggede hus, etablerede bofælleskab og adopterede vores første barn.

Jeg vidste på det tidspunkt intet om salg og intet om IT, men skulle efter en to-årig introduktionsperiode sammen med tre andre sælgere stå for salget af CDCs mainframes i Danmark. Det kan du læse mere om [her](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/).

De to år som trainee gik forrygende, hvorefter jeg så blev udsat for den klassiske brøler. Jeg blev tilbudt jobbet som salgschef i en anden afdeling. Når en af firmaets topchefer sidder og fortæller dig hvilket kæmpe ledelsetalent du besidder, så er det svært at være uenig. Jeg sagde ja tak, tog imod lønforhøjelsen og rykkede ind på det fine hjørnekonto med Piet Hein bordet, Fritz Hansen stolene og PH lamperne.

Fra 1983 til 1986 skete der så meget i IT-branchen, at næppe nogen, inklusive mig selv, helt nåede at finde ud af, at jeg vist ikke var noget ledelsesgeni. Jeg var (og er) sælger og igangsætter. Jeg humpede mig igennem, så godt jeg kunne, og ledte efter de vise sten, der skulle få medarbejderne til at levere de resultater, der summede op til, at jeg kunne levere mine.

På et lederkursus i USA blev jeg anbefalet den fidus, at man under den årlige budgetlægning skulle sørge for at indlægge en god buffer mellem sit eget mål og summen af sine medarbejderes mål. Hvis mit mål var en omsætning på 100 millioner, så kunne jeg uddele 120 millioner til mine sælgere.

![](https://hpbech.com/wp-content/uploads/Reading-on-the-beach.jpg)

Med den finte kunne jeg efter årets slutning daffe til Hawaii på 100%-klub, mens mine sælgere sad hjemme i Danmark og frøs i marts-kulden. Man behøvede ikke være et ledelsesgeni for at gennemskue, at det var en virkelig dårlig idé. Det kunne jeg simpelthen ikke få mig selv til, så jeg kørte den transparente model og oplevede til gengæld, hvad der sker, når man kravler ned fra piedestalen og stiller sig midt i flokken.

I perioden 1983 til 1986 var Control Datas produkter stort set usælgelige, så vi måtte bruge en del tid på at finde lokale produkter, der kunne skrues sammen til løsninger, som kunderne ville købe. Det betød, at jeg ikke havde så meget tid til at genere mine medarbejdere, og derfor gik det faktisk OK. Jeg er nu alligevel sikker på, at mine medarbejdere fra dengang ikke husker tilbage på mig som den bedste chef de nogensinde har haft.

## Fra asken til ilden

I 1986 blev jeg kontaktet af [Michael Mathiesen](https://www.linkedin.com/in/michaelmathiesen/), der tilbød mig jobbet som salgs- og marketingdirektør i sit nystartede [Skandinavisk Dataco](https://medium.com/breathe-publication/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c?). Også her skulle jeg lede mennesker, men nu på helt andre vilkår. Jeg skulle nemlig selv først ansætte dem.

Her lærte jeg forskellen på at lede mennesker, du selv ansætter, og så dem du overtager. Den forskel er kollosal. Men der var også mange andre forskelle. Hvor Control Datas datterselskab havde Danmark som marked, havde Dataco hele verden som marked. I Control Data var jeg langt nede i rækkerne, mens jeg i Dataco var en del af direktionen, selskabets øverste ledelse.

Der er en verden til forskel på at arbejde i toppen af et succesfuldt dansk startup og så at være et lille (ubetydeligt) tandhjul i en kæmpe amerikansk virksomhed i havsnød. Ledelsesprincipperne er måske de samme, men jeg foretrak helt klart det første.

## Geschäftsführer und auf wiedersehen

![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)

Efter yderligere et par salgsjobs med stor succes (her kan succes nemlig måles ret præcist!) og et par lederjobs med vekslende succes havnede jeg i 1997 i et job som Geschäftsführer for Damgaard Datas tyske datterselskab. Hele familien flyttede til Stuttgart, hvorfra jeg skulle stå for udrulningen af Concorde-produkterne (XAL og AXAPTA) i de tysktalende lande. Det kan du læse meget mere om i min bog [Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/).

På samme måde som Martin Thorborg var også jeg tæt på min 50 års fødselsdag, før det stod mig nogenlunde klart, hvor mine styrker og svagheder lå, samt hvilke ledelsesopgaver jeg egnede mig til og trivedes med. At være chef for Damgaard GmbH og stå i spidsen for bearbejdningen af de tysktalende markeder passede perfekt til min profil, og min skandinaviske og uformelle lederstil passede vist også mine tyske medarbejdere glimrende. Jeg oprettede datterselskaber i Østrig og Schweiz og fik ansat direktører til at lede dem. Vi etablerede et lille regionsteam og kørte vores eget show under Damgaards rummelige paraply.

Og så fusionerede Damgaard med Navision Software.

Fra mit drømmejob som Geschäftsführer blev jeg forfremmet til Vice President Central Europe. Det lød fint, men var det ikke. Heldigvis blev jeg i 2001 fyret og kunne nu gøre status på mit liv. Jeg besluttede ikke mere at skulle være leder. Jeg ville blot være verdens bedste sælger og forretningsudvikler. Jeg ville ikke have nogen medarbejdere, og jeg ville ikke have nogen chef.

## Vejen til selvstændighed

Sådan gik det bare ikke.

Vejen skulle lige hen over nogle jobs som adm. direktør for og medejer af et par småselskaber, inden jeg fik revet mig helt fri og startede mit eget. Først i 2005 tog jeg modet til mig og sagde nej tak til nye jobtilbud. Hvis nogen havde brug for mine kompetencer, måtte det blive som selvstændig konsulent.

I snart 15 år har jeg således været min egen herre, og det kan jeg uden tøven anbefale andre at prøve.

Jeg fortyder på ingen måde de mange år i lederrollen, og jeg er overbevist om, at jeg er blevet en bedre forfatter, foredragsholder og konsulent, netop fordi jeg har prøvet alt det, som andre gerne vil have hjælp til. Jeg ved, hvor svært det er, og jeg ved, at vi ikke alle fra naturens hånd er udstyret med et ledergen. Heldigvis er der nogle som Martin Thorborg, der både kan lide det og er gode til det.

## Tilbage til Martin Thorborg

Men var det ikke Martin Thorborgs bog, jeg skulle anmelde?

![](https://hpbech.com/wp-content/uploads/martin-thorborg.jpg)Martin Thorborg

Jo, og når du læser den, vil du opleve, at det ikke er en traditional ledelsesbog. Det er Martin Thorborgs historie om sig selv, og de oplevelser han har haft, og de erkendelser han har gjort sig igennem sine jobs.

Også han er blevet ledet, før han selv blev leder, og på mange måder blev også han kastet ud i det, uden helt at have gjort sig de store tanker om, hvad det nu indebar. Titlen på bogen, *Martin Thorborg – Fra led til leder*, er derfor meget velvalgt. Det er først og fremmest en bog om ham, hans oplevelser og hans konklusioner baseret på egne fejltagelser og succeser.

Hvert kapitel afsluttes med en opsummering af hovedpunkterne og de vigtigste spørgsmål. Det fungerer super godt. Efter kapital 3 skriver Martin således blandt andet:

> *Er du klar til at være leder? Ledelse stopper aldrig og skal tages seriøst. Det handler om mennesker, og du kan ikke møde på mandag og sige: Jeg springer lige ledelse over i dag.*
> 
> *Kan du lide at arbejde med mennesker, hver dag, året rundt? Orker du at sparre med dem og udvikle dem?*
> 
> *Er du mere fagperson end leder? Har du lyst til at fjerne dig fra faget og bruge tiden på at lede?*

Det er de helt centrale spørgsmål, som jeg kunne have haft stor gavn af at have overvejet, da jeg fik tilbudt mit første lederjob. Havde jeg gjort det, var svaret nok blevet nej tak. Senere var jeg mere parat, men helt at opgive faget og udelukkende kære mig om ledelse har jeg aldrig kunnet.

Efter kapitel 5 er det første punkt:

> *Mennesker er “ikke bare” mennesker. Du må behandle alle forskelligt for så at kunne behandle dem ens.*

Jeg er sikker på, at vi alle kan nikke genkendende til, at mennesker er forskellige, men at internalisere det og omsætte det til praktisk ledelse er hammersvært. Specielt i pressede situationer, hvor det ikke går så godt, og der hurtigt skal findes nye veje til at få rettet skuden op. I klart solskin, ned ad bakke og med vinden i ryggen er det ikke så svær at være leder. Det er, når det pisser ned med slud og hagl og går op ad bakke, at du skal vise, om du virkelig egner dig til at lede mennesker. Til den opgave er jeg sikker på, at Martin Thorborgs bog vil være en stor hjælp for de fleste.

![](https://hpbech.com/wp-content/uploads/Martin-Thorborg-Fra-led-til-leder.png)

**Titel:** Martin Thorborg – Fra led til leder

**Forfattere:** Martin Thorborg og Anders Gisselmann

**Udgivelsesdato:** 5. december 2019

**Antal sider:** 190

**Pris:** 197,- for ebogsudgaven og 297,- for den trykte version. [Kan købes her](https://www.thorborg.dk/).

**Forlag:** Martin udgiver og distribuerer selv bogen. Han springer altså hele den etablerede forlagsindustri over. Det kan han gøre, fordi han møjsommeligt over mange år har opbygget sit personlige brand og har et stort antal følgere på de sociale medier. Han kan også gøre det, fordi han ikke lider af en forfængelighed, der byder ham at skulle have et kendt forlag på omslaget. Og endelig gør han det, fordi det er en god forretning.

Jeg skønner, at Martin vil kunne sælge op imod 10.000 eksemplarer af bogen. Hvis vi tager udgangspunkt i en nettoomsætning efter moms, trykning og håndtering på 157,60 per bog, giver det en samlet omsætning på lidt over 1,5 million. I den traditionelle model deler forfatter, forlag og boghandler efter forholdstallene 15/50/35, så efter den formel ville Martin modtage 236.400. I den direkte model får han alle pengene, men skal så selv betale redaktør, korrektur, layout, opsætning, omslag mv. Mon ikke han kan få råd til det ud af en forskel på 1,339 million? Martin har en god næse for business 🙂

**Categories:** Book reviews, Strategy

**Tags:** Control Data, Damgaard Data

---

### [Hvad jeg lærte af at skrive over 200 artikler på LinkedIn](https://hpbech.com/what-i-learned-from-writing-over-200-articles-on-linkedin/)

**Published:** December 11, 2019
**Author:** Hans Peter Bech

**Excerpt:** LinkedIn Publishing er ikke verdens bedste blogging platform. Langt fra. Alligevel fortsætter jeg med at publicere mine artikler der.

**Content:**

---

> *LinkedIn Publishing er ikke verdens bedste blogging platform. Langt fra. Alligevel fortsætter jeg med at publicere mine artikler der. Her kan du læse hvorfor.*

---

Tillad mig at begynde med en ansvarsfraskrivelse. Jeg er ikke en guru ud i de sociale medier, der skal fortælle dig, hvad du bør og ikke bør gøre. I dette indlæg forklarer jeg *mine* bevæggrunde for at skrive artikler på LinkedIn, og hvad jeg mener, jeg har lært.

Mine betragtninger tager således alene udgangspunkt i den type virksomhed, som jeg driver. Du er velkommen til at tilføje dine oplevelser og observationer i kommentarerne.

Lad os indledningsvis også starte med at få terminologien på plads.

![](https://www.hpbech.dk/wp-content/uploads/LinkedIn-Publishing.png)En *[post](https://www.linkedin.com/posts/hanspeterbech_why-a-growth-hack-can-never-be-common-practice-activity-6609714376175865856-B_Od)* på LinkedIn er den korte besked, du skriver direkte på din startside. Du har 1.300 tegn til rådighed og kun minimale formateringsmuligheder.

En *[article](https://www.linkedin.com/pulse/management-gobbledygook-consulting-magic-hans-peter-bech/)* på LinkedIn er et slags essay uden grænser for længden, og hvor der er gode formateringsmuligheder.

Jeg gætter på, at over 99 procent af alle LinkedIn-opdateringer bliver foretaget som posts og mindre end én procent som artikler. Ret mig gerne, hvis du har tallene.

## Mine mål

Jeg er forfatter. Mine forretningsmål er derfor ret enkle:

- At skrive og udgive bøger
- Motivere potentielle læsere til at købe bøgerne
- Holde foredrag
- Køre workshops
- Skrive for andre (ikke ghostwriting!)

Min tilstedeværelse på LinkedIn er primært motiveret af, hvordan jeg opfatter, at platformen kan understøtte mine fem mål. Jeg beskriver min indholds- og aktivitetsstrategi senere i indlægget.

## Min målgruppe

Mine bøger, foredrag osv. (mine leverancer) er relevante for personer, der arbejder med omsætningssgenerering i softwarebranchen. Jeg formoder, at stort set alle i min målgruppe har en profil på LinkedIn. De fleste af dem vil have valgt branchekategorierne *Computer software* eller *Information Technology and Services*. Dog kan nogle have valgt den kategori, de betjener (medier, bank, forsikring, telco osv.) De sidste har jeg lidt sværere ved at identificere. I målgruppen arbejder alle med forretningsudvikling, markedsføring og/eller salg. Når jeg foretager en søgning i Sales Navigator (som jeg abonnerer på) findes der 4,5 millioner personer, som matcher mine kriterier.

Det er min målgruppe.

![](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire-300x274.png)

Hvis jeg var klar til at spendere et stort beløb, kunne jeg køre annoncekampagner, der fik mine budskaber vist i deres feeds. Imidlertid vil en sådan tilgang med meget stor sandsynlighed ikke give noget positivt afkast. Til mit formål er annoncerne for dyre og segmenteringsmulighederne for upræcise.

Jeg ved, at kun en mindre del af min målgruppe læser forretningsbøger. For et stykke tid siden spurgte jeg 1.000 af mine LinkedIn-connections, og baseret på svarene ser det ud til, at halvdelen vil læse en businessbog nu og da. Jeg antager tilmed, at der er en overrepræsentation af forretningsboglæsere netop blandt mine connections. Segmentet af de 4,5 millioner, der læser faglitterære bøger, er sandsynligvis ikke mere end omkring 25 procent.

Lad os sige, at en fjerdedel af de 25 procent er i en situation, hvor de aktivt er på jagt efter inspiration inden for mine ekspertiseområder. Baseret på disse antagelser er omkring 5 procent af den samlede målgruppe til enhver tid på udkig efter inspiration, som en bog, et foredrag eller en workshop kunne tilfredsstille. Vi er nu nede på 280.000 personer. Da der nok er en betydelig udskiftning i den aktive gruppe, giver det god mening at holde kommunikationen kørende over en lang periode.

Mens enhver kan beslutte at købe en bog ($10-16 plus moms), er det kun en lille brøkdel, der har budgettet og myndigheden til at engagere mig til at holde et foredrag, køre en workshop eller skrive en artikel. Derfor er mit primære mål med LinkedIn at generere trafik til mine blogs og direkte til Amazon eller de andre portaler, hvor mine bøger kan købes.

## The inbound content marketing-driven approach

(Beklager den engelske overskrift, men jeg kunne ikke finde de tilsvarende danske ord).

![](https://hpbech.com/wp-content/uploads/Inbound-Marketing-no-border-300x300.png)

Baseret på analysen skitseret ovenfor besluttede jeg for mange år siden at basere min markedsføring på principperne for content marketing. Folk efterspørger mine leverancer, fordi de er overbeviste om, at de vil få input og inspiration til, hvordan de kan løse deres egne kritiske forretningsproblemer. At studere mit materiale (bøger, ebøger, artikler, videoer og podcasts) er den bedste måde for enhver at vurdere, om jeg kan hjælpe dem.

Jeg antog, at folk, der læser forretningsbøger og har brug for inspiration, foretrækker indhold, der er detaljeret i modsætning til kortere, generiske og mere overfladiske opslag.

Det var min motivation for at skrive artikler på LinkedIn.

## Hvordan måler jeg effekten?

Understøtter udgivelse af artikler på LinkedIn så mine forretningsmæssige mål?

Jeg ved det ikke med sikkerhed, men jeg tror, aktiviteten understøtter det første mål. Jeg sælger bøger hver dag, men jeg kan ikke spore, hvordan læserne har fundet frem til dem.

Jeg producerer også indhold til virksomheder, holder foredrag og kører workshops, og hovedparten af disse klienter har læst en eller flere af mine bøger. Mine bøger sælger foredrag, skriveengagementer og workshops. Jeg tror ikke, at mine LinkedIn-aktiviteter gør det.

### Forfængelighedsmål (vanity metrics)

I alt har mine LinkedIn-artikler opnået 139.586 visninger, hvilket giver et gennemsnit på 698 visninger pr. indlæg. Den bedst performende artikel har genereret 18.476 visninger, og den dårligste 29.

![](https://hpbech.com/wp-content/uploads/Board-meeting.jpg)

Artiklerne har indtil videre genereret i alt 6.360 likes (gennemsnitligt 4,6 procent af visningerne), 1.127 kommentarer og 2.048 delinger. Det største antal likes, som en artikel har opnået, er 350, men det var ikke artiklen med den højeste score for kommentarer i forhold til visninger. Den højeste score for kommentarer/visninger var 21%.

Det mest interessante tal er den daglige *stigning* i antallet af visninger. I skrivende stund er dette tal 580. I alt får mine artikler 580 nye besøg hver dag !! Det, tror jeg, understøtter mit bogsalg.

Engagementet med hensyn til likes, kommentarer og delinger er ikke så vigtigt for mig. Jeg reagerer på de fleste af kommentarerne og er glad for alle engagementer, som mine indlæg skaber. Selvom mit indhold for det meste tilbyder en skæv vinkel eller en usædvanlig pointe, er mit mål ikke at provokere til en diskussion. Hvis folk finder mine artikler nyttige og fortsætter til at købe en bog, er det helt fint 🙂

## Indholds- og aktivitetsstrategi

Det meste af mit indhold er non-propaganda. Selv om jeg ofte deler mine personlige erfaringer, så tilbyder hver artikel en uafhængig og selvstændig indsigt, som ikke kræver yderligere handling. Du behøver ikke at downloade noget, betale ved at give mig din e-mail og dine kontaktoplysninger eller tilmelde dig mit nyhedsbrev.

Jeg ved, at min fremgangsmåde strider imod den almindelige praksis, der siger, at der altid skal være en klar opfordring til handling, og at du skal høste e-mail-adresser. Men jeg har ikke et nyhedsbrev mere (hvorfor, kan jeg uddybe i et senere indlæg), og jeg ser ikke formålet med at have mine læseres kontaktoplysninger. Folk kan invitere mig til at connecte eller følge mig, og de kan tilføje deres e-mail til [listen](https://www.subscribepage.com/c4x2g2_gg?), der får besked, når min næste bog er ude. Det er de muligheder, jeg tilbyder.

## LinkedIn er ikke Orange Scene

[LinkedIn Publishing](https://www.linkedin.com/help/linkedin/answer/71240/linkedin-publishing-platform-faq?lang=en) er ikke den bedste blogplatform i verden. Langt fra. De har en anstændig editor, men administrations- og statistikfaciliteterne til professionelle indholdsproducenter er værre end elendige. Min målgruppe er på LinkedIn, og det er derfor, jeg poster her. Så simpelt er det.

Det mest kritiske problem med LinkedIn som en udgivelsesplatform er, at du ikke har nogen kontrol. Det er grunden til, at jeg også publicerer mine indlæg på mine egne blogs og på Medium. Hvis LinkedIn beslutter at ændre eller stoppe deres publiceringsplatform, vil mit indhold overleve.

![](https://hpbech.com/wp-content/uploads/Article.png)

Et andet problem er, at LinkedIn i deres bestræbelser på at afbalancere organisk og betalt deling ser ud til at give præference til annoncebudgetterne fremfor til deres betalende abonnenter. Når det kommer til det organiske indhold, foretrækker de at pushe posts, der er i den lette genre snarere end dybdegående og specialiserede artikler. Resultatet er, at kort og generisk indhold (der rammer et bredt publikum) fremmes over snævert og detaljeret indhold. Flere har opfordret mig til at skifte til korte og generiske posts for at få mere engagement, men det kommer ikke på tale. Det er som at bede en jazzmusiker om at spille popmusik. At spille musik, som du ikke kan lide, kommer aldrig til at lyde godt. Jeg tror også, at produktion af let og generisk materiale vil tiltrække folk, der ikke har brug for mine bøger, så hvad har jeg opnået?

LinkedIn Publishing er et perifert supplement til mine content marketing aktiviteter. Det er ikke hovedscenen. De marginale omkostninger ved også at publicere på LinkedIn er minimale, og gevinsten med hensyn til eksponering, SEO-optimering (LinkedIn-artikler indekseres af Google) og engagement berettiger indsatsen. Så indtil videre vil jeg fortsætte med at publicere artikler på LinkedIn.

---

Hvis du er på jagt efter inspiration til hvordan du kan benytte LinkedIn til at forfølge dine personlige eller forretningsmæssige mål kan jeg varmt anbefale Melonie Dodaros glimrende bog *[Unlock LinkedIn – Unlock the Mystery of LinkedIn to Drive More Sales Through Social Selling](https://www.linkedin.com/pulse/linkedin-unlocked-unlock-mystery-drive-more-sales-through-bech/)*

---

Hvis du vil have opmærksomhed på LinkedIn, skal du poste denne type indhold:

Opslaget har på en dag trukket 211.163 views, 10.103 likes og 506 kommentarer! At hjælpe en hjort i nød har en meget bred målgruppe og er populært. Opslaget er posted af Jon Steinberg, som er såkaldt LinkedIn Influencer.

**Categories:** Blog, Business development, Globalisation, Strategy

**Tags:** social media

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### [De fem bedste bøger jeg læste i 2019](https://hpbech.com/da/de-fem-bedste-boeger-jeg-laeste-i-2019/)

**Published:** December 17, 2019
**Author:** Hans Peter Bech

**Excerpt:** At læse bøger er fortsat en god og billig måde at blive klogere på. Sidst på året kigger jeg listen af læste bøger igennem og vælger de fem bedste ud.

**Content:**

---

> *At læse bøger er fortsat en god og billig måde at blive klogere på. Sidst på året kigger jeg listen af læste bøger igennem og vælger de fem bedste ud.*

---

![](https://hpbech.com/wp-content/uploads/Hjemlos.jpg)

Vi er nu nået til det tidspunkt på året, hvor jeg udvælger de fem bedste bøger, jeg læste i året, der gik. Det overrasker mig altid, at de bøger, jeg vælger at læse, ikke er de samme, som ligger på avisernes bestseller-lister. Det skyldes først og fremmest, at jeg læser meget lidt skønlitteratur, men også at jeg bevidst forsøger at finde de oversete perler. Sidste år førte det til, at Michael Valeurs *[Hjemløs](https://www.hpbech.dk/hjemlos-romanen-om-de-glemte-march-i-1928/)* løb med en klar førsteplads på min [liste](https://www.hpbech.dk/de-fem-bedste-boger-jeg-laeste-i-2018/), selvom om bogen slet ikke optrådte på nogen som helst bestsellerlister. Det viser jo blot svagheden ved “go-with-the-flow” mentaliteten. Når de fleste fortrækker, at læse det de fleste læser, så kommer der ikke meget nyt på bordet.

Hvis du vil tjekke de bøger, jeg læser, kan du connecte med mig på [Goodreads](https://www.goodreads.com/hanspeterbech).

## \#1 – Vesten mod vesten

![](https://hpbech.com/wp-content/uploads/Vesten-mod-Vesten-Rune-Lykkeberg.jpg)

På førstepladsen i 2019 kommer Rune Lykkebergs *[Vesten mod vesten](https://www.hpbech.dk/vesten-mod-vesten-fortaellinger-om-det-politiske-opbrud-fra-efterkrigstiden-til-brexit-og-trump/)* – *Fortællinger om det politiske opbrud fra efterkrigstiden til Brexit og Trump*.

 Jeg har en klar præference for bøger, der gør mig klogere (erkender at det ikke nødvendigvis kræver tykke bøger). *Vesten mod vesten* er meget tyk (492 sider) og gjorde mig meget klogere – ikke mindst på mig selv.

Hvis du ofte undrer dig over de mange sælsomme begivenheder rundt om i verden (som for eksempel Brexit og Trump), så er *Vesten mod vesten* et godt sted at hente det overblik, der sætter de uforståelige fænomener i perspektiv og forklarer, hvad det er, der foregår og hvorfor.

Rune Lykkeberg har en imponerende indsigt i og et sikkert overblik over historiens mange små tandhjul, der gør ham i stand til at formidle meget komplicerede forhold til os andre. Det er journalistisk litteratur, når det er bedst. Hvis du interesserer dig for samfundforhold, så skal *Vesten mod vesten* på din ønskeseddel.

## \#2 – Den inderste fare I & II

![](https://hpbech.com/wp-content/uploads/Den-inderste-fare-Birgithe-Kosovic.jpg)

På andenpladsen kommer en usædvanlig historisk fortælling i to bind med titlen *[Den inderste fare](https://bogreolen.dk/den-inderste-fare_birgithe-kosovic_9788740016284)*.

Birgithe Kosovic har efter solid research tegnet et portræt af personen og politikeren Erik Scavenius, der under tyskernes besættelse af Danmark under den 2. Verdenskrig, stod som eksponent for samarbejdspolitikken. Bøgernes portrættering af Scavenius’ (en mand jeg ikke sådan lige føler, jeg er på fornavn med) privatliv i særdeles slibrige detaljer, havde jeg svært ved at forlige mig med. Nok også fordi jeg ikke kunne se, hvilken betydning det havde for hans politiske virke. Ikke nogen vil jeg mene. At en højtstående politiker har et sidespring med en af Ministeriets telefondamer, vedkommer ikke mig. Jeg har vænnet mig til, at personer, der er robuste nok til at varetage de højeste politiske poster, også ofte har en glubende appetit på andre områder. Så længe de ikke misbruger deres magt for egen vinding eller til skade for andre, så har det ikke min store interesse.

![](https://hpbech.com/wp-content/uploads/Den-inderste-fare-II-Birgithe-Kosovic.jpg)

Skildringen af den politiske historie og virkelighed omkring tyskernes besættelse af Danmark i årene 1940-45 og Erik Scavenius’ politiske linje er derimod fascinerende. Beskrivelserne er så detaljerede og levende, at man kan forstille sig at være i hans sko og skulle foretage de vanskelige beslutninger. Vel vidende at *han* jo ikke vidste, hvordan historien ville ende.

Historien om Erik Scavenius’ håndtering af forholdet til tyskerne efterhånden som krigen skrider frem er voldsomt interessant. Scavenius har ifølge bogen et meget klart mål med sin samarbejdspolitik, nemlig at skåne flest mulige danskere for krigens gru og nazisternes voldsregime. Han er tilsyneladende komplet blottet for fine fornemmelser og i stand til at operere ud fra den givne situations muligheder. I bagklogskabens klare lys er vi alle eksperter, men når man står midt i suppedasen, skal der usædvanlige evner til for at manøvrere. Scavenius var angiveligt et hidsigt og noget arrogant gemyt, men når udfordringerne tårnede sig op, holdt han nok hovedet koldere end de fleste. Bøgerne giver en overbevisende fremstilling af samarbejdspolitikkens betydning for Danmark.

Den politiske situation i Danmark under tyskernes besættelse i 1940-45 var enestående vanskelig. På den baggrund giver bogen en spændende beskrivelse af, hvilke dilemmaer politiske beslutningstagere til tider er oppe imod. Der er sjældent en rigtig eller en forkert beslutning. Der er forsøg på at tilgodese visse hensyn, men om det lykkes, ved man først, når omgivelsernes reaktion har fundet sted. Under Scavenius kunne konsekvenserne potentielt skulle opgøres ved at tælle hvor mange danskere, der måtte lade livet. Jeg misunder ham ingenlunde.

## \#3 – The Phoenix Project: A Novel about IT, DevOps, and Helping Your Business Win

![](https://hpbech.com/wp-content/uploads/The-Phoenix-Project.jpg)

På tredjepladsen kommer en lidt nørdet roman om IT-projekter i store virksomheder. [Bogen](https://www.goodreads.com/book/show/38191426-the-phoenix-project) af Gene Kim, Kevin Behr og George Spafford er meget velskrevet, og når jeg finder den så interessant, er det nok også fordi jeg i mange år solgte omfattende IT-løsninger til store virksomheder, men aldrig var en del af den efterfølgende implementering.

Handlingen finder sted i en virksomhed, hvor det ikke går så godt. Et stort IT-projekt med kodenavnet “Phoenix”, der skal forbedre firmaets konkurrenceevne, er under forberedelse. Interne organisatoriske konflikter er ved at få projektet til at kuldsejle, da en driftschef i IT-afdelingen bliver sat i spidsen for satsningen. Det går ikke stille af sig, og kommer til at koste hoveder, men det er den organisatoriske tilgang til projektet, der redder dagen.

Bogen kan med fordel læses af alle med interesse for forandringsprojekter i store organisationer, specielt når der er IT med i spillet. Og hvornår er der ikke det?

## \#4 – Danmark disruptet: Tro, håb og tech-giganter

Markus Bernsteins *[Danmark disruptet: Tro, håb og tech-giganter](https://www.hpbech.dk/danmark-disrupted-tro-hab-og-tech-giganter/)* er en samfundsanalyse i “Kejserens nye klæder” kategorien. Den type bøger har jeg en svaghed for.

Forlaget skriver:

> *På få år er vores lille velfærdsstat blevet en forstad til Silicon Valley: Apple og Facebook bygger enorme datacentre i danske provinsbyer; Google har et tæt samarbejde med kommunerne; regeringen har nedsat et ”disruptionråd”, udpeget en ”tech-ambassadør” og lovet at gøre Danmarks til ”verdens mest digitaliserede land”.*

![](https://hpbech.com/wp-content/uploads/Danmark-Disruptet-1.jpg)

Da nyheden, om at Apple ville placere et datacenter i Jylland, slap ud, blev jeg ringet op af en journalist, der ville høre hvilken betydning, jeg mente, det ville få for Danmark. “*Ingen*” svarede jeg. “*Med lidt held bliver det en anstændigt udseende grå hal på heden, som man næppe vil tænke meget over ved forbikørsel.*” På samme måde blev min skepsis også vakt, da Københavns Kommune i 2018 sammen med Google under stor mediebevågenhed åbnede et digitalt læringsghus i den indre by. Det ser ved første øjekast godt ud, men hvad driver egentlig de store tech-giganters agenda?

Markus Berendsens bog er en god modvægt til den ukritiske begejstring man tit støder på, når det offentlige indleder samarbejder med store (ofte amerikanske) virksomheder. Det offentlige skal i Danmark tjene almenvældets interesser. Det er ikke tech-giganternes formål, og derfor bør de holdes på en meget lang arms længde. Private virksomheder forsøger altid at komme tæt på det offentlige. Dels fordi det i Danmark er en af de største kunder, men også fordi vi herhjemme har stor tillid til vores offentlige sektor, og det kan private virksomheder bruge til at legitimere deres aktiviteter. Markus Berendsen minder os om, at virksomheder som Facebook og Google først og fremmest er annoncesælgere. De bruger avanceret IT til at fremme deres annoncesalg, og det får dem til at ligne fremadskuende teknologivirksomheder. Men det er de ikke, og deres positive bidrag til denne verden kan ligge på et mindre og mindre sted.

## \#5 – Fra led til leder

Jeg læser mange businessbøger men må medgive, at de fleste af dem er både dårligt skrevet og fyldt med [ubrugelige råd](https://www.hpbech.dk/findes-der-en-opskrift-pa-succes/).

Den bedste businessbog, jeg læste i 2019, var Martin Thorborgs autobiografiske *[Fra led til leder](https://www.hpbech.dk/martin-thorborg-fra-led-til-leder/)*. Den er godt skrevet, jordnær og fyldt med praktiske råd. Jeg anbefaler den til alle, der arbejde med ledelse, herunder også til dem der synes, de allerede har fuld styr på det.

![](https://hpbech.com/wp-content/uploads/Martin-Thorborg-Fra-led-til-leder.png)

Du kan læse min anmeldelse [her](https://www.hpbech.dk/martin-thorborg-fra-led-til-leder/), så i denne oversigt vil jeg nøjes med at fremhæve måden, hvorpå Martin har udgivet bogen.

Martin Thorborg er et kendt ansigt i Danmark. Han er ofte i medierne og har selv skabt sig en stor og trofast følgerskare på de sociale medier. Ethvert forlag ville have slået dørene op på vid gab, hvis han havde henvendt sig med et bogprojekt om ledelse. Dels er ledelse et emne, der berører stort set alle mennesker. Enten skal vi lede, eller også skal vi ledes. Bortset fra os selvstændige, så falder langt de fleste indenfor de to kategorier. Ledelse er svært på begge sider af opgaven, hvilket fastholder et behov for nye bøger om emnet. Og endelig er Martin allerede et kendt navn. Det er den cocktail, de store forlag konstant er på udkig efter.

Martin har imidlertid valgt at udgive og distribuere bogen selv. Han springer altså hele den etablerede forlagsindustri over. Det kan han netop gøre, fordi han møjsommeligt over mange år har opbygget sit personlige brand og har et stort antal følgere på de sociale medier. Han kan også gøre det, fordi han ikke lider af en forfængelighed, der byder ham at skulle have et kendt forlag på omslaget. Og endelig gør han det, fordi det er en knippelgod forretning.

Jeg skønner, at Martin vil kunne sælge op imod 10.000 eksemplarer af bogen. Hvis vi tager udgangspunkt i en nettoomsætning efter moms, trykning og håndtering på 157,60 per bog, giver det en samlet omsætning på lidt over 1,5 million. I den traditionalle model deler forfatter, forlag og boghandler efter forholdstallene 15/50/35, så med den formel ville Martin modtage 236.400. I sin direkte model får han alle pengene, men skal så selv betale redaktør, korrektur, layout, opsætning, omslag mv. Mon ikke han kan få råd til det ud af en forskel på 1,339 million? Martin har en god næse for business ?

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Af de øvrige bøger jeg fik læst i året der gik, kan jeg også anbefale:

- Mille og Kristian Sjøgrens *[Digitale Nomader – Et liv med mere eventyr og mindre hverdag](https://www.hpbech.dk/digitale-nomader-et-liv-med-mere-eventyr-og-mindre-hverdag/)*
- Christian Frosts *[Iværksætterne – Danske iværksættere om succes og fiasko, rejsen med at gøre den gode idé til virkelighed og alt det, de lærte undervejs ](https://www.hpbech.dk/ivaerksaetterne-danske-ivaerksaettere-om-succes-og-fiasko-rejsen-med-at-gore-den-gode-ide-til-virkelighed-og-alt-det-de-laerte-undervejs/)*
- Thomas Terneys *[Kampen om fremtiden: Forstå hvordan kunstig intelligens påvirker mennesker, magt og markeder](https://www.hpbech.dk/hvad-jeg-laerte-af-at-skrive-over-200-artikler-pa-linkedin/)*,
- Andreas Dirksens *[Sign up – Sådan skaber du en succesfuld abonnementsforretning](https://www.hpbech.dk/sign-up-sadan-skaber-du-en-succesfuld-abonnementsforretning/)*
- Mads Vestergaards *D[igital Totalitarisme](https://www.goodreads.com/book/show/46016311-digital-totalitarisme)*
- Brian Dears [The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/)
- Martyn R. Lewis’ [How Customers Buy…And Why They Don’t: Mapping and Managing the Buying Journey DNA](https://www.goodreads.com/book/show/41455040-how-customers-buy-and-why-they-don-t)

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**Categories:** Book reviews, Globalisation, Society

**Tags:** Publishing

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### [Erik Damgaard gentager succesen](https://hpbech.com/da/erik-damgaard-gentager-succesen/)

**Published:** December 18, 2019
**Author:** Hans Peter Bech

**Excerpt:** Erik Damgaard fik sammen med broderen, Preben, sat Danmark eftertrykkeligt på verdenskortet, da de i 2002 solgte deres softwarefirma til Microsoft for over 10 milliarder. Med Uniconta er han godt i gang med at gentage successen.

**Content:**

---

> *Erik Damgaard fik sammen med broderen, Preben, sat Danmark eftertrykkeligt på verdenskortet, da de i 2002 solgte deres softwarefirma til Microsoft for over 10 milliarder. Med Uniconta er han godt i gang med at gentage successen.*

---

**Torsdag den 16. januar 2020 fra kl. 17:00 til 20:00** har du mulighed for at møde Erik Damgaard og høre historien om både Damgaard Data, fusionen med Navision Software, salget til Microsoft og visionerne for hans nye [Uniconta](https://www.uniconta.com).

### Fra Damgaard til Microsoft – historien om Danmarks mest succesfulde iværksættere

![](https://hpbech.com/wp-content/uploads/Baker-Tilly-logo-no-text.jpg)

#### 17:00 – 17:30 Velkomst

Kort introduktion af arrangementets vært og sponsor, [Bakertilly](https://www.bakertilly.dk/dk), ved [Ramazan Turan](https://www.linkedin.com/in/ramazan-turan/), der også vil fortælle lidt om robotter og automatisering.

#### 17:30 – 18:00 Fra Damgaard til Microsoft – Danmarks bedst dokumenterede iværksætterhistorie.

![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-248x300-1.png)

Preben og Erik Damgaard er bare 21 og 23 år, da de starter virksomheden Damgaard Data. Otte år senere omsætter de for 100 millioner kroner og har 100 medarbejdere. Alles øjne er rettet mod de to brødre. Kan de med Damgaard Data gøre Danmark til en af verdens førende it-nationer? IBM køber sig ind og lover at hjælpe med den globale ekspansion. Men intet går som planlagt.

Hans Peter Bech, forfatter til bogen ”[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)”, tager os med bag scenen og fortæller, hvordan det alligevel lykkedes Damgaard Data og Navision Software at blive globalt førende på forretningssoftware til små og mellemstore virksomheder.

#### 18:00 – 19:00 Uniconta – Fremtidens ERP-system.

![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-06-small.jpg)

Uniconta, der på kun tre og et halvt år i Danmark har fået 130 forhandlere, mere end 100 integrationspartnere, og hvor kunderne nu tælles i tusinder, satte i efteråret endnu mere damp under marketingmaskinen. Med en række seminarer fik de lokket ikke mindre end 1.200 regnskabsfolk og revisorer til at bruge det meste af en dag på at høre om Uniconta, det nye regnskabssystem i skyen.

Erik Damgaard fortæller nu om hvordan ændringerne i IT-teknologien og ikke mindst i udbredelsen af internettet og cloud-computing igen har ændret spillereglerne i ERP-markedet. Det er de ændringer, som forklarer Unicontas hurtige udbredelse, og som definerer vilkårene for markedet fremover.

#### 19:00 – 20:00 Afslutning i loungen

[Rungsted Seier Capital Erhvervsnetværk](https://www.facebook.com/RungstedSeierCapital/) og [Bakertilly](https://www.bakertilly.dk/dk) har samtidig inviteret deres businessnetværk samt VIP-kunder med, så der er rig mulighed for at møde nye og spændende mennesker.

```
Tid: Torsdag den 16. januar 2020 fra kl. 17:00 til 20:30Sted: Bakertilly Copenhagen, Poul Bundgaards Vej 1, 2500 ValbyTilmelding: Claus Christoffersen, Futurelink
```

**Categories:** Business development, Strategy

**Tags:** Damgaard Data, Erik Damgaard, fixion_en

---

### [Jeg har nået LinkedIns grænse på 30.000 connections - hvad nu?](https://hpbech.com/reaching-the-30000-connections-limit-on-linkedin-now-what/)

**Published:** January 20, 2020
**Author:** Hans Peter Bech

**Excerpt:** I dette indlæg besvarer jeg følgende tre spørgsmål: Hvordan nåede jeg 30.000 connections på LinkedIn, hvorfor giver det mening at have så mange, og hvad vil jeg gøre nu?

**Content:**

---

*I dette indlæg besvarer jeg følgende tre spørgsmål: Hvordan nåede jeg 30.000 connections på LinkedIn, hvorfor giver det mening at have så mange, og hvad vil jeg gøre nu?*

---

For nogle uger siden nåede jeg grænsen for, hvor mange connections man kan have på [LinkedIn](https://www.linkedin.com/in/hanspeterbech/). Den er på 30.000 og betyder, at jeg nu ikke kan acceptere yderligere invitationer. Folk kan stadig følge mig, men jeg kan ikke acceptere eller sende nye invitationer, medmindre jeg fjerner nogle af de nuværende.

![](https://hpbech.com/wp-content/uploads/LinkedIn-26-01-2020-1024x358.png)Hvordan nåede jeg 30.000 connections, hvorfor giver det mening at have så mange, og hvad vil jeg gøre nu?

## Hvordan jeg nåede 30.000 connections på LinkedIn

Det lyder måske en kende kækt, men jeg nåede de 30.000 connections ved at afvise mere end en halv million invitationer. Nogle af dem fik jeg naturligvis på mit eget initiativ. Min skøn er, at jeg tegner mig for ti procent, mens de sidste 90% kom uopfordret.

Jeg er ikke og har aldrig været en LION (LinkedIn Open Networker). Alle invitationer blev omhyggeligt gennemgået og kun accepteret, hvis jeg skønnede, at personen matchede de demografiske karakteristika for min målgruppe, OG at vedkommende var aktiv på LinkedIn ([se dette indlæg](https://www.hpbech.dk/hvad-jeg-laerte-af-at-skrive-over-200-artikler-pa-linkedin/) for en definition af min målgruppe). I starten var jeg meget selektiv, så blev jeg lidt mindre kritisk, og efter 5.000 connections blev jeg igen meget selektiv.

Mit mål var aldrig kun at have 30.000 connections. Den grænse har LinkedIn sat. Mit mål var først og fremmest at komme i kontakt med fleste mulige af mine læsere og potentielle læsere og derefter med andre, der også kunne drage fordel af at læse, se eller lytte til det materiale, jeg producerer. Hvis de fandt værdi, håbede jeg, at nogle af dem ville dele det med deres netværk og hjælpe indholdet med at blive yderligere udbredt. En sådan markedsføringsstrategi kræver et stort netværk. Jo flere connections jeg har inden for min målgruppe, jo bedre. Følgere er dog lige så vigtige. Den eneste forskel er, at jeg ikke kan sende PM’er til følgere, hvilket jeg har brug for nu og da.

## Hvorfor have 30.000 connections?

![](https://hpbech.com/wp-content/uploads/My-books.png)

For langt de fleste giver det heller ikke nogen mening, men det giver god mening for mig.

Jeg er forfatter. Jeg skriver bøger om forretningsudvikling, markedsføring og salg i softwarebranchen. Der er omkring 4,5 millioner mennesker på LinkedIn, der matcher min målgruppes demografiske kriterier. Jeg har ingen forbehold mod at connecte med dem, der kan få værdi af det materiale, jeg fremstiller. Hvis mine læsere foretrækker at connecte fremfor at følge, hvorfor skulle jeg så afvise det? LinkedIn sætter grænserne, ikke mig. Grænsen for connections er 30.000, mens der ikke er nogen grænser for followers.

## Hvad gør jeg nu?

Det kan næppe overraske, at mine læsere og potentielle læsere har prioritet over de, der ikke læser forretningsbøger. Jeg tipper, at nogle af mine connections, der svarer til min målgruppes demografiske kriterier, ikke læser bøger. Nogle er også inaktive, hvilket betyder, at vores gensidige forbindelse har ringe værdi for os begge.

![](https://hpbech.com/wp-content/uploads/LinkedIn-remove-connections-2.png)For at give plads til min kernemålgruppe vil jeg prøve at identificere ikke-læsere og de inaktive og derefter fjerne dem som connections. Jeg er ikke i gang med en massiv udrensning, men vil fjerne omkring 50 connections om ugen for at gøre plads til nye og mere relevante. Jeg er endnu ikke helt sikker på, hvordan jeg vil gøre det, men jeg har nogle ideer, som jeg vil prøve af.

---

### Opdatering april 2020

Over de sidste par uger har jeg sendt direkte beskeder til 200 connections om dagen med tilbud om et frit eksemplar at [mit seneste whitepaper](https://www.hpbech.dk/kina-overhaler-usa-som-det-storste-marked/). Tyve procent svarer positivt tilbage mens 0,5 procent vælger at fjerne mig som connection. Det er måske den bedste måde at få ryddet op i mine connections, så der bliver plads til de nye.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, social media

---

### [Hvordan kunder køber - og hvorfor de ikke gør](https://hpbech.com/da/hvordan-kunder-koeber-og-hvorfor-de-ikke-goer/)

**Published:** January 21, 2020
**Author:** Hans Peter Bech

**Excerpt:** Det var i sidste halvdel af 1980'erne, at det gik op for mig, at det var mere effektivt at hjælpe kunderne med at købe, end det var at forsøge at sælge til dem. Det var ikke en stor åbenbaring, der pludselig ramte mig, men en tanke der langsomt modnedes i forbindelse med et nyt job.

**Content:**

---

> *Det var i sidste halvdel af 1980’erne, at det gik op for mig, at det var mere effektivt at hjælpe kunderne med at købe, end det var at forsøge at sælge til dem. Det var ikke en stor åbenbaring, der pludselig ramte mig, men en tanke der langsomt modnedes i forbindelse med et nyt job.*

---

![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

I 1986 tog jeg imod tilbuddet om et job som salgs- og marketingdirektør i et [startup](https://medium.com/breathe-publication/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c). Sådan et der havde opfundet en helt ny måde at gøre ting på, og som endnu ikke havde en eneste kunde. Produktet var heller ikke helt færdigt, men på papiret så det meget lovende ud. Udover at få gang i omsætningen, bestod min opgave også i at opbygge en organisation, der kunne skalere salget, som vi havde besluttet skulle foregå via forhandlere. Da produktet havde internationalt potentiale, besluttede vi også, at der hurtigst muligt skulle genereres omsætning udenfor Danmark.

Hvordan det skulle ske? Ja, det var det altså min opgave at finde ud af.

Det var som at starte på en fuldstændig bar mark, og foran mig lå hundredvis af opgaver. Under en løbetur i skoven slog det mig, at alle opgaverne kunne koges ned til besvarelse af tre simple spørgsmål:

- Hvilke kunder vil købe det her?
- Hvorfor vil de købe det?
- Hvordan vil de købe det?

De tre spørgsmål var ledetrådene for udabejdelsen af alle vore marketing- og salgsværktøjer og udgjorde også kernen i uddannelsen af vores egne og vores forhandleres sælgere.

Det blev en kæmpe succes og overbeviste mig om, at det er langt mere effektivt at hjælpe kunderne med at købe, end det er at forsøge at sælge noget til dem. Og selvom jeg igennem tiden har mødt megen modstand mod principperne, syntes jeg ikke på noget tidspunkt, at det blot var et spørgsmål om semantik eller en strid om kejserens skæg. Salg er i min optik fortsat [en facilitering af kundens købsproces](https://www.hpbech.dk/boger/revenue-generation-facilitating-the-buyers-journey/).

> Salg er en facilitering af kundens købsproces.
> 
> Hans Peter Bech

![](https://hpbech.com/wp-content/uploads/ValueChain_process-v5.jpg)

Hvori består så forskellen mellem de to tilgange til salget?

**Salgsapproachen** går ud på at forsøge at overbevise alle, du kommer i kontakt med, at de skal købe dit produkt. Du fremhæver alle produktets fordele, og de værdier det kan skabe, og bruger det til at overbevise kunderne. Du mener, at hvis blot kunden kan se værdien, så skal hun nok finde budgettet til at købe.

**Købsfaciliteringen** består i først at afklare (og gerne hurtigt), om du kan understøtte kundens købsproces. Hvis det er tilfældet, og det er sandsynligt, at valget af leverandør ville kunne falde ud til din fordel, så registrerer du kunden som potentiel, og investerer ressourcer i processen.

Det, jeg i denne artikel kalder “købsprocessen”, svarer til det engelske “buying journey”, og omfatter *hele forløbet* fra kunden bliver opmærksom på behovet for en anskaffelse til den finder sted. Hele forløbet er illustreret i denne figur:

![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)Det er ikke det samme som det formelle anskaffelsesforløb eller den formelle indkøbsproces, der finder sted fra det tidspunkt, hvor virksomheden *har* afsat tid og penge til et projekt, og nu skal have valgt en leverandør. Den del af forløbet udgøres af de to trin Win og Make.

## How Customers Buy…And Why They Don’t: Mapping and Managing the Buying Journey DNA

Da jeg for nogle måneder siden stødte på en bog skrevet af [Martyn R. Lewis](https://www.linkedin.com/in/martynlewis/) med titlen “[How Customers Buy…And Why They Don’t: Mapping and Managing the Buying Journey DNA](https://www.goodreads.com/book/show/41455040-how-customers-buy-and-why-they-don-t)” skærpedes min nysgerrighed. Den blev udgivet i august 2018 – altså sådan cirka fyrre år efter, at jeg gjorde mine første tanker, om at se salgsopgaven som en facilitering af kundens købsproces. Kunne der været noget nyt at tilføje?

Det er der, og jeg kan varmt anbefale bogen til alle, der beskæftiger sig med omsætningsgenerering (forretningsudvikling, marketing, salg og account management – eller customer succes, som det hedder nu). Jeg er overbevist om, at Martyn Lewis har fat i noget helt rigtigt, og han har tilmed gjort sig den ulejlighed at udvikle en terminologi og en metode, som man efter at have læst bogen kan prøve af i sit eget regi. Resultatet skulle gerne blive bedre forudsigelighed, mere omsætning, bedre dækningsbidrag og lavere omkostninger.

Hvad venter vi på 🙂

## Verden har forandret sig

Fundamentalt bygger Martyn Lewis sin teori på fire overordnede forhold:

- **Sælgere overser det store billede.** De præsenterer et produkt eller en løsning og forsøger, via den værdi det i teorien skal skabe, at motivere kunden til handling. Men kunden har allerede gang i myriader af andre projekter, der sigter mod at opnå tilsvarende værdi, og det er lidt af et lykketræf, hvis sælgeren netop rammer det tidspunkt, hvor der er fokus på hendes område.
- **Værdi formuleres for generelt.** Sælgeren, der ikke har indsigt i kundens specifikke situation, formulerer værdi i generelle termer såsom bedre overblik, højere produktivitet, lavere omkostninger, forbedret konkurrencevene og øget indtjening. For det første kan kunderne opnå den type værdi med mange andre investeringer. For det andet lytter kunderne ikke længere til den slags påstande, som er identiske for stort set alle leverandører. Og for det tredje er det værdier, som retter sig mod organisationen og ikke mod den enkelte deltager i beslutningsprocessen. Det er kun sjældent, at det, der gavner organisationen som helhed, også gavner den enkelte beslutningstager. Ofte er det modsatte tilfældet.
- **Internettet har ændret alt.** Sælgerens rolle har efter internettets indtog og udbredelse ændret sig fundamentalt. Kunderne undgår i deres købsproces sælgerne så længe som muligt. De foretager research og leverandørsammenligninger uden at involvere deres potentielle leverandører før det tidspunkt, hvor der enten udsendes et udbudsmateriale eller på anden måde inviteres til at deltage i en udvælgelsesproces, som kunden har fastlagt.
- **De fleste projekter løber ud i sandet.** Også når kunderne selv henvender sig, bliver de fleste gode intentioner og initiativer ikke til noget eller forsinkes. Det kræver betydelig energi at gennemføre en ikke-triviel anskaffelse, og i alle virksomheder er der hård konkurrence om tid og opmærksomhed. Selv projekter, der ser lovende ud på papiret, må vige for de, der haster, for de der tillægges højere strategisk værdi, eller fordi der mangler ressourcer til at gennemføre dem.

Jeg er, og har længe været, enig med forfatteren i de fire hovedteser. Det opsøgende salgs præmis om, at sælgeren kan aktivere et ikke-erkendt behov hos kunden og derefter drive salget i mål, forekommer så sjældent, at det ikke lønner sig at basere sin salgsstrategi på den.

## B2B og den komplekse beslutningsproces

Martyn Lewis’ bog omhandler forretningstransaktioner mellem virksomheder, og han indleder med at konstatere, at det simple køb (en enkelt beslutningstager) er et uddødt fænomen. Langt de fleste ikke-trivielle købsbeslutninger involverer flere og flere mennesker, hvor nogle kan sige nej, nogle nikke og nogle godkende. I købsprocessen og -beslutningen lægger de involverede parter vægt på forskellige forhold og har behov for forskellige informationer.

Forfatteren konstaterer også, at virksomheder køber forskelligt og af forskellige årsager. Derfor foreslår han, at man dropper sine forestillinger om at kunne følge en salgsproces, og i stedet udvikler en metode til at afkode kundens købsproces og facilitere den.

Til det formål opstiller Martyn Lewis, hvad han kalder The Customer Buying Journey DNA, der indeholder seks elementer.

![](https://hpbech.com/wp-content/uploads/Customer-Buying-Journey-DNA.png)Illustration baseret på Martyn R. Lewis’ bog med titlen “How Customers Buy…And Why They Don’t: Mapping and Managing the Buying Journey DNA”, kapitel 3.

1. Hvad igangsætter en købsproces (Triggers)
2. Hvilke faser gennemløber købsprocessen (Steps)
3. Hvem er involveret i beslutningen (Key Players)
4. Hvilken måde gennemføres købet på (Buying Style)
5. Hvad forventer køber(ne) af få ud af det (Value Drivers)
6. Hvilke forhold holder købet tilbage (Buying Concerns)

Herefter følger et kapitel for hvert af de seks elementer.

I kapitlet om triggers introduceres tre overordnede motiver til at købe:

1. Erstatning (substitution)
2. Udvidelse (augmentation)
3. Forandring (disruption)

Opdelingen beskriver, hvorledes kunden selv ser sit projekt. Det er muligt, at det kan lykkes at overbevise kunden om, at hun i stedet for at anskue sit projekt som erstatning eller en udvidelse skal anskue det som en forandring. Det er den filosofi [The Challenger Sales](https://tbkconsult.com/the-challenger-sale-how-to-take-control-of-the-customer-conversation/) forfølger. Jeg er helt med på princippet om at udfordre sin kunder med de indsigter, man har fra lignende sager, men i forlængelse af en dansk tradition, tror jeg man kommer længst med at anvende det Kierkegaardske princip:

> At man, naar det i Sandhed skal lykkes En at føre et Menneske hen til et bestemt Sted, først og fremmest maa passe paa at finde ham der, hvor han er, og begynde der.
> 
> Søren Kierkegaard, 1859

## 4Q Model Quadrants

I kapitel 7, der uddyber kundens Buying Style, introduceres 4Q Modellen, der igen kan fortælle sælger, hvordan køber opfatter situationen.

![](https://hpbech.com/wp-content/uploads/4Q-model-quadrants.png)Illustration baseret på Martyn R. Lewis’ bog med titlen “How Customers Buy…And Why They Don’t: Mapping and Managing the Buying Journey DNA”, kapitel 7.Modellen minder meget om David Maisters [fire typer konsulentbistand](https://www.hpbech.com/the-four-types-of-consulting/), som jeg også benytter i min bog [Management Consulting Essentials](https://www.hpbech.dk/boger/management-consulting-essentials/). Den ene dimension består i, om kunden opfatter, at hun har et problem, som hun ikke kender løsningen på, eller om hun udemærket ved, hvad hun vil have. Den anden dimension består i, om der er en grund til at vurdere alternative leverandøroptioner, eller om tid og energi er bedre brugt på at drøfte alternative løsningsoptioner med én enkelt leverandør. Kundens opfattelse er bestemmende for, hvordan man som sælger bedst muligt vurderer, om man har den samlet set bedste løsning, og hvordan man i så fald hjælper kunden med at beslutte sig.

Bogens første del afsluttes med en række meget detaljerede case studies, og det er ment positivt. Her kommer vi i dybden med en række ret komplekse købsscenarier, der dels illustrerer, hvordan sælgerne går forkert i byen med deres antagelser om de overordnede mål, hvordan de misforstår deltagernes roller, og hvorfor kunderne ikke køber ind på de ellers meget åbenlyse fordele og værdier.

## Udvikling af en ny afsætningsstrategi

Bogens anden del forklarer hvordan den nye købscentrerede tilgang kan omsættes til en afsætningsstrategi.

Erkendelsen af, at salg er en facilitering af kundernes købsproces, ændrer jo ikke på det forhold, at alle virksomheder har behov for at opstille omsætningsbudgetter og iværksætte aktiviteter, der skal sikre, at de bliver indfriet. Bogens andel del er derfor viet til anvendelsen af den nye indsigt og skal hjælpe læseren med at udforme en ekspansiv go-to-market strategi.

Den store åbenbaring, der også er på linje med David Maisters anbefaling, er at fokusere på kunder *med en ud af de fire købsstile*, som er beskrevet i 4Q diagrammet. Til det formål definerer Martyn R. Lewis begrebet Macro Buying Journey, som en fællesnævner for hvordan dine ideelle kunder køber den slags produkter og ydelser, som du tilbyder.

Han introducerer et ekstra led i AIDA-modellen (Awareness, Interest, Desire, Action) som nu bliver til:

1. Awareness
2. Interest
3. Commitment
4. Acquisition
5. Adoption

Når han sammenligner den energi og de ressourcer som henholdsvis sælger og køber anvender på de fem faser, kommer han frem til denne fordeling:

![](https://hpbech.com/wp-content/uploads/Seller-and-buyer-effort.png)Forfatteren forklarer, at kunderne udemærket forstår, hvilke fordele og værdier forskellige typer produkter kan give, men da udbuddet af muligheder er så stort, skal der bruges megen energi på at overbevise organisation og ledelse om hvilke projekter, der skal nyde fremme. Sælgerne undervurderer systematisk denne fase, der ikke indebærer en vurdering af leverandører og enkeltprodukter, men udelukkende omfatter hvilke forretningsprojekter, der skal investeres i. Det er på dette sted, de fleste projekter mister momentum og løber ud i sandet. Ikke fordi dit produkt ikke giver værdi, men fordi der er andre projekter, der vinder ledelsens og organisationens opmærksomhed.

Tredje og sidste del af bogen beskriver, hvordan den taktiske implementering af den købscentrerede afsætningsstrategi gribes an.

![](https://hpbech.com/wp-content/uploads/How-customers-buy-and-why-the-dont.jpg)

**Titel**: [How Customers Buy… & Why They Don’t. Mapping and Managing the Buying Journey](https://www.amazon.com/How-Customers-Buy-They-Dont/dp/1635765145)

**Forfatter**: [Martyn R. Lewis](https://www.linkedin.com/in/martynlewis/)

**Antal sider**: 352

**Udgivelsesdato**: 15. august 2018

**Pris**: $9.99 plus moms (Kindle)

**Anmeldelser**: Bogen har få men gode læseranmeldelser på Amazon.

**Categories:** Book reviews, Strategy, Uncategorized

**Tags:** biznes, revenue generation

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### [Digital Asset Management (DAM) – made in Norway](https://hpbech.com/da/digital-asset-management-dam-made-in-norway/)

**Published:** March 17, 2020
**Author:** Hans Peter Bech

**Excerpt:** Behovene for en bedre håndtering af digitale aktiver viste sig at være universelle, og den nødvendige software var stort set den samme på tværs af lande og brancher.

**Content:**

> *Markedet for Digital Asset Management (DAM) software vokser meget stærkt. Med forventede dobbeltcifrede vækstrater vil kunderne bruge næsten 6 mia. USD på den type software alene i 2022. Med skiftet fra forudbetalte licenser til cloud-baseret Software-as-a-Service betalt på abonnementsbasis, er DAM derfor et af de hurtigst voksende markeder i software-industrien.*

Jeg tilstår, at jeg var nødt til at slå navnet [FotoWare](https://www.fotoware.com) op, da jeg modtog beskeden fra [Truls Starckjohann](https://www.linkedin.com/in/truls-starckjohann-01b0521/). Han havde læst min bog, *[Building Successful Partner Channels](https://www.hpbech.dk/boger/building-successful-partner-channels/)*, og ville diskutere, hvordan de kunne forbedre arbejdet med deres forhandlere for at øge markedsandele, omsætning og indtjening.

Den type forespørgsler får jeg regelmæssigt og har vænnet mig til, at der ikke er nogen sammenhæng mellem geografisk placering og softwares oprindelse. I følge populær opfattelse er [Silicon Valley](https://www.hpbech.dk/ivaerksaetteri-i-og-langt-fra-silicon-valley/) det sted, hvor software vokser, ligesom Tahiti er det sted, hvorfra vi får vanilje. Diamanter er fra Sydafrika, og uld kommer fra Shetland. Silicon Valley er nok hjemsted for nogle af [de helt store globale bands](https://www.hpbech.dk/danmark-disrupted-tro-hab-og-tech-giganter/), som vi alle kender (Google, Apple og Facebook), men software, og især forretningssoftware, kommer fra alle hjørner af jordkloden.

![](https://hpbech.com/wp-content/uploads/Fotoware.png)Efter at have aflagt et besøg på firmaets kontaktside, så jeg, at FotoWare kommer fra Oslo i Norge. Derefter blev min nysgerrighed straks vakt. Jeg holder meget af Norge (de har bjerge!), og Oslo er et sted, jeg elsker at besøge, også fordi det kun er cirka en times flyvning fra København. Men jeg var lige så fascineret af den internationale bredde af deres kundebase, herunder nogle meget prestigefyldte navne (Det Hvide Hus, Financial Times, Hamburg Polizei og Marks & Spencer). Jeg skal forestille at være specialist i softwareindustrien, og her var så et firma i mit nabolag med en imponerende global tilstedeværelse, som jeg aldrig havde aldrig hørt om.

## En billedredaktør bliver udfordret

![](https://hpbech.com/wp-content/uploads/Aftenposten.jpg)

FotoWare blev startet i midten af 1990’erne af Ole Christian Frenning og Anders Bergman. Ole Christian, tidligere professionel fotograf, var billedredaktør på den norske avis, Aftenposten. Billeder blev i stigende grad født digitale, og Ole så muligheden for at bruge IT til at gøre sit job mere behageligt og produktivt. FotoWare startede som et internt projekt hos Aftenposten. Det viste sig imidlertid hurtigt, at enhver medievirksomhed i verden kunne drage fordel af løsningen. Anders, leder af udvikling hos Hasselblad Electronic Imaging, havde også kontakterne til andre potentielle kunder indenfor professionel billedbehandling. Resultatet af deres samarbejde gjorde dem til banebrydere inden for Digital Asset Management, endnu før det udtryk var opfundet.

Behovene for en bedre håndtering af digitale aktiver viste sig at være universelle, og den nødvendige software var stort set den samme på tværs af lande og brancher. Softwaren krydsede grænser meget let, og den globale kundebase voksede i overensstemmelse hermed. I dag har FotoWare mere end 250.000 brugere og mere end 4.000 erhvervskunder i 34 lande.

## Hvorfor mig og hvorfor nu?

![](https://hpbech.com/wp-content/uploads/Anne-Gretland-500.png)Anne Gretland, CEO at FotoWare AS

> *“Der er tre hovedårsager til, at vi er nødt til at revidere vores go-to-market-strategi nu,”* forklarer [Anne Gretland](https://www.linkedin.com/in/anne-gretland-304846/), CEO hos FotoWare*. “Den første grund er, at Digital Asset Management er blevet noget, som alle virksomheder har brug for. Ligesom de har brug for CRM og ERP. Den anden grund er, at skiftet fra on-premise-software til det cloud-baserede software-as-a-Service leveringsformat ændrer vilkårerne for hele vores branche. Den tredje grund er GDPR. Ingen vil risikere at skulle betale enorme bøder for at overtræde lovgivningen i forbindelse med brug af billeder. Alt i alt eksploderer markedet lige nu, og vi har de produkter, som markedet efterspørger. Vi er nødt til at sikre, at vi også har distributionskapaciteten på plads, så vi kan få vores fair share af markedet.”*

Når man læser rapporterne fra brancheanalytikerne ser det faktisk ud til, at Anne Gretlands forudsigelser er spot on. Markedet for DAM-systemer forventes at vokse med dobbeltcifrede procentsatser i de kommende år. Hvis denne vækst sker samtidig med, at SaaS-formatet erstatter de forudbetalte licenser, vil stigningen i antallet af nye kunder være intet mindre end fænomenalt. Vi oplever med stor sandsynlighed et potentiale, der matcher situationen på ERP-markedet i årene op til årtusindskiftet.

Da jeg dykker lidt dybere ned i DAM-verdenen, bliver jeg klar over, at selv min egen lille forlags- og konsulentvirksomhed har brug for hjælp. Vi har tusindvis af medie- og billedfiler spredt over adskillige mapper og filsystemer. Nogle er på Dropbox, nogle på OneDrive og andre på iCloud. Vi har ingen styr på, hvor vi har brugt hvilken fil, hvor mange variationer af den samme fil, der findes, hvis en nyere version er tilgængelig, om vi har samtykke fra de personer, der optræder på billeder, og hvilke publiceringsrettigheder vi har til den enkelte fil. Som en konsekvens heraf blev vi for nylig kontaktet af et mediebureau, der beskyldte os for at krænke en af deres klienters rettigheder. Vi havde brugt et billede, som vi ikke havde erhvervet brugsret til. Det er temmelig pinligt, når man selv driver forlag og publiceringsvirksomhed.

Vi undskyldte og betalte.

![](https://hpbech.com/wp-content/uploads/Friendly-thief.png)

Medietyveri er et stigende problem. Det er let at finde billeder på Google, men du har ikke ret til at anvende de fleste af dem, medmindre du køber brugsretten hos indehaveren. Takket være forbedringer i billedgenkendelsesteknologien hjælper agenturer, der er specialiseret i at afsløre og retsforfølge tyveri, ejerne med at beskytte og få betaling for deres arbejde.

Derfor er jeg enig med Anne Gretland. Alle virksomheder har brug for et DAM-system. Ikke kun fordi vi bruger alt for meget tid på at søge efter mediefiler og erstatte dem med opdaterede versioner, men også for at holde vores sti helt ren.

## De samme filetyper, men varierende behov

Når man studere FotoWares casestories, bliver det tydeligt, at brugersituationerne adskiller sig væsentligt på tværs af brancher og med organisationens størrelse og art.

En avis skal administrere enorme historiske arkiver såvel som store mængder af nye billeder, samtidigt med at de arbejder under meget stramme tidsfrister. En detailhandel skal bruge billeder til forskellige kommunikationskanaler (såsom det ugentlige trykte reklameavis, webshoppen, salgsfremmende kampagner i butikkerne osv.), og billederne kommer fra alle typer kilder. Et multinationalt selskab skal sikre, at retningslinjerne for virksomhedens brandidentitet overholdes på tværs af grænserne. En politimyndighed skal hurtigt kunne dele mediefiler til retsmedicinske og efterforskningsmæssige formål samt have omhyggelig kontrol med, hvilke filer der skal bruges, når de præsenterer sagerne ved domstolene.

DAM-funktionaliteten er i det væsentlige den samme, men prioriteterne ændres i henhold til brugeren. Det er gefundenes fressen for en softwarevirksomhed, fordi det betyder, at den samme applikation kan bruges på tværs af alle brancher. Men det udgør også en markedskommunikationsudfordring. Kunder ønsker generelt referencer fra deres branche-kolleger og er tilbageholdende med at acceptere brugerhistorier fra andre brancher, som de ikke fuldt ud har indsigt i og forstår.

## DAM-as-a-platform

Når jeg læser casestudiet fra [Medialogix](https://medialogix.co.uk/), en britisk FotoWare-forhandler, om brugen af FotoWare i sundhedsvæsenet, bliver fordelene ved at bruge DAM som platform med et veldokumenteret API tydeliggjort.

![](https://hpbech.com/wp-content/uploads/Doctor.png)

The National Health Service i Wolverhampton bruger klinisk fotografering på hospitalets afdelinger, operationsstuer, klinikker og ambulatorier til at overvåge og vurdere patientens tilstand, hjælpe ved planlægning af behandlingen og producere undervisningsmateriale til personale og studerende. En stor del af fotooptagelserne finder imidlertid sted udenfor hospitalet, typisk i patientens hjem, og det viste sig at være forbundet med store logistiske udfordringer.

Medialogix udviklede en[ Clinical Uploader-app](https://medialogix.co.uk/healthcare-medical/) til at løse problemerne.

> *“The easy to use App provides end-to-end control of the photographic procedure with full auditing, assurance of correct patient identification and consent and a secure transfer process to improve your workflow and minimise governance risks within your organisation.”*

The Clinical Uploader-app er et glimrende eksempel på, hvordan forhandlere kan opbygge en forretning oven på FotoWare-platformen.

![](https://hpbech.com/wp-content/uploads/Truls-Starckjohann.jpg)Truls Starckjohann, Partner lead at FotoWare

> *“Behovet for bedre håndtering af digitale billedfiler findes overalt,”* understreger [Truls Starckjohann](https://www.linkedin.com/in/truls-starckjohann-01b0521/)*. “Specifikationerne kan dog variere væsentligt på tværs af brancher. Det er vores partneres opgave at forstå den enkelte kundes situation og designe en løsning, der opfylder kravene. At tilføje dette lag af tilpasning og hjælpe med implementeringen er en attraktiv forretningsmulighed for vores partnere.”*

## FotoWare i praksis

Efter at være kommet hjem fra Oslo, tegnede jeg abonnement på FotoWare. Efter en times webinar med Customer Engagement Manager, [John-Fredrik Engeland](https://www.linkedin.com/in/jengeland/), var jeg klar til at begynde at migrere vores mange billedbiblioteker til skyen. At flytte alle billeder fra et sted til et andet og tagge dem til brug for fremtidige søgninger kan virke som en skræmmende opgave. Det er som at spise en elefant eller bestige Mount Everest, så jeg besluttede at gribe det an på samme måde. I etaper og mindre bidder.

![](https://hpbech.com/wp-content/uploads/Fotoware-overview.png)

Ved at udnytte rejse- og ventetid mellem andre opgaver lykkedes det mig at få de fleste filer migreret på 30 dage. Alle nye billeder går nu direkte ind i FotoWare. De resterende filer migreres, når jeg støder på dem. Det kan tage resten af året at blive fuldt konverteret, men jeg kan allerede nu høste fordelene.

Med FotoWare kan jeg finde et hvilket som helst billede på et splitsekund, beskære, ændre størrelse på det og downloade det til det dokument, jeg arbejder på (f.eks. denne artikel). Jeg kan finde alle billeder, der bruges i en bestemt publikation, alle billeder fra en bestemt kilde og om ethvert emne.

Den fejl, vi begik ved at bruge et billede, som vi ikke havde rettighederne til, kommer vi ikke til at gentage.

FotoWare rocks!

**Categories:** Globalisation, Strategy

**Tags:** international business

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### [Er prisen for indsatsen mod Coronaen for høj?](https://hpbech.com/da/er-prisen-for-indsatsen-mod-coronaen-for-hoej/)

**Published:** March 24, 2020
**Author:** Hans Peter Bech

**Excerpt:** At bruge 300 milliarder, når samfundsøkonomien går i stå, giver god mening. At gøre det samme, når det buldrer derudaf, giver ikke god mening.

**Content:**

---

> *At bruge 300 milliarder, når samfundsøkonomien går i stå, giver god mening. At gøre det samme, når det buldrer derudaf, giver ikke god mening.*

---

COVID-19 er i blandt os og vil kræve menneskeliv.

I yderpunkterne er der to strategier, man i den sammenhæng kan vælge at følge.

1. **Den røde strategi:** Gøre ingenting og acceptere at der dør nogle flere. Samfundet kører videre, produktionen fortsætter og folk arbejder, som de plejer. For langt de fleste af os er det business as usual, og Folketinget behøver ikke at finde på hjælpepakker, der koster kassen.
2. **Den blå strategi:** Gribe kraftigt ind for at begrænse smitten. Samfundet går delvis i stå og mange mister deres job, mens andre mister grundlaget for deres virksomhed. Folketinget må i al hast etablere hjælpepakker, der holder hånden under lønmodtagere og virksomheder. Vi taler om trecifrede milliardbeløb. I tillæg bliver uvisheden om fremtiden stor.

![](https://hpbech.com/wp-content/uploads/Corona.png)## Den røde strategi

Hvis vi ikke gør noget (den røde kurve) vil Coronaen smitte så mange, at sundhedssystemets kapacitet overskrides, og der vil ikke alene dø mange på grund af denne sygdom, men også mange andre, der fejler noget helt andet, men ikke kan behandles på grund af manglende kapacitet. I det røde scenarie kunne samfundet i teorien køre videre, mens man overlod det til læger og sygeplejersker at arbejde til de segnede eller selv blev smittet, samtidigt med at de fra time til time skulle afgøre hvem, der skulle leve eller dø.

Med indgriben vil mellem i størrelsesordenen 1.680 og 5.600 danskere [ifølge Sundhedsstyrelsen](https://www.sst.dk/-/media/Udgivelser/2020/Corona/Strategi-for-COVID-19.ashx?la=da&hash=067BF6AF0A95D88B3E0A329ABB3C8935E12DDDFF) dø som følge af coronaen. Uden indgriben væsentlig flere. Hvor mange ved vi ikke.

## Den blå strategi

I Danmark har regeringen med støtte fra alle partier i Folketinget valgt den blå strategi. En beslutning, der på trods af de meget store omkostninger den medfører, indtil videre tilsyneladende nyder bred opbakning i befolkningen.

![](https://hpbech.com/wp-content/uploads/Folketinget.png)

I den forløbne uge har et enigt Folketing så vedtaget en række støttepakker, der skal hjælpe flest mulige til fortsat at kunne betale deres regninger og holde deres forretninger og tilværelse kørende. “Regningen” kan godt løbe op i [nogle hundrede milliarder kroner](https://www.berlingske.dk/oekonomi/topoekonomer-i-opgoer-med-regeringens-hjaelpepakker-der-skal-300-mia.?referrer=RSS), og fredag den 20. marts bragte Berlingske Tidende en [artikel](https://www.berlingske.dk/kommentarer/foelg-regnestykket-et-enkelt-coronamenneskeliv-koster-det-samme-som-et), hvor forfatteren stiller spørgsmål ved, om det nu også er en fornuftig måde at bruge pengene på.

Efter en del regnegymnastik når forfatteren frem, at den røde strategi ville koste 100 normalliv (de fleste, der dør er COVID-19 er gamle og svagelige og får derfor kun deres liv forlænget med få år eller måneder). At bruge for eksempel 300 milliarder på at redde 100 normalliv giver 3 milliarder per styk eller det samme, som det koster at bygge et stort sygehus. Kunne vi ikke redde mange flere ved at bruge pengene andeledes?

## Nationaløkonomi og realpolitik 

Den type regnestykker hviler på en forestilling om, at der ligger 300 milliarder i en kasse, og at vi kan frit vælge, hvornår og hvad vi vil bruge dem til. Men virksomheds- og husholdningsøkonomi er ikke det samme som nationaløkonomi.

![](https://hpbech.com/wp-content/uploads/glasdoer.jpg)

Hvis vi undlod at gribe ind (og forudsatte at samfundsøkonomien ville holde kadencen), ville vi ikke have 300 milliarder, som vi kunne investere i sundhedsystemet eller andre offentlige tiltag. Der ville ikke kunne samles et politisk flertal for at lave en så stor udvidelse af de offentlige budgetter. I en situation med fuld damp på samfundsøkonomien ville ingen økonomer anbefale en så massiv optrapning af det offentlige forbrug med efterfølgende optagelse af statslån eller stigning i skatterne.

Når økonomien udsættes for et chock, som Corona-indgrebene udgør, er der derimod bred politisk opbakning til at holde hånden under virksomheder og husholdninger, så de værste konsekvenser af opbremsningen i de økonomiske aktiviteter afbødes. De tiltag kan godt koste op mod 300 milliarder, der jo skal hentes et sted og senere lægges tilbage igen, men det er der politisk vilje til, fordi det skal modvirke en komplet nedfrysning af økonomien.

*At bruge 300 milliarder, når samfundsøkonomien går i stå, giver god mening. At gøre det samme, når den buldrer derudaf, gør ikke.*

En mindre reallokering kan finde sted, når vi drøfter den årlige finanslov og de øvrige offentlige budgetter for kommuner og regioner. Her kan vi godt flytte nogle få milliarder fra for eksempel erhvervstøtte til sundhedsvæsenet. Vi kan også sætte skatterne op og øge det offentlige forbrug på bekostning af det private. Men det kræver et politisk flertal og her bliver det betydeligt sværere at nå til enighed.

## Lad seddelpressen køre

*Hvor kommer de 300 milliarder fra? De var der ikke for få uger siden, og nu er de der pludselig.*

Det er et af de punkter, hvor nationaløkonomi og virksomhedsøkonomi adskiller sig meget fra hinanden.

![](https://hpbech.com/wp-content/uploads/danske_pengesedler.jpg)

I nationalbankens kælder havde de i gamle dage en seddelpresse (i dag trykkes sedlerne i Frankrig). Her kunne der trykkes penge og prisen ved at fremstille en hundredkroneseddel var langt lavere, end hvad man kunne købe for den ude i samfundet. Sådan er det fortsat, selvom penge nu langt overvejende er nogle tal på en computer. Det offentlige kan “trykke” penge, og i en situation, hvor samfundsøkonomien kører langt under sin kapacitetsgrænse, giver det rigtig god mening at gøre det.

Staten kan også vælge at optage et lån (udstede statsobligationer) og med den soliditet vores økonomi havde ved indgangen til Coronakrisen, vil der være långivere nok. Staten opsuger passiv likviditet og pumper det ud til befolkningen, der kan fortsætte med betale deres regninger og opretholde deres forbrug. Når krisen er overstået betales lånet løbende tilbage.

*Men går det så ikke ud over rådighedsrammen, når lånet skal tilbagebetales?*

Jo, men det ændrer ikke ved udgangsproblematikken. Når det går godt, kan vi ikke lade seddelpressen køre og optage lån, men når det går skidt, kan vi godt.

Sjovt nok vil den blå strategi øge sandsyndligheden for, at der kan bygges nye sygehuse. Går bygge- og anlægsbranchen i knæ efter Corona-krisen, vil der være politisk velvilje til igangsætte offentlige projekter, herunder hospitalsbyggeri. Hvis den røde strategi kunne holde samfundsøkonomien i gang, ville der ikke være den samme velvilje.

## Kynisme eller rationel ingeniørlogik

Artiklens forfatter understreger, at han ikke er kynisk. Det handler alene om valget mellem smør og kanoner (jo mere smør til folket desto færre kanoner til militæret).

Når det røde scenarie er uacceptabelt for langt de fleste, så skyldes det en uvilje mod at skulle opleve italienske tilstande. En uvilje mod at medborgere ikke kan få behandling, når de har behov for det. En uvilje mod at vælte hele problemet over på læger og sygeplejersker, hvor de oveni en umenneskelig arbejdsindsats også skal være dommere over liv og død. Argumentet om, at denne type domme traf de jo også før COVID-19, skyder helt ved siden af. Der er fundamental forskel på i ny og næ at skulle afveje indsats mod resultat, og så skulle gøre det flere gange om dagen med døden til følge.

![](https://hpbech.com/wp-content/uploads/iStock-970639626.jpg)iStock Foto

Uviljen skyldes også, at der er en stor risiko for, at det røde scenarie alligevel fører til en nedsmeltning af økonomien. De lande, vi handler mest med, griber ind, og det påvirker dansk økonomi. Mange ville, når de døde blev kørt ud af de store byer i militærets lastbiler melde sig syge og gå i selvvalgt isolation. Det røde scenarie ville føre til stor utryghed og en voldsomt ophedet offentlig debat, som ingen politikere har lyst til at tage. Mange virksomheder vil ikke kunne forsvare at køre videre, som intet var hændt og ville frivilligt lukke ned. Eller de ville miste kunder og måtte lukke ned.

## Succesens udfordring

Jeg bakker op om den blå strategi og håber, at den bliver så succesfuld, at vi undgår det massive pres på sundhedsvæsenet og får så få dødsfald som muligt. Gør vi det, og for eksempel kun udnytter halvdelen af den kapacitet, der er aktiveret, vil regeringen blive kritisere for at at have grebet for kraftigt ind. Hvis katastrofen udebliver vil indgrebene blive vurderet til at have været alt for voldsomme.

Det bedste udfald for regeringen og Folketinget, der har bakket op om politikken, er faktisk hvis vi lige strejfer kapacitetsgrænsen. Er det ikke besynderligt, at vi vil have så svært ved at fejre en succes?

Lad mig slutte med en lille video. Den er på tysk men forklarer så fortrinligt, hvorfor de indgreb, regeringer over hele verden nu tyer til, er påkrævede og ikke kommer et øjeblik for tidligt.

Vil du vide endnu mere om overvejelserne bag de strategivalg, som vores politikere står overfor, så kan du [læse denne artikel](https://medium.com/@tomaspueyo/coronavirus-the-hammer-and-the-dance-be9337092b56).

**Categories:** Globalisation, Politics, Society, Uncategorized

**Tags:** Politics and Economics

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### [Kina overhaler USA som det største marked](https://hpbech.com/da/kina-overhaler-usa-som-det-stoerste-marked/)

**Published:** April 7, 2020
**Author:** Hans Peter Bech

**Excerpt:** De årlige rapport fra TBK Consult, der viser den relative efterspørgsel efter informationsteknologi i hvert af de 229 lande i verden, bekræfter, at Kina nu har overhalet USA som det største marked.

**Content:**

---

> *De årlige rapport fra TBK Consult, der viser den relative efterspørgsel efter informationsteknologi i hvert af de 229 lande i verden, bekræfter, at Kina nu har overhalet USA som det største marked.*

---

COVID-19-pandemien ændrer dagsordenen for de fleste virksomheder i alle lande, og det er usikkert, hvordan verden vil se ud på den anden side.

 [2020-udgaven af rapporten fra TBK Consult](https://tbkconsult.com/product/global-demand-is-still-heading-east-the-bech-index-2020/) er baseret på CIA’s skøn over nationalregnskabstal for 2019 og afspejler derfor *ikke* virkningen af COVID-19-pandemien. Virussen hæmmer uden tvivl en betydelig del af den forventede økonomiske vækst i de fleste lande, men den påvirker muligvis ikke den samlede fordeling af den industrielle efterspørgsel. Vi ved det ikke med sikkerhed, før vi ser tallene i 2021.

> *Alt, der er forbundet med fjernarbejde og virtuelt samarbejde og møder, vil opleve en stigning i efterspørgsel. Mange oplever fordelene ved at droppe pendling og rejser, og ser det positive ved at arbejde hjemmefra. De vil blive fortrolige med de nødvendige værktøjer. Virksomhedsejere og ledere vil sætte pris på fordelene ved det reducerede behov for fysiske lokaler, og de vil opdage, at det meste af deres personale faktisk godt kan holde styr på sig selv. Lukning af skoler og andre uddannelsesinstitutioner vil fremskynde implementeringen af e-læringsløsninger. På den anden side af pandemien vil vi have en befolkning af lærere og studerende, som alle har praktisk erfaring med disse værktøjer. Jeg vil blive overrasket, hvis det ikke har en positiv indflydelse på efterspørgslen efter e-læringsplatforme.*

 TBK Consult beregner og offentliggør BECH-indekset årligt som et hjælpeværktøj til virksomheder, der arbejder med international ekspansion.

![](https://hpbech.com/wp-content/uploads/BECH-2020-global-overview.png)BECH-indekset for et land afspejler landets efterspørgselskapacitet og afspejler således også andelen af den globale efterspørgsel efter informationsteknologirelaterede produkter og tjenester.

## Efterspørgsel bevæger sig østover

Nord- og Sydamerika har oplevet et fald på 15 procent i perioden 2014-2020.

Efterspørgslen fra Central- og Sydamerika falder igen i 2020 rapporten, og faldet i efterspørgsel fra Nordamerika resulterer i et nettotab på 1,52 procent for området.

Den Europæiske Union har mistet 11 procent af den globale efterspørgsel i samme periode, og efter en svag stigning i 2018 fortsætter faldet i 2020. Rusland, det sjette største marked, har mistet 13,79 procent siden 2014. Tabet i 2020 er 2,18 procent.

Nordamerika og Europa er fortsat meget interessante områder med nogle af de største markeder i verden, og på grund af stigende lønomkostninger og offentlige udgifter er der et voksende behov for IT til analyse og proces- og omkostningsoptimeringer.

![](https://hpbech.com/wp-content/uploads/BECH-2020-top-25-1.png)Mellemøstens andel af den globale efterspørgsel er faldet kontinuerligt siden 2017, og regionen har mistet 3,65 procent på fire år. Fremtidig vækst i Mellemøsten kræver en omstrukturering væk fra afhængigheden af ​​olie og gas og en generel liberalisering af økonomien. Jeg er fortsat skeptisk over, om de får succes med en sådan transformation og forudsiger et fortsat fald i regionen.

Kina fortsatte sin vækst og er med en vækst på 7,69 procent fra 2019 til 2020 blevet det største marked for informationsteknologi i verden og skubber dermed USA ned på andenpladsen.

For 2020 steg Asien og Stillehavsområdets andel af den globale efterspørgsel som helhed med 2,33 procent. Det mest fremtrædende vækstområde er Indien med en stigning på 34 procent i perioden 2014-2019. Fra 2019 til 2020 faldt imidlertid Indias andel af verdensefterspørgslen 1,57 procent.

Du kan købe rapporten (€4,99 plus moms) her ved at [klikke her](https://payhip.com/b/hB9q).

**Categories:** Globalisation, Society

**Tags:** fixion_en, Politics and Economics

---

### [Når du har et super produkt og kun en lille pose penge](https://hpbech.com/da/naar-du-har-et-super-produkt-og-kun-en-lille-pose-penge/)

**Published:** August 15, 2023
**Author:** Hans Peter Bech

**Excerpt:** Hvordan klarer små danske virksomheder sig i den internationale konkurrence? Godt! Faktisk er vi verdens mest konkurrencedygtige nation.

**Content:**

Hvordan klarer små danske virksomheder sig i den internationale konkurrence?

Godt.

Faktisk er vi verdens mest konkurrencedygtige nation.

 [![](https://hpbech.com/wp-content/uploads/Most-competivie-nation-686x800.jpeg)](https://www.statista.com/chart/30231/the-worlds-most-competitive-economies/)Jeg har i det meste af min karriere enten bearbejdet det danske marked for udenlandske virksomheder eller det globale marked for danske. Mest spændende er så afgjort det sidste. Det var ved lidt af en tilfældighed, at jeg kom i gang med det.

## Fuldmægtig i Arbejdsministeriet

En telefonopringning i juli 1979 ændrede mit liv.

På det tidspunkt var jeg fuldmægtig i Arbejdsministeriet under Svend Auken og med til at løse landets daværende store økonomiske problemer, mens jeg i stille stunder overvejede hvilken kontorchefstilling, jeg skulle tage sigte efter.

 [![](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-2-533x400.png)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-2.png)Opringningen på denne varme sommerdag kom fra min storebror, der ville have mig med på et [hospitalsprojekt i Saudi-Arabien](https://www.hpbech.dk/boger/balladen-i-mekka/). Jeg fik fri og tog af sted. Seks måneder senere sagde jeg jobbet i ministeriet op og startede som salestrainee i et stort amerikansk computerfirma. Det havde jeg aldrig gjort, hvis ikke det havde været for den tur til Mellemøsten. Det kan du læse meget mere om i min seneste roman *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*.

Til jobbet som salestrainee var jeg komplet forudsætningsløs. Helt blank. Det eneste jeg havde med mig var mit gode humør og lysten til at lære noget nyt. Tiden skulle vise, at det faktisk var tilstrækkeligt.

I seks år solgte jeg [amerikanske computere og software i Danmark](https://www.hpbech.dk/2019/06/04/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/), da jeg fik en opringning fra en nystartet dansk virksomhed, der ville erobre verdensmarkedet. I foråret 1986 skiftede jeg en lovende karriere i det amerikanske firma ud med stillingen som salgs -og marketingdirektør i [et lille dansk startup](https://tbkconsult.com/going-global-on-a-shoestring/), der holdt til i et skur i Frihavnen.

Herefter rejste jeg så verden tynd for at sælge danske IT-produkter kulminerende med, at jeg i [boede tre år i Stuttgart](https://www.hpbech.dk/2020/02/25/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/) og stod for Damgaard Datas aktiviteter på de tysktalende markeder. Efter at den sidste faste månedsløn gik ind på kontoen i juli 2001, startede jeg som selvstændig konsulent med at hjælpe softwarefirmaer overalt på kloden med også at erobre verdensmarket.

Så hvad har over 40 år med international forretning lært mig?

## Det er værdien – ikke produkterne

 [![](https://hpbech.com/wp-content/uploads/cropped-Control-Data-1.png)](https://hpbech.com/wp-content/uploads/cropped-Control-Data-1.png)Under uddannelsen i det amerikanske firma, som skulle få os til at forstå, hvor avancerede produkterne var, gik det op for mig, at det var de ikke. De havde været det, men konkurrenterne havde indhentet og overhalet os. I hvert fald på en række centrale områder.

Den teknologiske udvikling gjorde, at føretrøjen hele tiden skiftede leverandørerne imellem, og at der konstant dukkede nye konkurrenter op.

Derfor forsøgte jeg i stedet at forstå, hvad kunderne skulle bruge produkterne til. Hvad ønskede de at opnå, og hvad ville de undgå?

På opnå-siden var der altid nogle operationelle forhold, som skulle forbedres, og her var det ikke hardwaren men softwaren og vores systemkonsulenter, der løste opgaven.

På undgå-siden var det frygten for at vælge forkert, og for at projektet skulle fejle, tage længere tid end planlagt, koste mere end budgetteret og blive ramt af udfald.

 [![](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)Kunne jeg anvise en fornuftig løsning på forretningsopgaven, sandsynliggøre at risikoen var lav og anskueliggøre, at vi stod klar og kunne hjælpe, hvis noget gik galt, så var mine muligheder for at vinde projektet langt større, end hvis jeg forsøgte at forklare mit produkts fortræffeligheder.

Endvidere lærte jeg, at når virksomheder skal beslutte anskaffelser over en vis størrelse, så skal der udarbejdes en business case, som skal godkendes af direktionen eller sågar bestyrelsen. På det plan tæller risikominimeringen oftest højere end noget andet.

Jeg lærte at værdi er projekt- og kundespecifikt. Vores marketingfolk formulerer nogle generelle værdipositioneringer, men når det drejer sig om større projekter, skal det udtrykkes i forhold til den specifikke problemstilling og de mennesker, der skal anbefale, træffe og godkende beslutningen.
Det er som afsætningsansvarlig vigtigere at kunne forstå sine kunders udfordringer end at kende detaljerne i sit eget produkt. Det skal man så til gengæld have nogle i sin stab, der kan på fingrene.

## Det er nemmere at sælge et konkurrencedygtigt produkt

Overskriften lyder måske banal, men er det ikke. I IT-branchen kan du nemt opleve, at ledelsen i dit firma ikke ser kommende tendenser i markedet, før det er for sent. Kunderne skifter ikke nødvendigvis ud fra den ene dag til den anden, men det bliver sværere og sværere at få nye.

Det skete i det ene amerikanske firma, og mens vi ude fra fronten klagede vores nød over manglen på konkurrencedygtige produkter, blev vi i stedet sendt på salgskurser. Hovedkontoret begyndte at spille salgschefer, mens vi ude i marken blev tvunget til at blive produktchefer. Det endte ikke godt.

Forskellen blev tydelig, da jeg skiftede til det lille danske start-up, der ramte markedet på [det helt rigtige tidspunkt](https://www.hpbech.dk/2022/06/14/timing-er-den-hemmelige-ingrediens-i-opskriften-paa-succes/) med et meget konkurrrencedygtigt produktkoncept. I det amerkanske firma fik vi sjældent henvendelser fra kunder, som var interesseret i vores produkter og ville have en snak med os. Det var altid os, der skulle ud og banke på døren, eller vi blev opfordret til at give tilbud sammen med ti konkurrenter.

I det lille danske start-up gik der ikke længe, før telefonen begyndte at kime. Også fra udlandet.
Som ansvarlig for omsætningsgenerering gør et konkurrencedygtigt produkt tilværelsen meget lettere og giver dig og dine medarbejdere rankere rygge.

Hvis du som lille virksomhed skal have fart i værksten, skal du have et konkurrencedygtigt produkt til et marked i ændring. Uden den kombination er det op ad bakke.

## Det meste af verdensmarkedet ligger uden for Danmark

 [![](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)Det er langt mere tilfredsstillende at sælge danske produkter i udlandet, end det er at sælge udenlandske produkter i Danmark.

De, der har prøvet begge dele, vil sikkert give mig ret.

Dels udgør Danmark kun omkring en kvart procent af verdensmarkedet, dels er du som eksportansvarlig langt tættere på din virksomheds strategiske beslutningscenter.

Jeg har været ansat i to amerikanske virksomheder med cheftitler på mit visitkort. Endda landechef og adm. direktør i det ene. I realiteten var jeg kun [et ubetydeligt nummer i rækken](https://www.hpbech.dk/2020/02/25/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/). Selv når vi gjorde det godt, var udkommet krusninger på koncernes samlede tal. I de fleste internationale virksomheder er Danmark et lille og ubetydeligt marked.

I de danske virksomheder var jeg meget tættere på det centrale beslutningscenter og mine bidrag til virksomhedens resultater langt mere synlige. Hvor tæt man ønsker at være på det strategiske ledelseslag er naturligvis et temperamentsspørgsmål, men man når det under alle omstændigheder hurtigere i en dansk virksomhed end i en udenlandsk.

Det er vel nok også med en vis stolthed forbundet med at fremme danske interesser. Vi er en nation, hvis velstand og velfærd i høj grad bygger på vores evne til at eksportere.

## H.C Andersen, Kierkegaard og den lille havfrue

Jeg har udelukkende oplevet det positivt at repræsentere danske firmaer i udlandet.

Lige bortset fra perioden med Muhammed-tegningerne i efteråret 2005, hvor jeg rådgav en række klienter, der havde aktiviteter i Mellemøsten og Pakistan, har jeg altid mødt en positiv opfattelse af og respekt for Danmark. Og selv i 2005 var kunderne faktisk på vores side. Det var nemlig ikke dem, men deres kunder, der kastede sten på vores ambassader og brændte Dannebrog af. Kunderne hjalp med at få gydet olie på vandene og balladen drev hurtigt over.

Når vi modtages så positivt, skyldes det, at dansk kultur har en længere rækkevidde end vores størrelse egentlig berettiger til, samt at en række store danske virksomheder, der opererer internationalt, repræsenterer professionalisme, kvalitet og ordentlig opførsel. Små virksomheder drager fordel af deres arbejde. Men det skyldes også, at vi ikke har en stormagtsattitude med i bagagen, og vi forstår at forretning skal skabe værdi for alle parter. Vi forventer aldrig, at nogen taler vores sprog, og vi forsøger at tilpasse os kulturen og normerne på de steder, vi besøger.

Der er overalt en opfattelse af kvalitet, innovation og ordentlighed knyttet til Danmark og danskerne.

## Going Global on a Shoestring

 [![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring.png)](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring.png)Med et lille hjemmemarked iværksætter de fleste danske virksomheder internationale aktiviteter på tidspunkter, hvor de er væsentligt mindre end deres udenlandske konkurrenter. Med små budgetter skal de tage altså kampen op med virksomheder, der har dybere lommer.

Mine mange år med eksportaktiviteter har lært mig, at den opgave kan vi sagtens løse. Store virksomheder er nemlig per automatik ikke dygtige. Faktisk motiverer små budgetter til opfindsomhed og fokus, og det er danskere generelt gode til.

Med erfaringerne fra mine operationelle engagementer og fra mit virke som konsulent skrev og udgav jeg i 2020 bogen *[Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/)*. Det er en kogebog for virksomheder, der har ambitioner om at erobre internationale markeder, men ikke har de store budgetter. Bogen er meget populær, købes af forretningsfolk over hele verden og har bevirket invitationer til at køre workshops og holde foredrag både i udlandet og herhjemme.

---

Denne artikel danner udgangspunkt for en klumme, jeg har skrevet for [POV International](https://pov.international/danskernes-ydmyghed-gode-international-handel/?fbclid=IwAR1Yy6TmW2meT6Dve55mV93tGHjazeqapIiBhLNLRM1QKor-twtfQCZm5lU)

**Categories:** Business development, Strategy

**Tags:** biznes

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### [Mit lille personlige produktivitets-hack](https://hpbech.com/my-little-personal-productivity-hack/)

**Published:** December 16, 2025
**Author:** Hans Peter Bech

**Content:**

### – en enkel vej til et bedre og mere balanceret arbejdsliv

[![](https://hpbech.com/wp-content/uploads/Time.jpg)](https://hpbech.com/wp-content/uploads/Time.jpg)

I mere end fyrre år har jeg levet med en to-do-liste, der konsekvent var længere end den tid, jeg havde til rådighed. Jeg tvivler på, at jeg er den eneste, der har haft den oplevelse.

Da jeg etablerede [mit eget firma i 2003](https://hpbech.com/da/jubilaeum-tyve-aar-som-selvstaendig/), var jeg derfor overbevist om, at løsningen endelig var inden for rækkevidde. Nu kunne jeg selv bestemme, hvad jeg arbejdede med, og hvornår jeg gjorde det. Det måtte da føre til overblik, ro og en fornuftig balance mellem opgaver og kalender. Spoiler alert: Det gjorde det ikke.

Tværtimod. Selvom jeg selv kontrollerede, hvad der kom på to-do-listen, voksede den stadig hurtigere, end jeg kunne nå at afvikle den. Opgaverne formerede sig nærmest i nattens mulm og mørke, og resultatet var det samme som før: frustration, dårlig samvittighed og perioder med stress.

Gennem årene kastede jeg mig derfor over et helt arsenal af systemer og metoder i jagten på den hellige gral. TimeManager. TimeSystem. Reminders. Trello. Basecamp. Jive. Pomodoro-teknikken. The Seven Habits of Highly Effective People. Getting Things Done. Tony Robbins. Don Miguel Ruiz – og sikkert flere, jeg har glemt. Fælles for dem alle var, at de bød på gode værktøjer og kloge indsigter. Men ingen af dem løste det grundlæggende problem: Der var ganske enkelt for mange opgaver og alt for lidt tid.

Vendepunktet kom, da jeg for nogle år siden afsluttede et stort, flerårigt projekt. For første gang i lang tid havde jeg luft til at standse op og spørge mig selv, hvad jeg egentlig ville bruge min tid på. Jeg besluttede at rydde op – for alvor – og tage benhård stilling til mine prioriteringer.

Det var i den proces, jeg indså noget, som i dag virker næsten pinligt indlysende:

# Kalenderen er min nye to-do-liste

[![](https://hpbech.com/wp-content/uploads/Weekly-calendar-550x400.png)](https://hpbech.com/wp-content/uploads/Weekly-calendar.png)

Når jeg tvinger mig selv til at lægge alle opgaver ind i kalenderen, sker der noget interessant. Jeg bliver nødt til at tage stilling til, hvor lang tid hver aktivitet faktisk kræver, og hvornår jeg realistisk kan nå den. Det er selvfølgelig indlysende, at jeg ikke kan skrive et afsnit til den nye bog, læse en rapport og løse en klientopgave på samme tid – men den erkendelse forbliver abstrakt, indtil der skal bookes konkrete timer i kalenderen.

Først dér bliver virkeligheden ubønhørlig. Kalenderen afslører hurtigt, at døgnets 24 timer allerede er godt optaget, og at nye opgaver kun kan få plads, hvis noget andet må flyttes eller helt udgå.

Derfor konsulterer jeg i dag kalenderen – ikke en to-do-liste – når nogen beder om hjælp. Hvis jeg siger ja, er det, fordi jeg bevidst vælger at flytte eller fravælge noget andet. Et ja er ikke længere gratis.

Jeg har også kolleger og samarbejdspartnere, som jeg kan delegere opgaver til. Men også uddelegering tager tid: briefing, opfølgning og evaluering sker ikke af sig selv. Derfor får den slags aktiviteter deres egne faste tidsblokke i kalenderen, i stedet for at gemme sig som usynligt ekstraarbejde.

[![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)Nogle projekter kræver desuden kontakt til mennesker, jeg ikke kender i forvejen – for eksempel potentielle anmeldere, interviewkilder eller eksperter. Tidligere havde jeg en tendens til at udskyde den type opgaver. De var lette at springe over og svære at “få taget hul på”. I dag afsætter jeg konkrete tidsblokke, og resultatet er forbløffende enkelt: Opgaverne bliver løst. Og endda til tiden.

Jeg bruger stadig [Trello](https://trello.com/) til opgaver, der involverer andre, men min klassiske to-do-liste er stort set forsvundet. Den er erstattet af en kalender, der fungerer som både styringsværktøj og prioriteringskompas. Google Calendar er omdrejningspunktet, synkroniseret på tværs af mine enheder, og jeg reserverer faste tidsrum til planlægning, hvor aktiviteter løbende holdes op mod mine mål og strategier.

Og det fungerer – overraskende godt.

Når jeg skriver “næsten”, skyldes det, at jeg fortsat har en lille liste med opgaver, som enten endnu ikke er tidssat, eller som er så banale, at de ikke fortjener særskilt plads i kalenderen. Dem holder jeg styr på i [Apples Reminders-app](https://www.icloud.com/reminders), som i øvrigt er blevet så godt integreret med kalenderen, at jeg udelukkende bruger den til småopgaver.

# Den demokratisk fordelte ressource

[![](https://hpbech.com/wp-content/uploads/Clock-400x400.png)](https://hpbech.com/wp-content/uploads/Clock.png)Har du i øvrigt nogensinde lagt mærke til, hvor ofte vi bruger udtrykkene “når jeg får tid” og “jeg har ikke tid”?

Det er egentlig mærkelige formuleringer. For hver eneste dag, når vi passerer midnat, får alle mennesker på kloden præcis 24 spritnye timer foræret. Det sker hver dag, året rundt, helt frem til den dag, vi ikke er her længere. Tid er på den måde en af de mest demokratisk fordelte ressourcer, vi har: Alle får lige meget.

Hvad vi bruger tiden på, afhænger naturligvis af vores livsvilkår. Bor du et sted, hvor du skal bruge flere timer dagligt på at hente vand, eller lever du i et land, hvor mindstelønnen er så lav, at ét job ikke er nok til at få hverdagen til at hænge sammen, så bliver den frit disponible tid hurtigt spist op.

Der hvor jeg bor og lever, har de fleste mennesker imidlertid relativt meget tid til rådighed. Alligevel varierer forvaltningen af den ganske betydeligt. Det fælles træk er, at mange betragter deres tidsanvendelse som noget, der er bestemt udefra: Møder, aftaler, forpligtelser – og et diffust “travlhedstæppe”, der åbenbart bare lægger sig hen over kalenderen.

Men er det nu også hele sandheden?

Vores dispositioner beslaglægger ganske vist tid, men i sidste ende er de jo resultatet af beslutninger, vi selv træffer. Derfor mener jeg, at udtrykkene “når jeg får tid” og “jeg har ikke tid” ofte burde udskiftes med det langt mere ærlige: “det vil jeg ikke bruge tid på”.

Det lyder hårdere, men det er altså mere ærligt. For vi er hver især chef for vores egen kalender, og tid er ikke noget, vi får foræret – det er noget, vi vælger at tage ud af den pulje, vi allerede råder over.

**Categories:** Admin, Blog, Business development, Marketing, Strategy

**Tags:** biznes

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### [Det private forbrug er lokomotivet i økonomien](https://hpbech.com/da/det-private-forbrug-er-lokomotivet-i-oekonomien/)

**Published:** May 12, 2020
**Author:** Hans Peter Bech

**Excerpt:** Det private forbrug er et kæmpe lokomotiv. Når det går i stå, går hele økonomien i stå. For at få det i gang igen, er der brug for en kraftig vitaminindsprøjtning.

**Content:**

---

> *Det private forbrug er et kæmpe lokomotiv. Når det går i stå, går hele økonomien i stå. For at få det i gang igen, er der brug for en kraftig vitaminindsprøjtning.*

---

Corona-krisen er hård ved mange og ikke mindst hård ved virksomheder og beskæftigelse. Nu åbner vi gradvist samfundet igen, men hvordan får vi gang i økonomien?

![](https://hpbech.com/wp-content/uploads/Board-meeting.jpg)Der er brug for optimisme i virksomhederne

Udover de tiltag, der skal sikre, at vi ikke smitter hinanden for hurtigt og slet ikke smitter de særligt udsatte, hvad skal der så gøres for at få gang i økonomiens hjul, så folk kan komme i arbejde, og virksomhederne igen kan tjene penge?

Selv når vi nu igen nogenlunde frit kan færdes på gade og vej, vil der i en lang periode fortsat være stor usikkerhed og tilbageholdenhed. Alle går og venter på, at der skal komme tegn på bedring, før de igen bruger penge. Vi går alle og venter på hinanden.

## De fire lokomotiver

Der er fire lokomotiver i dansk økonomi:

- Det private forbrug
- Den udenlandske efterspørgsel
- Det offentliges investeringer, forbrug og overførselsindkomsterne
- De private investeringer

I den nuværende situation er det svært at gøre så meget ved den udenlandske efterspørgsel. Vi må sætte vores lid til at EU, der aftager over 50% af vores eksport, koordinerer genåbningen af økonomierne og hjælper med at stimulere forbrug og produktion.

De private investeringer afhænger i vid udstrækning af de tre øvrige lokomotiver, og så længe de to første ikke kører, kommer der heller ikke gang i investeringslysten.

Hvad vi kan påvirke direkte her og nu er det private og det offentlige forbrug.

## Suspender momsen

Det private forbrug er et kæmpe lokomotiv. Når det går i stå, går hele økonomien i stå. For at få det i gang igen, er der brug for en kraftig vitaminindsprøjtning.

![](https://hpbech.com/wp-content/uploads/Stimulate_demand_ver3.png)Husk at holde afstand!

For at få forbrugerne til at tage betalingskortene frem så hurtigt som muligt, vil jeg foreslå, at man suspenderer eller reducerer momsen i tre måneder.

At suspendere eller reducerer momsen i en fastlagt periode vil give os alle et gedigent incitament til at få pengene ud at arbejde nu. Andre økonomer må regne på de lange konsekvenser, men jeg vil tro at gyroeffekten vil sikre, at økonomien ikke dykker voldsomt, når perioden udløber.

En suspendering af momsen i tre måneder ville under normale omstændigheder koste omkring 56 milliarder i tabt provenue. I den nuværende situation er tallet nok nærmere 30 milliarder. Indregnes de dynamiske effekter bliver det endnu mindre. Hvis du for eksempel fremrykker et bilkøb (og ikke køber en elbil) vil staten nok gå glip af 25% moms, men vil til gengæld indkassere registreringsafgiften.

## Finansieringen?

![](https://hpbech.com/wp-content/uploads/SKAT.png)

Hele ideen med at kickstarte samfundsøkonomien er at nedbringe arbejdsløsheden og stimulere virksomhedernes investeringslyst. Jo hurtigere det sker, desto mindre bliver de menneskelig omkostninger samt regningen til arbejdsløshedsforsikringen og andre sociale ydelser, som en økonomisk recession indebærer. Hvis det [finanspolitiske tiltag](https://www.hpbech.dk/er-prisen-for-indsatsen-mod-coronaen-for-hoj/), som jeg foreslår, virker, så vil det være delvist selvfinansierende. En arbejdsløs industriarbejder koster i gennemsnit knap 350.000 om året. Hvis Coronakrisen gør 100.000 arbejdsløse, så koster alene det samfundet 35 milliarder på årsbasis.

## Priserne falder ikke med 20%

Hvis man kører momsen i 0, vil mange forvente at alle priser falder med 20% (af den oprindelige udsalgspris), men det vil ikke ske. Nogle virksomheder vil mene at efterspørgslen efter deres produkter er så stærk, at de kan gennemføre en prisstigning og dermed øge deres dækningsbidrag. Andre vil vurdere, at en momssænkning ikke vil ændre deres konkurrencemæssige position nok og vil sænke priserne yderligere.

![](https://hpbech.com/wp-content/uploads/indirect_tax_elasticity_2.png)

Sådan fungerer markedet og alt afhængig af forholdene deles en afgiftsændring altid mellem virksomheder og forbrugere.

## Klima og Corona

![](https://hpbech.com/wp-content/uploads/CO2.jpg)

Man kan synes, at en så kraftig stimulering af det private forbrug er i strid modsætning til bestræbelserne på at få nedbragt CO2-udledningen. Det private forbrug indeholder jo alskens CO2-udledende aktiviteter.

Det er korrekt, men kan vi tørre en indsats for klimaet af på dem, der tilfældigvis blev ramt af Corona-krisen?

Nej, det ville være usolidarisk.

Kampen mod klimaforandringerne er vigtig, men det er kampen for at få folk i arbejde også.

**Categories:** Society

**Tags:** Politics and Economics

---

### [Læhegn eller vindmøller?](https://hpbech.com/da/laehegn-eller-vindmoeller/)

**Published:** May 19, 2020
**Author:** Hans Peter Bech

**Excerpt:** Corona-krisen ramte også meply, den nye danske digitale platform til vikarformidling. På trods af tilbageslaget fandt man alligevel ekstra ressourcer til salgsarbejdet. Det ser nu ud til at have lønnet sig.

**Content:**

---

> *Corona-krisen ramte også [meploy](https://meploy.me/?lang=da), den nye danske digitale platform til vikarformidling. På trods af tilbageslaget fandt man alligevel ekstra ressourcer til salgsarbejdet. Det ser nu ud til at have lønnet sig.*

---

![](https://hpbech.com/wp-content/uploads/Coronatest.jpg)

Da verdens lande lukkede grænserne og sendte folk på hjemmearbejde, blev de globale forsyningskæder hurtigt slået i stykker. På trods af stigningen i internethandel blev der færre containerne, som skulle fyldes og tømmes, og arbejdet på lagrene i industrien gik i stå.

Netop logistik og industri beskæftiger mange vikarer, og når aktiviteten falder, rammer det dem først. Vikarer behøver man nemlig ikke at afskedige. Aftalerne udløber af sig selv og forlænges blot ikke. I stedet beder man sine funktionærer om at trække i arbejdstøjet og løse opgaverne. På den måde undgår man for mange fyringer.

Den mekanisme er der ikke noget at udsætte på. Corona-krisen varer ikke evigt, og virksomhederne vil gerne holde på deres funktionærer, så de er klar, når økonomien igen kommer op i omdrejninger. Men det går hårdt ud over vikarerne og den branche, der formidler dem.

![](https://hpbech.com/wp-content/uploads/Michael-Bugaj-696x463-300x200-1.png)Michael Bugaj, CEO and founder at meploy

> *”Selvom lukningen af grænserne ikke direkte omfattede varebevægelser, så slog de andre effekter af Corona-krisen fuldt igennem på vikarbranchen i sidste måned,” udtaler [Michael Bugaj](https://www.linkedin.com/in/michaelbugaj/), CEO og stifter af danske [meploy](https://meploy.me/?lang=da). ”Efter en meget aktiv marts vil jeg skønne, at vikarforbruget faldt til det halve i april. Nu kommer sommeren, der normalt er lavsæson for vikarer i industrien, så vi må nok regne med, at vikarmarkedet for året som helhed vil se en samlet reduktion på omkring 30%.”*

## Når kunderne får bedre tid

Hvor faldet i omsætning stammede fra meploys nuværende kunder, opdagede Michael Bugaj og hans medarbejdere, at de potentielle kunder samtidigt var lettere at komme i kontakt med og også nemmere at få i tale.

> *”De personer, vi skal tale med om meploy, har typisk meget travlt,” fortæller Michael Bugaj. ”De kan også være svære at få til at overveje forandringer, fordi den løsning, de allerede har, jo fungerer i det daglige.”*

![](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)

Allerede før Corona-krisen oplevede salgsfolkene hos meploy nemlig, at det sjældent var udsigten til en besparelse, der motiverede kunderne til at skifte til den digitale løsning. Det var mere afgørende, at der skulle bruges mindre tid på rekvirering af vikarerne, at man løbende kunne følge med i bemandingssituationen, at vikarerne mødte op til tiden som aftalt, og at de var omgængelige og pålidelige. At der så samtidigt kunne spares nogle penge, var en fin bonus oveni. Besparelsen kunne man hurtigt regne ud, men at efterprøve og opleve de andre forhold krævede jo, at kunden testede løsningen af eller i det mindste lyttede til andre, der brugte den. I en travl hverdag kunne det godt knibe med at finde tid til det.

Den tid har de potentielle kunder nu.

> *”Faktisk er det ikke kun et spørgsmål om bedre tid,” fortsætter Michael Bugaj. ”Det er også et bevidst ønske om at komme styrket ud på den anden side af krisen. Selv om vi alle synes, det er en træls situation, og vi længes efter en normal hverdag, så føler vi også en forpligtelse til at bruge pausen konstruktivt. Derfor er der for tiden stor interesse for at kigge på alternative og ikke mindst digitale løsninger.”*

## Anticyklisk adfærd lønner sig ofte

På trods af nedgangen i omsætning og indtjening lykkedes det alligevel meploy at finde lidt luft i budgettet til ekstra ressourcer og allerede i april kunne de reorganisere aktiviteterne, så der blev mere plads til det opsøgende salg.

> *”Salg er en proces med mange delaktiviteter, og selve dialogen med kunden er kun toppen af isbjerget,” understreger Michael Bugaj. ”Vi har foretaget en yderligere opsplitning af processen, så vi, der har stor erfaring, kan bruge mest mulig tid på den fysiske kundedialog, der nu udelukkende foregår på telefonen og i virtuelle møder. Der er så andre, der tager sig af research, dokumentation og opfølgning.”*

![](https://hpbech.com/wp-content/uploads/Lecture-Economy-300x300.png)

Hvor der før Corona-krisen ofte skulle holdes fysiske møder og demonstrationer med potentielle kunder, så foregår alt nu virtuelt. Det betyder kolossale tidsbesparelser for meploy, der ikke længere har rejsetid. Løsningen kan snildt præsenteres over internettet, og man kan få afklaret alle spørgsmål på mindre end en time.

> *”Selvom det er hårdt lige nu, så er optimismen med hensyn til fremtiden i top,” siger Michael Bugaj med et smil. ”Vores pipeline vokser hver dag og indeholder flere og flere af de helt rigtige navne i vore målgruppe. Vi skimter et solidt gennembrud for digital virkarformidling på den anden side af Corona-krisen.”*

## Om meploy

[meploy](https://meploy.me/?lang=da) er den nye digitale platform til formidling af vikarer. Hvor virksomheder, som skulle bruge midlertidig arbejdskraft, tidligere ringede til vikarbureauerne, der så kiggede i deres database og fandt egnede kandidater frem, så tilbyder meploy nu direkte og øjeblikkelig kontakt.

> *”Vi har gjort det nemt at oprette jobs og vagter, og vores database er nu så stor og vores algoritmer så gode, at vi kan matche på mindre end et minut,” slutter Michael Bugaj. ”Det går så hurtigt, at vi har lagt en 10 minutters forsinkelse ind, så den, der opretter jobbet, kan nå at rette eventuelle tastefejl inden matchene præsenteres.”*

![](https://hpbech.com/wp-content/uploads/meploy-new-pix-only.png)

Med meploy bliver besparelsen på transaktionsomkostningerne til virkarformidling fordelt mellem virksomhederne og løsarbejderne. Hvor vikartillægget ved manuel formidling typisk ligger på 20 til 50 procent af lønnen tilbyder meploy en fast afgift per time på mellem 20 og 14 kroner afhængig af aftalens omfang. Alle formidlinger finder sted efter gældende overenskomster med ferietillæg og pension. Herudover deler meploy 10% af deres overskud med vikarerne.

For at sikre virksomhederne pålidelige og kvalificerede medarbejdere foretager meploy en grundig online verificering, hvor der tjekkes ID, straffeattest og kvalifikationer samt gennemføres video- og telefoninterviews.

**Categories:** Globalisation, Society, Strategy

**Tags:** fixion_en, Politics and Economics

---

### [Velkommen til Danmark, Amazon](https://hpbech.com/da/velkommen-til-danmark-amazon/)

**Published:** May 26, 2020
**Author:** Hans Peter Bech

**Excerpt:** Amazon er i kontakt med de danske forlag for at indgå aftaler om distribution af dansksprogede bøger. En sådan aftale har mit forlag indgået for længst, og vi er klar til at tage imod ehandelsgiganten i Danmark.

**Content:**

---

> *Amazon er i kontakt med de danske forlag for at indgå aftaler om distribution af dansksprogede bøger. En sådan [aftale](https://www.amazon.de/Hans-Peter-Bech-ebook/dp/B075LFBY7R) har mit forlag indgået for længst, og vi er klar til at tage imod ehandelsgiganten i Danmark.*

---

![](https://hpbech.com/wp-content/uploads/Amazon-book.jpg)

Jeg påstår ikke, at jeg savner Amazon på bogmarkedet i Danmark, men hvis de beslutter sig for at komme her også, kan jeg ligeså godt indstille mig på det. Heldigvis sælger jeg flest bøger udenfor Danmark, så det rammer nok heller ikke mit lille forlag så hårdt.

## De store prisforskelle

Hvis du vil købe en bog som for eksempel Michelle Obamas *Becoming*, så koster den hos Amazon i Tyskland 154,- inklusive moms for den trykte udgave, mens den hos saxo.com og hos boghandlerne i Danmark koster 284,95. Den danske version kan fås for 249,95. Jeg købte den engelske udgave til Kindle for USD 18,74, hvilket svarer til 112 kroner.

Siden 2011 har vi haft fri prisdannelse på bøger i Danmark. Det har medført stærkt differentierede priser, hvor den smalle bog er blevet dyrere, mens bestsellerne gennemgående er blevet billigere. Der er ikke længere så mange gynger, der kan finansiere karrusellerne.

![](https://hpbech.com/wp-content/uploads/Bogforum-2018-Banner.jpg)Fra det årlige Bogforum i BellacenterBøger er dog fortsat dyrere i Danmark end i udlandet, og specielt når vi sammenligner med de store sprogområder, hvor styktallet traditionelt kunne forsvare lave dækningsgrader. Prisdannelsen på bøger er dog også præget af, at de marginale produktionsomkostninger er stærkt faldende. For en e-bog er de tæt på nul, men også trykkeomkostningerne er nu så langt nede, at de ikke spiller den store rolle. Når jeg sælger en bog på 250 sider er omkostningen til trykning kun 21 kroner for et enkelt eksemplar (print-on-demand).

Når faldet i produktionsomkostninger kun delvis er slået igennem på detailpriserne i Danmark, skyldes det, at udgifterne til lagerføring og distribution herunder ikke mindst i detailleddet er høje. Det bunder også i de særlige konkurrenceforhold forlagene imellem, hvor ingen har haft interesse i at benytte prisen som konkurrenceparameter. Nok er trykning og forsendelse blevet billigere, men de øvrige poster på udgivelsesbudgettet er ikke. Omkostninger til udvælgelse, redaktion, korrektur og markedsføring er vel nærmere stigende.

Amazon vil med et indtog i Danmark først gøre to ting:

- De vil sikre, at danske bøger kan leveres til deres Kindle-format
- De vil presse forlagenes og tage boghandlernes avancer

## e-bøger

![](https://hpbech.com/wp-content/uploads/Kindle-Paper-White-flat-angle.jpg)

Når e-bøger ikke har så godt fat i det danske marked, skyldes det ikke kun en affektion for den trykte bog. Det skyldes også, at vi ikke har et bredt accepteret e-format. Når Amazon rykker ind, vil de forsøge at gøre mobi-formatet, der passer til deres Kindle-læser, til standarden. Og det vil de også lykkes med.

Om de dermed også lykkes med at flytte nogle flere over på e-formatet vil vise sig, men jeg tror det.

## Avancepressen

Amazons ambition er at blive forbrugernes foretrukne forretning. Til det formål spiller de på fire parametre:

- Lave priser
- Stort sortiment
- Hurtig levering
- Emminent kundeservice

![](https://hpbech.com/wp-content/uploads/Price-Squeeze.png)

Det er bestemt ikke rocket science, men at gøre det i den skala, som Amazon formår, kræver enorme ambitioner, kæmpe investeringer, digitale kompetencer, godt købmandskab og ledelse. Alt det har Amazon, og det tager de med sig ind i Danmark.

Hvilken prisstrategi Amazon vil vælge for det danske bogmarked ved jeg ikke, men hvis man skeler til udlandet, kan man gøre sig et par tanker.

På bøger til Kindle kører Amazon en politik, hvor forlaget får 70% af udsalgsprisen, når den (eks. moms) er under 10 US dollars. Sætter du prisen højere falder din avance til 35%! På trykte bøger kan prisen sættes frit og forlaget får 60%. De nævnte vilkår gælder for udgivelse via Kindle Direct Publishing, som jeg anvender. Det er muligt, at store forlag som Gyldendal kan indgå andre aftaler.

Til sammenligning giver mit forlag boghandlerne en reduktion på mellem 35 og 50 procent af udsalgsprisen afhængig af volumen og andre aftaler. Som forlag er jeg altså ikke dårligere stillet ved at benytte Amazon som salgskanal sammenlignet med boghandlerne, tales.dk eller saxo.com.

Umiddelbart vil jeg tro, at vi vil opleve et pristryk på e-bøger, mens papirbøgerne vil holde deres niveau.

## De danske boghandlere

At få danskerne til i stor stil at forlade deres boghandlere til fordel for Amazon er ikke kun et spørgsmål om bogpriser. Hermed ikke sagt, at boghandlerne ikke skal reagere på Amazons indtog, men der bliver ikke tale om øjeblikkelig faneflugt i stor stil. Nok snarere en langsom sivning i takt med at folk får prøvet alternativet og måske også får smag for [Kindle-formatet](https://www.hpbech.dk/amazon-jeff-bezos-og-en-tur-til-usa/).

![](https://hpbech.com/wp-content/uploads/IMG_0235.jpeg)Fra Bog & Idé i AllerødDet danske bogmarked fungerer godt. Med den fælles indkøbsportal, Bogportalen.dk, og distributører som DBK og Dafolo kan boghandlerne sikre meget hurtige leveringstider på hele det danske bagkatalog. Ofte fra dag til dag. Så længe boghandlerne ligger, hvor folk i almindelighed gør deres indkøb, og yder en god service, vil de i vid udstrækning kunne holde skansen. Måske skal de udvide sortimentet yderligere og indgå partnerskaber med andre produktområder. Jeg kom ofte i hedengangne Arnold Busck i Købmagergade. Jeg tror aldrig jeg købte en bog, men fik til gengæld drukket mange cappuccino’er og spist en del croissanter og gulerodskager.

##  Amazon og mig

Hvis du aner en positiv tone i min beskrivelse af Amazon, så skyldes det, at de står for langt det største salg af mine bøger i udlandet. Uden Amazon var jeg ikke blevet en international bestseller. Så kort tror jeg, det kan siges.

![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)

Via KDP – Kindle Direct Publishing – kommer mine bøger ud i både print og e-format på Amazons portaler i USA, Storbritannien, Tyskland, Frankrig, Spanien, Italien, Holland, Japan, Brasilien, Canada, Mexico, Australien og Indien. Hertil kommer, at man fra omkring 100 andre lande kan købe via deres internationale portal.

For en nicheforfatter som mig er Amazon den perfekte afsætningskanal til det gigantiske engelsksprogede marked. Og det virker. Der bliver solgt bøger hver dag, og jeg kan fra mit cockpit hos KDP følge med i, hvor hvilke bøger der købes. Hver måned modtager jeg royaltybetalinger, og selv momsafregningen i de forskellige lande klarer Amazon.

**Categories:** Globalisation, Society, Strategy, Uncategorized

**Tags:** Amazon, Publishing

---

### [Epic - softwaren bag sundhedsplatformen](https://hpbech.com/da/epic-softwaren-bag-sundhedsplatformen/)

**Published:** June 2, 2020
**Author:** Hans Peter Bech

**Excerpt:** Epic, der har leveret softwaren til Sundhedsplatformen i Region Hovedstaden og Region Sjælland, har aldrig investeret i markedsføring eller benyttet sig af social selling.

**Content:**

---

> *Epic, der har leveret softwaren til Sundhedsplatformen i Region Hovedstaden og Region Sjælland, har aldrig investeret i markedsføring eller benyttet sig af social selling. De fokuserer på at gennemføre projekter til tiden og indenfor budgettet, deltager i branchearrangementer og venter på, at telefonen ringer.*

---

Har du nogensinde tænkt over, at behandling af sygdomme primært er informationsbehandling og analyse?

![Healthcare](https://hpbech.com/wp-content/uploads/Doctor.png)

Klinikker og hospitaler forekommer meget materielle. Det er bygninger, uniformer, møbler, maskiner, instrumenter, medicin, sprøjter, flasker, rør, blodbanker, køretøjer og tusinder af andre fysiske genstande. Alle disse aktiver har kun liden værdi, hvis du ikke kan stille den korrekte diagnose i en fart og allokere ressourcer og kapacitet til hurtig behandling. At gøre det kræver gnidningsfrit samarbejde mellem de mange involverede mennesker og fagområder. Indsamling, behandling, deling, opbevaring, søgning og analyse af data er en kerneaktivitet i ethvert sundhedsvæsen.

Sundhedsvæsener er dyre. Meget dyre. Under normale omstændigheder koster de et sted mellem ti procent (Europa) og op til 17 procent (USA) af bruttonationalproduktet. Under den nuværende Corona-krise bliver regningen betydelig større. Og de fleste af omkostningerne går på to ben. Mennesker. Så selvom vi alle beundrer udviklingen inden for medicin, medicinsk udstyr og kirurgiske teknikker, har vi ofte en tendens til at glemme, at det, der gør alt dette effektivt og muligt, er fremskridtene inden for kompetencer, organisation og informationsteknologi.

Enhver kompleks organisation – og det bliver ikke mere kompliceret end sundhedsvæsenet – har betydelige administrative omkostninger. Hvor mange højt specialiserede mennesker skal samarbejde for at nå konkrete mål hurtigt, er de vigtigste udfordringer altid samarbejde og informationsbehandling. At få korrekt information til at flyde jævnt og rettidigt er nøglen til organisatorisk effektivitet og høj kvalitet.

EHR (Electronic Health Record, på dansk EPJ, elektronisk patientjournal) er den internationale term for informationsbehandling inden for sundhedsvæsenet, men det er meget mere end blot journalføring. Det er håndtering af arbejdsgange og styring af informationer. Data fra patienterne, laboratorieundersøgelser, røntgenbilleder, scanninger, recepter, notater fra sygeplejerskers og lægers observationer, fra diagnosen og behandlingerne samles i den elektroniske journal. For at gøre dette muligt skal enhver funktion og disciplin i organisationen benytte kompatible dataformater og have systemer, der kan tale med hinanden. Det opnås nemmest, hvis man anvender den samme software.

![Electronic health records](https://hpbech.com/wp-content/uploads/EHR.jpg)I teorien kunne hvert fagområde godt bruge deres eget system, hvis man gennem integration og kompatible dataformater kunne sikre, at informationerne kunne flyde mellem dem. Det ville imidlertid være en astronomisk opgave at holde så mange individuelle undersystemer og deres mange kombinationer opdaterede og funktionsdygtige. Hvor de cloud-baserede best-of-breed-løsninger vinder popularitet i andre brancher, er situationen indenfor sundhedsvæsenet en helt anden.

## Dannelsen af et internationalt marked

Af ovennævnte grunde har klinikker og hospitaler overalt i verden i stigende grad foretrukket at implementere integrerede EHR-systemer, hvor en enkelt leverandør er ansvarlig for det meste af funktionaliteten på tværs af de mange fagområder.

![Going Global on a Shoestring](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

Hvor forbedringen i de klinisk processer er genstand for et tæt internationalt samarbejde og derfor følger fælles standarder over hele kloden, adskiller den administrative side (organisation, kapacitetsplanlægning, politisk prioritering og hvem der betaler for hvad) sig væsentligt fra land til land. IT i sundhedsvæsenet startede med den administrative side (PAS: Patient Administrative Systems) og først senere kom systemerne til at støtte de kliniske arbejdsgange. Det forklarer, hvorfor de fleste lande har deres egen branche af udbydere inden for sundhedsinformatik.

At udvikle et integreret EHR-system svarer lidt til at sende et menneske til månen tur/retur. At forstå udfordringen er enkel. At udvikle et fungerende system er alt andet end simpelt. Det er et gigantisk projekt, der kun kan gøres over en lang periode og i tæt samarbejde med reelle brugerne. Derfor finder vi primært amerikanske virksomheder blandt markedslederne inden for EHR-systemer, og i den kategori, der betjener større organisationer, indtager [Epic](https://www.epic.com) førerpositionen. Intet andet firma i verden har flere patientjournaler kørende gennem deres software end Epic.

## Internationalisering uden de store investeringer

Med over 10.000 ansatte, en årlig omsætning på over tre milliarder dollars og mere end 450 kunder i 14 lande (pr. marts 2020) skulle man ikke tro, at Epic var en virksomhed, der fedtede med at investere i internationalisering. Men det har de altid gjort og fortsætter med at gøre. Fordi det giver gode resultater.

![Mercedes McCoy](https://hpbech.com/wp-content/uploads/Mercedes-McCoy-S.jpg)Mercedes McCoy, Vice President, 
business development hos Epic.

> *”Vi har aldrig betragtet verden som opdelt i nationale markeder, som vi proaktivt kunne beslutte at bearbejde,” fortæller [Mercedes McCoy](https://www.linkedin.com/in/mercedes-mccoy-78997a82/), Vice President, business development hos Epic. ”For os er markedet der, hvor kunderne er aktive, deler vores vision for et integreret system, har ønsker, krav og behov, der matcher vores produkter og som foretrækker vores implementeringsmetode. Vi er et hundrede procent kundedrevet og ikke markedsdrevet.”*

![Epic](https://hpbech.com/wp-content/uploads/Epic-1.png)

Epic, der henter cirka ti procent af sin samlede omsætning fra internationale aktiviteter, blev grundlagt i 1979. Virksomheden fik sin første internationale kunde i Canada i 1994. Den næste kom fra Holland i 2007. Et hospital i de Forenede Arabiske Emirater blev tilføjet i 2010. Singapore kom til i 2012, Storbritannien og Danmark i 2013, Australien og Saudi-Arabien i 2014, Finland og Libanon i 2016, Belgien og Schweiz i 2017 og Norge i 2018.

> *“I dag er det globale marked for EHR-systemer til større organisationer meget transparent, ”fortsætter Mercedes McCoy. ”Klinikere og it-fagfolk besøger hinanden og deltager i de samme internationale kongresser, konferencer og udstillinger. Fra brancheanalytikere som [KLAS Research](https://klasresearch.com/home) har de adgang til leverandøruafhængig information og sammenligninger. I ni år i træk har Epic opnået topscore for Overall Best Software Suite i den årlige rapport fra Best in KLAS Software & Services. De fleste kunder i vores segment ved godt, hvem vi er, og hvad vi står for. ”*

## Sådan krydsede Epic “[the chasm](https://tbkconsult.com/crossing_the_international_chasm/)“

Selvom Epic fik sit første internationale projekt i Canada i 1994, var det først i begyndelsen af ​​dette århundrede, at der rigtig kom gang i de udlandske aktiviteter. Og grunden hertil skal vi faktisk finde på Epic’s hjemmemarked.

![Kaiser Permanente](https://hpbech.com/wp-content/uploads/Kaiser-Permanente.jpg)

I 2003 valgte [Kaiser Permanente](https://healthy.kaiserpermanente.org), den største private sundhedsorganisation i USA, Epic som platform for sit nye EHR-system. I løbet af de følgende syv år investerede Kaiser Permanente i alt fire milliarder dollar i udvikling og implementering, som finansierede uddannelse af deres personale, hardwarekøb, softwaren fra Epic med videre. I [innovationsterminologien](https://tbkconsult.com/crossing_the_international_chasm/) var Kaiser Permanente en blanding af Innovator og Visionary, og med det projekt kunne Epic springe over kløften til de mere konservative kunder i et enkelt spring. Kaiser Permanente blev et globalt udstillingsvindue, og sundhedspersonale fra hele verden tog på på pilgrimsrejser til Kaiser Permanentes lokationer i Californien og andre steder i USA for at se og høre, hvad der foregik.

I 2006 besøgte daværende sundhedsminister Lars Løkke Rasmussen første gang Kaiser Permanente og i årene derpå kom stort set alle beslutningstagere indenfor det danske sundhedsvæsen på studiebesøg i Californien.

Da de hollandske sundhedsmyndigheder begyndte at kigge efter EHR-software, var Epic også på listen over potentielle kandidater. Epic gik sammen med Philips’ Healthcare Division, og sammen vandt de her deres første store EHR-projekt uden for USA, Spaarne Gasthuis, i 2007.

Samarbejdet med [Philips Healthcare](https://www.philips.dk/healthcare) fortsatte dog ikke. Epic oplevede, at det var for kompliceret at have et andet firma til at stå for leverancen, og siden da har de selv været hovedleverandøren i alle nye kundeprojekter. I de følgende år tilføjede det flere kunder i Holland, og i 2010 blev Cleveland Clinic, Abu Dhabi i De Forenede Arabiske Emirater, føjet til listen. Det store gennembrud kom i 2013, da markante projekter blev vundet i Danmark og Storbritannien, hvilket bekræftede Epics evne til at levere konsistent og med succes uden for USA.

## At sælge uden marketing

![Request for proposal](https://hpbech.com/wp-content/uploads/RFP.jpg)

Epics strategi for international ekspansion har været og forbliver reaktiv. De investerer ikke i markedsføring, og de ringer ikke uopfordret til potentielle kunder. De reagerer kun, når de bliver inviteret til at deltage i en udbudsforretning og i så fald kun, når kravspecifikationerne passer med hvad de kan tilbyde, og når de er enige om implementeringsmetoden.

I de engelsktalende dele af verden, der inkluderer Norden, Benelux og Schweiz, er det sprog, der bruges til kommunikation under udbudsforretningen og implementeringsprocessen, det samme. Når det ikke er muligt, ansætter eller engagerer Epic personale, der behersker det lokale sprog. Oversættelse af softwarens brugergrænseflade sker først, når Epic er blevet tildelt kontrakten.

> *”Med erfaringer fra over 450 implementeringer har vi forfinet en implementeringsmetode, som vi er sikre på fungerer,” understreger Mercedes McCoy. ”Vi arbejder tæt sammen med vores kunder og deler erfaringer fra de andre projekter. Implementering af et nyt EPJ-system er en kæmpe forandringsproces. Ved at anvende vores projektstyringsmetode kan vi sikre, at systemet kan gennemføres i henhold til tidsplanen og indenfor budgettet.”*

Implementeringsmetoden kræver, at kunden etablerer et projektteam, der inkluderer en kerne af erfarne klinikere, som trænes grundigt og derefter certificeres i Epics software. I starten finder uddannelsen og certificeringen sted i Epics hovedkvarter i Verona, Wisconsin, USA, hvor der er indrettet et campus alene til det formål. Når der er opbygget tilstrækkelig ekspertise lokalt, vil uddannelsen og certificeringen af superbrugere og systembyggere foregå her.

Først når kernegruppen har indsigt i hvordan softwaren fungerer, og hvilke muligheder den tilbyder, kan løsningsarkitekturen, med hensyn til organisering, arbejdsgange og integrationer defineres endeligt. Kunden skal selv etablere sin egen brugersupportfacilitet, som bør være bemandet med de samme, som gennemførte implementeringen.

## Et spørgsmål om live eller død

Implementeringen af Epic har altid til formål at forbedre kvaliteten af ​​patientplejen samtidigt med at sundhedsvæsenets produktivitet søges øges. Man ønsker at få både mere kvalitet og kvantitet for de samme penge. Typisk erstatter løsningen flere forskellige usammenhængende systemer baseret på ældre teknologi.

![Systems integration](https://hpbech.com/wp-content/uploads/Engineers-300x288.png)

Opgradering af kerneapplikations infrastrukturen i store organisationer er altid massive forandringsprojekter. Den nylige implementering af Epic i Danmark omfattede således 40.000 brugere, hvoraf 12.000 forventes at være på systemet samtidigt. Nye arbejdsprocedurer, ny funktionalitet, nye brugergrænseflader og nye integrationer repræsenterer alle en udfordrende læringskurve for personalet. Da slutresultatet påvirker patienternes behandling og helbredelse, foretrækker sundhedsmyndighederne at anvende software, der allerede er udviklet, afprøvet og kører i drift i lignende organisationer.

I et “[diffusion of innovation](https://en.wikipedia.org/wiki/Diffusion_of_innovations)” perspektiv er Epic blevet det sikre valg for store sundhedsorganisationer verden over. Kunderne ved, at Epic med sine 10.000 medarbejdere har sin fulde fokus på denne type systemer, og at de er den leverandør, der nu har flest patientdata kørende gennem deres software. Filosofien i sundhedsinstitutioner er baseret på det første princip i den hippokratiske ed: Primum non nocere (først og fremmest ikke gøre skade), hvilket ofte betyder, at man her er væsentligt mindre risikovillige end andre steder i samfundet og erhvervslivet .

> *”Vi ved nøjagtigt, hvad der står på spil,” slutter Mercedes McCoy, ”derfor overvejer vi enhver invitation til at afgive tilbud meget omhyggeligt, før vi siger ja eller nej. Det er først og fremmest et spørgsmål om udsigterne til en vellykket gennemførelse. Når vi er overbeviste om, at et projekt kan gennemføres med succes, forpligter vi os og allokerer de nødvendige ressourcer til at få det til at ske. ”*

## Markedet skifter præferencer

![Going Global on a Shoestring](https://hpbech.com/wp-content/uploads/Man-with-globe-500.png)

Den øgede globale efterspørgsel efter afprøvede EHR-løsninger ændrer leverandørlandskabet. Kombinationen af ​​en præference for gennemtestet software kombineret med et ønske om at sikre gennemførelse til tiden og indenfor budgettet har lagt pres på de lokale og mindre leverandører, der ikke har haft et stort projekt som Kaiser Permanente at øve sig på.

Efterhånden som Epic vinder flere og flere internationale projekter, bliver de også den foretrukne leverandør til nye. Men ifølge insidere, jeg har talt med, leverer Epic ikke kun en komplet løsning. De fremstår også som den mest professionelle organisation til at håndtere de møder, demoer og workshops, der finder sted under udvælgelses- og udbudsprocessen. At have det mest anvendte produkt og en professionel organisation er en fremragende marketingopskrift på et marked, der er meget gennemsigtigt og meget lidt risikovilligt.

Epic er et godt eksempel på, hvordan man vinde fodfæste på et globalt marked, der tidligere var domineret af mindre og lokale leverandører. Det er sket organisk og uden store investeringer i marketing og opsøgende salg. Men det er blevet hjulpet godt på vej af et meget stort hjemmemarkedsprojekt.

---

Denne artikel er oversat fra engelsk og blev første gang publiceret på [TBK Consult’s blog](https://tbkconsult.com/epic-a-genuine-shoestring-approach/) den 29. april 2020. Historien indgår i min kommende bog [Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/).

Tidligere artikler om sundhedsplatformen og Epic finder du [her](https://tbkconsult.com/why-the-e135m-deal-went-to-epicnnit/).

**Categories:** Globalisation, Society, Strategy

**Tags:** biznes

---

### [Going Global on a Shoestring](https://hpbech.com/da/going-global-on-a-shoestring/)

**Published:** June 14, 2020
**Author:** Hans Peter Bech

**Content:**

---

> *Hvordan laver man forretninger ude i verden, når grænser lukker, luftfartsselskaber holder op med at flyve, globale forsyningskæder bryder sammen, økonomien falder som en sten, og man er nødt til at bære en ansigtsmaske, når man går ud?*

---

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-238x300.png) 

Det glæder mig at kunne annoncere, at min næste bog, *Going Global on a Shoestring*, bliver udgivet den 1. september 2020 som trykt bog, som e-bog og til Kindle. Du kan forudbestille nu. Føj din e-mail til [denne liste](https://tales.dk/going-global-on-a-shoestring-global-expansion-in-the-software-industry-on-a-small-budget_hans-peter-bech_9788793116283), og jeg vil give dig besked, når den trykte version er klar til forudbestilling. Lydbogen kommer senere.

Jeg har skrevet bogen for at bistå små B2B-softwarevirksomheder (med en stab på mellem 20 og 200 personer – sådan cirka) med at finde måder at justere og få deres forretningsmodel til at fungere på internationale markeder. Fordi succes på de internationale markeder er vejen til vækst, velstand og velfærd.

## Så kom Coronaen

I marts 2020, hvor jeg var godt i gang med manuskriptet, blev vi pludseligt ramt af en pandemi. Vi har haft pandemier før, men en sammenlignelig af slagsen, som den spanske influenza, fandt sted for mere end hundrede år siden. Svineinfluenzaen, der startede i Nordamerika i 2009, syntes ikke at være målestokken.

Hvordan gør man forretninger ude i verden, når grænser lukker, luftfartsselskaber holder op med at flyve, globale forsyningskæder bryder sammen, økonomien falder som en sten, og man er nødt til at bære en ansigtsmaske, når man går ud?

Visse aktiviteter er midlertidigt blevet vanskelig- eller umuliggjort, mens andre er blevet meget nemmere. I kapitlet, der beskriver det virtuelle forretningsscenarie, forklarer jeg, hvordan Covid-19-pandemien kan have flyttet grænserne til din fordel. Pludselig kan du opnå meget mere uden at skulle møde mennesker personligt. Nogle grænser er flyttet permanent, mens andre svinger tilbage, når vi har virussen bag os.

Recessionen forårsaget af Covid-19 vil ikke vare evigt, og den vil ikke fundamentalt ændre, hvordan vi driver forretning i softwarebranchen, men det kan have en indvirkning her og der. Jeg henviser til Covid-19 nu og da, men *Going Global on a Shoestring* er ikke en bog om, hvordan man kan overvinde eller drage fordel af en pandemi. En bog om det emne ville bestemt være relevant, men også hurtig blive uaktuel. Den ville også være svær at skrive, fordi Covid-19-pandemien påvirker virksomhederne meget forskelligt.

## Small is beautiful

Jeg er fra Danmark. Vi er et lille land med lidt over fem millioner mennesker. Vi taler dansk, men de fleste af os taler også et rimeligt engelsk, og nogle af os taler endda tre eller flere sprog som tysk, fransk eller spansk.

 ![](https://hpbech.com/wp-content/uploads/Man-with-globe-500.png) 

Danmark repræsenterer mindre end 0,5 procent af den globale efterspørgsel efter nogetsomhelst. Det er sandsynligvis årsagen til, at de fleste danske softwarevirksomheder kommer ud på de udenlandske markeder meget tidligt i deres livscyklus og på et tidspunkt, hvor de fleste af dem kun har begrænset investeringskapacitet. De bliver tiltrukket af løftet om de 99,5 procent, som det globale marked lokker med, og der er faktisk mange steder, hvor de kan komme langt med engelsk, tysk, fransk og spansk som deres andet eller tredje sprog. Men de har brug for at finde billige hacks⁠ for at kunne vinde kunder og forretningspartnere.

De har behov for og er nødt til at gå globalt på et lille budget.

 ![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1-248x300-1.png) 

Et godt eksempel er produkterne bag Microsofts Dynamics 365, hvor ERP-komponenterne stammer fra det danske firma, Navision. Du kan finde detaljerne om, hvordan det skete i min bog, *[Fra Damgaard til Microsoft](https://tales.dk/soeg/?text=Fra+Damgaard+til+Microsoft)*.⁠

Selv om det er ekstremt attraktivt at få adgang til internationale markeder og vil multiplicere værdien af ​​ethvert softwarefirma, der lykkes med det, er det nok også det sværeste skridt, du kan tage. Ligeså svært som at få virksomheden i gang i første omgang. Især når du har et stramt budget.

I bogen deler jeg mine erfaringer, og hvad jeg mener er grundlæggende principper, der kan bruges af ethvert lille softwarefirma, der har et fantastisk produkt, men kun begrænsede midler. Min ambition har været at skrive håndbogen for, hvordan man kommer ind på udenlandske markeder uden at sætte alt over styr.

At kalde det en håndbog betyder ikke, at der findes en enkel og lineær metode, der vil føre til succes for alle overalt. En sådan metode findes desværre ikke. I stedet vil får du praktiske eksempler og jordnære diskussioner, der er relevante for emnet. Du kan snuppe og afprøve de ideer, som du finder passende for din forretning.

Det er med vilje, at jeg hovedsageligt bruger cases fra virksomheder, som du sandsynligvis ikke kender. Fordi heller ingen kender dig. Det er netop din udfordring. Hvordan får du en forretning op at køre på et nyt marked, når du er en fuldstændig ukendt og kun har begrænsede ressourcer til rådighed? Det er det spørgsmål, som min bog besvarer.

**Categories:** Globalisation, Society, Strategy

**Tags:** biznes

---

### [Digitale nomader, gig-økonomi og virtuelle virksomheder](https://hpbech.com/da/digitale-nomader-gig-oekonomi-og-virtuelle-virksomheder/)

**Published:** June 30, 2020
**Author:** Hans Peter Bech

**Excerpt:** At være en digital nomade er en livsstil og ikke et forsøg på skatteunddragelse

**Content:**

---

*Fordelene for den specialiserede freelancer er indlysende. Du kan arbejde, hvor og hvornår du foretrækker det. Forudsat at du forstår, hvordan du promoverer og sælger dine ydelser, kan du leve et behageligt liv uden at skulle pendle til det samme kontor hver dag, uden en chef, som du ikke kan lide eller ikke respekterer, og uden at blive involveret i virksomhedernes interne politikfnidder.*

---

![](https://hpbech.com/wp-content/uploads/Collaboration.png)

Udtrykket gig-økonomi dækker fænomenet, hvor flere og flere mennesker vælger at arbejde som freelancere. De betales pr. time, for et bestemt projekt eller en bestemt levering og har ikke en eksklusiv aftale med nogen arbejdsgiver eller klient. Udtrykket er lånt fra underholdningsindustrien, hvor musikere betales pr. forestilling – the gig.

Ligesom i underholdningsindustrien er variationerne i løn- og engagementsbetingelser i gig-økonomien enorme. Nogle bliver soloister, fordi de ikke kan finde fast arbejde, og andre vælger det, fordi det betaler bedre og tilbyder mere attraktive arbejdsvilkår end fast ansættelse. At køre for Uber i New Delhi og at optræde for et publikum på 100.000 mennesker på Wembley er begge gigs.

## Gig-markeder

En betydelig del af gig-økonomien er organiseret omkring digitale markedspladser, hvor udbud kan møde efterspørgsel. Uber er en markedsplads for transporttjenester, [Meploy](https://meploy.me/) er et marked for manuel arbejdskraft, [Toptal](https://www.toptal.com) dækker software engineering, [Upwork](https://www.upwork.com) er platform for alle mulige professionelle tjenester, [Pinploy](https://www.pinploy.dk) finder lokale handymænd i Danmark, mens [Codeable](https://codeable.io) er et marked for garvede WordPress-eksperter.

![](https://hpbech.com/wp-content/uploads/The-Rolling-Stones.jpg)Det velbetalte gig

Helt i toppen af gig-økonomien finder vi [The Rolling Stones](https://rollingstones.com), Barack Obama, Oprah Winfrey og andre berømtheder, der dybest set selv beslutter, hvilket honorar de vil forlange. Bag dem er et team af mennesker, der tager sig af alt det administrative og praktiske.

I det næste lag finder vi de tusindvis af specialiserede solo-fagfolk, der også kan forlange pæne honorarer for deres arbejde, men ikke ønsker at bruge krudt på det administrative, som det at drive en virksomhed altid kræver. De organiserer sig typisk som et selskab, hvorfra de fakturerer deres klienter, og hvorfra de betaler udgifter, en løn til sig selv og optjener et overskud.

Fordelene for den specialiserede soloist er indlysende. Du kan arbejde, [hvor og hvornår](https://www.hpbech.dk/digitale-nomader-et-liv-med-mere-eventyr-og-mindre-hverdag/) du foretrækker det. Forudsat at du forstår, hvordan du promoverer og sælger dine ydelser, kan du leve et behageligt liv uden at skulle pendle til det samme kontor hver dag, uden en chef, som du ikke kan lide eller ikke respekterer og uden at blive involveret i virksomhedernes interne politikfnidder. Hvis der er stor efterspørgsel efter dig, kan du selv vælge dine projekter og kun arbejde den tid, du foretrækker.

På efterspørgselssiden af ​​markedet bruger virksomheder i stigende grad specialiserede solo-fagfolk. Specielt til projekter, hvor de ikke har ekspertisen internt, hvor typen og varigheden af ​​aktiviteten ikke retfærdiggør en permanent ansættelse, eller hvor der er en åbenlyst mangel på talent.

![](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire-300x274.png)

Hvis der er brand på olieriggen, ringer du til [Red Adair](https://en.wikipedia.org/wiki/Red_Adair) (1915-2004), og du forhandler ikke om prisen. Han er i øvrigt kilden til ​​det berømte citat:

> “Hvis du synes, det er dyrt at engagere en professionel til at udføre opgaven, så bare vent og se hvad det koster at hyre en amatør.”
> 
> Red Adaier (1915-2004)

Konjunkturerne for specialiserede fagfolk ser lovende ud. Begge sider af markedet kan lide ideen og kan drage fordel af et projektdrevet engagement.

Den mørke side af gig-økonomien, hvor du som individ bliver en virksomhed, er det administrative overhead, der følger. Som soloist er du ansvarlig for alle aktiviteter, herunder forretningsudvikling, markedsføring, salg, levering, fakturering, regnskab, momsrapportering, lønudbetalinger (til dig selv), udarbejdelse af årsrapport og indsendelse af selvangivelse. Det kan være både kedeligt og tidskrævende at skulle udføre al back-office-administration og sikre, at lovgivningen overholdes. Oftest er det heller ikke det, de professionelle soloister er bedst til.

## Det estiske e-citizenship

I december 2014 lancerede den estiske regering [et program](https://e-resident.gov.ee/become-an-e-resident/), der giver udlændinge adgang til tjenester såsom oprettelse af virksomheder, bankkonto, betalingsformidling og beskatning. Alle kan ansøge og, forudsat at du er kvalificeret, modtage e-residency-pakken inklusive smartkortet, der giver dig mulighed for at interagere med offentlige tjenester og underskrive officielle dokumenter, herunder at registrere et firma.

![](https://hpbech.com/wp-content/uploads/Estonia-and-E-Residency.jpg)Grundlæggende giver det enhver mulighed for at starte og drive et firma fra en base i Estland uden nogensinde at skulle sætte fod på estisk jord. Alt kan gøres elektronisk ved hjælp af den digitale infrastruktur og signatur, der er implementeret i interaktionen med offentlige tjenester.

Mens e-citizen-programmet er tilgængeligt for enhver, er det især attraktivt for borgere i andre EU-lande. På grund af det indre marked og SEPA-lovgivningen i EU er det let og billigt at gøre forretninger på tværs af grænserne, herunder udstede fakturaer og flytte af penge. Du kan fakturere en erhvervsklient i et andet EU-land uden at skulle betale withholding skat eller tillægge moms. Du kan udbetale en løn til dig selv og få den beskattet i dit opholdsland, og Estland beskatter ikke overskud, der forbliver i virksomheden. Først når du udbetaler udbytte, skal du betale tyve procent i selskabsskat. De fleste lande – og alle EU-lande – har skatteaftaler med Estland, så dobbeltbeskatning kan undgås.

## XOLO – software, der tager sig af alt det kedelige

På denne baggrund lancerede estiske [XOLO](https://www.xolo.io) i efteråret 2015 (under navnet LeapIN) en softwareplatform til folk, der gerne vil drage fordel af den nye e-residency-mulighed. XOLO inkluderer virksomhedsregistrering, en bankkonto, et kreditkort, et bogføringssystem og alle de tjenester, der kræves for at overholde estisk lovgivning, såsom skatte- og momsrapportering og indgivelse af årsrapporten og virksomhedsselvangivelse. Alt mod et fast månedligt gebyr på €79. Alt hvad du skal gøre er at udstede dine fakturaer og uploade dine udgiftsbilag. XOLO tager sig af resten. Det er en administrativ service, og alle interaktioner udføres elektronisk.

Selvom der ikke er nogen begrænsninger på, hvilke type virksomheder du kan drive fra din estiske virksomhed (forudsat at det er lovligt!), så har XOLO besluttet at fokusere fuldstændigt på solo-iværksættere, boutique-konsulenter og freelancere.

> *”Det er en strategisk beslutning,” siger [Allan Martinson](https://www.linkedin.com/in/allanmartinson/), administrerende direktør hos XOLO. ”Vi har specialiseret os i at gøre de professionelle soloisters administrative back-office så enkelt og billigt som muligt. De skal bruge deres tid på klientprojekter. Vi tager os af det administrative.”*

![](https://hpbech.com/wp-content/uploads/Allan-Martinson.jpg)Allan Martinson, adm. direktør for XOLO i EstlandDet snævre fokus ser ud til at have givet pote. Med udelukkende et engelsk website har XOLO formået at tiltrække tusindvis af kunder fra over hundred forskellige lande.

I 2019 lancerede XOLO det nye produkt GO, der tilbyder den fulde pakke af tjenester uden behov for e-citizenship. GO-tjenesten tilbydes borgere i EU-lande, forudsat at de handler med kunder, der har et gyldigt momsnummer (B2B-transaktioner). Formelt driver freelancerne under GO deres forretning i et partnerskab med XOLO. Fakturaer udstedes formelt set af XOLO. Den individuelle GO-konto har en dedikeret bankkonto, hvor freelancerens indtægter indgår og hvorfra hendes omkostninger betales. Freelancere kan til enhver tid overføre sit indestående på GO-kontoen til sin egen bankkonto i et andet land.

Prisen for GO er fem procent af de udgående betalinger. Der er ikke noget oprettelsesgebyr.

> *”Med XOLO GO har vi sænket tærsklen for freelancere markant,” siger Allan Martinson. ”Vores kunder er i gang på mindre end en halv time, og der er ikke et fast månedligt gebyr at bekymre sig om. Når en GO-kunde vokser, kan de skifte til LEAP og få den samme service til en fast månedlig fee.”*

## Bageren der blev e-commerce ekspert

Benny Holgaard, oprindeligt fra Silkeborg, blev XOLO-bruger i 2019. Siden 2012 har han drevet [Shoptech.media](https://multisite.shoptech.media/da/), et firma der har specialiseret sig i opbygning og styring af webshops. I 2014 [besluttede han at forlade Danmark](https://www.hpbech.dk/fra-bager-til-digital-nomade/) for at rejse verden rundt. Da hans arbejde ikke krævede, at han var på et bestemt sted på et bestemt tidspunkt, søgte han efter en administrativ platform, hvorfra han kunne drive sin virksomhed.

> *”At servicere mine klienter, mens jeg rejser verden rundt, er overhovedet ikke noget problem,” forklarer Benny Holgaard, der, mens jeg taler med ham, befinder sig i Cordova på Filippinerne. ”At køre det administrative back-office med betalinger, bankoverførsler og beskatning viste sig imidlertid at være et mareridt.”*

![](https://hpbech.com/wp-content/uploads/Benny-slapper-af.jpg)Benny HolgaardDa Benny Holgaard forlod Danmark oprettede han et selskab på Seychellerne, mens han stadig havde sin bankkonto i Danmark. Den kombination viste sig at være meget giftig, og bøvlet forbundet med konstant at skulle bevise, at hans forretningsaktiviteter var legitime, blev ved med at vokse.

*”Det estiske e-recidency var præcis, hvad jeg havde brug for,” siger Benny Holgaard, ”og kombinationen af ​​XOLO og Transferwise har fjernet alt bøvlet.”*

Kunderne faktureres fra det estiske selskab, og betalinger foretages via Transferwise til en konto i en tysk bank. Bennys projekter er med tiden vokset støt, og han har nu selv engageret en pulje af freelancere, som han holder godt fast på. De skal betales til tiden, og med Transferwise kan han sikre både hurtig overførsel og lave transaktionsgebyrer.

*”Jeg hentede min e-recidency-pakke sidste år på den estiske ambassade i Tokyo, hvor jeg opholdt mig på det tidspunkt,” siger Benny Holgaard. ”Det var nemt at blive integreret i det estiske system og oprette min XOLO-konto. De har i øvrigt også hjulpet mig med at strømline kontraktforholden med mine underleverandørerne, som tidligere var baseret på mundtlige eller e-mail-aftaler. XOLO tager sig af administrationen, så jeg har fri til at rejse og tage mig af mine klienter. ”*

Shoptech.media er en simpel virtuel forretning, og alle klienter har fundet Benny Holgaard enten via mund til mund eller gennem de online-grupper, hvor han er meget aktiv. I begyndelsen var hans klienter danske, men i år vil mixet være fifty-fifty.

> *”Vi har opbygget et ry for at være teknisk kompetente, forretningsmindede og meget lydhøre,” forklarer Benny Holgaard. ”Folk, der er seriøse med e-handel, finder os og bliver vores kunder.”*

Opbygning og vedligeholdelse af webshops er en global industri, og kundernes behov er identiske på tværs af landegrænser og kulturer. Det går ud på at tiltrække trafik, forbedre konverteringen og øge basketsize. Benny Holgaards tilgang til at hjælpe sine klienter med at tjene flere penge ser ud til at fungere.

## Med base i Brasilien abejder Christoffer for et virtuelt firma i London

Christoffer Bjørg Pedersen er it-freelancer, og arbejder, da jeg taler med ham, fra en base i Brasilien. Han driver sin virksomhed under navnet [Windjammer IT Services OÜ](https://windjammer.me).

> *”Jeg var faktisk baseret i Portugal,” siger Christoffer. ”Vi var bare på besøg i Brasilien i et par måneder, men på grund af Corona-krisen ved jeg ikke, hvornår vi kan komme videre.”*

Christoffer udfører freelance-arbejde som IT-konsulent og er i øjeblikket i et langsigtet engagement med en klient, der juridisk hører hjemme i England.

*”Min klient er fuldstændig virtuel,” forklarer Christoffer. ”Folket er spredt over hele kloden, og jeg er ikke engang sikker på, at nogen arbejder på adressen i London.”*

Efter at have forladt Danmark i 2011 bosatte Christoffer sig først i Sverige og derefter i Letland. Herfra flyttede han til Montenegro, hvor han oprettede et selskab. Bureaukratiet var overvældende og dyrt, og da han besluttede at rejse videre, syntes det estiske e-citizenship den rette løsning.

![](https://hpbech.com/wp-content/uploads/montenegro.jpg)Kotor Bay, Montenegro> *”For en digital nomade som mig er XOLO og det estiske e-recidency perfekt,” siger Christoffer. “XOLO tager sig af alle back-office-opgaver, og de er også meget hjælpsomme med spørgsmål i forbindelse med betalinger og beskatning.”*

For tiden har Christoffer en Transferwise-konto med kreditkort til brug for sine forretningsaktiviteter. Kunderne honorerer fakturaer til denne konto og derfra kan han betale sine forretningsudgifter og overføre midler til sine private konti i Sverige og Portugal.

> *”De største problemer forbundet med at være en digital nomade er bankkonti og personbeskatning,” forklarer Christoffer. ”Der er to muligheder for at udtage midler fra det estiske selskab. Som løn eller som fortjeneste. Uanset hvad, bliver du nødt til at beslutte, hvor du selvangiver den personlige indkomst til beskatning, og det er ikke let, hvis du ikke er fastboende et eller andet sted.”*

Indtil videre har Christoffer med hjælp fra venner, der kender papirarbejdet, indgivet selvangivelser i Montenegro, Sverige og Brasilien.

> *“Antallet af digitale nomader som mig vokser meget hurtigt, og vi har brug for mere fleksible rammer for pengesiden af vores aktiviteter, ”afslutter Christoffer. ”At være en digital nomade er en livsstil og ikke et forsøg på skatteunddragelse.”*

---

Artiklen er [oversat fra engelsk](https://tbkconsult.com/the-gig-economy-and-the-virtual-company/) og er et uddrag fra min kommende bog [Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/).

**Categories:** Globalisation, Travelling &amp; Leisure, Society

**Tags:** fixion_en

---

### [Ulempen ved at være for tidligt ude](https://hpbech.com/da/ulempen-ved-at-vaere-for-tidligt-ude/)

**Published:** August 18, 2020
**Author:** Hans Peter Bech

**Excerpt:** Solvoyo, der udvikler og leverer software til supply-chain optimering, skulle igennem to kuldsejlede salgsstrategier, før de fandt en omsætningsgeneringsmodel, der slet ikke kræver sælgere.

**Content:**

---

> *Solvoyo, der udvikler og leverer software til supply-chain optimering, skulle igennem to kuldsejlede salgsstrategier, før de fandt en omsætningsgeneringsmodel, der slet ikke kræver sælgere.*
> 
> *En case story fra min bog [Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/).*

---

Hvordan kan supermarkedet altid have alle varerne på din indkøbsliste på hylderne? Nå, måske ikke altid, men så i det mindste meget tæt på altid. Et supermarked har omkring 50.000 varenumre, hvoraf nogle købes af mange kunder hver dag og andre kun af få kunder engang i mellem.

![](https://hpbech.com/wp-content/uploads/Supermarket-1.jpg)

Mens tøj har et dækningsbidrag på op til halvtreds procent, leverer fødevarer omkring ti procent og non-food dagligvarer langt mindre. Så hvordan kan detailhandlere, grossister, producenter og alle de andre aktører i FMCG (Fast Moving Consumer Goods) forsyningskæderne holde deres omkostninger nede, tjene penge og stadig sørge for at lagerføre, hvad du har brug for, når du har brug for det?

## Kundernes udfordring

Den disciplin kaldes *supply chain management*. Hvordan man producerer hvad, hvornår, hvor meget man skal lagerføre hvor, og hvordan man leverer det til det næste led i kæden for endelig at matche efterspørgslen i detailhandelen.

Internettets hastige udbredelse og forbrugernes gradvise accept af e-handel har øget kompleksiteten i forsyningskæderne for alle FMCG-virksomheder. Ikke mindst har Amazons aggressive og globale ekspansion ændret konkurrenceforholdene.

At matche efterspørgsel og udbud korrekt kræver ifølge Solvoyo én samlet simuleringsmodel, der inkorporerer alle elementer i forsyningskæden, tager højde for sæsonvariationer, justerer for trends og salgsfremmende markedsføringsaktiviteter samt bruger aktuelle data fra POS (Point of Sales)-systemerne i slutningen af ​​kæden. En sådan model bliver meget omfattende, men skal alligevel kunne opdateres og afvikles på dagsbasis.

![](https://hpbech.com/wp-content/uploads/Nilufer-Durak.jpg)Nilüfer Durak

> *“Den primære udfordring for de fleste virksomheder er manglen på en sammenhængende planlægningsmodel,” forklarer Nilüfer Durak, COO hos Solvoyo. ”At have separate planlægnings- og optimeringsværktøjer til hvert funktionelt område i forsyningskæden er stadig meget almindeligt, selv om det giver ikke gode resultater”*

## Solvoyo

Solvoyo, en softwarevirksomhed med hovedkontor i Boston, MA, USA og udviklingsafdeling i Istanbul, Tyrkiet, har specialiseret sig i tværfunktionelle planlægningsløsninger til detailhandelen og dens leverandører leveret i et cloud-baseret SaaS-format.

> *“Planlægning i forsyningskæderne er en matematisk og statistisk udfordring,” siger Nilüfer Durak. “Jo flere indbyrdes afhængigheder du kan inkludere, jo flere data du kan behandle, og jo hurtigere modellen kører, desto bedre resultater får du.”*

![](https://hpbech.com/wp-content/uploads/Solvoyo-500.jpg)

Solvoyos software anvender teknologier såsom analyse af Big Data, algoritmer og AI til at samle og dissekere data. Formålet er gøre brugerne i stand til at træffe bedre og hurtigere beslutninger op og ned i forsyningskæden for herefter at levere input direkte til de operationelle ERP systemer. Udover at tilbyde en samlet løsning på supply chain simulering mener Solvoyo, at de også kan tilbyde kunderne hurtigere implementering og dermed sikre en hurtigere og højere forrentning af investeringen end konkurrerende løsninger.

> *“Vores software producerer indsigt, der giver mulighed for at træffe bedre beslutninger i alle led af forsyningskæden,” understreger Nilüfer Durak. ”Vi reducerer typisk lageret med op til femogtyve procent og transportomkostninger med op til tredive procent, øger rettidig opfyldelse og tilgængelighed med op til tres procent, hvilket resulterer i en samlet EBITDA-forbedring i intervallet fra en til fem procent.”*

At opnå denne type resultater kræver, at kunden er parat til at omorganisere den måde, hun udfører supply chain-planlægning på, og det har vist sig at være den største hindring. Med en gennemsnitlig implementeringstid fra indledende dataindsamling til go-live på mindre end 90 dage og en tilbagebetalingsperiode på i gennemsnit under 3 måneder, bør en sådan investering appellere til enhver topleder. Men sådan har det ikke været.

Leveringsformatet er et cloud-baseret software-as-a-service-abonnement (SaaS), hvor onboarding (integration og implementering), betales efter medgået tid og materialer. Onboarding udgør cirka tres procent af det første års abonnementsgebyr. AACR (Average Annual Concurrent Revenue) er $240.000, og den gennemsnitlige salgscyklus er på ni måneder.

## Ulempen ved at være for tidligt ude

Solvoyo startede i 2005 som en konsulentvirksomhed og frigav den første version af sit softwareprodukt, Elevation, i 2011. Fremgangsmåden med at optimere på tværs af flere organisatoriske siloer var ny i branchen, og de store virksomheder, som løsningen henvendte sig til, var tilbageholdende med at bide på krogen. Efter at innovative virksomheder som Home Depot og Schneider besluttede at bruge Elevation, blev andre mere konservative kundeemner nysgerrige. På den baggrund rejste Solvoyo i 2014 kapital fra en række venturefonde. Formålet med kapitaltilførslen var at investere i salg og dermed accelerere væksten.

![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)Under antagelse af, at markedet nu var modnet, engagerede Solvoyo et team af erfarne softwaresælgere til at opsøge og bearbejde potentielle kunder. Sælgerne havde dels erfaring med salg af komplekst forretningssoftware til store virksomheder, og dels havde de også et etableret netværk af kontakter, som de med det sammme kunne trække på.

I teorien var det en helt rigtige salgsstrategi. I praksis virkede den ikke.

Erfaringerne med at sælge dyre softwareprojekter med forudbetalte licenser og betydelige implementeringsprojekter var tilsyneladende ikke et godt match for en løsning, der slår på hurtig implementering og mindre men tilbagevendende månedlige abonnementsgebyrer.

Unge, hurtige sælgere med SaaS-erfaring erstattede nu de tunge drenge, men den model fungerede heller ikke. Kunderne foretrak alligevel at kommunikere med personer, der havde indsigt i deres industriforhold, talte deres sprog, hurtigt forstod deres udfordringer og kunne indgå i en løsningsorienteret dialog.

Det var ikke let at præcist finde ud af, hvorfor de to salgsstrategier ikke fungerede. Markedets manglende modenhed kan have spillet en rolle.

Det var heller ikke enkelt at afgøre, hvordan løsningen på salgsopgaven så skulle skæres.

I kølvandet på to kuldsejlede salgsstrategier havde virksomheden ikke råd til at eksperimentere for evigt, og i 2016 besluttede de at skifte til en inbound strategi uden sælgere til opsøgning af potentielle kunder. Når potentielle kunder henvendte sig, blev de kvalificeret, og en branchekendt konsulent sat på sagen.

I de følgende år modnedes markedet, og Solvoyo-navnet blev mere kendt. Flere og flere potentielle kunder identificerede behovet for nye måder at optimere deres forsyningskæder på og indså, at det innovative rush måske ikke ville komme fra de store og etablerede softwareleverandører. De inviterede Solvoyo til skønhedskonkurrencer af Shark Tank typen, som førte til pilotprojekter, der herefter blev efterfulgt af komplette udrulninger. På den måde lykkedes det Solvoyo at vinde et supply chain management-projekt med en af de største globale CPG-virksomheder (CPG: Consumer Packaged Goods).

## Internationalisering

![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

Go-to-market-tilgangen er nu overvejende direkte og er afhængig af, at kunderne selv henvender sig. Herefter kobles erfarne konsulenter på projektet for at hjælpe kunden gennem sin beslutningsproces.

> *“I et forsøg på at komme ind i Microsoft Dynamics AX-kanalen skiftede vi til Azure,” fortæller Nilüfer Durak. ”Teoretisk set skulle Elevation og AX være det perfekte match, men i praksis virkede det heller ikke. At sælge SaaS-løsninger kombineret med korte og omkostningslette implementeringsprojekter gennem den klassiske ERP-kanal viste sig at være en vanskelig opgave. ”*

Solvoyo er stadig åben for at etablere partnerskaber og mener, at de har et attraktivt tilbud, men de planlægger ikke at investere i opsøgende rekrutteringsaktiviteter i øjeblikket.

Halvdelen af Solvoyos omsætning genereres i Nordamerika, mens den anden halvdel primært kommer fra Tyrkiet, som virksomheden betragter som sit testmarked.

> *“Markedet for optimering på langs af forsyningskæden ved hjælp af sofistikeret informationsteknologi er langt om længe ved at modnes,” siger Nilüfer Durak, “Interessen vokser også fra de øverste lag på SMB-markedet. Vi har en stigende strøm af indgående forespørgsler, der holder os beskæftiget. Vi fortsætter med denne tilgang. ”*

Solvoyo har foretaget betydelige investeringer i en meget informativ hjemmeside og en stor portefølje af artikler og ebøger. Hubspot er implementeret til støtte for leadgenerering, udvikling og kvalifikation.

> *“Inbound leadgenerering har flere fordele,” konkluderer Nilüfer Durak. ”Leads er meget bedre kvalificeret, og de er tættere på at tage en beslutning. Vi har grundlæggende ikke brug for traditionelle sælgere for at lukke tilbudene, hvilket gør den nuværende salgsmodel langt lettere (og billigere) at skalere. ”*

Artiklen er oversat fra engelsk og er et uddrag fra min kommende bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*.

**Categories:** Globalisation, Strategy

**Tags:** biznes, ERP, business development

---

### [Ny bog om international forretningsudvikling](https://hpbech.com/da/ny-bog-om-international-forretningsudvikling/)

**Published:** September 1, 2020
**Author:** Hans Peter Bech

**Excerpt:** Going Global on a Shoestring er en idésamling af eksperimenter, man kan afprøve uden at risikere, at fundamentet under virksomheden ryger med i farten. Det er ikke de store ambitioner om at erobre verden, der behandles i bogen. Det er mere, hvordan man lærer at gå, før man skal lære at løbe. Herefter kan man så overveje, om man skal være Danmarksmester, Europamester og Verdensmester.

**Content:**

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> *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/) er en idésamling af eksperimenter, man kan afprøve uden at risikere, at fundamentet under virksomheden ryger med i farten. Det er ikke de store ambitioner om at erobre verden, der behandles i bogen. Det er mere, hvordan man lærer at gå, før man skal lære at løbe. Herefter kan man så overveje, om man skal være Danmarksmester, Europamester og Verdensmester.*

---

![Hans Peter Bech](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979-300x205.jpg)Juli 1979 i et fly på vej til Saudi Arabien via Beirut

I dag udkom bogen *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*, som jeg har arbejdet på i en række år. Over fyrre år kunne jeg med rette hævde, for min første oplevelse med international forretningsudvikling, som også omtales i bogen, ligger helt tilbage i juli 1979. Det var i Saudi Arabien. Siden da er der ikke mange hjørner af jordkloden, hvor jeg ikke har været et smut forbi for at sælge dem noget dansk software.

## Hvordan får man inspiration til en bog?

![](https://hpbech.com/wp-content/uploads/Group.jpg)

Ideen til at skrive bogen opstod nu først i 2014, hvor jeg blev inviteret til at holde en række workshops i international forretningsudvikling ved Sabanci Universitet i Istanbul. Her skulle jeg på to dage give 100 topchefer i Tyrkiske softwarevirksomheder opskriften på, hvordan man – med en beskeden indsats – kunne gøre sig gældende på de internationale markeder. Holdet blev delt op i to grupper af 50 og herefter i 5 grupper af 10, når der skulle arbejdes med konkrete cases. Det blev et meget omfattende kursusmateriale, og ikke mindst arbejdet med casene viste sig at være populært blandt deltagerne. Det materiale kunne jeg bygge videre på i bogprojektet.

## Ting tager tid og tilfældigheder spiller en afgørende rolle

Når det tog seks år at skrive bogen, skyldes det også, at jeg besluttede at skrive en anden bog først: *[Building Successful Partner Channels.](https://www.hpbech.dk/boger/building-successful-partner-channels/)* Ud over kurser i international forretningsudvikling, holder jeg nemlig også kurser i, [hvordan man opbygger partnerkanaler](https://tbkconsult.com/product/building-successful-partner-channels-2/). At den bog kom først, var resultatet af en plat og krone seance. Krone vandt. Kanalbogen udkom den 1. april 2015 (ikke en velvalgt dato) og blev en international bestseller.

![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-1-248x300-1.png)

Herefter fik jeg ved et tilfælde muligheden for at komme helt tæt på [Erik](https://www.linkedin.com/in/erik-damgaard-nielsen-b0a34630/) og [Preben Damgaard](https://www.linkedin.com/in/preben-damgaard-859722/), hvilket resulterede i bogen *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)*, der udkom i den 1. september 2017. At skrive en erhvervsbiografi viste sig at være et monsterprojekt, hvorfor jeg lod den oversætte til engelsk, nu vi var i gang. Den udkom i juni 2018 under titlen *[5,460 Miles from Silicon Valley](https://www.hpbech.dk/boger/5460-miles-from-silicon-valley/)* og kom også på bestsellerlisten i sin kategori. Efter min egen opfattelse er det den bedste bog, jeg til dato har skrevet, men det er læserne ikke enig i. Kanalbogen sælger fortsat langt mere end Damgaard-historien. Den med gyngerne og karrusellerne gælder også for forfattere.

## Tid er ikke noget man har, det er noget man får

Efter at den engelske udgave af Damgaard-bogen ramte market væltede det ind med henvendelser om foredrag, workshops og konsulentopgaver. Selvom det betaler godt, så tager den slags altså meget af ens tid og energi. Det går ud over research og skriveri. Derfor kom Covid-19 pandemien som en gave fra himlen. Nej, jeg havde naturligvis hellere været den foruden, men den betød, at alle min engagementer i udlandet enten blev aflyst eller skulle gennemføres virtuelt. Det gav den fornødne luft i kalenderen til at få gjort manuskriptet færdigt. Jeg offentliggjorde en udgivelsesdato, og så var det ellers bare om at kridte skoene og hænge i.

## Der findes ikke en opskrift på succes

Når du kører et åbent kursus, kan du ikke arbejde med deltagernes egne problemstillinger. Dels er deltagerne tilbageholdende med at lægge deres problemer ufiltreret på bordet og dels synes de øvrige deltagere, at de andres problemer ikke har relevans for deres virksomhed, hvorefter de tager mobilen frem og tjekker mails. Det er mere givende, at alle arbejder med cases, hvor deres vidensniveau er det samme, og hvor de ikke har noget i klemme. Deltagerne bliver hermed for en stund management konsulenter, som skal analysere en situation, identificere hvilke informationer de mangler og drøfte hvilke optioner, de kan foreslå ledelsen i casevirksomhederne. Det virker godt.

Derfor besluttede jeg, at case-elementet også skulle spille en større rolle i den nye bog, end den gjorde i *[Building Successful Partner Channels](https://www.hpbech.dk/boger/building-successful-partner-channels/)*. Udover fire projekter, som jeg selv havde været dybt involveret i og havde mulighed for at dele offentligt, interviewede jeg en lang række topledere. Det resulterede i yderligere 26 case-stories. Bogen indeholder således 30 case-stories, der spænder meget vidt, og dermed skulle dække det meste af software-industrien.

![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

Historierne fra det virkelige liv illustrerer med al tydelighed, hvor forskelligt virksomhederne griber opgaven an, og at der ikke findes en simpel opskrift på success. Der findes til gengæld måder, hvorpå man kan iværksætte små eksperimenter og under rimeligt kontrollerede forhold vurdere om de virker eller ej. Bogen henvender sig til mindre virksomheder, der har fantastiske produkter, men ikke ret mange penge. Derfor skal eksperimenterne være overskuelige, for ellers kan de risikere at trække tæppet væk under virksomheden. Og det sker faktisk oftere, end man skulle tro. Bogen giver en håndfuld eksempler.

*Going Global on a Shoestring* er idésamling med små eksperimenter, man kan afprøve uden at risikere, at fundamentet under virksomheden ryger med i farten. Det er ikke de store ambitioner om at erobre verden, der behandles i bogen. Det er mere, hvordan man lærer at gå, før man skal lære at løbe. Herefter kan man så overveje, om man skal være Danmarksmester, Europamester og Verdensmester. Det er bogen for de, der skal til at tage hul på de internationale markeder og for de, der er i gang, men ikke helt kan få det til at spille.

Forfatteren præsenterer bogen på to minutter.## Hvor kan bogen købes?

Bogen kan købes alle steder, men det er nok de færreste danske boghandlere, der uopfordret tager den hjem til hylderne. Spørg efter den hos din boghandler, så kan de bestille den hos [DBK](https://www.dbk.dk/) og have den dagen efter. Ellers er der [Amazon](https://www.amazon.de/Going-Global-Shoestring-Expansion-Software/dp/8793116284) og de andre [bogportaler](https://tales.dk/soeg/?text=Going+Global+on+a+Shoestring), og jeg ved, at Det Kongelige Bibliotek har to eksemplarer – det har forlaget nemlig ifølge dansk lov pligt til at levere.

## Going Global on a Shoestring

![](https://hpbech.com/wp-content/uploads/9788793116283.jpg)**Titel**: Going Global on a Shoestring – Global Expansion in the Software Industry on a Small Budget

**Forfatter**: Hans Peter Bech

**Udgivelsesdato**: 1. September 2020

**Antal sider**: 392

**Sprog**: Engelsk

**Categories:** Book reviews, Business development, Globalisation, Society, Strategy

**Tags:** biznes

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### [Hvordan Navision fik hul på det amerikanske marked](https://hpbech.com/da/hvordan-navision-fik-hul-paa-det-amerikanske-marked/)

**Published:** October 13, 2020
**Author:** Hans Peter Bech

**Excerpt:** I denne måned har Navision (Microsoft Dynamics 365 - Business Central) 30 års jubilæum på det nordamerikanske marked. Som du vil erfare i denne artikel, så var vejen til succes lang og snørklet.

**Content:**

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> *I denne måned har Navision (Microsoft Dynamics 365 – Business Central) 30 års jubilæum på det nordamerikanske marked. Som du vil erfare i denne artikel, var vejen til succes lang og snørklet.*

---

Et lille dansk softwarefirma med det undseelige navn PC&C, der blev grundlagt i 1984, udviklede det produkt, der senere blev til Microsoft Dynamics NAV (nu Business Central).

 ![](https://hpbech.com/wp-content/uploads/Microsoft-Dynamics-365-Business-Central.jpg) 

Tre unge ingeniører, [Jesper Balser](https://www.linkedin.com/in/jesper-balser-609765/), Torben Wind og Peter Bang, så potentialet i den nye PC-teknologi og besluttede at udvikle et integreret DOS-baseret økonomistyringsprodukt til små virksomheder. Ikke fordi de var eksperter i økonomistyring, for det var de ikke, men fordi de var overbevist om, at hvert eneste firma på kloden havde brug for netop et sådant program.

I 1985 lancerede de PCPLUS, og i erkendelse af at de ikke vidste meget om markedsføring og salg, besluttede de at lægge distributionen i hænderne på en etableret distributør, Sophus Berendsen Computer Products.

## Fra idé til overskud på tolv måneder

PCPLUS blev godt modtaget af markedet, og allerede i deres andet regnskabsår gav PC&C overskud (og gjorde det lige siden).

 ![](https://hpbech.com/wp-content/uploads/1987-Navision-stiftere-og-IBM.png) *Fra venstre: Jesper Balser, Peter Bang, Carl Christian Ægidius (IBM), Ole Anker Larsen (IBM) og Torben Wind. (1987)*  

Tilbagemeldingen fra markedet og udviklingen i teknologien satte straks de tre ingeniører i gang med udviklingen af et nyt produkt, der kunne understøtte PC-netværksmiljøer med flere brugere. I 1987 lancerede de den første version af Navision under navnet **Navigator**.

Denne gang lykkedes det dem at vinde IBM Danmark som deres distributør. Det blev Berendsen sure over, droppede PCplus og sagsøgte det lille softwarefirma for kontraktbrud. Den historie må du få en en anden dag.

IBM var en vigtig aktør på PC-markedet i 1980’erne, og IBM Danmark havde udviklet en markedsføringsstrategi, der gav virksomheden de højeste markedsandele i verden. Selvom Danmark var og er et lille marked (ca. 0,24 procent af den globale efterspørgsel), blev denne strategi, der bidrog med en hel procent til IBMs globale omsætning, beundret af selskabets øverste ledelse.

## Navigator til AS/400

På markedet med små og mellemstore virksomheder var IBM meget succesrig med deres minicomputer AS/400 (lanceret i 1988 som en efterfølger til System 36). IBM ønskede, at PC&C udviklede en version af Navigator, der kørte på AS/400, og de gik derfor i gang med arbejdet.

 ![](https://hpbech.com/wp-content/uploads/as-400-300x213.png) 

I forbindelse med forberedelserne til markedsføringen deltog AS/400-sælgeren, [Erik Seifert](https://www.linkedin.com/in/erikseifert/), fra IBM Danmark i et Navigator-brugerkursus. Han fik straks øje på det globale potentiale, produktet repræsenterede. Med Navigator kunne IBM vinde betydelige markedsandele på det enorme marked, repræsenteret af små og mellemstore virksomheder. I modsætning til koncernsegmentet, hvor IBM sad sikkert i sadlen, var man i mellemmarkedet i stigende konkurrence med andre minicomputerproducenter og ikke mindst med de kompatible PC’ere.

I 1989 præsenterede Erik IBM Danmarks direktion for sin idé om at oprette en taskforce, som skulle overbevise de andre IBM-datterselskaber over hele verden om også at bruge Navigator som et IBM-logoprodukt og vinde markedsandele på samme måde som de gjorde i Danmark. Han var især ivrig efter at få aktiviteten igangsat i USA. Hvis IBM i USA tog Navigator til sig, ville alle de andre lande automatisk følge trop.

Idéen blev modtaget noget tøvende af IBM Danmarks ledelse. Deres fokus var på at sælge IBMs produkter til det lokale danske marked, hvilket de gjorde med stor dygtighed. At udføre cross-border aktiviteter var en ny idé, som der ikke var nogen etableret procedure for, og som de hverken havde budget eller ressourcer til. Erik forklarede begejstret om det enorme globale potentiale, og hvordan det ville understøtte IBMs hardwaresalg. Alligevel var han ikke i stand til at overbevise dem om at give idéen en chance.

IBM-ledelsens modvilje stoppede ham imidlertid ikke. I stedet henvendte han sig direkte til PC&C med sine visioner. PC&C-grundlæggerne var nu også tilbageholdende. De var stadig en lille butik med en stab på kun 12 personer og følte sig ikke klar til at udfordre verdens største marked, seks til ni tidszoner væk. De formodede også, at der allerede måtte være noget tilsvarende eller endnu bedre på det amerikanske marked. Efter lange diskussioner lykkedes det imidlertid Erik at overbevise dem om, at de skulle give initiativet en fair chance, og at Nordamerika skulle være prøvekaninen.

## Navigator 3.0 (nu med Application Language)

I mellemtiden havde PC&C (på grund af tekniske problemer) stoppet udviklingen af AS/400-versionen og havde i stedet frigivet en version 3 af Navigator til DOS og OS/2 med et applikationssprog (AL), der gav forhandlerne mulighed for at tilpasse og tilføje funktionalitet til produktet. Dette koncept viste sig at blive en endnu større succes end de tidligere produkter og bekræftede Eriks overbevisning om, at det globale markedspotentiale skulle udnyttes NU.

I marts 1990 sagde han sit job op i IBM, rejste til Nordamerika (på et turistvisum) og kastede sig straks over IBM Canada. Selvom det lykkedes ham at infiltrere organisationen godt og grundigt, var han ikke i stand til at vinde støtte til at etablere en forretning med Navigator. Med tomme lommer vendte han tilbage til Danmark og genoptog drøftelserne med PC&C om mulighederne i Amerika.

## PC&C Americas Inc.

 ![](https://hpbech.com/wp-content/uploads/Erik-Seifert-square.png) Erik Seifert  

Den 2. oktober 1990 blev PC&C Americas Inc. etableret i Atlanta, Georgia. Erik fik 25 procent af aktierne, mens PC&C satte sig på resten.

Han udarbejdede nu en ny strategi, der rettede sig mod alle de store softwareleverandører. Han ville overbevise dem om, at de skulle gå ind på markedet for økonomisystemer, og at de skulle etablere forhandlere, der kunne sælge produkterne og implementere løsningerne. Han henvendte sig igen til IBM, men for at spille på flere heste blev der også taget kontakt til Microsoft, Lotus, WordPerfect, Computerland og mange andre førende it-virksomheder. Ingen af dem viste interesse for idéen, og de havde i det hele taget svært ved at forstå, hvad han talte om.

I foråret 1991 mistede PC&C tilliden til projektet og besluttede at trække sig ud. Erik var dog ikke parat til at vende tilbage til Danmark med endnu en fiasko i bagagen. Fra sit arbejde i marken havde han oplevet, at Navigator altså *var* flere år foran alt, hvad der var tilgængeligt i USA. Han ønskede derfor at blive og fortsætte. Da hans visum og arbejdstilladelse var bundet til PC&C Americas Inc., aftalte han at købe aktierne fra PC&C til en vennepris ($1.400) og fortsætte for egen regning og risiko. Med en eksklusiv aftale for Nord- og Sydamerika var han overbevist om, at det nok skulle lykkes ham at finde vejen til en succesrig forretning.

## Peachtree Software

Endnu engang reviderede han strategien. Han konkluderede, at de nuværende udbydere af business software nok var bedre mål. I det mindste ville de da forstå hvad han talte om. Han undersøgte markedet, opstillede en liste over potentielle emner og begyndte at ringe til deres administrerende direktører.

De forstod helt bestemt, hvad han talte om, men et samarbejde mellem Erik og PC&C ville være det samme som at skrotte deres egne produkter, og ingen af de direktører, han fik i røret, så det som et attraktivt fremtidsscenarie.

 ![](https://hpbech.com/wp-content/uploads/peachtree-accounting.jpg) 

Indtil en tidlig morgen i juli 1991, da han fik hul igennem til Bill Goodhew, administrerende direktør for Peachtree Software. Den morgen var Bill på kontoret inden sin sekretær og tog derfor selv telefonen og besvarede opkaldet. Da Bill ikke var teknikeren bag Peachtree-produktet, men snarere den forretningsmæssige leder, der tog sig af strategi, organisation, markedsføring og salg, led han ikke af et not-invented-here-syndrom men lyttede til, hvad Erik havde at sige. Peachtree var allerede selv i fuld gang med at udvikle et nyt produkt. Alligevel var han nysgerrig efter at erfare, hvorfor IBM i Danmark havde valgt at samarbejde med PC&C. Han bad derfor Erik om at komme over og give dem en introduktion.

Introduktionen gik godt. Bill Goodhew var positiv, mens udviklingschefen var noget reserveret og skeptisk. Et samarbejde om Navigator ville jo også betyde, at han skulle droppe sit eget udviklingsprojekt. Ikke desto mindre fik Erik grønt lys fra Bill Goodhew, og yderligere evalueringer blev indledt, hvilket til sidst førte til forhandlinger om vilkår og betingelser for eksklusiv repræsentation i USA.

PC&C i København blev nu involveret i diskussionerne, og det blev klart for Erik, at den endelige kontrakt skulle indgås direkte mellem Peachtree og PC&C i Danmark. Da drøftelserne kom ind i et dødvande i oktober 1991, løb Erik igen tør for penge. I lyset af forhandlinger med Peachtree opløste han derfor distributionsaftalen med PC&C og blev i stedet agent. Som agent fik han en løbende retainer, der gjorde det muligt for ham at fortsætte med at støtte projektet fra sin base i Atlanta.

Distributionsaftalen mellem PC&C og Peachtree blev underskrevet i august 1992. Den sikrede Peachtree eksklusivitet på det amerikanske marked i fem år mod en garanteret minimumsbetaling på fem millioner dollars. Aftalen indebar, at PC&C skulle levere en amerikansk version af produktet, og dette arbejde blev nu startet.

Fra sin base i Georgia fortsatte Erik med at støtte Peachtree i deres bestræbelser på at opbygge det nye team, der skulle drive forretningen med Navigator (som skulle hedde Avista i USA). Til at stå i spidsen for teamet anbefalede Erik at rekruttere en af sine tidligere IBM-kolleger, [René Stockner](https://www.linkedin.com/in/rene-stockner-1497a5/), der var ansvarlig for forholdet til PC&C i Danmark. Han var fortrolig med produktet, forretningsmodellen og havde et godt forhold til PC&C-folkene. René accepterede udfordringen og flyttede i starten af 1993 sammen med sin familie til Atlanta. Med René Stockner i spidsen for Peachtree-projektet, blev Erik tilbudt at tage ansvaret for samtlige PC&Cs globale salgs- og marketingaktiviteter. Et tilbud, han accepterede og udøvede fra sin base i USA.

## Og så skete der ingenting…

 ![](https://hpbech.com/wp-content/uploads/Rene-Stockner-square.jpg) René Stockner  

Selvom en bindende forpligtelse til at betale fem millioner dollars i minimumsroyalty skulle synes at motivere Peachtree til at komme videre i fuld fart, udviklede projektet sig kun meget langsomt. En af grundene var Microsoft Windows’ stigende popularitet. Navigator kørte på DOS og OS/2 og kunne som sådan godt afvikles på Windows, men udnyttede ikke platformen. I stedet for at portere Navigator havde PC&C besluttet at udvikle et nyt produkt til en ny udgave af Windows. Frigivelsen af den nye udgave (Chicago) blev dog udsat igen og igen.

En anden grund til det langsommelige tempo blev afsløret i juni 1994. Her blev Peachtree nemlig overtaget af ADP (Automatic Data Processing). Virksomheder, der er ved at blive overtaget, investerer sjældent aggressivt i nye forretningsområder. ADP var da heller ikke interesseret i at fortsætte Peachtrees nye Avista-projekt, og aktiviteten blev derfor udskilt i et separat selskab, hvor PC&C fik en majoritetsandel mod til gengæld at reducere royaltyforpligtelsen.

Nu satte PC&C sig i førersædet, og René Stockner kunne bruge al sin energi på rekruttering af nye forhandlere.

## Microsoft Windows 95

 ![](https://hpbech.com/wp-content/uploads/Windows-95.jpg) 

PC&Cs beslutning om at udvikle et nyt produkt til den kommende version af Windows var en stor satsning. Microsoft havde oprindeligt planlagt frigivelsen til slutningen af 1993, men den endelige version kom først på markedet i august 1995. På tidspunktet for lanceringen var den nye version af Navigator, nu navngivet Navision Financials, imidlertid det eneste ERP-produkt certificeret til det nye operativsystem.

Windows 95 blev en gigantisk succes, der hurtigt fangede hjerter og hjerner hos kunder og udviklere. Produktet nåede således i 2002 en markedsandel på 57,4 procent. I 1995 blev det omdøbt til Navision Software, og alt det hårde arbejde, som de havde investeret i produktudvikling og opbygning af en global forhandlerkanal, viste sig nu at have den perfekte timing.

I 1995 øgede Navision Software også sin majoritetsandel i det amerikanske selskab til 70% og kontrollerede nu fuldt ud driften. Derefter begyndte tingene at gå meget hurtigt.

## En lille fisk i en meget stor sø

Selvom Navision Financials oprindeligt var det første og eneste økonomistyringssystem certificeret til Windows 95, stod René Stockner alligevel over for flere udfordringer. Navision Software havde et fremragende produkt og en spritny forretningsmodel, men det var også en lille og ukendt virksomhed med få ressourcer. Den nye forretningsmodel indebar, at forhandlere, i modsætning til tidligere, nu også kunne tjene penge på tilpasning, implementering og udvidelser. Det lød godt, men var ikke noget, de havde erfaring med.

 ![](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)Mens René rejste USA tynd for at finde nye forhandlere, havde han brug for, at de hurtigt kunne træffe en beslutning om, de ville med eller ej. Hvad var da mere stimulerende end en billig adgangsbillet? Han tilbød dem derfor gratis uddannelse og support samt en 50 procent rabat på den anbefalede listepris. Det var helt usædvanlige og meget attraktive vilkår i it-branchen. Til gengæld skulle han have 15 procent af den del af deres serviceindtægter, som Navision-forretningen genererede. Selvom forhandlere skulle overholde de strenge krav til uddannelse og certificering, så var det muligt for dem at komme i gang uden at skulle have hænderne dybt ned i egne lommer. Da de i starten kun havde begrænsede serviceaktiviteter, virkede det som en fin model.

Efterhånden som forhandlerne fik gang i salget, og deres serviceindtægter fra tilpasninger, implementering og udvidelser voksede, blev det også en attraktiv forretningsmodel for Navision Software. Faktisk løste modellen et klassisk problem med salg af business-software gennem forhandlere. Selvom forretningspartnere ikke solgte nye licenser, fortsatte Navision Software med at tjene på forhandlernes serviceindtægter. Modellens genistreg var at den gjorde det let for partnere at komme i gang. Hvor andre producenters forhandlere stagnerede, når de nåede et bestemt antal kunder, fortsatte Navision-forhandlerne (der blev kaldt “Navision Solution Centers”) med at bidrage positivt til Navision Softwares forretning.

## Microsoft køber Navision

Da Microsoft overtog Navision i 2002, tegnede aktiviteterne i Nordamerika sig for 13 procent af selskabets globale omsætning på næsten to milliarder DKK (USD 300 mio.) med en EBITA-margin på 23 procent.

 ![](https://hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small.jpg) Preben Damgaard (t.v.), Doug Burgum og Jesper Balser (Foto: BJARKE ØRSTED/SCANPIX) I november 2000 fusionerede Navision Software med Damgaard og blev til NavisionDamgaard. Den 15. marts 2001 blev navnet ændret til blot Navision.

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Kilder: [Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/) og [Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/).

Tak til Erik Seifert og René Stockner for at have læst og kommenteret oplægget til denne artikel.

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Artiklen, der er oversat fra engelsk (**How Navision Cracked the North American Market**), blev bragt på TBK Consults blog den 13. oktober 2020.

**Categories:** Business development, Globalisation, Strategy

**Tags:** ERP

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### [Sådan kom jeg i gang med international forretningsudvikling](https://hpbech.com/how-i-got-started-with-international-business-development/)

**Published:** November 3, 2020
**Author:** Hans Peter Bech

**Excerpt:** Forretnings- og jobmuligheder præsenterer sig selv hele tiden. Det er svært at vide, hvilke der vil føre til succes, men hvis du går efter dem, der virker sjove, betyder det ikke så meget, når du tager fejl.

**Content:**

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> Forretnings- og jobmuligheder præsenterer sig selv hele tiden. Det er svært at vide, hvilke der vil føre til succes, men hvis du går efter dem der virker sjove, betyder det ikke så meget, når du tager fejl.

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 ![](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979-1.jpg) *Jeg læser op på udbudsmaterialet i flyet fra 
Beirut til Jeddah*.  

Min første flirt med international forretningsudvikling fandt sted i juli 1979. Ved en tilfældighed kom jeg med i et konsortium, der blev inviteret til at byde på at bygge og drive en række hospitalskøkkener i At Taif i Saudi-Arabien.

Sammen med to andre eksperter (jeg var på ingen måde ekspert, men det vidste ingen andre) tilbragte jeg en uge med field research i Jeddah og At Taif, Saudi-Arabien.

Tilbage i København var det min opgave at koordinere udformingen af den konceptuelle løsning og at skrive det formelle tilbud, der blev afhentet af en kurér en uge senere.

Vi vandt ikke projektet, men vi havde heller ikke nogen udgifter til eventyret. Den lokale konsortiepartner dækkede omkostningerne forbundet med rejsen til og fra samt for opholdet i Saudi-Arabien. Selvom det saudi-arabiske sundhedsministerium valgte en anden leverandør, var vores lokale partner så tilfreds med vores arbejde, at han inviterede os til at byde på andre projekter. Det kunne jeg ikke deltage i for jeg havde i mellemtiden fået [et job som salgstrainee](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/) i en amerikansk softwarevirksomhed. Til gengæld havde projektet givet mig et par værdifulde lektioner.

## Hvad kunden beder om er ikke altid det han har brug for

Det, som en kunde eller forretningspartner officielt efterspørger, er ofte ikke det han i virkeligheden har brug for. Og rene tilfældigheder spiller tit en afgørende rolle i alt. Forretnings- og jobmuligheder præsenterer sig hele tiden. Det er svært at vide, hvilke der vil føre til succes, men hvis du går efter dem, der virker sjove, lærerige og lønsomme, så betyder det ikke så meget, hvis du skulle tage fejl.

Projektet i Saudi-Arabien var længe før internettet gjorde verden gennemsigtig. I dette tilfælde fandt vores saudi-arabiske partner os gennem deres ambassade i København.

 ![](https://hpbech.com/wp-content/uploads/Jorgen-in-Saudi-Arabia.jpeg) *Min storebror, Jørgen Bech, poserer, mens vi holder en fotopause på vejen mellem Mekka og At Taif i Saudi-Arabien.* En saudi-arabisk virksomhed (vores partner) mistede pludselig sin udenlandske underleverandør på et stort projekt, hvortil de var blevet prækvalificeret. De havde brug for en ny partner til at levere produkter og know-how og havde bedt det saudiske udenrigsministerium om hjælp til at identificere potentielle kandidater. Nogen på deres ambassade i København anbefalede at tale med min bror, der så efterfølgende ringede til mig. Jeg vidste intet om at bygge eller drive hospitalskøkkener, men jeg kunne tale anstændigt engelsk, jeg kunne skrive, og så kunne jeg hoppe på projektet med kort varsel. Derefter fandt vi et firma, der var eksperter i det med køkkenerne.

Min bror var medejer af og direktør for restautant Lido, der i slutningen af 1980erne lå overfor Frihedsstøtten på Vesterbrogade i København. Han havde ingen anelse om, hvorfor den saudi-arabiske ambassade havde kontaktet ham. Måske havde de fået et telefonnummer skrevet forkert ned? Men da de ringede, syntes han at projektet lød spændende og indvilgede i at tage et orienterende møde. Da repræsentanterne for det saudi-arabiske firma kom til København en uge senere, havde han sit eksperthold på plads. Heriblandt mig.

 ![](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg) *På researchbesøg i køkkenet på et af de offentlige hospitaler i At Taif.* Den værdi, vi kunne tilbyde, var ikke vores ekspertise i at bygge og drive hospitalskøkkener. Den havde vi sikret ved at entrere med firmaet Rustri Stålmontage. Værdien var vores hurtige svar, at vi var parate til at rejse til Saudi-Arabien med kort varsel og vores evne til at producere et detaljeret tilbud inden for to uger. Det var det, vores lokale partner havde brug for.

Tilbage i 1979 var min drøm ikke at bygge og drive hospitalskøkkener i Saudi-Arabien. Jeg arbejdede som økonom i det daværende Arbejdsministerium, og kunne i den døde sommerperiode med kort varsel tage to ugers ferie for at hjælpe min bror med projektet. Havde vi vundet udbuddet, kunne vi også have leveret, men det var eventyret i projektet, der drev os. Ingen af os var drevet af en lyst til at bo og arbejde i Saudi-Arabien.

Jeg er overbevist om, at projektet ændrede forløbet af mit arbejdsliv. Jeg vidste ikke dengang, at dette var international forretningsudvikling, men jeg oplevede, at denne type projekter kunne være mere sjove, lærerige og lønsomme end at være fuldmægtig i et ministerium. Det kan man jo aldrig vide, før man har prøvet det. Mit held var, at min bror ringede til mig.

Projektet i Saudi-Arabien blev startskuddet på en lang karriere med fokus på [international forretningsudvikling](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/).

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Artiklen er oversat fra engelsk og er et uddrag fra min bog *[Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/)*.

**Categories:** Globalisation, Strategy

**Tags:** fixion_en

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### [A Promised Land](https://hpbech.com/da/a-promised-land/)

**Published:** January 12, 2021
**Author:** Hans Peter Bech

**Excerpt:** Det er ikke hverdagskost, når man er ked af, at en bog på 768 sider nærmer sig sin afslutning. Heldigvis kan man se frem til at læse bind 2.

**Content:**

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> Det er ikke hverdagskost, når man er ked af at en bog på 768 sider nærmer sig sin afslutning. Heldigvis kan man se frem til at læse bind 2.

---

*[A Promised Land](https://www.amazon.com/Barack-Obama-Promised-Land-Hardcover/dp/B08JQ439HN)* er Barack Obamas fortælling om sin vej til jobbet som USAs 44. præsident og tiden frem til maj 2011.

Den sidste begivenhed, som bogen har med, er opgøret med Osama bin Laden, en mission som Barack Obama prioriterede meget højt.

Det var lykkedes den amerikanske efterretningstjeneste at få lokaliseret, hvad man havde en stærk formodning om var selveste bin Laden. US Navy Seals gennemførte et lynangreb på et hus i byen Abbottabad i Pakistan, fandt bin Laden, skød ham og tog liget med retur til deres base for endelig verifikation.

 ![](https://hpbech.com/wp-content/uploads/Obama-watches-mission-Osama.png) Photo: Pete Souza/White House Det var ham.

Når jeg fremhæver den begivenhed, skyldes det den åbenbare udfordring med at beskrive og retfærdiggøre en likvidering uden rettergang i et andet land, også når det drejer sig om en skruppelløs terrorist som Osama bin Laden. Det slipper Barack Obama imidlertid godt fra. Han skøjter ikke henover de moralske og etiske dilemmaer, som en stor del af USAs inden- og udenrigspolitik er præget af, og det er forfriskende at opleve, hvor bevidst og realistisk han erkender, udtrykker og forholder sig til dem.

## Kontrastens styrke

Læsningen af *A Promised Land* kan ikke undgå at foregå i lyset af den 45. præsident og de fire år, hvor han har optrådt på Twitter og i Det Hvide Hus. Specielt de seneste måneders helt surrealistiske cirkus, hvor millioner af amerikanere og store dele (de største dele!) af GOP – det republikanske parti – har udvist en adfærd, der tyder på at de antidemokratiske kræfter i verdens mægtigste nation er meget stærke.

I det lys er Barak Obamas bog en velkommen påmindelse om, at der findes amerikanske politikere som tænker meget anderledes. Som ikke er domineret af deres eget ego, som tænker på andre end sig selv, har en vision for en bedre tilværelse for de mange millioner der ikke sidder på flæsket og som erkender USAs rolle, ansvar og forpligtelser i det internationale samfund.

## Socialdemokraten

 ![](https://hpbech.com/wp-content/uploads/Socialdemokratiet-300x190.jpg) 

Set med de store briller er Barack Obama socialdemokrat med en vision om at gøre tilværelsen bedre for de fleste amerikanere via højere skatter, en udvidelse af den offentlige service og en strammere regulering af erhvervslivet. Hans politiske mission indeholder således først og fremmest oprettelsen af solidariske programmer indenfor uddannelse, sundhed og social sikring, i stil med dem som vi i Norden og det meste af Europa har nydt godt af siden 2. Verdenskrig.

Hvor man i Europa kan synes at den socialdemokratiske vision har sejret ad helvede til, og at størrelsen på den offentlige sektor er kammet over, så er der bred enighed om at socialdemokrater er regeringsduelige, og at de i mere end hundrede år har bidraget konstruktivt og betydeligt til den velstand og velfærd som brede dele af befolkningen nyder godt af.

Vi har erfaret at socialdemokrater ikke er socialister (hvis grundelement indebærer afskaffelse af den private ejendomsret), men nærmere er socialliberale. Til at fremføre egentlige socialistiske ambitioner har vi partier der ligger til venstre for socialdemokraterne. Når det kommer til stykket er det endda tvivlsomt om de i virkeligheden tør genafprøve samfundsmodeller med kollektiv ejendomsret. Til højre for socialdemokraterne har vi partier der gerne så den offentlige sektor reduceret, men langt fra ytrer ambitioner om en gennemgribende privatisering.

Sådan er det ikke i USA.

Mange der opfatter et ønske om højere skatter til at finansiere fælles offentlig service som socialistisk kætteri.

Derfor ville Barack Obama næppe have kunne vinde præsidentvalget i slutningen af 2008, hvis ikke det havde været på et bagtæppe af det vi i dag husker som finanskrisen, og som havde demonstreret solide systemiske problemer med den kapitalistiske markedsøkonomi – ikke mindst med udspring i USA.

Netop det forhold beskriver bogen grundigt og bidrager til forståelsen af hvordan stærke kapitalkræfter kan finansiere lobby- og medievirksomhed, der opretholder myten om at enhver er sin egen lykkes smed og de, der ikke får en uddannelse, et godt job og en god løn, ligger som de har redt.

## De to store paradokser

Jeg har rejst og arbejdet meget i USA og har familie og venner spredt over hele kontinentet. Det er dejlige mennesker og et smukt og varieret land. Der er dog to forhold, der altid har undret mig.

 ![](https://hpbech.com/wp-content/uploads/USA.gif) 

Det ene er USAs udenrigspolitik og det andet er deres manglende appetit på solidariske løsninger.

USA er et frihedselskende demokrati der har haft en særlig forkærlighed for at alliere sig med autokratiske diktatorer som var eksperter i at undertrykke deres egne befolkninger, berige sig selv og klamre sig til magten ved udemokratiske metoder. Hvordan kunne USA forsvare at hjælpe despoter med at komme til magten i og fastholde regimer, som de ikke selv ville acceptere i deres eget land?

Det er svært at finde et politisk parti i Europa der ikke går ind for et offentligt finansieret sundhedsvæsen, et offentligt finansieret uddannelsessystem og et mere eller mindre fintmasket socialt sikkerhedsnet. Specielt i Norden vil kun et meget lille mindretal stille spørgsmål ved den type indretning af samfundet. Ikke kun af altruistiske grunde, men også fordi det giver mere ro og mindre kriminalitet, skaber et bedre fundament for privat foretagsomhed, ligesom det tager de værste toppe af markedets unoder.

USA, der er et af verdens rigeste og mest ressourcestærke lande har millioner af medborgere, der lever i økonomisk armod, som de og deres børn har de største vanskeligheder med at komme ud af. Hvordan kan man acceptere et politisk system der er så dårligt til at sørge for sine egne borgere? Som nok kan finde ud af at skabe rigdom, men som ikke kan finde ud af at sprede den.

Netop de store paradokser behandles grundigt i Barack Obamas selvbiografi. Når den er så omfattende, skyldes det at han tager sig tid til at forklare baggrunden for sine politiske initiativer, de historiske forspil, modstandernes positioner og bevæggrunde samt de ideologiske og pengemæssige kræfter, der forsøger at fastholde status quo eller det der er værre.

Hans beskrivelse af baggrunden og vanskeligheder omkring formuleringen og vedtagelsen af The Affordable Care Act (Obamacare) er interessant og forklarer, hvorfor selv demokraterne havde vanskeligt ved at støtte, hvad der kaldtes The Public Option, som kunne være forstadiet til et offentligt sundhedsvæsen. Den historiske udviking i USA har gjort den option tæt på umulig også selv om det betyder, at amerikanerne skal betale langt mere for deres sundhedsvæsen, end hvad vi gør i Europa og i Canada.

## Hvad vi ikke beundrer amerikanerne for

 ![](https://hpbech.com/wp-content/uploads/Hotel-california.jpg) 

I Europa har vi meget at takke amerikanerne for og vores appetit på amerikansk kultur (i bred forstand) har i min livstid været stor. Vi hører og spiller amerikansk musik, ser amerikanske film, er storforbrugere af amerikansk teknologi og ser med misundelige øjne på deres evne til at skabe hurtigtvoksende virksomheder.

Sjovt nok har vi imidlertid ikke ladet os inspirere af amerikanernes politiske systemer. Jeg mindes ikke at en europæisk politiker har foreslået, at vi bør bevæbne befolkningen på samme måde, som er situationen i USA. Her er der ingen, der slår til lyd for gennemgribende privatiseringer af uddannelses-, social- og sundhedsvæsen, så det mere ligner det amerikanske.

## Jobbet som USAs præsident

USAs præsident beskrives ofte som verdens mest magtfulde person. Når man har læst *A Promised Land* kan man godt være i tvivl om, hvad der egentlig ligger i det udsagn.

 ![](https://hpbech.com/wp-content/uploads/US-President-Shield-300x300.png) 

Bogen beskriver glimrende de mange formelle og trivielle forpligtelser som jobbet indebærer, og hvordan de skal passes samtidigt med at presserende og kritiske udefrakommende problemer, der påvirker mange millioner mennesker, kræver hurtige løsninger der er grundigt gennemtænkt. Alt imens præsidenten skal finde plads til at fremme sin egen politiske dagsorden og få gennemført reformer, der kan finde politisk flertal i kongressen (senatet og repæsentanternes hus). Det hele foregår mens offentligheden via medierne kan følge med i, hvad der foregår.

Vi har oplevet meget forskellige amerikanske præsidenter, der har haft vidt forskellige mål med at søge jobbet som chef for verdens mest ressourcefulde nation. Barack Obama beskriver troværdigt at hans ambition var drevet af en socialdemokratisk vision, der skulle gøre tilværelsen bedre for de fleste amerikanere.

Han var også meget bevidst om de risici som jobbet indebar for hans familie og ham selv. Ikke kun de sikkerhedsmæssige, men også effekten af aldrig at have fri, at have en tjener på hver finger, at være isoleret fra omverdenen, at være mål for uberettiget og hadefuld kritik og genstand for tilbedelsesagtig beundring. Specielt var han og hans hustru, Michelle, opmærksomme på hvordan det ville kunne påvirke deres to små piger Malia og Sasha.

Familien Obama fik indrettet sig og synes at være kommet helskindet igennem de to præsidentperioder. Med stort humoristisk overskud forklarer Barack Obama løbende de mange fordele, der trods alt er forbundet med at “bo ovenpå forretningen” og ikke skulle tænke på indkøb, madlavning, tøjvask og rengøring.

## Underholdende historieskrivning

Bogen beskriver egentlig ikke noget, man som nogenlunde velorienteret avislæser ikke har hørt om før, men den lukker læseren med ned i det politiske maskinrum og lægger lag af relevante detaljer og baggrundsinformation ovenpå. Det er en uddybning af samtidshistoriske begivenheder, hvis udfald har haft betydning for millioner af amerikanere men også for milliarder af mennesker verden over.

Barack Obama var (og er fortsat) en fremragende taler, men efter læsningen af *A Promised Land* må jeg også give ham topkarakter for skriftlig disposition, stil og dramaturgi. Det er en meget velskrevet bog og for en nogenlunde engelskkyndig, kan den sagtens læses på originalsproget.

Hvis du har læst andre af mine [boganmeldelser](https://www.hpbech.dk/bag-lyset-hesalight-og-lars-norholt-afsloringen-af-en-erhvervsskandale/), ved du at jeg har en svaghed for bøger, der dokumenterer at virkeligheden altid overgår fantasien, når det gælder spænding, relevans og dramatik. *A Promised Land* understøtter min påstand og holdt mig tryllebundet i mange timer.

Det er ikke hverdagskost, når man er ked af at en bog på 768 sider nærmer sig sin afslutning. Heldigvis kan man se frem til at læse bind 2.

 ![](https://hpbech.com/wp-content/uploads/A-promised-land-649x1024.jpeg)**Titel:** A Promised Land

**Forfatter:** Barack Obama

**Antal sider:** 768

**Udgivelsesdato:** 17. november 2020

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** fixion_en, Politics and Economics

---

### [Blood and Oil: Mohammed bin Salman’s Quest for Global Power](https://hpbech.com/da/blood-and-oil-mohammed-bin-salmans-quest-for-global-power/)

**Published:** July 20, 2021
**Author:** Hans Peter Bech

**Excerpt:** Mohammed Bin Salman bekæmper muligvis korruption, men nepotisme er fortsat Saudi-Arabiens politiske systems DNA.

**Content:**

[![](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979-1.jpg)](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979-1.jpg) Jeg læser op på udbudsmaterialet på turen fra Beirut til Jeddah i juli 1979 Min interesse for Saudi-Arabien begyndte i 1979, da jeg færdiggjorde mit første (og sidste) [forretningsudviklingsprojekt](https://www.hpbech.dk/sadan-kom-jeg-i-gang-med-international-forretningsudvikling/) på de kanter. Dengang oplevede jeg et land med mange penge, men ikke så meget andet. Ifølge bogen *[Blood and Oil](https://www.amazon.com/Blood-Oil-Mohammed-Salmans-Ruthless/dp/0306846667)* af [Bradley Hope](https://www.linkedin.com/in/bradleyhope/) og [Justin Scheck](https://www.linkedin.com/in/justin-scheck-0886814/) virker det stadig til at være tilfældet.

Livet i Danmark og Saudi-Arabien repræsenterer to ekstremer.

Vi har næsten ingen værdier, institutioner og politiske observationer til fælles. Jo, vi har også en kongefamilie i Danmark, men de har ingen reel magt. Vores nuværende statsoverhoved er Dronningen (en kvinde!). Hendes familie avler ikke masser af børn, der skal underholdes af vores fælles kasse. De respekteres for deres gerninger, og frygtes ikke for deres positioner. Du bliver ikke smidt i fængsel for at kritisere dem, regeringen eller nogen anden politisk enhed. I stedet betragtes kritik som et nøgleelement i den løbende udvikling af vores lovgivning og institutioner.

Som [forfatter](https://www.hpbech.dk/boger/balladen-i-mekka/) kommer det formentlig ikke som nogen overraskelse, at jeg foretrækker Danmark fremfor Saudi-Arabien. Til enhver tid. Og min kone er enig.

## Den mest brutale diktator er ofte den sidste

 [![](https://hpbech.com/wp-content/uploads/Blood-and-Oil-199x300.jpg)](https://hpbech.com/wp-content/uploads/Blood-and-Oil.jpg)*Blood and Oil* er en velresearchet og velskrevet bog, der illustrerer hvor ineffektivt, uproduktivt og uretfærdigt et autokratisk system er, på trods af at de næsten har alle penge i verden til at sikre deres borgere et godt liv.

Dens religiøse base gør det ikke nemmere. Jeg har en teori om, at i ethvert autokrati vil den mest brutale person tilkæmpe sig magten som den ultimative diktator. Denne bog understøtter teorien. Saudi-Arabien er på vej til at få den mest brutale diktator, de nogensinde har haft. Måske bliver han så den sidste.

[Mohammed bin Salman](https://en.wikipedia.org/wiki/Mohammed_bin_Salman) (MBS) forstår godt at Saudi-Arabien ikke kan basere sin økonomi på olie for evigt. I nogen tid vil olie forblive en kilde til betydelig indkomst, men medmindre provenuet investeres i andre aktiviteter, der medfører jobs, velstand og velfærd til den voksende befolkning, vil landet glide langsomt men sikkert i glemmebogen. Landet vil vende tilbage til at være et af de tørreste, varmeste og mest nådeløse steder på planeten. Det er allerede på vej derhen. Medmindre noget bliver ændret er det i sidste ende den vej det vil gå.

## Vælg de rigtige rollemodeller

For at hjælpe ham til at definere overgangsprojektet har MBS henvendt sig til verdens andre superrige mennesker og til globale ledelseskonsulentfirmaer. Har de dokumenteret erfaring med at foretage sådanne overgange?

Ikke rigtig. Hverken de superrige eller ledelseskonsulenterne har gjort noget der er tilnærmelsesvis tæt på det MBS ønsker. Men de bliver bedt om at bidrage og honorarene er attraktive.

Kunne MBS lede efter inspiration andre steder?

 [![](https://hpbech.com/wp-content/uploads/Norway.jpg)](https://hpbech.com/wp-content/uploads/Norway.jpg) Norge har også tjent styrtende på olie (foto: Hans Peter Bech) Ja, han kunne hente inspitation fra Norge eller Alaska, der begge befinder sig i lignende situationer, men har meget forskellige tilgange til det.

Det gør han dog ikke.

Og grundene hertil er meget simple.

MBSs primære mål er at bevare sin politiske magt og derefter sin rigdom. Alt andet er midler til at tjene disse formål. Historien har klart vist, at sådanne prioriteringer ikke er bæredygtige. Selvom han måske forsøger at overbevise sin befolkning om, at han arbejder for deres bedste, vil Sauderne på lang sigt erfare, at det ikke er tilfældet. En skønne dag vil folk have frihed og valg i sager, som et enevælde kun kan give ved at træde til side. Sådanne ambitioner vil blive understøttet af økonomiske kræfter, der også drager fordel af en liberal og demokratisk markedsøkonomi. MBS’ nuværende strategi, der arbejder med verdens superrige individer og de førende ledelseskonsulent firmaer, forstærker muligvis hans ego, men det vil aldrig opbygge de politiske institutioner og skalerbare markedsrammer, der kræves for en transformation af økonomien.

## MBS er på en mission impossible

 [![](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)MBS er på en umulig opgave.

Det er min tese, og analysen i *Blood and Oil* understøtter den.

Bæredygtige samfund og økonomier er baseret på institutioner der er transparente, konsekvente og uafhængige af de individer der i øjeblikket driver dem. De er meritokratiske og immune overfor korruption og nepotisme.

Saudi-Arabien er nøjagtig det modsatte og selvom MBS erkender, at det nuværende selvbetjeningskleptokrati undergraver økonomien såvel som legitimiteten af dets politiske system, tager de ændringer, som han foretager, landet i den forkerte retning.

At erstatte mange små kleptokrater med en kæmpe én, vil ikke narre nogen, og afhængigheden af enkeltpersoner snarere end institutioner vil ikke skabe skalerbar økonomisk aktivitet. Massive udviklings- og byggeprojekter som [NEOM](https://en.wikipedia.org/wiki/Neom) kan virke imponerende på papiret, men bygninger skaber ikke institutioner.

Mohammed Bin Salman bekæmper muligvis korruption, men nepotisme er fortsat Saudi-Arabiens politiske systems DNA.

MBS har desuden to store personlige svagheder. Han er utålmodig og han er tyndhudet. Han befinder sig ganske vist i en akavet situation. Da Saudi-Arabien har meget svage institutioner, kan ingen forudsige hvilken retning landet vil tage, hvis han mister kontrollen. Derfor nyder han støtten fra sine allierede (vi ved hvad vi har og ikke hvad vi muligvis får). Hvis MBS vil præge historien, som en person der gjorde en positiv forskel, så vil NEOM ikke stå på hans gravsten. Han må give Saudi-Arabien tilbage til befolkningen og opbygge et samfund, der vokser indefra og ikke kræver undertrykkelse og vold for at opretholde sig selv.

Det forstår han ikke, og derfor vil han mislykkes.

Læs også [Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/).

---

Artiklen er [oversat fra engelsk](https://tbkconsult.com/blood-and-oil-mohammed-bin-salmans-quest-for-global-power/) af [Maria Bech](https://www.linkedin.com/in/mariabech/).

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** Politics and Economics

---

### [Skattesnyd og tysk betalingskonservatisme](https://hpbech.com/da/skattesnyd-og-tysk-betalingskonservatisme/)

**Published:** October 18, 2022
**Author:** Hans Peter Bech

**Content:**

Netop hjemvendt fra en skøn ferie i Tyskland, kan jeg ikke lade være med at reflektere over tyskernes store forkærlighed for kontanter (Bargeld).

[![](https://www.hpbech.dk/wp-content/uploads/Tyskland-1024x510.jpeg)](https://www.hpbech.dk/wp-content/uploads/Tyskland-scaled.jpeg)At Oberhausen an der NaheHvor vi i Norden stort set har afskaffet dem, trives de i bedste velgående overalt syd for grænsen.

Når man taler med de, der skal betale, fremhæves det nemme ved at anvende kontanter, og at man ikke efterlader et digitalt aftryk (samtidig poster de lystigt på LinkedIn og Facebook).

De, der skal modtage pengene, siger ligeledes, at det er nemmere, samt at de ikke skal betale gebyrer til kortudbyderen.

Har man lejlighed til at tale lidt nærmere og under fire øjne med nogen, der er inde i sagerne, skyldes modtagernes præference først og fremmest et ønske om et unddrage sig moms- og indkomstbeskatning.

Altså skattesnyd.

Derfor gør mange erhvervsdrivende det umuligt eller svært at betale med kort. Mange steder accepterer de dem simpelthen ikke.

## Komfortargumentet

[![](https://hpbech.com/wp-content/uploads/Applepay.jpg)](https://hpbech.com/wp-content/uploads/Applepay.jpg)Når man har installeret sine betalingskort på telefonen (eller sit ur), er det meget vanskeligt at argumentere for, at kontantbetalinger skulle være nemmere og hurtigere. Det forudsætter dog, at man kan betale med sin telefon alle steder.

Det kan man i Norden og i mange andre lande. Jeg var for nogle måneder siden i Tjekkiet og havde ikke på noget tidspunkt brug for kontanter. Selv i sporvognen tjekker man blot ind og ud med sit betalingskort.

I argumentet for kontanter kommer vi ofte ud i hjørnet med strømudfald og manglende mobildækning. Den er svær at slå, men jeg erindrer dog ikke, hvornår jeg sidst selv var udsat for fænomenerne. Selv under en rejse op langs Norges kyst fra Bergen til Kirkenes kunne alle betalinger foregå med kort. Mange steder kun med kort!

Under vores Tysklandstur skulle vi på et tidspunkt med en færge over Rhinen. Alle passagerer skulle billetteres på færgen og indenfor de 10 minutter som overfarten tog. Kortbetaling var ikke muligt, og man kunne ved selvsyn konstatere, hvor bøvlet betaling med kontanter er. Der blev vekslet og vekslet i en uendelighed. Det virkede ganske enkelt forrykt.

På markeder, caféer og restauranter blomstrer kontantøkonomien i fuldt flor. Også her er det meget vanskeligt at få øje på, hvordan det skulle være nemmere at betale med sedler og mønter.

Gebyromkostningen er reel nok, og det bør der gøres noget ved. Købers holdning kan kun skyldes, at man ikke har prøvet alternativet i det daglige.

## Betalingsomkostninger

[![](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire-300x274.png)](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire.png)Når man trækker penge i en hæveautomat står det lysende klart, at kontanter ikke er gratis. Det koster €5-6. Hæver du €200 er det altså 3%!!

Det er givet, at hvis man får kontanter, når man sælger, så kan man bruge dem, når man køber, men sådan hænger det jo ikke sammen for den lovlydige erhvervsdrivende. Kontanterne skal optælles, afleveres i banken, der tæller dem igen og indsætter dem på kontoen. Hefter skal de genbruges i hæveautomater eller sendes retur til Nationalbanken, der står for trykning og udstedelse. Sedler slides og skal udskiftes. Mønter holder lidt længere.

Samlet set skønnes den tyske kontantøkonomi at koste omkring [12,5 milliarder Euro](https://www.ing.de/wissen/was-kostet-geld/) om året. I mine øjne er det penge ud af vinduet. Ikke alene er det besværligt. Det er også dyrt for samfundet og for den enkelte.

## En regulering er nødvendig

Hvis betalingskulturen i Tyskland skal ændres, og det tror jeg de fleste økonomer vil anbefale, så skal der lovgivning og samarbejde til. Det skal gøres lovpligtigt at modtage digital betaling med kort eller lignede (PayPal eller Mobilapps), men samtidigt skal transaktionsomkostningerne for de erhvervsdrivende også være rimelige.

[![](https://hpbech.com/wp-content/uploads/image.jpeg)](https://hpbech.com/wp-content/uploads/image.jpeg)I Norden og andre steder, hvor digitale betalinger dominerer, har teknologien tilpasset sig. Der tilbydes nu betalingsløsninger, der passer til meget små transaktionsmængder og -størrelser. Jeg har selv en sådan løsning, hvor jeg kan modtage kort- eller mobilbetaling for mine bøger, når jeg holder foredrag eller deltager i events. Hvis ikke man har skattesnyd som sit primære motiv, så er digitale betalinger altså langt at foretrække.

Sådan vil det også gå i Tyskland, og så må de erhversdrivende acceptere, at det bliver lidt sværere at snyde. Og det er vel egentlig ikke så skidt endda?

Der er naturligvis en del af befolkningen, som ikke kan finde ud af at betale med et kort eller sin telefon. Derfor bør det stadig være de erhvervsdrivende pålagt at modtage kontanter. I hvert fald i en overgangsperiode, indtil betalingsformen er så marginal, at den ikke længere giver mening at fastholde.

## Håb forude

Da vi passerede München, observerede vi på hovedbanegården en kiosk, der udelukkende modtager betalinger via kort. Og en af mine yndlingrestauranter i nabolaget er også gået over til alene at acceptere digitale betalinger.

[![](https://hpbech.com/wp-content/uploads/No-cash.jpeg)](https://hpbech.com/wp-content/uploads/No-cash.jpeg) Her gjorde vi selvsagt vores indkøb til togturen.

Måske er der alligevel håb forude?

---

Det skønnes at skattesnyd i Tyskland andrager omkring 60 milliarder Euro om året.

**Categories:** Politics, Travelling &amp; Leisure, Society

**Tags:** Politics and Economics, Germany

---

### [Når du er iværksætter og ikke har lyst til at være chef](https://hpbech.com/da/naar-du-er-ivaerksaetter-og-ikke-har-lyst-til-at-vaere-chef/)

**Published:** December 6, 2022
**Author:** Hans Peter Bech

**Excerpt:** Sammenlignet med vores konkurrenter er vores setup langt det mest rentable. Indtil det ændrer sig fortsætter vi ad den vej.

**Content:**

> *“Vi har aldrig set værdien af ​​det traditionelle kontor, af at bruge tid på at pendle og gennemføre årlige MU-samtaler. Vi løser problemer her og nu, og overlader til den enkelte at afgøre, hvordan han eller hun skal udføre sine opgaver. Vi starter med et højt niveau af tillid og ser så, hvor det bringer os hen.”*
> 
> Jesper Frier, COO fra XINK

---

Topchefen for en stor britisk virksomhed bemærkede på et tidspunkt, at medarbejderne alle havde forskellige typer signaturer i deres e-mails. Ikke to stilarter var ens. Ved interne e-mails kunne det være ligegyldigt, men i dialogen med omverdenen syntes hun, at det var uprofessionelt. Hun drøftede problemet med marketingchefen og fik at vide, at der allerede et par år tidligere var designet og distribueret standardskabeloner, som alle medarbejdere skulle følge. Det vidste topchefen ikke. Da hun heller ikke vidste, hvordan man opsatte en e-mailsignatur, bad hun marketingchefen om at finde en løsning, der ikke afhang af, at hver enkelt skulle rode med det.

[![](https://hpbech.com/wp-content/uploads/image-1.png)](https://hpbech.com/wp-content/uploads/image-1.png)Marketingchefen videregav sagen til virksomhedens CIO, som var ansvarlig for IT-systemerne, herunder Microsoft Office platformen, hvorfra alle e-mails blev skrevet og sendt. CIOen fik en af ​​sine medarbejdere til at kigge på, hvad der kunne gøres.

Efter en evaluering af mulige løsninger falgt valget på[ XINK](https://www.xink.io).

## Hvad kan XINK?

I dag er XINK en cloud-baseret e-mailsignaturløsning til virksomheder, der bruger Microsoft Office 365 og Google G-Suite. Løsningen muliggør at formattering og indhold i medarbejdernes e-mailsignaturer kan styres fra centralt hold. Opgaven lægges typisk i marketingafdelingen.

Mens nogle virksomheder og offentlige institutioner godt kunne se nytten af at opretholde visse format- og indholdsstandarder i e-mails, uden at den enkelte medarbejder selv skulle bøvle med det, så tog det længere tid at forstå, at her også var et marketingpotentiale.

[![](https://hpbech.com/wp-content/uploads/image-2.png)](https://hpbech.com/wp-content/uploads/image-2.png)Jesper Frier, COO og medstifter af XINK> *“Da vi startede i efteråret 2003, havde vi allerede ideen om, at individuelle emails skulle bruges som marketingkanal,” siger [Jesper Frier](https://media-exp1.licdn.com/dms/image/C4E03AQGBUxehywjmxg/profile-displayphoto-shrink_800_800/0/1517665195183?e=2147483647&v=beta&t=bhBM_ns8auCwM8MCzZ9TqNpmZe4JL6u51IQWBL2Jy94), COO og medstifter af XINK. “Vi tilføjede derfor kampagnestyring som en af ​​de første funktioner til platformen. Men det viste sig, at vi var langt foran markedet, og det tog adskillige år, før marketingchefer begyndte at forstå fordelen og inkludere det i kravspecifikationen på en e-mailsignaturløsning.”*

XINK, der oprindeligt blev lanceret under navnet eMailSignature og var et on-premise, forudbetalt softwareprodukt, leveres i dag udelukkende som en cloud-baseret tjeneste på abonnementsbasis (SaaS). Udviklingen af on-premise versionen blev indstillet i 2018, og supporten sluttede den 31. december samme år.

Prisen starter nu ved 1 USD pr. bruger pr. måned og falder med stigende antal brugere. Den gennemsnitlige salgscyklus er en måned, men varierer primært med kundens størrelse. De fleste salg lukkes inden for den 14-dages gratis prøveperiode. Kundebasen omfatter alle typer virksomheder lige fra 50 og op til 80.000 brugere. Fire tusinde kunder med i alt to millioner brugere benytter i dag XINK.

> *“Accepten af ​​tjenester som XINK havde oprindeligt to drivkræfter,” forklarer Jesper Frier. “Ønsket om en konsistent virksomhedsidentitet på den ene side, og på den anden siden at undgå at tusindvis af medarbejdere skulle bruge tid og energi på at rode med opsætning af manuelle signaturskabeloner. Potentialet ved at bruge personlige e-mails til marketingformål, tog meget længere tid at modne.”*

## Et simplet problem, men en kompleks købsproces 

Selvom formatet på en virksomheds eksterne e-mails primært er et markedsføringsanliggende, så viste det sig, at processen med at finde et værktøj til central skabelonstyring for det meste blevet overladt til IT-afdelingen.

> *“De fleste købsprocesser involverer to eller flere købscentre,” understreger Jesper Frier. ”Markedsføring og IT er stort set altid involveret. Nogle gange skal projektet over CFOens bord. Om ikke andet så for at afgøre, fra hvilket budget regningen skal betales. Det hænder også at jura og HR lige skal høres.”*

[![](https://hpbech.com/wp-content/uploads/Buyers-Journey.png)](https://hpbech.com/wp-content/uploads/Buyers-Journey.png)Selvom den første kontakt kommer fra marketing, anbefaler XINK altid, at IT-afdelingen involveres med det samme. Kommer de først på i slutningen af ​​udvælgelsesprocessen, går projektet ofte i stå eller forsinkes.

XINKs leadgenerering var oprindeligt outbound og rettet mod potentielle kunder, som grundlæggerne allerede kendte eller havde kendskab til. Senere blev et callcenter engageret til at booke møder med potentielle kunder. Det indledende salgsmøde, som altid var ansigt til ansigt, var også en læringsproces, da kun få potentielle kunder var opmærksomme på problemerne og potentialet omkring virksomhedens e-mailsignaturer.

> *“Vores måde at skaffe kundeemner på var i starten både dyr og svær at skalere,” forklarer Jesper Frier. ”Den krævede sælgere, der både kunne dække markedsføringssiden af ​​løsningen og besvare spørgsmål om den tekniske implementering. Prisen på løsningen retfærdiggjorde ikke at have to personer involveret, og det var svært at finde sælgere, der mestrede begge områder.”*

## Løsningen blev fundet i Tyskland

[![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)Det var et pilotprojekt i Tyskland, der skabte håb om potentialet med outbound telesalg.

Ifølge et EU-direktiv, der trådte i kaft den 1. januar 2007, var det påkrævet, at alle forretnings-e-mails fremover skulle indeholde virksomhedens navn, registreringsnummer og -sted, adresse og navnet på den ansvarlige ledelse. XINK så et potentiale i at ride på den bølge af ændringer, som de nye lovkrav ville igangsætte, og de entrerede med et telesalgscenter i Wilhelmshaven. Over en uge arbejdede man intenst med telefonsælgerne for at få raffineret åbningen af samtalerne og den efterfølgende kvalificering.

Interesserede kundeemner blev henvist til en tysk version af hjemmesiden, hvorfra de kunne downloade en prøveversion. Der blev ikke tilbudt ansigt-til-ansigt møder, men en tysktalende person ville kunne besvare spørgsmål.

Pilotprojektet, der tjente sig selv hjem, blev ikke skaleret. Efter at telemarketingaktiviteten var sat på pause med henblik på evaluering, dukkede der nemlig fortsat tyske kundeemner op. EU-direktivet stimulerede søgningen efter e-mailsignaturløsninger, og XINKs tyske hjemmeside tiltrak mere og mere trafik.

> *“Det var omkring 2005, men især efter aktiviteten i Tyskland, at vi begyndte at investere i online markedsføringsaktiviteter,” husker Jesper Frier. “Markedet var blevet modnet, og gennem organisk og betalt søgning kunne vi generere et betydeligt flow af besøg og prøve-downloads. Nu skulle vi bare finde måder at forbedre konverteringsraterne på.”*

[![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Fra 2007 til 2014 forfinede XINK sine online marketingaktiviteter og fulgte primært den inbound-baserede leadgenereringsmodel. Den primære udfordring var fortsat behovet for at betjene de to købscentre, marketing og IT, hvoraf den sidste var den sværeste at håndtere. IT-afdelinger er typisk overbelastede med arbejde og kan være meget restriktive, når der skal introduceres nye løsninger. For at reducere IT-komponenten af ​​løsningen lancerede XINK i slutningen af ​​2013 en cloud-baseret version. IT-indsatsen blev nu reduceret til en aktivitet, der kunne klares på 45 minutter.

> *“Med cloud-versionen var vi overbevist om, at vi kunne sælge til marketingteamet uden at skulle involvere IT-afdelingen,” siger Jesper Frier. “Vi investerede derfor nu igen kraftigt i outbound leadgenerering, kun for at finde ud af, at vi tog fejl.”*

[![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)Selvom den tekniske del var reduceret til en ubetydelighed, viste det sig, at for mange sager gik tabt, når IT-afdelingen ikke blev involveret med det samme.

På trods af at markedet var modnet betydeligt siden starten i 2003, var det også stadig svært at forudsige, hvilke typer kunder der så nødvendigheden af at styre e-mailformattering centralt. Interessen synes helt at afhænge af enkeltpersoners temperament. Det samme gjaldt anvendelse af e-mails som en markedsføringskanal. Sammenfattende var konverteringsraterne for lave til, at outboundaktiviteterne kunne betale sig.

> *“Vi var ikke i stand til at gøre outbound rentabelt,” indrømmer Jesper Frier. “Vi prøvede alle mulige variationer, men kunne ikke finde den rigtige kombination af markedssegmentering og salgsbudskaber. En årsag kan også være, at ingen af ​​os rigtig brød sig om at køre den stramme salgsstyring, som outbound kræver.”*

I 2016 vendte XINK tilbage til inbound og har siden formået at fastholde en årlig vækstrate på omkring 30%. Der blev foretaget betydelige investeringer i hjemmesiden, og live chat er nu tilgængelig 24/7 i alle tidszoner, hvor spørgsmål fra potentielle kunder verden over bliver besvaret indenfor få minutter.

> *“Vores inbound leadgenerering, med kun mulighed for virtuelle møder, fungerer godt for os,” siger Jesper Frier. “Det er meget nemmere at administrere og kræver ikke, at vores medarbejdere befinder sig på samme lokation.”*

For at fuldende billedet forsøgte XINK også at bygge en indirekte kanal af forhandlere Det blev heller ikke en succes.

> *“I dag har vi 50 forhandlere, og hemmeligheden bag deres succes er, at de alle har henvendt sig uopfordret til os,” siger Jesper Frier. “Opsøgende rekruttering af forhandlere har aldrig fungeret for os. At finde den nødvendige kombination af kompetencer og engagement var som at finde den berømte nål i en høstak. Potentielle forhandlere henvender sig nu løbende til os, og vi vælger dem, vi er på bølgelængde med. Det fungerer meget bedre.”*

## Internationalising

Internationaliseringen startede, da XINK lancerede sin første engelske hjemmeside i 2005, og virksomheden har i dag kunder i mere end 100 lande. Igennem årene har de haft operationelle aktiviteter i Danmark, Tyskland, Australien, Storbritannien og USA med forskellige modeller for marketing, salg og support.

[![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)](https://hpbech.com/wp-content/uploads/Global-planning-1.png)> *Hverken Bjarne Mess (stifter og CTO) eller jeg har appetit eller talent for personaleledelse,” erkender Jesper Frier. “I vores nuværende løsning er alle vores folk freelancere, der sender os en regning på deres ydelser. Vi betaler en rimelig, fast månedlig retainer og så en resultatbaseret kommission eller bonus oveni.”*

Alle XINK-folk arbejder hjemmefra og nyder fleksibiliteten. Møderne er virtuelle, og de fleste af “personalet” har aldrig mødt hinanden fysisk.

> *“Der er masser af højt kvalificerede mennesker, der leder efter en fleksibel arbejdsplads,” siger Jesper Frier. “Vi har aldrig set værdien af ​​det traditionelle kontor, at skulle bruge tid på at pendle eller at skulle gennemføre årlige MU-samtaler. Vi tager os af et problem her og nu og overlader det i øvrigt til den enkelte, hvordan han eller hun skal udføre sine opgaver. Vi starter med et højt niveau af tillid og så ser derefter, hvor det bringer os hen.”*

I dag opererer XINK fra flere lokationer, der dækker alle tidszoner (salg/support).

> *“Med vores nuværende tilgang er vi ligeglade med, hvor folk befinder sig,” siger Jesper Frier. “Vi behøver heller ikke mødes fysisk, før vi ansætter nogen. Det hele foregår virtuelt. Vi tilbyder konkurrencedygtig betaling og en frihed, som du ikke finder i de fleste andre jobs. Den frihed er noget mennesker over hele verden nyder og værdsætter.”*

Fremadrettet indser Jesper og Bjarne, at penetrering af de ikke-engelsktalende markeder (såsom Tyskland, Frankrig, Italien, Kina osv.) sikkert kræver lokalisering og forskellige operationelle indretninger. Men så længe efterspørgslen fra et engelsktalende publikum understøtter årlige vækstrater på 30-50 procent, ser de ingen grund til at afvige fra deres nuværende forretningsmodel.

> *“Vi er ved at blive eksperter i inbound leadgenerering og det virtuelle internationale operationelle setup,” slutter Jesper Frier. ”Den globale efterspørgsel stiger fortsat, og vi har en profitabel model til at få vores rimelige andel af markedet. Sammenlignet med vores konkurrenter er vores setup langt det mest rentable. Indtil det ændrer sig, fortsætter vi ad den vej.”*

Dette indlæg, som er et uddrag fra min bog [Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/), er oversat af [Maria Bech](https://www.linkedin.com/in/mariabech/).

**Categories:** Globalisation, Strategy

**Tags:** biznes

---

### [NewPub slår igen alle rekorder](https://hpbech.com/da/newpub-slaar-igen-alle-rekorder/)

**Published:** October 29, 2021
**Author:** Hans Peter Bech

**Excerpt:** Når Bogforum 2021 i dagene 5. til 7. november slår dørene op for de oplevelses- og læsehungrende danskere, så vil NewPub være messens absolut største udstiller.

**Content:**

> Når Bogforum 2021 i dagene 5. til 7. november slår dørene op for de oplevelses- og læsehungrende danskere, så vil NewPub være messens absolut største udstiller.

---

[![](https://hpbech.com/wp-content/uploads/KarstenPers.jpg)](https://hpbech.com/wp-content/uploads/KarstenPers.jpg)Karsten Pers, ide- og ankermand i NewPub

Efter aflysningen af [Bogforum i 2020](https://www.hpbech.dk/bogforum-2019/) er der tilsyneladende opsparet energi og udlængsel blandt Danmarks frie forfattere. De 500 kvadratmeter, som [NewPub](https://www.newpub.dk) oprindeligt havde reserveret hos Bella Center Copenhagen, var udsolgt på mindre end en uge. Der er nu lagt billet ind på et endnu større areal, og en række forfattere står klar på ventelisten, hvis der kan rykkes rundt og skabes mere plads i hallen.

> *“En naturlig forklaring på den øgede efterspørgsel skal nok også søges i væksten i NewPubs medlemsskare, fortæller Karsten Pers, ide- og ankermand bag NewPub. “Der kommer hver måned nye medlemmer til og vores fælles optræden på Bogforum er en oplagt platform for kontakt til både læserne og kollegerne.”*

Når messen åbner vil 55 forfattere og bogfolk bemande den nu 600 kvm store stand, der gør NewPub til den suverænt største udstiller.

## Oplevelser frem for bogsalg

Med de meget positive erfaringer fra Bogforum 2019 lægger NewPub i år endnu mere vægt på aktiviteter og oplevelser for de besøgende.

> *“Vi har i år to scener samt et område dedikeret til bogreceptioner på vores stand,” forklarer Karsten Pers. “På NewPubs store Orange Scene præsenterer og diskuterer vi de mange aktuelle og eviggyldige emner, som de frie forfattere skriver om. Scenen er rettet mod det læsende publikum og vil tilbyde et overflødighedshorn af foredrag og debatter.”*

[![](https://hpbech.com/wp-content/uploads/Bogforum-2019-scene.jpeg)](https://hpbech.com/wp-content/uploads/Bogforum-2019-scene.jpeg)Fra NewPubs stand på Bogforum 2019

Den mindre *Skriv & Udgiv Scene* er, som navnet antyder, dedikeret til præsentationer og diskussioner, rettet mod branchens egne folk og specielt mod nuværende og kommende forfattere.

På området dedikeret til bogreceptioner, kan forfattere booke plads og bestille et full service arrangement med snacks og drikkevarer.

> *“Hvis du gerne vil have nogle potentielle læsere med til din bogreception, så er Bogforum et oplagt sted at afholde den,” understreger Karsten Pers. “Nok er konkurrencen om opmærksomheden stor, men du finder næppe nogen anden begivenhed i Danmark, hvor så mange bognørder er samlet på et sted på samme tid.”*

På de tidligere Bogforum udstillinger havde Newpub en boghandel, hvor de besøgende kunne se og købe alle de udstillede bøger. Den er i år droppet til fordel for flere oplevelser og mere uforpligtende aktiviteter.

Publikum skal selvfølgelig købe bøger på Bogforum, signerede eksemplarer og gode tilbud, men det centrale er ikke bogsalget. De fleste af bøgerne kan købes hos boghandlerne og på webportalerne. Det unikke hos NewPub er at publikum og forfattere kan møde hinanden og samtale. Hos os er det ikke sælgere man møder, men de som skriver og udgiver bøgerne, fortæller Karsten Pers. Det er kontakten mellem læserne og forfatterne samt forfatterne imellem, der er i højsædet. At det kommercielle træder til side for det kunstneriske og indholdsmæssige passer godt med Newpubs DNA, der netop skal rumme det nye, det skæve, det specielle og det interessebetonede.

## Skriv & Udgiv Årbogen 2022

Som et nyt initiativ og for at markere 10-års jubilæet udgiver NewPub i år sin første udgave af **Skriv & Udgiv Årbogen**.

Bogen skal en gang om året (deraf navnet!) give et opdateret indblik i den nye bogbranche – særligt med fokus på de danske forhold og spillere. Den skal give en aktuel beskrivelse af alle trin i en moderne bogproduktion. Fra manus over tekstbearbejdning, grafisk tilrettelæggelse og produktion til markedsføring og salg.

[![](https://hpbech.com/wp-content/uploads/Skriv-og-udgiv-2022-small.png)](https://hpbech.com/wp-content/uploads/Skriv-og-udgiv-2022-small.png)

Årbogen vil tilsvarende være en guide i de mange formater bøger i dag kan have (tryk, digital og audio), de nye måder bøger anmeldes og anbefales på gennem blogs og sociale medier og mulighederne for internationalt salg via Amazon og andre platforme.

Målgruppen for årbogen er dels de mange som skriver, og kan bruge hjælp til de enkelte led i processen både i relation til fiktion og non-fiktion, dels – og ikke mindst – alle de som ønsker, overvejer eller skal have øjnene åbnet for at tage selvstændigt hånd om produktion, udgivelse og markedsføring.

Eksperter fra alle hjørner af bogprocessen vil bidrage med introduktioner og guides, forfattere vil dele deres succeshistorier med bøger, de har produceret uden hjælp fra store forlag, og med fremragende bøger som aldrig var udkommet, hvis det kun var de store forlags forretningsmodeller der afgjorde hvad læserne skulle tilbydes.

Trykning af bogen sponseres af Bulls Graphics. Virksomheder, der har de frie forfattere og mikroforlagene som målgrupper, vil kunne indrykke annoncer. Som noget nyt vil årbogen tilbyde alle, der servicerer de mange led i skrive- og udgivelsesprocessen, at blive listet med navn og hjemmesideadresse under de kategorier indenfor hvilke de arbejder. En tilsvarende liste – også med link til de pågældende hjemmesider – vil blive bragt på newpub.dk.

[Klik her](https://www.hpbech.dk/wp-content/uploads/Aarbog-2022-annoncoerinformation.pdf) for at hente annoncørinformation.

## Bulls Graphics er igen sponsor

[![](https://hpbech.com/wp-content/uploads/James-Eliasson-Face.jpg)](https://hpbech.com/wp-content/uploads/James-Eliasson-Face.jpg)James Eliasson, koncerndirektør for Bulls Graphics

[Bulls Graphics](https://www.bullsgraphics.se/?lang=da) har igen i år valgt at optræde sammen med NewPub på BogForum.

> *”Vores målgruppe er selvudgivere samt nano- og mikroforlag, der udgiver fra en til tyve bøger om året”, fortæller James Eliasson, koncerndirektør for Bulls Graphics. ”Netop denne gruppe er overalt i Norden i kraftig vækst og har brug for en samarbejdspartner, der kan rådgive og hjælpe med forberedelse og trykning i høj kvalitet til konkurrencedygtige priser.”*

Bulls Graphics har specialiseret sig i de lidt mere krævende udgivelser, hvor fagkundskab på prepress, trykke- og indbindingsområdet skal hjælpe kunderne med at opnå de bedste resultater. Virksomheden har egne medarbejdere til prepress og projektledelse samt faste samarbejdsaftaler med trykkerier i Norden og i Østeuropa. På den måde kan de også følge med i den priskonkurrence, som markedet blandt andet via den teknologiske udvikling er udsat for.

> *”Vores målgruppe har ikke udgivelser nok til hver især at være interessante for de store trykkerier,” understreger James Eliasson. ”Derfor henvises de til selvbetjeningsløsninger, der nok virker fint for den simple produktion, men ikke for den lidt mere krævende. Vi går den modsatte vej og holder fast i den personlige betjening. Samtidigt gør vores samlede volumen os til en relevant samarbejdspartner og via vores relationer til mange trykkerier, kan vi sikre vores kunder gode kommercielle vilkår. Ansvaret for resultatet er altid vores, så derfor behøver kunderne ikke tænke på om printopgaven løses i Danmark, Polen eller Slovenien.”*

[![](https://hpbech.com/wp-content/uploads/Bulls-Graphics.png)](https://hpbech.com/wp-content/uploads/Bulls-Graphics.png)

Miljøvenlig og klimaneutral bogudgivelse kravler i alle led i bogbranchen op ad prioriteringslisten. Behovet er naturligt nok startet på børnebogsområdet, hvor forældre ikke ønsker, at deres børn skal udsættes for usunde eller direkte giftige materialer. Men også helt generelt er der et stigende ønske om at bogproduktion bliver klimaneutral.

*”Også på miljøområdet har vi stor erfaring,” siger Martin Kjær Oesten, leder af det danske Bulls Graphics kontor. ”Det gælder både valg af materialer og trykketeknik, men omfatter også selve produktionsforholdene på de enkelte trykkerier. På de områder, hvor vi ikke direkte kan sikre klimaneutralitet, som for eksempel på transporten, kompenserer vi via anerkendte kvoteordninger. Vi forventer at klima og miljø vil spille en stigende rolle for både udgivere og læsere i de kommende år.”*

Bulls Graphics får eget udstillingsområde på NewPubs store stand, der i år huser 52 forfattere og nanoforlag. Endvidere tilbyder de at trykke udstillernes informationsmateriale. De vil også holde oplæg på NewPubs Skriv & Udgiv Scene om miljøvenlig bogproduktion og planlægning af grafisk krævende bogproduktioner.

> *”Vi er glade for at kunne byde Bulls Graphics velkommen hos NewPub,” siger Hans Peter Bech, forfatter og talsmand for forfatternetværket. ”Der er klare synergier mellem vores aktiviteter og alle vores godt 3.000 medlemmer ligger i deres målgruppe. Den trykte bog er fortsat danske læserers foretrukne medie, og som nanoforlag eller selvudgiver er der behov for den kombination af faglig vejledning og skarpe priser, som Bulls Graphics står for.”*

## Om NewPub

[![](https://hpbech.com/wp-content/uploads/Newpub.png)](https://hpbech.com/wp-content/uploads/Newpub.png)[NewPub](https://www.newpub.dk), der er en forkortelse af New Publishing, blev stiftet i 2011 som et kollegialt non-profit oplysningsinitiativ og er med over 3.000 medlemmer i dag Danmarks største forfatternetværk. Med over 500 m2 standareal er NewPub på blot seks år blevet Bogforums største udstillere.

**Categories:** Book reviews, Society, Uncategorized

**Tags:** Publishing

---

### [Principper for markedssegmentering i softwareindustrien](https://hpbech.com/da/principper-for-markedssegmentering-i-softwareindustrien/)

**Published:** November 9, 2021
**Author:** Hans Peter Bech

**Excerpt:** Når du endnu ikke er et velkendt brand på markedet, kræver tilrettelæggelsen af en forudsigelig omsætningsgenereringsproces, at du får to begreber på plads.

**Content:**

---

> At have et velkendt brand gør omsætningsgenereringen mere forudsigelig. Jo hurtigere man kan nå den position desto bedre. Tricket er at kapre et skarpt afgrænset hjørne af markedet først, fordi det kan gøres med et lille budget og kan ske hurtigt. Koncentrerer du din indsats og ressourcer på et mindre område, opnår du den største effekt.

---

Når du endnu ikke er et velkendt brand på markedet, kræver tilrettelæggelsen af en forudsigelig omsætningsgenereringsproces, at du får to begreber på plads:

- Den ideelle kundeprofil
- Værditilbuddet (value proposition)

De to begreber er tæt forbundne, og du skal udvikle dem sammen. Ethvert produkt har mere værdi for nogle kunder end for andre. Det gælder også for produkter, der i princippet er helt generiske.

[![](https://hpbech.com/wp-content/uploads/Value-Proposition.jpg)](https://hpbech.com/wp-content/uploads/Value-Proposition.jpg)Definitionen af den ideelle kundeprofil er en øvelse, der hjælper dig med at isolere de karakteristika, du skal bruge for at finde de mest attraktive kundeemner. Værditilbuddet skal derefter skræddersys til situationen og til kundernes behov i netop det segment. Ofte er værditilbuddet kun indirekte forbundet til dit produkt. Det kommer jeg tilbage til senere.

At identificere et nøje afgrænset segment og tale til deres specifikke behov vil gøre det muligt for dig at fange kundernes interesse, generere uopfordrede henvendelser, sætte højere priser, lukke salg hurtigere, reducere dine salgsomkostninger og øge din indtjening. Samlet set en pæn pakke med attraktive egenskaber.

Da en forbedret kendskabsgrad forbedrer alle dine KPIer, og gør din omsætning mere forudsigelig, er tricket for den nystartede virksomhed at sikre sig en sådan position i et afgrænset markedssegment først. Fordi det kan opnås med et lille budget, og det kan ske hurtigt. Koncentrer din indsats og ressourcer på et mindre område, så opnår du maksimal effekt. Hvis jeg må bruge en metafor, så skal du ikke bevise, at du kan bestige det højeste bjerg. Snup 10-15 overkommelige bakker først.

## Et produkt til alle er et produkt til ingen

Selvom din forretning sandsynligvis kun har lidt til fælles med Apple, så er de i denne sammenhæng et glimrende eksempel på, hvordan du kan udøve markedssegmentering og værdikommunikation.

[![](https://hpbech.com/wp-content/uploads/Apple-iWatch3.png)](https://hpbech.com/wp-content/uploads/Apple-iWatch3.png)Apple Watch: Fremtiden ser sund ud (på engelsk: The future of health is on your wrist).

Alle kender Apple. De fleste kender også Apple Watch. Du vil dog bemærke, at Apple positionerer uret som et produkt til folk, der er fysisk aktive og som kærer sig om deres helbred.

De positionerer ikke produktet som et ur eller en gadget til alle.

For hvis du blot har brug for at holde styr på dato og klokkeslæt, er der billigere alternativer. Og hvis du vil have et smykke, så er der mange mere prestigefyldte muligheder. Samtlige af disse alternativer er i den sammenhæng bedre end enhver model af Apple Watch, du måtte købe. Med hastigheden på den teknologiske udvikling kan du forvente, at dit Apple Watch hurtigt bliver forældet. Det $10.000 Apple Watch i guld, som du købte i 2015, stoppede med at understøtte nye versioner af operativsystemet i 2018. Det fungerer fortsat, men understøtter ikke alle de smarte funktioner, der tilbydes af nye kombinationer af hardware og software.

Selvom Apple Watch er et generisk stykke elektronik, positionerer Apple omhyggeligt produktet over for et veldefineret markedssegment. Et segment der kan acceptere at købe en ny version med jævne mellemrum og som er parat til at betale en høj pris.

Alle Apple-produkter er generiske, men deres design, prisfastsættelse og positionering appellerer til et lille segment på markedet. Hermed opretholder deres brand en position i det segment, der giver de højeste dækningsbidrag.

Apple-eksemplet slutter her. At være inspireret af denne konceptuelle tilgang er OK, men som en lille B2B-softwarevirksomhed mangler du sandsynligvis de midler (betalte og gratis), som Apple har til effektivt at kommunikere sit værditilbud til sine potentielle kunder.

## Det opsøgende salgs skræmmende statistik

Der er to måder, du kan fylde din pipeline med potentielle kunder på:

- Inbound: De finder dig
- Outbound: Du finder dem

[![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Selvom de fleste virksomheder foretrækker at kunderne selv henvender sig, er virkeligheden for B2B-software ofte en anden. Deres marketingaktiviteter genererer ikke nok henvendelser. Mange potentielle kunder finder dig ikke, når de søger på nettet. Dine websider optræder ikke på søgemaskinernes første resultatsider. Måske leder kunderne slet ikke efter den type innovative løsninger som du tilbyder, eller måske bruger de andre søgeord, end dem du benytter i dine tekster.

Oplever du at de fleste, der efterlader en email adresse i bytte for et whitepaper er studerende, der er i gang med research til deres afsluttede opgave? De såkaldte inbound leads er nok aktive, men sjældent kvalificerede.

Når kunderne ikke henvender sig til dig, må du tage fat i dem. Men hvem skal du kontakte? Og hvordan skaber du interesse og engagement?

Inden vi kommer til svarene, så lad mig dele nogle nedslående fakta med dig:

[![](https://hpbech.com/wp-content/uploads/Telesales_unhappy_ver3.png)](https://hpbech.com/wp-content/uploads/Telesales_unhappy_ver3.png)- De fleste som du ringer til, vil ikke tage telefonen. De har travlt andetsteds. Du bliver nødt til at ringe til dem flere gange for at komme igennem. Nogle af dem vil aldrig svare, fordi de ikke genkender dit nummer.
- De fleste der besvarer telefonen, vil ikke tale med dig. De foragter sælgere, har travlt med andre ting eller beskæftiger sig ikke med det område, du vil tale om. Nogle henviser dig til en anden kontaktperson, og andre gør ikke.
- De fleste der er parate til at tale med dig, har ikke brug for dit produkt lige nu. Nogle af dem vil aldrig få brug for det.

Opsøgende sælgere vil vidne om den enorme mængde tid, du skal være parat til at bruge på at finde blot én potentiel kunde, der virkelig er interesseret i, hvad du har at tilbyde. Det er ikke usædvanligt, at sælgere der beskæftiger sig med kold kanvas, bruger 75 procent af deres tid på at få fat i og tale med folk der ikke vil købe. Ikke nu eller aldrig nogensinde.

Hvis du vil gøre outbound leadgenerering rentabelt, skal du reducere spildet, og du skal øge konverteringshyppigheden.

## Når din konverteringsrate er hundrede procent

I midten af ​​1990’erne arbejdede jeg i et softwarefirma, der udviklede branchespecifikke løsninger til aviser. Virksomheden, der lå i Københavns omegn, havde én kunde. Mit job var at finde og vinde flere kunder. Territoriet var i princippet hele verden.

[![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)Du kan læse den fulde case story i min seneste bog *Going Global on a Shoestring*. Her får du et kort resumé.

Med udgangspunkt i vores ene kundes karakteristika, besluttede jeg kun at henvende mig til aviser med et dagligt oplag på over 100.000 eksemplarer. Normalt ville jeg lægge et loft på, men da vores ene kunde var en meget stor avis, besluttede jeg også at medtage de helt store. Store virksomheder er notorisk tunge at danse med. De har lange og besværlige beslutningsprocesser, så de stod ikke øverst på min ringeliste.

Jeg besluttede også at koncentrere mig om markeder, hvor engelsk enten var det officielle sprog eller i det mindste et anerkendt sprog til forretningssamtaler. Jeg taler dansk, engelsk og tysk, men vores pre- og postsales konsulenter talte alle kun engelsk.

Ved hjælp af oplysninger fra avisbrancheorganisationerne kunne jeg hurtigt identificere potentielle kunder. Jeg besluttede at fokusere min indsats på Norden, Storbritannien, Irland, Holland, Schweiz og Østrig. Vores eneste kunde var i Bruxelles, Belgien, så jeg forventede, at de ville promovere løsningen på deres hjemmemarked.

Vi brugte to kanaler til at generere kundeemner:

A. Kold kanvas
B. Deltagelse i konferencer og udstillinger

## Iskold kanvas

Da vi lavede branchespecifikke løsninger til aviser, vidste jeg at alle aviser i segmentet var teoretisk kvalificerede kundeemner. Jeg vidste også, at vinde et nyt projekt ikke var en hit og run-type aktivitet. Vi var nødt til at opbygge kendskab og relationer til de centrale beslutningstagere på en avis, så de kendte til vores virksomhed, når et projekt blev aktuelt. Jeg havde ingen ambition om at kunne initiere et sådant projekt. I stedet kunne jeg deltage i diskussioner om den teknologiske udvikling og om best practice indenfor anvendelse af IT. Heldigvis var vi med vores eneste kunde i gang med et projekt, som i dag nok ville gå under navnet digital transformation. Det projekt ville alle gerne høre noget mere om.

[![](https://hpbech.com/wp-content/uploads/Reading-Newspaper.png)](https://hpbech.com/wp-content/uploads/Reading-Newspaper.png)Jeg havde ikke baggrund i avisbranchen og havde ikke noget netværk, som jeg kunne udnytte. Jeg havde mildest talt heller ikke megen indsigt i hvordan man laver aviser. Alle mine salgsopkald var kolde som is på Nordpolen, så jeg brugte en meget simpel metode.

Efter at have identificeret en avis, der matchede den ideelle kundeprofil, slog jeg CEO’ens navn op og ringede til ham eller hende. Jeg kom sjældent igennem. I stedet landede jeg hos vedkommendes sekretær. Jeg forklarede hvorfor jeg ringede, og at jeg ville aflægge et besøg om seks uger. Hvem var den relevante kontaktperson?

Sekretærerne var altid (som i 100 procent) meget hjælpsomme, og efter et opkald eller to havde jeg navnet på den person, som jeg skulle mødes med. Nogle gange var det den administrerende direktør. Nogle gange var det en person, der blev udpeget til at erstatte deres nuværende IT-prepress-platform. Nogle gange en anden, men for det meste var det IT-chefen. Det var ikke min præference at starte hos IT-chefen, men det var ikke altid noget jeg kunne bestemme. Senere blev jeg dygtigere til at få kontakt til personer på både redaktionen og i annoncesalget.

Ofte fik jeg sekretæren til at sætte mødet op. Ellers sendte jeg en fax til den pågældende person og foreslog et mødetidspunkt. Den næste dag ringede jeg op for at få en bekræftelse.

I starten prækvalificerede jeg ikke nogen af ​​de potentielle kunder på BANT (Budget, Authority, Need and Timeline). Jeg skulle blot besøge så mange aviser som muligt for at lære hvordan de fungerede. Jeg ville bygge et netværk først og derefter en pipeline. Jeg var derfor også interesseret i at tale med potentielle kunder, hvis forretning måske lå mange år ud i fremtiden.

Min konverteringsrate var tæt på 100 procent. Kun når folk var på ferie eller var optaget af andre møder, afviste de mig. Oftest tilbød de dog, at jeg kunne mødes med en anden, hvilket jeg tit accepterede, når jeg alligevel var i nabolaget.

## Det første møde

Da initiativet til mødet var mit, forventede de alle, at jeg skulle begynde med at præsentere noget. Det lykkedes mig nu i de fleste tilfælde, at få kunderne til at starte med fortælle om deres virksomhed. Når de først kom i gang, kunne jeg stille opfølgende spørgsmål og lære en masse. Jeg havde en meget kort og meget grafisk præsentation (ingen bullet points!), som jeg på et tidspunkt gav. Den afstedkom altid en god diskussion. Jeg efterlod et par hardcopies, som de efterfølgende kunne lade cirkulere internt. Ved afslutningen af besøget havde kunden talt over firs procent af tiden. Mine spørgsmål førte næsten altid til en rundvisning på avisen, hvor de præsenterede deres forskellige funktioner, introducerede mig til deres kolleger og fortalte mig om deres udfordringer.

Efter sådan et møde havde jeg en god fornemmelse for, hvordan avisen så sine udfordringer og hvor i købsforløbet de befandt sig. Efter at at have besøgt de første ti aviser, havde jeg set det meste og oplevet hvor forskelligt de samme forhold kan opfattes.

## Deltagelse i konferencer og messer

Det fantastiske ved branchespecifikke konferencer og udstillinger er, at alle deltagere er kvalificerede. Vi arbejdede hårdt for at booke møder forud for konferencerne, men vi hentede også mange kundeemner blandt de, der tilfældigt kom forbi vores stand.

Det var på en konference i Amsterdam, at vi fik vores første kontakt i USA.

---

[Forsættelse følger](https://www.hpbech.dk/principper-for-markedssegmentering-i-softwareindustrien-anden-del/)

**Categories:** Globalisation, Strategy

**Tags:** biznes

---

### [Principper for markedssegmentering i softwareindustrien - anden del](https://hpbech.com/da/principper-for-markedssegmentering-i-softwareindustrien-anden-del/)

**Published:** November 12, 2021
**Author:** Hans Peter Bech

**Excerpt:** Det gik dog hurtigt op for mig at nogle beslutningstagere blandt de potentielle kunder var mere imødekommende end andre og havde en mere åben indstilling til ny teknologi og små leverandører.

**Content:**

---

> *Jeg kendte ikke til The Law of Diffusion of Innovation, da jeg startede i et softwarefirma, der solgte løsninger til avisindustrien. Det gik dog hurtigt op for mig at nogle beslutningstagere blandt de potentielle kunder var mere imødekommende end andre og havde en mere åben indstilling til ny teknologi og små leverandører.*

---

Den [forrige artikel](https://www.hpbech.dk/principper-markedssegmentering-software/) i denne serie forklarede, hvordan vi definerede den ideelle kundeprofil hos et B2B-softwarefirma der udviklede løsninger til avisindustrien. Definitionen på den ideelle kundeprofil var en avis med et daglig oplag på mere end 100.000 eksemplarer, der ville acceptere engelsk som sprog for softwarens brugergrænseflade og i kommunikationen med os.

Målet med profilen var at fokusere vores indsats på de kunder, som vi mente ville få mest ud af at bruge vores software, og hvor vores CAC (Customer Acquisition Cost) ville være lavest.

Definitionen var stærkt påvirket af den ene kunde, som vi allerede havde. Det var den største [mediekoncern](https://www.mediahuis.be) i Belgien, inklusive deres to flagskibsaviser De Standaard og Het Nieuwsblatt.

Da vi havde kontor i Danmark med et datterselskab i Storbritannien, var engelsk vores virksomhedssprog. Vi bearbejdede i en periode også det tyske og det franske marked og lærte, at sproget var en væsentlig barriere. Vi besluttede derefter kun at beskæftige os med engelsktalende kunder.

## The Law of Diffusion of Innovation

Jeg kendte ikke til The Law of Diffusion of Innovation, da jeg startede med at sælge software til aviser. Det gik dog hurtigt op for mig at nogle beslutningstagere blandt de potentielle kunder var mere imødekommende end andre og havde en mere åben indstilling til ny teknologi og små leverandører som os.

[![](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.png)](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.png)Den type beslutningstagerne dukkede altid op på vores lille stand, når vi var på konferencer og udstillinger. De havde hørt om os fra andre (det var før internettet!) og var nysgerrige efter at få mere at vide. Det var ved en sådan lejlighed, at der kom en repræsentant fra en af ​​de store amerikanske avisgrupper forbi for at få en introduktion til vores koncept og få en demonstration af softwaren.

Ni måneder senere skrev vi kontrakt med vores første kunde i USA!

## De tre dimensioner på den ideelle kundeprofil

Det er en god ide at fastlægge et sæt kriterier, der beskriver den typer virksomheder, du foretrækker at få som referencer. Ikke alle kunder er lige attraktive.

Lad os antage, at vi ønsker at afkorte salgstiden og opbygge en stærk position i et markedssegment så hurtigt som muligt. I så fald er vi nødt til løbende at kvalificere de kundeemner, vi støder på, og afgøre hvor vi bedst investerer vores altid begrænsede ressourcer.

Et nyt projekt i avisbranchen krævede en kundeinvestering på flere millioner dollars og det tog altid 12 til 24 måneder, før det var fuldt implementeret. Vores ressourcer til implementering af nye systemer var begrænsede, og selvom vi kunne ansætte flere mennesker, var indlæringskurven lang og stejl. Vi kunne ikke bare udvide kapaciteten, uden at have en stabil og jævn strøm af nye projekter.

[![](https://hpbech.com/wp-content/uploads/ideal-customer-profile-1024x660-1.png)](https://hpbech.com/wp-content/uploads/ideal-customer-profile-1024x660-1.png)De kriterierne, som jeg benyttede til at udvælge de potentielle kunder, jeg gerne ville have i tale, kan vi kalde demografiske. Den type data er typisk tilgængelige i offentlige datakilder og kan nås via desk research. Min primære kilde til demografisk information var en bog udgivet af World Association of News Publisher. Bogen indeholdt en halv til en hel sides information om hver enkelt avis i hele verden, med angivelse af produkter, oplag, kontaktinformationer, ejerskab, beslutningstagere og tekniske installationer. I dag er en del af sådanne oplysninger også tilgængelige på LinkedIn og ved at besøge virksomhedernes hjemmesider.

Selvom du kan bruge demografi til at finde potentielle kunder med behov, der matcher din software, hjælper det dig ikke med at vurdere, hvor stor en indsats og hvor lang tid det tager at gennemføre et salg, hvis det nogensinde bliver tilfældet.

For at foretage en sådan vurdering skal du se ud over demografien og finde sociografiske og psykografiske data.

### Sociografiske data

Aviser der for nylig havde erstattet eller opdateret deres pre-press IT-systemer, ville sandsynligvis ikke gøre det igen indenfor en overskuelig fremtid. Det var ofte den information jeg modtog, da jeg forsøgte at aftale et introduktionsmøde. Vi aftalte i stedet at mødes ved den næste branchekonference eller udstilling, som vi begge deltog i.

[![](https://hpbech.com/wp-content/uploads/Available-Market-300x300-1.png)](https://hpbech.com/wp-content/uploads/Available-Market-300x300-1.png)Vores løsning var en integreret suite, der dækkede alle planlægningsafdelingens operationelle funktioner, redaktionen, annonceafdelingen og ombrydningen.

Applikationerne var bygget ovenpå en Oracle-database, og det overordnede design skulle sikre at avisen blev mere profitabel.

Jeg lærte dog hurtigt, at nogle aviser foretrak en best-practise arkitektur. I de tilfælde vælger hver linjefunktion de applikationer, der bedst opfylder deres behov, og IT-afdelingen forsøger derefter at strikke det hele sammen så godt som det nu lader sig gøre. At sælge til aviser, der foretrak denne arkitektur fremfor at følge suite-filosofien, var en håbløs kamp med ringe sandsynlighed for succes. Det var bedre at holde sig på sidelinjen og observere, om tingene skulle ændre sig, og der kom en ny åbning. Et opkøb, ny ledelse eller et mislykket projekt kunne pludselig ændre spillepladen.

Efter at have besøgt mange aviser lærte jeg også, at der var (og sandsynligvis stadig er) flere forskellige virksomheder under samme tag. Især redaktionen og annonceafdelingen var to forskellige verdener. Selvom det var annoncerne der skaffede pengene, var det redaktionen der brandede produktet. At få en suite-baseret løsning ind krævede, at de fleste interessenter kunne leve med softwaren. At opnå en sådan konsensus krævede en stærk topledelse, der kunne motivere alle til at sætte virksomhedens interesse i første række.

Der var kun en måde, hvorpå jeg kunne undersøge sociografiske data, og det var ved at besøge den potentielle kunde og tale med de vigtigste beslutningstagere. De mennesker, jeg talte med, havde sjældent klare præferencer, og ofte var best-practise arkitekturpræferencen blot et resultat af svag topledelse. Mange topdirektører indenfor avisbranchen så ikke valget af pre-press IT-system, som noget de skulle involvere sig i. Et udvalg bestående af de berørte afdelinger skulle gennemgå de forskellige løsninger og komme med en anbefaling. Når de ikke kunne blive enige, kunne et kompromis være, at de hver især fik det de helst ville have, og at IT-afdelingen efterfølgende skulle sørge for, at de valgte løsninger kunne arbejde sammen og levere en avis hver dag.

### Psykografiske data

Fra mine besøg hus potentielle kunder kunne jeg også få indblik i de psykografiske forhold, som er de enkelte beslutningstageres ambitioner, værdier, motiver og adfærd. Her ville jeg finde ud af, om der var nok opbakning til en suite-tilgang, og om mine sponsorer havde den organisatoriske styrke, der krævedes for at gennemføre den. Uden teknologientusiaster og visionære blandt de vigtigste beslutningstagere ville sandsynligheden for et salg mindskes.

[![](https://hpbech.com/wp-content/uploads/Doctor.png)](https://hpbech.com/wp-content/uploads/Doctor.png)At vurdere psykografiske data er ikke en simpel videnskab og kræver megen fortolkning. Selv når du presser på med præcise spørgsmål, får du ikke altid lige konkrete svar. Folk vil ofte være høflige eller de kender ikke deres egne præferencer. At vælge en ny pre-press IT-platform var noget, som en avis kun gjorde med 10-15 års mellemrum. Det var ikke et rutinemæssigt job, og der var ingen velprøvet procedure til at få det til at ske.

Jeg brugte en tilgang med åbent at adressere alle de punkter, hvor jeg vidste at vi kunne opfattes som sårbare, for at se hvilke reaktioner jeg ville få.

Jeg kunne stille spørgsmål såsom: “Hvad betyder det for dig, at vores løsning er så ny, at det kun er få aviser der benytter den?”

Hvis det var en bekymring, kunne jeg lige så godt trække mig, fordi det ikke var noget, der ville ændre sig natten over. Hvis respondenterne forstod at ny og innovativ teknologi i sagens natur kun ville have få kunder i starten, kunne vi fortsætte.

Jeg kunne spørge den administrerende direktør og IT-direktøren, om de foretrak en suite-princip, der dækkede alle funktioner, eller om de foretrak at overlade det til hver afdeling at vælge deres IT-platform? Et ønske om en suite-løsning vil typisk komme fra IT-chefen, den administrerende direktør eller planlægningschefen. Sjældent ville redaktionen eller annonceafdelingen kæmpe for en sådan arkitektur.

Artikelserien fortsættes

---

Denne artikel blev først bragt på [TBK Consults blog](https://tbkconsult.com/market-segmentation-fundamentals-in-the-software-industry-2/) og er oversat fra engelsk af [Maria Bech](https://www.linkedin.com/in/mariabech/)

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**Categories:** Globalisation, Strategy, Uncategorized

**Tags:** biznes

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### [Vejen til læserne i det 21. århundrede asfalteres mens vi kører](https://hpbech.com/da/vejen-til-laeserne-i-det-21-aarhundrede-asfalteres-mens-vi-koerer/)

**Published:** November 16, 2021
**Author:** Hans Peter Bech

**Excerpt:** Forlagsbranchens de facto monopol er definitivt brudt og mulighederne for at udgive bøger direkte til markedet og læserne vil fremover kun blive endnu bedre.

**Content:**

[![](https://hpbech.com/wp-content/uploads/Poet-265x300.png)](https://hpbech.com/wp-content/uploads/Poet.png)

Måden hvorpå forfattere kan skrive, producere, markedsføre og distribuere deres bøger har over de sidste godt 20 år ændret sig fundamentalt.

Det er de selvsamme ændringer, der er baggrunden for at [NewPub](https://www.newpub.dk) på ti år har fået over 3.000 medlemmer (og der kommer hver måned flere til) i år var [Bogforums største udstiller](https://www.hpbech.dk/newpub-slaar-igen-alle-rekorder/) og kunne stå bag udgivelsen af en [årbog](https://www.saxo.com/dk/skriv-udgiv-aarbog-2022_antologi-25-bidragydere_paperback_9788791626289), der beskriver, hvordan man kan nå sine læsere uden at skulle igennem de etablerede forlags mikroskopiske nåleøje.

---

## Forfattere skriver til deres læsere

For blot 20 år siden var der kun en måde, hvorpå en forfatter kunne få sin bog ud til læserne. Han eller hun måtte finde et forlag, som ville udgive den.

Under dette regime fik debutanter og forfattere med smalle projekter for det meste et nej. Forlagene vurderede, at risikoen for at ideen eller manuskriptet ikke ville kunne tjene sig selv hjem, var for stor. Og det havde de jo ofte også ret i. Mange af deres egne udgivelser tjente nemlig heller ikke sig selv hjem, og havde de ikke en række bestsellere i deres stald, ville forretningen ikke kunne køre rundt.

Sådan er det stadig, men nu har forfatterne andre muligheder. Forlagsbranchens de facto monopol er definitivt brudt og mulighederne for at udgive bøger direkte til markedet og læserne vil fremover kun blive endnu bedre.

## Arbejdet skal fortsat gøres

Bortset fra kurateringen, som ingen forfattere er så glade for, når det fører til et nej, så skal de faglige opgaver, som et forlag varetager, fortsat løses.

Ideer skal bearbejdes, manuskripter skal redigeres, korrekturlæses og ombrydes, omslag skal designes, illustrationer skal tegnes. Trykning, indtaling (lydbog), kompilering (e-bog) og markedsføring skal tilrettelægges og gennemføres, bogen skal distribueres til de detailkanaler, som læserne benytter og det hele skal finansieres og projektstyres.

Når en forfatter i dag kan vælge at springe de etablerede forlag over, så betyder det altså ikke, at de nævnte opgaver forsvinder. Opgaverne kan blot løses på anden vis og mange af dem har den teknologiske udvikling gjort markant nemmere og billigere.

## De fire gode grunde til selv at udgive sine bøger

Der er grundlæggende fire motiver til at mange, specielt debuterende forfattere, med det samme vælger de etablerede forlag fra:

1. De kan selv finansiere udgivelsen
2. De vil ikke bruge tid på at jagte et ja fra et forlag
3. De vil ikke afgive rettighederne til deres værk
4. De kan tjene mere ved at stå for projektet selv

Hvis de etablerede forlag gav et fyldestgørende afslag på ideer og manuskripter kunne det også have en værdi for de forfattere, som får et nej. Men det har de ikke ressourcerne til. Forfattere har derfor intet ud af den tid og energi, de investerer i at jagte forlag, der giver dem et afslag. Ved fra starten at springe forlaget over kan man sikre, at bogen kommer hurtigere ud til læserne.

Prisen for at et forlag påtager sig udgivelsesopgaverne er, at forfatteren overdrager rettighederne til værket. Det er en transaktion, som det kan være meget svært at overskue konsekvenserne af. Hvis bogen flopper, og du kan få rettighederne tilbage, kan det være lige meget, men bliver den en kæmpe succes, kan forfatteren gå glip af mange penge. Et forlag, der jo arbejder efter samme principper som en ventureinvestor, er nødt til at sikre sig at overskuddet på karrusellerne dækker underskuddet på gyngerne. De ved, at mange af deres udgivelser vil floppe, og at de derfor skal have en ekstra høj indtjening på de udgivelser, der hitter. Sådan må forlagets forretningsmodel nødvendigvis se ud, men hermed kan den være i direkte konflikt med forfatterens.

## Du kan ikke lave et kvalitetsprodukt alene

[![](https://hpbech.com/wp-content/uploads/Working_from_home_man-500.png)](https://hpbech.com/wp-content/uploads/Working_from_home_man-500.png)

At skrive og udgive en kvalitetsbog, som læserne får kendskab til, køber og anbefaler til andre, kræver så mange forskellige kvalifikationer og ressourcer, at de næppe kan rummes i et enkelt menneske. Det er netop forlagenes berettigelse. De har samlet de kompetencer der skal til. Når forfatterne alligevel kan gå udenom dem, så skyldes det, at alle kompetencerne enten er tilgængelige på freelancebasis eller findes automatiseret på internettet.

Lad os starte med økonomien. Det kræver lidt på bankbogen at købe ydelser som coaching, redigering, korrekturlæsning, omslagsdesign, illustrationer, ombrydning, PR, markedsføring, trykning, indtaling og så videre. Kvaliteten behøver man ikke gå på kompromis med, for mange af de etablerede forlag bruger de selvsamme freelancere.

Det betyder, at for den lidt fingernemme kan et simpelt bogprojekt på 250 sider uden illustrationer, men f.eks. med professionel hjælp til omslag og korrektur holdes indenfor en ramme på 10.000 kr.

Men man kan også vælge en fuldt professionel forlagstilgang med indledende idé-og målgruppesparring til 5.000 kr., løbende skrivecoaching til 5.000 kr., en redaktør til 15.000 kr., korrektur til 10.000 kr., omslag til 5.000 kr., grafisk opsætning til 7.000 kr. og så måske køb af nogle illustrationer. E-bogsversionen behøver ikke at koste noget, mens lydbogsversionen vil koste omkring 10.000 kr. Alle priser naturligvis anslåede. Det kan lyde af meget, men pengene kan være givet godt ud, hvis du vil slå igennem på et marked, der er oversvømmet af konkurrerende bøger.

Jeg har ikke indregnet trykning, da det er en variabel omkostning, som dækkes af salget. Hvis du vælger Bookbox-løsningen fra Scandinavian Book (den samme løsning hedder OneBook hos Toptryk) betaler du et oprettelsesgebyr på 295 kr., hvorefter trykprisen for en bog på 250 sider er 768 kr. for 48 styk inklusive lagerleje hos Dafolo eller DBK. Det svarer til en stykpris på 16 kr. plus moms. Det er rasende billigt! På normale vilkår vil du skulle afgive en ordre på over 500 eksemplarer for at opnå samme stykpris.

Du kan også vælge at distribuere din bog gennem for eksempel BoD (Books on Demand), Amazon KDP eller IngramSpark, hvor du ikke behøver at investere i et trykt oplag, idet de trykker bøgerne efterhånden som de sælges. De økonomiske vilkår fremgår at deres websider. At trykke en bog ad gangen er naturligvis dyrere end at trykke 1.000 styk i et hug, men hvis du ønsker at nedbringe din risiko og dit kapitalbehov, så er print-on-demand en god og efterhånden også en billig løsning.

I regnestykket er ikke medtaget omkostninger til PR og markedsføring. Kan du ikke selv klare de opgaver, skal du nok regne med at bruge 10-15.000 kr. til en PR-konsulent. Hvis bogen egner sig til det, og du får omtale i medierne, kan de penge være godt givet ud, men der er aldrig nogen garanti.

## Informationsteknologien er din bedste ven

[![](https://hpbech.com/wp-content/uploads/cropped-Apple-gear-1600-1.jpeg)](https://hpbech.com/wp-content/uploads/cropped-Apple-gear-1600-1.jpeg)Når omkostningerne ved store dele af tilblivelsen, udgivelsen, markedsføringen og distributionen af den enkelte bog er raslet ned, så skyldes det i høj grad udviklingen i informationsteknologien herunder fremkomsten af internettet. Hvis ikke du er lidt af en IT-nørd, så får du nok ikke direkte gavn af fremskridtet. Et godt overblik vil til gengæld kunne sikre den selvudgivende forfatter store besparelser.

Selvom NewPubs Facebookgruppe er sjældent responsiv og hjælpsom, så er internettet (via Google, Bing, DuckGoGo og de andre søgemaskiner) fortsat det bedste sted at finde svar på de mange spørgsmål. Hvis du vil udgive dine bøger selv, må du i lære som forelægger, og her har internettet svar på alle spørgsmål. Den, der kan finde ud af at søge på internettet, kommer hurtigst og billigst i mål.

Kan du for eksempel finde og læse Amazon KDPs (Kindle Direct Publishing) vejledning i at opsætte din bog til trykning i Microsoft Word eller Apple Pages, så kan du i princippet spare de 6.500 kr. til en grafiker. Det kommer der næppe det bedste resultat ud af, for en grafiker kan mere og andet end blot at betjene Adobe InDesign. KDPs vejledninger er imidlertid meget værdifulde også selv om du ikke bruger Amazon som distributionskanal.
Hvis du bruger Scrivener (og ikke Word) til at skrive manuskriptet, får du e-bogsversionen gratis.

Du kan researche stort set alle udfordringer og finde svar på internettet.

## Markedsføringen er fortsat den helt store udfordring

I Danmark er distributionen af bøger sat i system. Trykte bøger, der distribueres af Dafolo og DBK, findes på Bogportalen, som alle boghandlere, fysiske og virtuelle, benytter. Lyd og e-bøger distribueres af Publizon. Bibliotekerne har en central vurdering og indkøbsfunktion og bestiller selv de bøger, de mener skal stå på hylderne.
Den helt store udfordring, der gælder alle ukendte og debuterende forfattere, er at få deres værker eksponeret for de potentielle læsere. Selvom vi i teorien kan nå stort set alle de potentielle læsere via de sociale medier, så er konkurrencen om deres opmærksomhed benhård.

[![](https://hpbech.com/wp-content/uploads/Skriv-og-udgiv-2022-small.png)](https://hpbech.com/wp-content/uploads/Skriv-og-udgiv-2022-small.png)

Udover at skulle skrive en god bog, så bør den selvudgivende forfatter også være lidt af en ørn til PR og marketing. Alt det ind i mellem kan man købe ude i byen, hvorimod PR og marketing er et langt sejt træk.

I Newpubs årbog, *[Skriv & Udgiv](https://www.saxo.com/dk/skriv-udgiv-aarbog-2022_antologi-25-bidragydere_paperback_9788791626289)*, finder du artikler om markedsføring og PR, men på dette sted vil jeg gerne slå et slag for personlig branding, og det vi kalder content marketing.

Selv om der udkommer omkring 12.000 bøger i Danmark hvert år (hvilket er 32,8 bøger om dagen!), så er det fortsat meget få der bliver og er forfattere. En af grundende er, at kun meget få mennesker kan skrive fængende og fængslende. Det kan du, og det skal du udnytte i din markedsføring. Du skal skrive indlæg og artikler for herigennem at nå dine potentielle læsere og opbygge et fællesskab omkring det dine bøger handler om.

Hvor finder du dem? På de sociale medier!

Hvor finder de dig? Samme sted!

Uanset om du kan lide dem eller ej, så er [de sociale medier](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/) dine kanaler til dine potentielle læsere. Du skal koncentrere dig om de medier, der passer bedst med dit emne og din målgruppe, og så skal du sætte dig ind i hvordan de virker. Du skal nemlig hacke dem for at nå ud til dine potentielle læsere uden at skulle betale for det.
Som selvstændig forfatter er du selv ansvarlig for at skabe et følge af læsere, som vil købe dine bøger og anbefale dem til andre. Du har næppe råd til plakater på busstoppesteder og S-togsstationer og måske er dit emne og din målgruppe også for snæver til den type markedsføring. Du må derfor i gang med at opbygge dit brand parallelt med at du skriver og udgiver din bog.

Fremtidens succesfulde selvstændige forfattere skriver således ikke blot gode bøger, de er også mestre i at finde og knytte relationer til deres læsere uden at skulle poste annoncekroner i techgiganternes i forvejen bugnende kasser.

Synes du, at de mange opgaver, der skal løses ved udgivelsen af en bog, er uoverkommelige, så er du måske bedre tjent med alligevel at forsøge at finde et forlag, der vil investere i dig og dit værk.

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Tak til [Peter Reismer](https://www.linkedin.com/in/peter-reismer-0b39645/) for redaktionelle kommentarer til de første udkast til denne artikel.

Artiklen er korrekturlæst af [Maria Bech](https://www.linkedin.com/in/mariabech/).

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Du kan læse mere om selv at udgive bøger her: [Min opskrift på internationale bestsellere](https://www.hpbech.dk/sadan-laver-du-internationale-bestsellere/)

**Categories:** Book reviews, Society, Strategy

**Tags:** Publishing

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### [Vejen fra forretningsudvikling til marketing og salg](https://hpbech.com/da/vejen-fra-forretningsudvikling-til-marketing-og-salg/)

**Published:** January 18, 2022
**Author:** Hans Peter Bech

**Excerpt:** Hvis du er forretningsudvikler, har du ikke et salgsmål, for din opgave er ikke at generere omsætning. Din opgave er at finde den value proposition, som et tilstrækkelig stort antal kunder vil købe ind på over de næste 6 til 24 måneder.

**Content:**

---

> Hvis du er forretningsudvikler, har du ikke et salgsmål, for din opgave er ikke at generere omsætning. Din opgave er at finde den value proposition som et tilstrækkeligt stort antal kunder vil købe ind på over de næste 6 til 24 måneder.

---

Jeg er med på at begrebet omsætningsgenerering ikke ligger særlig godt i munden, og at det også er fremmed for mange. Ikke desto mindre vinder det mere og mere frem som den samlende betegnelse for de processer en virksomhed skal have kørende for i sidste ende at kunne nå sit omsætningsbudget.

[![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png)](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png)I den ideelle verden ville kunderne selv finde vores fantastiske produkter og kæmpe sig frem til vores ordremodtagelse.

Den verden lever de færreste virksomheder i.

Mange virksomheder er potentielle kunder helt ubekendte, de er ikke nemme at finde, selv når man aktivt søger på Google, og skulle man finde dem er det ikke helt enkelt at finde ud af hvad de egentlig laver.

Derfor er mange virksomheders omsætningsgenerering fortsat baseret på, at de selv finder og kontakter de potentielle kunder.

## Den helt store begrebsforvirring

![](https://hpbech.com/wp-content/uploads/FIND.png)Når de fleste nystartede virksomheder snubler i starten og må give op, så skyldes det, at de ikke når at finde et match mellem deres idé og et akut og kritisk behov i markedet, inden de løber tør for penge. At finde det match kaldes *forretningsudvikling*, men forveksles ofte med aktiviteterne *marketing* og *salg*. Kender du ikke [forskellen mellem begreberne](https://tbkconsult.com/international-expansion-is-a-business-development-effort/) er risikoen for at vil du forsøge at sælge din idé til de forkerte kunder meget stor.

Forretningsudvikling er en række aktiviteter, hvor man i dialog med potentielle kunder finder det match mellem produkt og marked, der i næste omgang kan sættes på skinner med marketing- og salgsindsatser.

Hvis du er forretningsudvikler har du ikke et salgsmål, for din opgave er ikke at generere omsætning. Din opgave er at finde den value proposition, som et tilstrækkeligt stort antal kunder vil købe ind på over de næste 6 til 24 måneder.

Udfordringen er blot at du i din dialog med potentielle kunder ikke kan stole på deres tilbagemeldinger, hvis de ikke er under et afgørende beslutningspres. Du er derfor nødt til at simulere, at du vil sælge noget til dem, selvom det ikke er dit primære formål. Dit primære formål er at få respons på din value proposition, så du enten får bekræftet, at den sidder lige i skabet, at den skal justeres eller at du ikke vil sælge til den type kunde lige nu.

![](https://hpbech.com/wp-content/uploads/Value-Proposition.jpg)Men også virksomheder der er langt forbi iværksætterstadiet, slås med at finde en model der kan sikre stabil omsætningsgenerering. De gennemfører marketingaktiviteter, har sælgere der arbejder med de potentielle kunder og opdaterer CRM systemerne med nye forecasts. Men de når ikke budgetterne og forstår ikke hvad der skal repareres. Er det marketingafdelingen der ikke genererer nok kundeemner eller er det de forkerte? Er det sælgerne der ikke er dygtige nok? Er det konkurrenterne der har overhalet os? Er det markedet der er lidt sløjt for tiden?

## The missing link

[![](https://hpbech.com/wp-content/uploads/Telesales_unhappy_ver3.png)](https://hpbech.com/wp-content/uploads/Telesales_unhappy_ver3.png)Udfordringen med at finde det rigtige produkt/market-fit, som efterfølgende kan sættes i system og skaleres, er en velkendt udfordring, som stort set alle tech-virksomheder over hele verden bokser med.

Hvis du har en forretningsudviklings- eller omsætningsgenereringsprocess, der baserer sig på, at du ringer ud til potentielle kunder, så vil du opleve et kolossalt spild og en voldsom portion afvisning.

Det er ikke unormalt at telefonsælgere bruger over halvdelen af deres tid på at ringe til personer som ikke svarer. Af de personer der opnås kontakt til, vil kun en meget lille del være interesseret i en samtale. Nogle er direkte fjendtlige, nogle har for travlt lige nu og andre er seriøst uinteresserede. Gøres regnestykket op bruger en telefonsælger langt under halvdelen af sin tid på at tale med nogen som viser interesse.

At finde og fastholde medarbejdere til den type arbejde er vanskeligt og personaleomsætningen indenfor telefonsalg ligger derfor på omkring 50%.

Men nu er der hjælp på vej.

![](https://hpbech.com/wp-content/uploads/Stefan-Avivison-square.jpeg)Stefan Avivson[Stefan Avivson](https://www.linkedin.com/in/avivson/) har med [Raw Research](https://www.linkedin.com/company/rawresearch/) specialiseret sig i at finde produkt/market-fit og derefter hjælpe virksomheder med at få omsætningsgenereringen sat i system og skaleret.

Det er han ikke den første, der påstår at han kan, men når jeg mener Raw Research har fat i den lange ende, så skyldes det at de har formået at tage en stor del af den menneskelige faktor ud af ligningen og lægge en systematisk ramme omkring aktiviteterne.

Der er flere led i deres tilgang til opgaven, så lad os tage dem en ad gangen.

**Start internt først** – Spørg alle i virksomheden der arbejder med forretningsudvikling, marketing og salg, om hvorfor kunderne køber. Skriv det ned. Vær forberedt på at det stritter i alle retninger og at der skal bruges krudt på at få det formuleret i egentlige value propositions.

**Spørg kunderne** – Raw Research kontakter nu kunderne og stiller det samme spørgsmål. Også her får vi flere svar som skal behandles.

**Vælg de bedste match** – Sammenhold de to sæt value propositions med virksomhedens kunder og vælg de bedste kombinationer.

**Afprøv de bedste kombinationer på nye kunder** – Raw Research afprøver nu på klientens vegne de udvalgte kombinationer og finder de mest effektive.

**Skaler indsatsen** – Med det finpudsede product/market-match kan omsætningsgenereringsprocessen skaleres.

## Outbound leadgenerering er ikke for sarte sjæle

![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)> *“Uanset hvordan man griber det an, så er outbound leadgenerering ikke noget alle bare kan gøre,” forklarer Stefan Avivson. “Der findes produkter der er så uinteressante, at du ikke kan få nok kunder i dialog om emnet. Der vil også fortsat være en vis andel af kontakterne, der reagerer negativt eller som man fanger på et forkert tidspunkt. Ikke desto mindre så kan vi dokumentere, at vores fremgangsmåde er mere effektiv. Du får flere kunder, mere omsætning og bedre dækningsbidrag, når du følger Raw Research modellen”.*

En af grundene til de bedre resultater skyldes ifølge Stefan Avivson, at mange virksomheder ikke har kompetencerne til at drive outbound leadgenerering og at de derfor under alle omstændigheder er bedre tjent med at outsource opgaven.

> *“Hvor mange i din omgangskreds har mod på og lyst til at ringe ud til folk, de ikke kender og forsøge at få en samtale i gang om noget de potentielt skal købe?” spørger Stefan Avivson retorisk. “Det er der ikke mange der har. Derfor kan du heller ikke nøjes med at ansætte et par studentermedhjælpere på deltid, og tro at de kan løse opgaven.”*

At drive en effektiv outbound leadgenereringsfunktion kræver ledelseskompetence, rekrutteringskapacitet, uddannelse, coaching og et vist volumen. Teams på under ti personer bliver for afhængige af enkeltpersoner og kan ikke opbygge den kultur som arbejdet kræver. At gå fra 0 til 10 medarbejdere indenfor en disciplin som ofte ikke er virksomhedens kernekompetence, er for mange en stor og risikabel mundfuld.

Stefan Avivson erkender at han forbedrer sin produktivitet ved at afvise klienter der har rene commodity-produkter. Den type markeder er så gennemtæskede, at kunderne er umulige at få i tale. Han erkender også at hans organisation har sort bælte i processen, men understreger at også han kun koger med vand.

> *“Selvfølgelig kan virksomheder selv opbygge deres egen inhouse leadgeneringsafdeling og bruge vores metode og software til at få det sat i system og gjort produktivt,” understreger Stefan Avivson. “De skal blot have de nødvendige ledelseskompetencer, ansætte de specielle typer mennesker der kan holde til opgaven og hurtigt komme op på den kritiske størrelse. Min pointe er at mange virksomheder skal starte helt fra scratch på opgaven og derfor er bedre tjent med at overlade det til sådan nogle som os.”*

## International forretningsudvikling

![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS.png)Jeg stødte på Stefan Avivson, da jeg skrev bogen *[Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/)*, men desværre så sent i processen, at de ikke nåede med i den første udgave.

Deres proces kunne være meget velegnet til at afprøve sin value proposition på et nyt marked. De er da også parate til at påtage sig opgaven med at få gennemført pilotprojekter i andre lande.

> *“Vi påtager os gerne at køre product/market verifikation i andre lande også,” bekræfter Stefan Avivison. “Vi finder de ressourcer der kan løfte opgaven og sikrer at de benytter vores metode og værktøjer. Vores metode er nok den mest cost/effective måde at lave markedsanalyse på, fordi vi får tilbagemeldingerne direkte fra de potentielle kunder. Vi kan i hvert fald få be-eller afkræftet om en virksomheds value proposition er attraktiv for den samme type kunder i et andet land. Er det ikke tilfældet, vil vi også kunne svare på, hvad der så skal til for at opnå et match.”*

## Leadgenerering i Skandinavien

![](https://hpbech.com/wp-content/uploads/Evolution360.png)Danske [Agency360](https://agency360.dk) (til bureauer) og [Evolution360](https://evolution360.dk) (til virksomheder) er marketingsoftware, der samler alle vigtige data og analyser om SEO, online-annoncer og sociale medieaktiviteter og præsenterer dem i let overskuelige dashboards. Derudover konverterer softwaren de besøgenes IP-adresser til virksomhedsnavne, der i en B2B sammenhæng kan anvendes i en eventuel opsøgende salgsaktivitet.

![](https://hpbech.com/wp-content/uploads/Henrik-Kristiansen.jpeg)Henrik Kristiansen> *“Vi bruger Raw Research til at optimere vores value proposition og til at generere nye kundeemner,” fortæller [Henrik Kristiansen](https://www.linkedin.com/in/henrik-kristiansen-1380561/), partner og medstifter af virksomheden. “De ringer først til vores eksisterende kunder og får kortlagt, hvorfor de valgte vores løsning, hvad de sætter specielt pris på og hvad de kunne tænke sig tilføjet. Baseret på den indsigt formulerer de informationen der skal bruges, når de kontakter potentielle kunder.”*

Til brug for leadgenerering får Raw Research en liste med virksomhedsnavne og telefonnumre. Herefter ringer de dem op, finder frem til den relevante kontaktperson og får afklaret om der er interesse for Agence360/Evolution360.

> *“Det primære mål er at få en potentiel kunde til at kigge på vores website og få opsat et gratis prøveabonnement,” siger Henrik Kristiansen. “Det sekundære mål er at få kundeemnet til at deltage i et webmøde. Kan vi ikke opnå en af de to muligheder, forsøger vi stedet at aftale en kontakt på et senere tidspunkt.”*

Med Raw Researchs tilgang opnås en hitrate på over 50%, hvilket ifølge Henrik Kristiansen er helt usædvanligt højt. Dertil kommer at de også får værdifulde tilbagemeldinger fra den del af kundeemnerne, der ikke har nogen umiddelbar interesse. Samlet er det lykkedes Raw Research at komme igennem og føre en værdifuld samtale med cirka 90% af de kundeemner, som de får lister på.

> *“Jeg har arbejdet med telesalg i mange år, og må erkende at Raw Research kan noget, som jeg ikke har oplevet før,” konkluderer Henrik Kristiansen. “Deres dialog med vores eksisterende kunder bidrager til at gøre formuleringen af informationen til potentielle kunder kortere og skarpere. De er i særklasse bedre til at få kontakt til de relevante personer og få gennemført en udbytterig samtale, hvor en hitrate på 50% af de mål vi opstiller er særdeles tilfredsstillende.”*

Ud af et samlet potentiale på omkring 5.000 kundeemner i Danmark og Norge har Raw Research indtil videre gennemringet et par hundrede. Indenfor kort tid vil en tilsvarende aktivitet blive igangsat på det svenske marked, hvor potentialet også skønnes at udgøre omkring 5.000 kunder.

> *“Vi optimerer løbende de tre pitches, som vi bruger under aktiviteten,” siger Henrik Kristiansen. “Selvom behovene basalt set er identiske, så er markedsforholdene er ikke helt ens i de tre lande, hvorfor der kan være behov for en anden indfaldsvinkel og præsentation. Når vi er færdige med at gennemringe Sverige vil vi helt klart tage fat på nogle af de store markeder syd for grænsen.”*

## Intern afklaring og afstemning

![](https://hpbech.com/wp-content/uploads/Nordic-Innovation.png)[Nordic Innovators P/S](https://www.nordicinnovators.dk/) er en dansk konsulentvirksomhed, der har specialiseret sig i at søge fondsmidler til forsknings-, udviklings- og innovationsprojekter. Kunderne er private og offentlige virksomheder, universiteter, højere læreanstalter og forskningsinstitutioner. Siden oktober 2013 er virksomheden vokset til over halvtreds medarbejdere og har aktiviteter i Danmark, Norge, Spanien og Frankrig.

![](https://hpbech.com/wp-content/uploads/Kenneth-Junge-Kier-Hermansen.jpeg)Kenneth Junge Hermansen> *“En vækst fra to til over halvtreds medarbejdere på syv år er ikke uden udfordringer,” fortæller [Kenneth Junge Hermansen](https://www.linkedin.com/in/kennethjungehermansen/), der er partner og en af de to stiftere. “Min medstifter, Henrik Kemp, og jeg er iværksættere og fokuserede nok mest på den faglige side af forretningen. Det ledelsesmæssige og organisatoriske kom i anden række. Vi fik derfor på et tidspunkt behov for at stoppe op og tage en temperatur på virksomheden, få alle medarbejderes energi peget i den samme retning og i øvrigt få rettet op på nogle af de forhold, som Henrik og jeg havde forsømt.”*

For at få indblik i medarbejdernes holdninger til virksomhedens styrker og svagheder engagerede Nordic Innovators Raw Research til at køre en intern spørgeskemaundersøgelse. Parallelt hermed gennemførtes en tilsvarende undersøgelse blandt kunder i Danmark og Norge. På den måde kunne de sammenholde de interne og og eksterne opfattelser.

> *“Fordelen ved at benytte Raw Research er deres ultra korte og simple spørgeramme, der alligevel evner at skære lige ind til kernen og illustrere forskellen på det vi ønsker at være, og det som vores interne og eksterne interessenter opfatter os som,” beretter Kenneth Junge Hermansen. “Det har da også givet anledning til, at vi er i fuld gang med en række justeringer på både vores organisation, ledelsesstruktur og den måde vi positionerer os overfor markedet på.”*

Nordic Innovators planlægger at gennemføre en ny runde interviews med de eksisterende kunder for dels at måle effekten af tiltagene dels at gøre deres positionering endnu skarpere.

> *“Selv om vi er i et meget konkurrencepræget marked,” forklarer Kenneth Junge Hermansen, “så har vi aldrig været særligt opsøgende i vores salgsarbejde. Faktisk har vi ikke en salgsafdeling. Kunderne er kommet på anbefaling fra andre kunder, og det har været tilstrækkeligt til at understøtte vores vækst. Nu har vi skruet yderligere op for vækstambitionerne og skal sikre en øget tilgang af projekter. Vi overvejer om ikke Raw Research kunne stå for en opsøgende salgsaktivitet, hvor vi tager over, når der er konstateret interesse.”*

## Hvorfor køber kunderne?

![](https://hpbech.com/wp-content/uploads/GetAccept.png)I mange virksomheder er salgsprocesserne meget omkostningstunge. Det skyldes dels at processerne er knyttet til den enkelte sælgers måde at gøre tingene på og dels at udveksling af informationer mellem sælger og køber er uensartet, analog og asynkron.

Svenske [GetAccept](https://www.getaccept.com/), der tilbyder en softwareplatform til digitalisering og optimering af salgsprocessen, har været i gang i Danmark siden 2018. Hvor virksomheden er markedsleder i Sverige, skulle de Danmark starte helt fra bunden.

![](https://hpbech.com/wp-content/uploads/Peter-Haahr-Rasmussen.jpeg)Peter Haahr Rasmussen> *“Vores go-to-market approach er primært outbound,” fortæller salgsdirektør [Peter Haahr Rasmussen](https://www.linkedin.com/in/peterhaahr/). “Vi ringer til de potentielle kunder, afdækker interessen og får sat en salgsproces i gang. Naturligvis tager vi vores egen medicin, men vi har også behov for løbende at sikre, at vi både sælger til de meste oplagte kunder og at vi benytter de argumenter som kunderne lægger vægt på.”*

Derfor engagerede Peter Haahr Rasmussen Raw Research til at kontakte de eksisterende kunder og få dem til at fortælle de vigtigste grunde til, at de havde valgt løsningen. Tilbagemeldingerne skulle anvendes til at gøre markedssegmenteringen mere målrettet samt gøre de indledende samtaler med nye kunder mere præcise.

> *“Vi fik svar på spørgsmålene, men vi fik meget mere end det,” forklarer Peter Haahr Rasmussen. “Det viste sig nemlig, at mange kunder havde sværere ved at komme i gang end vi antog. At tage et produkt som GetAccept i anvendelse kræver indførelse af en ny måde at arbejde på i kundens virksomhed, en implementering af det dokumentapparat der skal understøtte processen og en oplæring af medarbejderne. Det hele skal være på plads, ellers får man ikke fuld værdi af platformen.”*

Med den nyvundne indsigt kunne GetAccept forbedre sine egne customer success processer og samtidigt revurdere hvilke kundetyper som var bedst til at komme i gang. Ofte antager man at det er de største kunder, der har ressourcerne til først at implementere digitale løsninger, men sådan er det faktisk ikke. Det er mere et spørgsmål om indstilling, herunder vilje og evne til at få gennemført organisations- og adfærdsændringer. GetAccepts platform er udtryk for en ny digital tilgang til salget og den er derfor underlagt [loven om innovationers udbredelse](https://en.wikipedia.org/wiki/Diffusion_of_innovations).

> *“Covid-19 situationen har skærpet opmærksomheden om og behovet for digitalisering af salgsprocesserne”, understreger Peter Haahr Rasmussen. “Når sælgerne ikke kan besøge kunderne, og de i øvrigt hver især skal arbejde hjemmefra bliver der helt automatisk behov for at nytænke en lang række forhold. Hvor mainstream markedet nok gerne havde ventet lidt med digitaliseringen, så har situationen tvunget dem til tegnebrættet. På den måde har pandemien øget både interessen og behovet for en løsning som vores.”*

---

[Jeg skriver om international forretningsudvikling, salg og markedsføring i IT-branchen.](http://www.tbkconsult.com/publishing)

![](https://hpbech.com/wp-content/uploads/All-books-2.png)---

Artikeln er opdateret den 12. august 2022. BMoreRaw skiftede navn til Raw Research og opererer nu fra London.

**Categories:** Globalisation, Strategy

**Tags:** biznes, revenue generation

---

### [De fire hovedaktiviteter i tilblivelsen af en bestseller](https://hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)

**Published:** January 26, 2022
**Author:** Hans Peter Bech

**Excerpt:** At være selvudgiver medfører ikke, at du kan springe nogen led i tilblivelsesprocessen over. Det betyder blot, at du selv skal organisere og finansiere alle de aktiviteter, som et traditionelt forlag ville tage din bog igennem.

**Content:**

---

> *At være selvudgiver medfører ikke, at du kan springe nogen led i tilblivelsesprocessen over. Det betyder blot, at du selv skal organisere og finansiere alle de aktiviteter som et traditionelt forlag ville tage din bog igennem.*

---

[I den forrige artikel](https://hpbech.com/da/min-opskrift-paa-internationale-bestsellere/) forklarede jeg, hvorfor jeg selv valgte at udgive mine bøger. Hvis du vil have flere deltaljer omkring beslutningsgrundlaget, kan jeg varmt anbefale Andreas Ramos bog[ *How to Write a Book!: To Get More Opportunities and Improve Your Career*](https://www.amazon.com/gp/product/B00MOYSUNY).

Inden jeg går videre, vil jeg lige klargøre et par forhold, der motiverede mig til i det hele taget at skrive en bog.

Det var [Alan Weiss](https://www.linkedin.com/in/alanweissphd/), der overbeviste mig om, at udgivelsen af en fagbog ville være godt for min konsulentforretning. Det er den ultimative bekræftelse på din kompetence, og du skiller dig ud fra mængden af andre konsulenter som ham eller hende, der har skrevet bogen.

 ![](https://hpbech.com/wp-content/uploads/Automation-300x204.png) 

Min konsulentforretning gik godt, men jeg ville gerne dreje den i en anden retning, hvor jeg ikke skulle rejse så meget, hvor jeg havde færre længerevarende engagementer, og hvor jeg blev helt fri af det operationelle. Jeg ønskede primært at holde foredrag og facilitere workshops, men ikke at engagere mig i implementering eller andre opgaver, hvor der var tradition for timebaseret afregning. Jeg var overbevist om, at en bog kunne hjælpe med transformationen.

Økonomisk skulle omlægningen af konsulentforretningen sikre, at jeg kunne holde den samme indtjening med en indsats af væsentlig færre timer. På den måde ville jeg få tid til at skrive endnu mere, som igen kunne understøtte mit brand.

Når bogen primært var et supportprojekt for min konsulentaktivitet, kunne jeg ikke se ideen i at skulle bruge tid på at få et traditionelt forlag til at hjælpe med udgivelsen.

## De fire hovedaktiviteter

Da jeg gik i gang med bogen, der overraskende hurtigt skulle vise sig at blive en bestseller, havde jeg allerede udgivet to bøger.

*[Strategic Planning and Budgeting Guidelines for Independent Software Vendors](https://tbkconsult.com/product/ebook-strategic-planning-and-budgeting-for-software-vendors/)* var en lille 56 siders e-bog, som jeg udgav i marts 2012. Bogen var en kompilering af en række artikler som jeg havde skrevet til min blog. Bogen fik sit eget ISBN-nummer, men jeg gjorde den kun tilgængelig på mit website, hvor interesserede kunne downloade den som en gratis PDF-fil. Det var der mange, der gjorde.

 ![](https://hpbech.com/wp-content/uploads/TBK_book_002_3D-460x580-1-238x300-1.png) 

*[Management Consulting Essentials](https://tbkconsult.com/product/the-book-management-consulting-essentials/)*, der udkom i februar 2013, var også en kompilering af en række artikler, men da den ikke var skrevet til målgruppen for mine konsulentaktiviteter, valgte jeg alene at få den distribueret som en e-bog via Kindle Direct Publishing (KDP).

Udgivelsen af de to bøger lærte mig, at der er fire hovedaktiviteter i en bogudgivelse. Mens jeg skrev udkastet til disse linjer, havde jeg først kaldt dem “de fire faser”, men da det kunne antyde en sekventiel rækkefølge, valgte jeg i stedet udtrykket “hovedaktiviteter”.

Her kommer de:

- Idé og tilblivelse
- Produktion
- Markedsføring
- Distribution
 
Inden jeg forklarer, hvordan du kan sikre, at bogen bliver relevant og god, så kig en ekstra gang på de fire hovedaktiviteter. Hvis de tillægges lige stor vægt, så er tilblivelsen af selve bogen som produkt kun en fjerdedel af arbejdet. Tre fjerdedele er alt det andet. Målt i tid er det nok nærmere fifty-fifty. Du bruger halvdelen af tiden på at lave bogen og halvdelen på produktion, markedsføring og distribution.

## Idé og tilblivelse

 ![](https://hpbech.com/wp-content/uploads/Angels-and-Demons.jpg) En bestseller som efter min 
mening er uhyggelig ringe.  

Kun kendte mennesker og kendte forfattere kan skrive dårlige bøger og alligevel opnå bestsellerstatus. Som debutant og nicheforfatter kræver det et stort forlag med dybe lommer, hvis det samme skal kunne lade sig gøre. Så den kombination forekommer uhyre sjældent. Tommelfingerreglen for debuttanten og den ukendte forfatter er derfor, at bogen skal være god.

Hvad karakteriserer en god bog?

Det er en bog, som læserne synes er så værdifuld, at de anbefaler den til andre og giver den en postiv rating og anmeldelse.

Men det kan man jo først opleve, når bogen er udkommet. Hvordan kan man i tilblivelsesprocessen sikre, at den ender med at blive god?

### En fagbog er et produkt – ikke et kunstværk

Jeg bruger udtrykket tilblivelse, fordi der er mange flere aktiviteter i processen end blot at skrive.

 ![](https://hpbech.com/wp-content/uploads/Engineers-300x288.png) 

På mange måder er en ny fagbog som at starte en ny virksomhed. Det kræver en idé til løsningen af et specifikt problem, som nogle veldefinerede kunder (læserne) finder både vigtigt og presserende. Forretningsdrivende bruger gerne penge på at løse vigtige problemer, de slipper pengene på de problemer, der haster, først og de går efter de mest sikre og hurtigste løsninger.

Min fornemmelse for vigtige problemer, hvis løsning haster, er ret god. Fra mine mange år som operationel forretningsudvikler, leder og som konsulent, kender jeg til en lang række emner, der altid presser sig på i alle virksomheder. Mange af problemerne (som for eksempel markedsføring, salg, kundehåndtering, innovation, rekruttering, ledelse og organisation) har andre skrevet bøger om, men udfordringerne med etablering og udbygning af forhandlerkanaler var i 2014 – og er fortsat – ret uberørte.

Hvor mange forfattere vælger emner, der retter sig mod så mange læsere som muligt, så valgte jeg at gå den modsatte vej. Jo mere snæver emnebeskrivelsen er, desto mere relevant vil bogen forekomme læseren, når hun skal træffe sin købsbeslutning. Det var den samme målgruppeafgrænsning, jeg med succes anvendte i min konsulentforretning, så det lå lige for at gentage den her.

Undertitlen til bogen er *Channel Development & Management in the Software Industry*.

Havde jeg valgt at skrive helt generelt om emnet uanset industri, ville målgruppen have været på over 80 millioner potentielle læsere. Nu snævrede jeg emnet ind til specifikt at handle om softwareindustrien. Hermed faldt målgruppen til fem millioner potentielle læsere, men relevansen steg samtidigt markant. I mange af anmeldelserne er netop den industrispecifikke vinkel fremhævet som en styrke ved bogen.

### Du kan ikke lave et kvalitetsprodukt alene

 ![](https://hpbech.com/wp-content/uploads/06_agenda-250x300.png) 

At være selvudgiver medfører ikke, at du kan springe nogen led i tilblivelsesprocessen over. Det betyder blot, at du selv skal organisere og finansiere alle de aktiviteter, som et traditionelt forlag ville tage din bog igennem.

Et forlag vil udfordre din idé, de vil kommentere og kritisere dine udkast, de vil redigere dine reviderede udkast, de vil korrekturlæse dit færdige manuskript og så videre (jeg kommer rundt i alle detaljer senere). Når du er dit eget forlag, må du selv organisere tilsvarende aktiviteter, og du kan ikke udføre dem alle selv. Du kan ikke udfordre din egen idé, kritisere dine egne udkast, revidere dine egne tekster, læse korrektur og så videre.

Du kan ikke lave et kvalitetsprodukt alene.

Det er en udbredt misforståelse, at man som selvudgiver skal udføre alle led i processen selv. Det kan man vælge at gøre, men, som antydet, kommer der sjældent noget godt ud af det.

### Fagligt indhold og sprogligt format

Jeg har valgt at dele tilblivelsen af mine bøger op i to hovedopgaver:

1. Sikring af indholdets relevans og faglige niveau
2. Sikring af den sproglige kvalitet
 
Den første hovedopgave understøttes af en ekstern redaktionskomité. Til løsning af den anden hovedopgave bruger jeg software, og jeg betaler en redaktør og korrekturlæser for at hjælpe mig.

#### Redaktionskomitéen

Det var Andreas Ramos, der gav mig idéen til en redaktionskomité.

 ![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png) 

Du finder og inviterer en række kernelæsere til at gennemgå og kommentere dine udkast. De skal udelukkende forholde sig til de faglige aspekter og ikke til det sproglige. Deltagelsen i redaktionskomitéen er uden vederlag, men de, der aktivt bidrager, vil blive nævnt i bogen, ligesom de vil modtage et frieksemplar.

En redaktionskomite bør bestå af omkring 30 personer, der beskæftiger sig med emnet enten på ledelsesniveau eller som rådgiver. Det store antal skyldes, at det, når det kommer til stykket, kun lykkes for 10-15% at få læst og kommenteret det du fremsender. I løbet af hele tilblivelsesprocessen vil omkring fem til seks af fagredaktørerne have bidraget med kommentarer, der kan bruges til noget. Det er også tilstrækkeligt til at øge kvaliteten af bogen betydeligt. Det er min erfaring med feedback på oplæg, at når antallet overstiger fem, så vokser mængden af gentagelser tilsvarende. Fem til seks kommenterede tilbagemeldinger er tilstrækkeligt.

Jeg finder medlemmerne i mit LinkedIn netværk og er ikke specielt nøjeregnende med at tjekke, om de lige besidder de kvalifikationer, de skilter med. Jeg skal ikke ansætte dem, og jeg er heller ikke forpligtet til at tage deres kommentarer til efterretning. Ikke desto mindre har jeg fået meget fyldige og særdeles relevante kommentarer fra mange af mine fagredaktører.

Metoden virker.

> *Anekdote:* På *Building Successful Partner Channels* havde jeg en stor ping fra et stort firma med i komitéen, og vedkommende bidrog med meget fyldige og særdeles relevante kommentarer til alle dele af manuskriptet. Da jeg skulle nævne hendes navn i bogen, nedlagde den juriske afdeling i hendes virksomhed forbud. Det måtte ikke se ud som om det pågældende firma anbefalede min bog. Det havde ingen betydning for mig, men jeg havde lidt ondt at min særdeles produktive og værdifulde redaktør. Pudsigt nok engagerede selvsamme virksomhed mig, umiddelbart efter at bogen udkom og var blevet en succes, til at lave en række videoer med emner fra bogen. Videoer som de brugte i deres egen markedføring. I hver video var der en reference til bogen. Det var naturligvis min fagredaktør, der stod bag initiativet.

#### The book summary

 ![](https://hpbech.com/wp-content/uploads/Book-summary.png) 

Når jeg har min idé nogenlunde på plads, og inden jeg kontakter potentielle medlemmer af redaktionskomitéen, finder jeg på bogens foreløbige titel og beder min grafiker om at lave et par udkast til omslag. Herefter skriver jeg et fem siders resumé af bogen. Du kan hente resuméet på min seneste bog *[Going Global on a Shoestring](https://www.hpbech.dk/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf)* ved at trykke på linket, hvilket nok er en god idé at gøre, inden du læser videre.

Idéen til resuméet har jeg fået fra en amerikansk bogagent, som jeg på et tidspunkt havde korrespondance med.

Det er for det første en god måde at få afklaret sin idé på. Man bliver tvunget til at overveje formuleringen af en kort beskrivelse af produktet, som læserne skal forholde sig til, når de skal træffe deres købsbeslutning. Det er også gavnligt at få overvejet, hvordan man har tænkt sig, at bogen skal komme til de potentielle læseres kendskab. For det andet gør dokumentet det langt nemmere for de potentielle medlemmer af redaktionskomitéen at forholde sig til invitationen.

Selvom ingen af mine bøger er endt præcis det sted, som det første resumé beskrev, så er det konkret nok til at eksterne kan forholde sig til det.

Det er vigtigt.

De fleste mennesker, der har travlt med deres egne gøremål, kan kun forstå en idé, hvis den er konkret. Resuméet med et billede af bogen er en fin fysisk manifestation af et værk der endnu ikke skrevet. Den er også tilpas omfattende til at illustrere projektets seriøsitet.

Med bogresuméet på plads kan jeg nu begynde rekrutteringsarbejdet til redaktionskomiteen.

Undervejs i projektet opdaterer jeg resuméet med de ændringer, jeg foretager. Den dag bogen udkommer, er der fuld overensstemmelse mellem resumé og produkt. Markedsføringen af bogen baserer sig i vid udstrækning på teksterne i resuméet.

Lad mig igen understrege, at der kan være meget langt fra det første oplæg til den endelige udgave. Selv en fagbog om et konkret emne kan skæres på mange forskellige måder.

#### Scrivener

 ![](https://hpbech.com/wp-content/uploads/Scrivener.jpg) 

Arbejdet med de to første bøger lærte mig at Microsoft Word er komplet uegnet til bogskriveri. Jeg researchede lidt på andre muligheder og faldt over [Scrivener fra Literature&Latte](https://www.literatureandlatte.com/scrivener/overview).

Fire bøger har jeg indtil videre skrevet med Scrivener, og jeg er hooked.

Det er et meget nørdet produkt med en stejl og lang læringskurve, men når først du mestrer bæstet, stiger produktiviteten betydeligt.

Du kan læse mere om Scrivener på Literatures&Lattes [hjemmeside](https://www.literatureandlatte.com/scrivener/overview), ligesom der er et meget stort community, der producerer videoer og artikler om produktets anvendelse.

Jeg har valgt alene at håndtere tekst i Scrivener. Alle andre typer medier (billeder, interviews og illustrationer) ligger i andre mapper, hvortil jeg har henvisninger i Scrivener. Det betyder, at hvis du ændrer mappestruktur under tilblivelsen, så ryger referencerne. Så lad være med det.

En kæmpe fordel med Scrivener er, at du kan eksportere dit manuskript til mange andre formater. Til redaktionskomiteen og korrekturlæseren eksporteres typisk til Word. Rettelserne herfra føres tilbage i Scrivener.

Når manuskriptet er helt færdigt eksporteres til .mobi og .epub formaterne, hvilket betyder, at de kan uploades direkte til KDP og andre digitale portaler.

Jeg overlader opsætningen af den trykte bog til min grafiker i Tallinn. Hun bruger Adobe InDesign og returnerer PDF-filer. Naturligvis finder vi fejl i den proces også, og dem håndterer vi i PDF formatet. Jeg retter fejl, der kommer fra manuskriptet, i Scrivener, hvor der så på få minutter kan dannes ny digitale udgaver.

Når vi er klar med PDF-versionen, producerer min grafiker de formater, der skal anvendes af KDP, IngramSpark og LaserTryk.

---

I [næste artikel](https://hpbech.com/da/internationale-bestsellere-ide-og-tilblivelse/) vil jeg gå i yderligere detaljer med tilblivelsen af bogen.

**Categories:** Blog, Book reviews, Marketing, Society, Strategy

**Tags:** bestseller, fixion_en, Publishing

---

### [Da vi holdt op med at sælge](https://hpbech.com/da/da-vi-holdt-op-med-at-saelge/)

**Published:** March 22, 2022
**Author:** Hans Peter Bech

**Excerpt:** Det er mere effektivt at hjælpe udvalgte kunder med at købe, end at forsøge at sælge  til dem alle

**Content:**



> ---
> 
> *Det var i sidste halvdel af 1980erne, at det gik op for mig, at det var mere effektivt at hjælpe nogle udvalgte virksomheder (private som offentlige) med at købe, end det var at forsøge at sælge til dem alle. Det var ikke en stor åbenbaring, der pludselig ramte mig, men en tanke der langsomt modnedes i forbindelse med et nyt job.*

---

 [![](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png) 

I 1986 tog jeg imod et jobtilbud som salgs- og marketingdirektør i et dugfrisk startup. Sådan et der havde opfundet en helt ny måde at gøre ting på, og som endnu ikke havde en eneste kunde.

Produkterne var heller ikke helt færdige, men på papiret så konceptet meget lovende ud. Udover at få gang i salget, når produkterne var klar, bestod min opgave også i at opbygge en organisation, der kunne skalere omsætningen, som vi havde besluttet skulle genereres via forhandlere. Da produkterne havde internationalt potentiale, besluttede vi også, at der hurtigst muligt skulle igangsættes aktiviteter udenfor Danmark.

Vi var i øvrigt bootstrapped og havde derfor meget små budgetter.

## På en bar mark

Det var som at starte på en fuldstændig bar mark, og foran mig lå hundredvis af store og små opgaver. Under en løbetur i skoven slog det mig, at alle opgaverne som fundament havde besvarelse af fem simple spørgsmål:

- Hvilken type virksomheder kan få mest værdi ud af vores produkter?
- Hvorfor vil de købe dem?
- Hvornår vil de købe dem?
- Hvordan vil de købe dem?
- Hvordan kan vi bedst hjælpe dem til en beslutning?
 
De fem spørgsmål blev ledetrådene for tilrettelæggelsen af alle vores marketing- og salgsaktiviteter og udgjorde også kernen i uddannelsen af vores egne og vores forhandleres sælgere og pre-sales folk.

I princippet var vort produktsortiment helt generisk og kunne anvendes af alle virksomheder, offentlige som private, store som små. Og det stod også hurtigt klart, at vi ikke kunne styre til hvem og hvordan forhandlerene valgte at sælge produktet. Vi uddannede dem grundigt, men når først de blev sluppet løs, var de som forårskåde køer på en frodig græsmark.

Til gengæld kunne vi selv bestemme udformningen af vores eget markedsføringsmateriale og de tilhørende aktiviteter. Vi valgte at fokusere på et ret lille segment i markedet og målrettede budskaberne mod de særlige udfordringer, som de havde. Med det udgangspunkt blev besvarelsen af de fem spørgsmål meget konkrete.

Det blev [en kæmpe succes](https://medium.com/@hpbech/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c) og overbeviste mig om, at det for et startup er langt mere effektivt for at hjælpe udvalgte kunder med at købe, end det er at forsøge at sælge noget til dem alle. Og selvom jeg igennem tiden har mødt megen skepsis omkring ordvalgene, syntes jeg ikke på noget tidspunkt, at det blot var et spørgsmål om semantik eller en strid om kejserens skæg. Salg er i min optik fortsat mest effektivt, når det betragtes som en facilitering af udvalgte kunders købsproces.

## Hvad er salg egentlig?

Diskussionen om salg eller købsfacilitering bliver let mudret, hvis vi ikke lægger samme betydning i begreberne. Og det gør vi sjældent. Mens vi nok hurtigt kan blive enige om, hvad der ligger i begrebet “at købe”, så er der straks langt større divergenser i hvad begrebet “at sælge” egentlig dækker. At hjælpe kunderne med at købe kommer også let til at lyde som snedigt spin, hvor vi via en skjult dagsorden forsøger at lokke pengene op af deres lommer lidt hurtigere.

På det organisatoriske plan ser jeg salget som den del af omsætningsgenereringen, hvor vi, gennem en individuel dialog med den enkelte kunde, finder frem til den løsning, der giver mest værdi, og som hun kan og vil købe.

 [![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png)](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png)Forvirringen opstår, når vi benytter begrebet salg for hele omsætningsgenererings-processen. I illustrationen er det, for så vidt angår nysalget, alene de to aktiviteter med etiketterne WIN og MAKE, der i min optik bør kaldes salg.

## Kunderejse og købsproces

Jeg havde i mit tidligere job solgt meget kapitalkrævende systemer, og vidste, at der var forskel på kunderejsen og købsprocessen. Kunderejsen (customer journey) er den proces, hvor kunden bliver opmærksom på et behov, over tid får afklaret hvordan det skal løses og udvælger hvilke leverandører, der skal inddrages. Ofte betegnes forløbet med akronymet AIDA, der står for Awareness -> Interest -> Desire -> Action. Købsprocessen er den sidste del af forløbet, hvor kunden nærmer sig eller er i en BANT-situation (BANT: Budget, Authority, Need, Time).

For de potentielle kunder var anskaffelsen af vores produkt en strategisk og mission critical investering. Hvis ikke produkterne virkede, ville kundens forretning gå i stå.

 [![](https://hpbech.com/wp-content/uploads/Buyers-Journey-Complex-B2B-Software_ver6.png)](https://hpbech.com/wp-content/uploads/Buyers-Journey-Complex-B2B-Software_ver6.png)Vi vidste ikke hvilke potentielle kunder, der stod foran eller kunne motiveres til at investere i en løsning baseret på vores produkter, men vi vidste, at det langt fra var dem alle. I markedssegmentet var der for eksempel en del virksomheder og organisationer, som var meget IBM-loyale (token ring) og derfor ville være vanskelige at motivere for vores teknologi (ethernet). Men det var så udpræget et personspørgsmål. Det var ikke alle IBM-kunder, der slavisk fulgte leverandørens anbefalinger.
Vores markedsføringsmateriale og -aktiviteter skulle støtte alle led i kunderejsen, mens vi skulle forbeholde de knappe mandskabsressourcer til kunder, der var i eller på vej ind i en aktuel købsproces.

## Et forsøg på en definition

På den baggrund kom vores definition af de to processer (salg og købsfacilitering) til at se sådan ud:

**Salg** går for de fleste ud på at forsøge at overbevise alle, de kommer i kontakt med om, at de skal købe deres produkt. De fremhæver alle produktets fordele, og de værdier det generelt set kan skabe, og forsøger herigennem at overtale kunderne til at købe. De mener, at hvis blot kunden bliver informeret grundigt nok om, hvad produktet kan, så skal hun nok finde budgettet og købe. Sælgere i denne kategori er superentusiastiske, taler meget, laver gerne produktdemoer og elsker at bruge PowerPoint-præsentationer.

**Købsfacilitering** kræver mere tid per kunde, og du starter derfor med at sikre dig, at du kun arbejder med kundemener, hvor dit produkt har mulighed for at skabe langt mere værdi, end den pris du forlanger. Herefter vurderer du, om du overhovedet kan komme til at støtte kundens købsproces. Hvis det er tilfældet, og det er sandsynligt, at valget af leverandør ville kunne falde ud til din fordel, så registrerer du kunden som potentiel, og investerer ressourcer i processen. Købsfacilitatorer stiller mange spørgsmål, lytter meget, er skeptiske og siger ofte nej tak.
Hvordan praktiserede vi så købsfacilitering, når kunderne ikke vidste hvem vi var, og hvad vi kunne hjælpe dem med?

## Effektiv omsætningsgenerering

Alle potentielle kunder er altid på en kunderejse, men de er kun sjældent i en købsproces. Marketings opgave var at knytte relationer til de potentielle kunder og registrere, når der var tegn på at en købsproces var undervejs. I det øjeblik skulle salgsafdelingen involveres.
Det store spørgsmål var (og er forsat) om vi kunne aktivere en købsproces. Kunne vi aktivere et latent behov og dermed sætte gang i en BANT-situation? Det mente vi godt vi kunne, men vi kunne ikke på forhånd vide, hos hvilke potentielle kunder det kunne lade sig gøre.
Vi investerede derfor hele vores indtjening i to marketingprogrammer:

A. Bearbejdning af forhandlernes eksisterende kunder
B. Markedsføring overfor potentielle kunder i kernesegmentet.

### Forhandlernes kunder

Vores forhandlere havde allerede kontakt til kunder, som kunne have behov for vores produkt. Det var relativt enkelt for dem at finde de relevante kontaktpersoner og få taletid. Vi udviklede præsentationer, whitepapers og referencehistorier, som kunne bruges til at informere kunderne om hvad vores produkter kunne, og hvad andre kunder brugte dem til. Vi uddannede forhandlerne i hvordan de skulle bruge materialet, og vi tilbød gratis pre-sales bistand, når de skulle mødes med eller udarbejde tilbud til de store virksomheder i kernesegmentet.

Når først en forhandler havde lukket et par store ordre, forstod de konceptet og blev selvkørende.

### Markedsføring

Vi opererede på et tidspunkt (1986), hvor der ikke fandtes internet, sociale medier og email, så markedsføringen foregik via PR, annoncer, udstillinger, direct mails (med frimærker på!) og telefonen. Faxen var ved at blive udbredt og kunne også benyttes. Sammen med forhandlerne benyttede vi alle kanaler til at nå ud til de potentielle kunder, som vi ikke allerede havde kontakt til.

 [![](https://hpbech.com/wp-content/uploads/Dataco-annonce-fra-1987-small.png)](https://hpbech.com/wp-content/uploads/Dataco-annonce-fra-1987-small.png)Det kostede kassen, og vi investerede, som sagt, alle de penge vi tjente i markedsføring. Vi benyttede også et andet trick til at skaffe yderligere likviditet, som du kan [læse om her](https://medium.com/@hpbech/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c).

At kontakte potentielle kunder og generere interesse opfattede vi ikke som salg. Det var marketing. At besøge en potentiel kunde og præsentere vores løsning var også en marketingaktivitet.

## Timingen

Vores timing var perfekt. Vi ramte et hul i markedet, der var opstået som konsekvens af store og hurtige skift i de IT-platforme, som virksomhederne brugte. Specielt de helt store organisationer havde mammutudfordringer, som vi kunne løse. Andre kunne også løse dem, men vores løsning var mere elegant, kostede mindre og vi var bedre til at markedsføre og hjælpe kunderne med at forberede et investeringsoplæg.

Vi pressede aldrig på, og vi gav ikke rabatter. I stedet forsøgte vi at forstå, hvorfor kunderne var interesserede i vores produkter, og hvad de forventede at kunne få ud af dem. Måske var der noget vi kunne gøre for at deres investeringskalkyle blev endnu bedre.

Afslutningsvis må jeg tilstå to ting:

**For det første** skyldtes vores succes i høj grad den heldige timing, hvor vores produkter kom på markedet på det helt rigtige tidspunkt. Det er nemmere at praktisere købsfacilitering, når du ikke har tyve konkurrenter, der ånder dig i nakken med produkter, der til forveksling ligner dine.

**For det andet** lykkedes det os meget tidligt at vinde en stor sag hos en meget stor, kendt og anderkendt virksomhed. Med den reference i hus, faldt paraderne hos andre store virksomheder langt hurtigere. Det var lykkedes os meget tidligt at springe over [innovationskløften](https://medium.com/@hpbech/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c).

Vores window of opportunity varede kun få år. Herefter var der kommet alternative, commoditised og endnu billigere løsninger på markedet. Vores koncept viste sig altså kun at være konkurrencedygtigt i en kort årrække.

Du kan forsøge at købsfacilitere så meget du har lyst til, men hvis ikke dit produkt overfor det valgte segment løser et kritisk problem og har nogle helt oplagte og tydelige fordele, så har du ikke den pondus, der skal til for komme tæt på kunderne.

## Salg uden sælgere

Specielt indenfor tech og software er det de senere år lykkedes en del virksomheder at finde en [omsætningsgenereringsproces](https://techsavvy.media/ved-du-hvordan-innovation-udbredes-forstaa-vaekstfaenomenet-alle-tech-startups-boer-kende/), der slet ikke har behov for et salgsled. Det er en kæmpe fordel, for både salg og købsfacilitering er omkostningskrævende og svært.

Men for de fleste er den option desværre ikke mulig. Ikke alene kræver mange B2B produkter individuelle dialoger med kunderne, før de kan beslutte sig, men ofte er vi også nødt til at tiltvinge os deres opmærksomhed for at opbygge kendskab til vores eksistens, og hvad vi tilbyder. Når det er tilfældet, er jeg fortsat overbevist om at købsfacilitering er det mest produktive mindset.

---

Denne artikel blev bragt først på [TechSavvy](https://techsavvy.media/det-er-mere-effektivt-at-hjaelpe-udvalgte-kunder-med-at-koebe-end-at-forsoege-at-saelge-noget-til-dem-alle/).

**Categories:** Globalisation, Strategy

**Tags:** consulting

---

### [Internationale bestsellere - idé og tilblivelse](https://hpbech.com/international-bestsellers-idea-and-creation/)

**Published:** April 5, 2022
**Author:** Hans Peter Bech

**Excerpt:** Dette er den tredje artiklen i serien om, hvordan jeg laver internationale bestsellere.

**Content:**

---

> Dette er den tredje artiklen i serien om, hvordan jeg laver internationale bestsellere.

---

- Artikel 1: [Sådan laver du en international bestseller.](https://hpbech.com/da/min-opskrift-paa-internationale-bestsellere/)
- Artikel 2: [De fire hovedaktiviteter i tilblivelsen af en bestseller](https://hpbech.com/da/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
 
---

Når jeg skriver om at finde frem til en idé til en bestseller og gennemføre dens tilblivelse, er jeg nødt til at holde mig til, hvordan jeg selv griber opgaven an. Min profession er ikke at hjælpe andre med at skrive bøger, så derfor har jeg kun erfaring med mine egne. Hvis du har brug for hjælp til idé og tilblivelse, så findes der [bøger](https://www.newpub.dk/ressourcer/skriv-udgiv-aarbogen-2022/) og kurser om emnet, ligesom adskillige [freelancere](https://www.janefriedman.com) tilbyder individuel hjælp.

Du kan også melde dig ind i [NewPub](https://www.hpbech.dk/newpub-et-faellesskab-med-2-500-medlemmer/) netværket, som har en meget aktiv Facebookgruppe. Her kan du stille spørgsmål til og dele erfaringer med andre forfattere og aktører i branchen.

 ![](https://hpbech.com/wp-content/uploads/author-female.png) 

Som jeg var inde på [i den forrige artikel](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/), så tager mine bøger udgangspunkt i *afsætningsmæssige udfordringer i små og mellemstore softwarevirksomheder*.

Faktisk er emnefeltet endnu smallere, for jeg skriver kun om B2B (business to business) området og kun om de såkaldte enkeltsidede forretningsmodeller, hvor virksomhederne sælger et produkt som kunden betaler for. Endvidere inkluderer mine bøger – i modsætning til stort set alle andre businessbøger – den internationale dimension.

Hvis du beskæftiger dig med forretningsudvikling, markedsføring, salg, kundesupport og ledelse indenfor de nævnte områder i en mindre eller mellemstor B2B softwarevirksomhed, så er mine bøger per definition relevante.

 ![](https://hpbech.com/wp-content/uploads/7-steps-simple-300x300.jpg) 

Når jeg kategoriserer mine bøger som hørende hjemme i *how-to* genren, så skyldes det ikke, at jeg påstår, at der findes [én metode til at skabe succes](https://www.hpbech.dk/findes-der-en-opskrift-pa-succes/). Tværtimod understreger jeg igen og igen, at det gør der ikke. Også her adskiller mine bøger sig fra stort set alle andre businessbøger, der enten påstår eller kraftigt antyder, at de anviser en vej til succes. Med det udgangspunkt skuffer jeg de læsere, der er på jagt efter METODEN. Til gengæld får jeg mange positive tilbagemeldinger fra andre læsere, der sætter pris på mit udgangspunkt: **Hvad der virker for mig, behøver ikke at virke for dig, og hvad der ikke virker for mig, kan godt virke for dig**.

Mine bøger er derfor idésamlinger med eksempler på, hvordan man kan gribe det an, herunder hvad jeg selv og andre har haft held og mindre held med.

## Research

 ![](https://hpbech.com/wp-content/uploads/FIND.png) 

Research er en vigtig del af tilblivelsesprocessen. Den foregår på tre niveauer:

1. Læsning af andre bøger om samme emne (hvis de findes)
2. Læsning af artikler om samme emne
3. Interviews
 
### Læsning af bøger

Jeg læser cirka 50 bøger om året, hvoraf langt de fleste er non-fiction. Det er ikke alle bøger, jeg læser færdig. Synes jeg, at de er dårlige, lægger jeg dem til side. Hvis der går et par år mellem mine udgivelser, når jeg altså at få læst omkring 100 bøger. Så mange findes der ikke om de emner jeg skriver om, så der er også andre typer fagbøger imellem. Fra andre forfattere har jeg hørt, at de også læser mange bøger, så måske kan man konkludere, at det nok er et meget normalt mønster: **Forfattere læser mange bøger.**

Om du bør læse hundrede gange mere end du skriver, ved jeg ikke, men det er nok ikke helt skudt ved siden af.

Indimellem bliver jeg så begejstret for en bog, at jeg anmelder den. Anmeldelse af andres bøger er imidlertid også en del af min markedsføringsindsats. Synes du det lyder pudsigt, bør du læse[ denne artikel](https://www.hpbech.dk/hvorfor-du-bor-skrive-boganmeldelser/).

### Læsning af artikler

Der skrives og offentliggøres hver dag tusindvis af artikler om alt mellem himmel og jord. Dem man skal bruge, finder man ved søgning på nettet. Det kan derfor godt betale sig, at du sætter dig ind i, hvordan du bruger [avancerede søgeværktøjer](https://support.google.com/websearch/answer/134479?hl=en) på de søgemaskiner du foretrækker. Der er langt mellem snapsene, men indimellem finder du noget, der tilføjer nye vinkler til dine emner.

Da jeg skrev *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* tilbragte jeg flere uger på det Kongelige Bibliotek med at læse tidsskrifts- og avisartikler. Den type research er enormt tidskrævende men nødvendig, hvis man skal dokumentere fortiden. Fra cirka 1992 og frem er det meste tilgængeligt via [Infomedia](https://infomedia.dk), en database du kommer til at holde meget af, hvis du skriver nyere danske biografier.

 ![](https://hpbech.com/wp-content/uploads/Google-Search.jpg) 

Hvis du er debutant, er internettet også din [hovedkilde til information](https://kdp.amazon.com/en_US/help?ref_=kdp_kdp_TAC_TN_help) om alle udgivelsesprocessens delelementer. Det tager tid at sortere i informationerne og finde det relevante, men at blive en haj til søgning på internettet, lønner sig i det lange løb.

### Interviews

 ![](https://hpbech.com/wp-content/uploads/Overqualified-1.jpg) 

To af mine bøger benytter interviews som kilder. [*Damgaard-bogen*](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/), der er en erhvervsbiografi, bygger på over 100 interviews. Til *[Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/)* gennemførte jeg omkring halvt så mange. Det er mig umuligt at gennemføre et interview, tage notater samtidigt og få det hele med. Derfor optager jeg dem, så jeg senere kan gå dem igennem.

De fleste interviews finder sted telefonisk eller som webmøder, hvilket jeg klart foretrækker. Til Damgaard-bogen befandt de fleste kilder sig i Danmark, men det er alt for tidskrævende, hvis man skal gennemføre samtalerne face-to-face. Det gjorde jeg kun med de helt centrale hovedpersoner.

Til *Going Global on a Shoestring* foretog jeg kun enkelte interviews face-to-face, også fordi mange af kilderne befandt sig i udlandet.

De fleste stiller gerne op til interview, men trods en kort skriftlig briefing er de sjældent godt forberedt. Det kan derfor være nødvendigt at interviewe nogle af kilderne flere gange samt have en efterfølgende korrespondance, hvor de eftersender yderligere informationer.

Det kræver en særlig teknik at interviewe, og hvis man ikke har prøvet det før, bør man nok læse et par bøger om emnet.

Vær opmærksom på, at der ligger fire til fem timers arbejde for hver time du interviewer. Herunder også en betydelig forberedelse.

## Færdiggør din research inden du skriver

Med mindre jeg skriver biografier, hvor interviews med nulevende udgør hovedkilden, så gør jeg min research færdig, inden jeg begynder at skrive. Selvfølgelig kan der opstå behov for at tjekke op på noget, men hvis jeg skal bevare overblikket, må skriveprocessen ikke strække sig over for lang en periode.

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-pa-kaffebaren-512.jpg) Kaffebaren i Hillerød er min stamcafé  

Til skrivning af de første udkast har jeg behov for lange sammenhængende tidslommer. Jeg kan ikke skrive ti minutter her og tyve minutter der. Det bedste er når jeg har hele dagen, hvor jeg ikke laver andet end at skrive, kun afbrudt af pauser til motion og spisning. For mig er det som at komme ind i en trancelignende tilstand, hvor det som jeg tænker, flyder ned i fingrene og ind i computeren.

Til gengæld kan jeg skrive hvor som helst, og det generer mig ikke, at der er støj. Faktisk elsker jeg at skrive på caféer, hvor der er en summen af liv omkring mig.

## Redaktionskomitéen kommer på banen

 ![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png) 

Fra redaktionskomitéen giver feedback på resuméet og til de første udkast til kapitler sendes rundt, kan der godt gå en rum tid. Det er en svaghed ved min proces. Men da jeg også laver andre ting indimellem, så kan det ikke være anderledes. Når først skriveriet kommer i gang, går det imidlertid stærkt.

Jeg skriver ikke indholdet i mine bøger i den rækkefælge indholdsfortegnelsen angiver. Faktisk er der ikke rigtig nogen systematik i, hvornår jeg skriver hvilke afsnit og kapitler. Det afhænger helt af inspiration og motivation. Efterhånden som udkastene bliver skrevet, sendes de ud til redaktionskomitéens medlemmer, der typisk får to uger til at reagere.

Selv om jeg udtrykkeligt understreger, at jeg ikke forventer at medlemmerne af redaktionskomitéen skal forholde sig til det sproglige, så kan nogle ikke lade være. Det sætter jeg naturligvis pris på. Ofte er der gode forslag til forbedringer også på den front.

Det er ikke alle kommentarer fra redaktionskomitéen, som får indflydelse på bogens indhold. Af og til har vi diskussioner, hvor der kommer en række iterationer på et emne. Men det er suverænt min afgørelse, hvad der kommer med i bogen. Jeg giver som udgangspunkt heller ikke bidragsyderne besked om hvad jeg har ændret. Det må de i reglen vente med at se indtil bogen udkommer.

I *Going Global on a Shoestring* havde jeg særligt udvalgte fagredaktører på enkelte kapitler, og det er nok en metode, jeg vil benytte mere fremover. Dels er det mere overkommeligt for deltagerne kun at skulle forholde sig til et enkelt kapitel eller to, og dels kan jeg nemmere få engageret spidskompetencer.

I bogen *Fra Damgaard til Microsoft* benyttede jeg ikke en redaktionskomité, men hyrede i stedet en professionel redaktør. Alt afhængig af emnets karakter kan det være en god løsning.

## Den sproglige redigering

Jeg har benyttet engelsk stort set dagligt i mere end 50 år, men det er ikke mit modersmål. Og selvom der var, så er der altid behov for et par kvalitetstjek.

 ![](https://hpbech.com/wp-content/uploads/Grammarly.png) 

Det første tjek sker med appen [Grammarly](https://www.grammarly.com). Den fanger de fleste fejl, gør mig opmærksom på passivt sprogbrug og knudrede sætninger, ligesom den foreslår synonymer til ofte anvendte ord og vendinger. Jeg er ikke altid enig med Grammarly, men følger den i 9 ud af 10 forslag.

Du kan enten importere teksten til Grammarly eller benytte den nye add-in til Microsoft Word (til både Windows og Apple).

Det andet tjek står min korrekturlæser, [Emma Crabtree](https://www.linkedin.com/in/emmacrabtree/), for. Hun retter fejl, gør mig opmærksom på uforståeligt sprogbrug, og er den, der har den endelige afgørelse på tegnsætningen.

Endelig læser jeg manuskriptet igennem tre til fire gange, inden det går videre til ombrydning og opsætning.

## Hvor mange sider?

En bog er en publikation med mindst halvtreds sider med 300 – 400 ord per side. Min tommelfingerregel er at mine bøger skal være på cirka 250 sider à 400 ord inklusive illustrationer. Det er der så kun en af bøgerne der har været. De to første var kortere og de tre seneste er på 390 sider og mere.

Medmindre du er Seth Godin eller skriver bøger om helt eksistentielle forhold (som for eksempel *Who moved my Cheese* – 96 sider i et lille format – og *The One Minute Manager* – 112 sider i et lille format), så vil mange potentielle læsere rynke på næsen af en bog der kun er på 100 sider.

Jeg er derfor fortsat af den overbevisning at 250 sider er det rigtige omfang.

Lad mig med det samme slå fast, at der ikke er nogen fordele ved at skrive mange sider. Hverken for læseren eller forfatteren. Man skal naturligvis skrive det antal sider, der er nødvendige for at behandle emnet. Men det siger ingenting. Thomas Pikettys bøger er tykke som mursten og alligevel læseværdige (man kan vælge at skøjte hen over den akademiske bevisførelse). Andre bøger kan være både korte og ulidelige. Ingen nævnt og ingen glemt.

Antallet af sider betyder til gengæld meget for produktionen og for bogens økonomi, som jeg vil vende tilbage til i en senere post.
—————
I [næste post](https://www.hpbech.dk/internationale-bestsellere-produktionen/) tager vi fat på bogens produktion.

**Categories:** Blog, Book reviews, Globalisation, Marketing, Strategy

**Tags:** bestseller, fixion_en, Publishing

---

### [Internationale bestsellere - produktionen](https://hpbech.com/international-bestsellers-production/)

**Published:** April 12, 2022
**Author:** Hans Peter Bech

**Excerpt:** Dette er den fjerde af en række artikler, der beskriver, hvordan jeg laver internationale bestsellere. Denne gang handler det om produktionen.

**Content:**

---

> Dette er den fjerde af en række artikler der beskriver, hvordan jeg laver internationale bestsellere. Denne gang handler det om produktionen.

---

Artikel 1: [Sådan laver du en international bestseller](https://hpbech.com/da/min-opskrift-paa-internationale-bestsellere/)
Artikel 2: [De fire hovedaktiviteter i tilblivelsen af en bestseller](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
Artikel 3: [Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)

---

## 
Hvad omfatter produktionen?

I produktionen har jeg medtaget følgende aktiviteter:

1. Omslag
2. Illustrationer
3. Ombrydning og layout
4. Trykning
5. Kompilering til digitale formater
6. Indlæsning og produktion af lydbog
 
## Omslaget

Hvilken rolle spiller omslaget for en fagbog?

 ![](https://hpbech.com/wp-content/uploads/All-books-new.png)Det er meget få af mine bøger der bliver opdaget af potentielle læsere som arbejder sig igennem boghandlerens hylder med erhvervslitteratur. Det er ikke i den situation, at omslaget skal fange læserens opmærksomhed. De fleste læsere bliver opmærksomme på bøgerne via Amazons anbefalinger, ved at de får et tip fra en anden læser eller ved at de læser en af mine artikler eller andre opslag på de sociale medier. Herefter går de på nettet eller til boghandleren og bestiller bøgerne.

Jeg synes ikke omslaget i sig selv er vigtigt, når blot læseren med det samme kan genkende bogen og relaterer den til sin situation. Omslaget skal passe til bogens genre og titel, og det synes jeg faktisk de grafikere jeg bruger har haft held med.

De engelske bøger lægger jeg i hænderne på [Jelena Galkina](https://www.linkedin.com/in/jelena-galkina-b1678b127/), der er en freelance grafiker fra Tallinn i Estland, og som jeg har samarbejdet med i over fem år. Det var hendes forgænger der foreslog det enkle, genkendelige og lidt skolebogsagtige layout til *Building Successful Partner Channels*. Det design har vi genbrugt til *Going Global on a Shoestring* og vi gentager det også i mit næste bogprojekt.

Omslaget på mine bøger afviger markant fra andre businessbøger. Da jeg skriver bøgerne til den samme målgruppe, og de udgør en form for serie, er genkendeligheden tilsigtet.

 ![](https://hpbech.com/wp-content/uploads/2018-11-29_10-10-36.png)Bogen *Fra Damgaard til Microsoft* – på engelsk *5,460 Miles from Silicon Valley* – var et helt andet projekt, der i første omgang primært rettede sig mod det danske marked. Her arbejdede jeg udelukkende med danske grafikere, redaktører og korrekturlæsere. Du kan finde navnene på dem alle i bogens kolofon, som [du finder her](https://www.hpbech.dk/wp-content/uploads/Fra-Damgaard-til-Microsoft-Trailer.pdf). Denne serie artikler handler ikke om Damgaard-bogen, som jeg vil behandle særskilt senere.

Printudgaven af mine bøger er i standardmålene seks gange ni tommer (152,4 x 228,6 mm). Tykkelsen afhænger af antallet af sider samt hvilken type papir, der bruges til trykningen. [Amazon-KDP](https://kdp.amazon.com/en_US/), [IngramSpark](https://www.ingramspark.com) og [LaserTryk](https://lasertryk.dk), som er de firmaer jeg benytter til trykning, har alle guides til at beregne omslagets dimensioner herunder bogryggens bredde. Mit omslagsdesign kræver at printfilen er meget præcis, da grænsen på den venstre side af forsidens hvide område ligger i folden til ryggen.

I det følgende vil jeg gennemgå omslagets enkelte dele.

 ![](https://hpbech.com/wp-content/uploads/Full-cover-scaled.jpg)### 
Forsiden

En fagbogs titel skal efter min mening udtrykke den værdi, som læseren får ud af læsningen. Det er bogens value proposition.

Undertitlen, der altid er væsentlig længere, skal uddybe emnet og understrege relevansen for målgruppen. Jeg ændrer sjældent titlen, mens jeg skriver bogen, men undertitlen kan til gengæld udvikle sig meget.

Øverst i det hvide område har mine bøger en kort anbefaling. I bøgerne *Building Successful Partner Channels* og *Going Global on a Shoestring* har jeg valgt uddrag fra bogens forord, der er skrevet af en industrikapacitet (henholdsvis [Preben Damgaard](https://www.linkedin.com/in/preben-damgaard-859722/) og [Marylou Tyler](https://www.linkedin.com/in/maryloutyler/)).

Illustrationen på forsiden skal støtte overskriften. Jeg synes at illustrationen på *Building Successful Partner Channels* er for generisk, men da bogen har solgt og fortsat sælger godt, har det angiveligt ikke den store betydning.

Jeg har valgt at skrive forlagets navn nederst på forsiden. Det er en smagssag, om man som selvudgiver behøver det, men det skader på den anden side heller ikke.

### Ryggen

Jeg har valgt at skrive titel og forfatternavn oppefra og ned, hvilket er standarden i USA, Storbritannien, Benelux og Skandinavien.

Nederst på ryggen har vi placeret forlagets logo.

### Bagsiden

Når de fleste af mine bøger sælges via webportaler, så betyder bagsiden ikke længere så meget. Ikke desto mindre har jeg valgt at gøre en del ud den.

Inden bogen udgives sender jeg manuskriptet til fire personer i målgruppen og spørger, om de vil skrive et kort statement der vil blive trykt på bogens omslag. Indtil videre har ingen sagt nej tak til det. I e-bogsudgaverne, der ikke har en bagside, bringes “anmeldelserne” forrest i bogen, så de kan læses i den smagsprøve som jeg tillader distributørerne at bringe på deres portaler. Jeg vil skrive meget mere om anmeldelser, når jeg kommer til markedsføringen.

Det var min grafiker der foreslog at medtage et billede af mig på bagsiden. Jeg synes det er en god idé, at læseren kan se et billede af forfatteren. Det gør bogen mere personlig.

Bogen skal have en stregkode der repræsenterer ISBN-nummeret. Der findes talrige websider som tilbyder en stregkodegenerator. Hvis du bruger Amazon-KDP kan du også vælge at uploade omslaget uden stregkode, hvorefter de indsætter det.

ISBN-numre fås her: 

## Illustrationer

 ![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)Indtil videre har alle mine bøger haft illustrationer og de produceres med udgangspunkt i mine konceptuelle forlæg af freelance grafikere. Benytter jeg andres billeder, er jeg meget omhyggelig med at indhente godkendelser og betale for brugen. Billeder er omfattet af reglerne om ophavsret og dem skal man som forfatter naturligvis respektere.

Når jeg fremover vil benytte færre illustrationer i mine bøger, så er det udelukkende fordi det vanskeliggør produktionen af lydbogsversionen. Man kan ikke forvente, at lytteren har illustrationerne ved hånden og det er alt for tungt at skulle forklare en illustration med ord. Lydbogen er et godt alternativ til at læse, men på fagbogsområdet har det en række ulemper, som jeg vender tilbage til senere.

Billeder og illustrationer (grafiske elementer) skal have en opløsning på 300 dpi, men af hensyn til filstørrelsen på e-bogsudgaverne heller ikke mere. Når grafiske elementer skal laves i den størrelse som kræves for den trykte bog kan de umiddelbart genbruges i de digitale udgaver. Undgå små grafiske elementer med tekst udenom. Det virker ikke for de digitale udgaver.

## Ombrydning og layout

Ombrydning og layout vedrører alene den trykte udgave af en bog. Der er intet til hinder for, at du selv løser den opgave og benytter for eksempel Microsoft Word eller Apple Pages. Amazon-KDP har [en detaljeret vejledning](https://kdp.amazon.com/en_US/help/topic/G202145400) til både Word og Pages og stiller også templates til rådighed. Word og Pages er godt integreret med for eksempel Endnote (citationer), ligesom der er værktøjer til udarbejdelse af indeks og indholdsfortegnelse.

Jeg har indtil videre valgt at lade mine bøger ombryde og opsætte af en grafiker. Når manuskriptet er færdigt, kompilerer jeg til Word som grafikeren importerer i InDesign. Når hun er færdig, får jeg en pdf-udgave, som jeg kan angive rettelser i. Det er ikke usædvanligt, at vi har fem til seks iterationer, før vi er helt færdige.

 ![](https://hpbech.com/wp-content/uploads/Publishing-With-Kindle-Create.png)I mit næste bogprojekt vil jeg selv ombryde manuskriptet ved at følge den detaljerede vejledning som Amazon-KDP tilbyder samt benytte Amazons nye [Kindle Create](https://kdp.amazon.com/en_US/help/topic/GYVL2CASGU9ACFVU) app.

Når bogen er færdiglayoutet skal den foreligge i et pdf-format der passer med trykkeriets specifikationer. Den del sørger grafikeren for, men vejledningerne fra KDP, IngramSpark og Lasertryk er så udførlige, at man godt kan gøre det selv. Er man i tvivl om noget, kan man altid spørge dem. Jeg har kun gode erfaringer med den support de yder.

Omslag og indhold uploades altid separat og Amazon KDP og IngramSaprk har apps der elektronisk viser, hvordan den trykte bog kommer til at se ud.

Generelt vil jeg anbefale enhver selvudgiver at studere [Amazon-KDP’s forfatterværktøjer](https://kdp.amazon.com/en_US/help/topic/G200783400) grundigt. Der er både artikler og videoer i et omgang der sætter enhver i stand til at forstå og udføre produktionen af både trykte og digitale bøger.

## Trykning

Jeg benytter Print-on-Demand (PoD) på alle mine engelsksprogede bøger. Det er naturligvis lidt dyrere end at trykke et oplag på for eksempel 1.000 eksemplarer ad gangen, men det fjerner fuldstændigt lagerbindingen og risikoen for at brænde inde med usolgte bøger.

Trykprisen for en s/h bog på 250 sider er $3,85. Hvis jeg tager $19,99 i udsalgspris, giver det en royalty på $8,15. Du kan hente en prisberegner hos de tre trykkere som jeg anvender.

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg) 

Til det danske marked trykker jeg 100 eksemplarer ad gangen og lægger dem hos DBK, som står for distributionen i Danmark. Jeg sælger en del bøger direkte og de bliver enten sendt fra DBK eller direkte fra trykkeriet. Det kan ikke betale sig for mig selv at håndtere pakning og forsendelse – jeg har prøvet det. Når jeg sælger direkte betaler kunden for forsendelse.

Hvis du gerne vil se hvordan din bog ser ud på tryk, kan du bestille enkelteksemplarer hos de tre firmaer.

En ikke uvæsentlig fordel ved PoD er, at du kan rette fejl i manuskriptet også efter at bogen officielt er udgivet. Du oplader blot en ny printfil.

## Kompilering til digitale formater

En af fordelene ved at anvende [Scrivener](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/) er, at du kan kompilere direkte til mobi- og epub-formaterne. Der findes apps til at tjekke at formaterne er korrekte og hvor du kan simulere, hvordan bøger tager sig ud i forskellige e-læsere.

## Indlæsning til lydbog

Jeg har netop udgivet *Building Successful Partner Channels* som lydbog og har selv stået for hele processen.

 ![](https://hpbech.com/wp-content/uploads/2400x2400_cover_ver1-small.png) 

Jeg kunne have valgt at lægge lydproduktionen ud i byen, men da jeg har en god oplæserstemme og også gerne ville lære hvordan man gør, har jeg indrettet et lille lydstudie derhjemme. Der er massevis af [instruktionsvideoer](https://youtu.be/VeHMtoOn6Lg) på nettet, der giver vejledning i hvilket udstyr, der kræves, hvilken opsætning du skal have, hvordan du skal tale, hvordan du skal efterbehandle lydfilerne, hvordan de pakketeres til upload og hvordan de publiceres.

Efter indtalingen af *Building Successful Partner Channels*, forstod jeg, at man bør indtænke lydudgaven, allerede når man skriver bogen. Lydbøger giver mest mening for romaner, hvor fortællingen er helt sekventiel, hvor der ikke er et indeks, og hvor der ikke anvendes betydende fodnoter, henvisninger og illustrationer. Hvis du vil investere enten tid eller penge i en lydbogsudgave (fordi du forventer et salg), så kan bogen med fordel skrives *uden* de nævnte hjælpemidler. Rene tekstbøger er nemmest at udgive som lydbøger også.

Hvis du har en god oplæserstemme, kan du selv indspille bogen, men det betaler sig at træne lidt først. Desto længere passager du kan indspille korrekt, jo mindre redigering skal der til. Redigering omfatter rettelse af fejl, afkortelse af pauser, fjernelse af for voldsomme vejrtrækninger og smaskelyde samt fletning af afsnit til hele kapitler. Den tekniske postprocessering omfatter fjernelse af baggrundstøj, manipulering af lyden så den ligger indenfor de angivne specifikationer samt indsættelse af et sekunds stilhed i starten og 3 sekunder i slutningen af hver fil.

### Redigering og postprocessering

 ![](https://hpbech.com/wp-content/uploads/Amadeus-PRO.jpeg) 

Jeg benytter programmet Amadeus Pro og optager med en Audio-Technica AT202 mikrofon via USB til min Mac, der til opgaven har tilkoblet et eksternt SSD drev via USB-C. Den opsætning er der flere der advarer imod, fordi man risikerer at computerens ventilator starter under og dermed ødelægger optagelsen. Det har jeg endnu ikke oplevet, måske fordi Amadeus Pro er det eneste program der kører når jeg læser op.

Mikrofonen er monteret på en arkitektlampearm, ophængt i en stødabsorberende anordning og forsynet med et pop-filter. Når jeg indtaler skal der været absolut ro i omgivelserne og rummet skal helst være helt lyddødt. Heldigvis har jeg mit eget musikværelse, hvor jeg kan hænge tæpper rundt om mig, mens indtalingen står på. Manuskriptet, som jeg læser op fra, ligger på min iPad, som jeg har monteret på et stativ.

Når jeg laver en fejl, klapper jeg en gang med hænderne og læser passagen op igen. Klappet danner en tydelig spike i lydfilen, så du ved redigeringen hurtigt kan finde de steder, der skal klippes væk.

Jeg har valgt at distribuere mine engelske lydbøger gennem [Author’s Republic](https://www.acx.com), der er en slags engros forretning. De klarer videredistributionen til alle lydbogs-portalerne inklusive Amazon. Author’s Republic kræver, at man udfylder en W-8BEN (for personer) eller W-8BEN-E (for virksomheder) skatteblanket, hvilket gør det muligt for dem at betale mig uden at skulle opkræve withholdig tax i USA. Det er en frygtindgydende formular, men jeg har udfyldt den mange gange før, når jeg har haft amerikanske klienter. Der findes også en del Youtube-videoer, der forklarer, hvordan man skal gøre. Det tager i praksis ikke mere end et kvarter at få den på plads.

Der går omkring to måneder fra du lægger lydbogen op og til den første royaltybetaling går ind på din PayPal-konto.

---

[I den næste artikel](https://www.hpbech.dk/internationale-bestsellere-distribution/) vil jeg beskrive hvordan jeg bøgerne distribueres til læsere verden over.

**Categories:** Blog, Book reviews, Globalisation, Marketing, Strategy

**Tags:** Publishing

---

### [Internationale bestsellere - distribution](https://hpbech.com/international-bestsellers-distribution/)

**Published:** April 19, 2022
**Author:** Hans Peter Bech

**Content:**

---

> Dette er den femte artikel i serien om, hvordan jeg laver internationale bestsellere. Denne gang skal det handle om distributionen.

---

- Artikel 1: [Min opskrift på internationale bestsellere](https://hpbech.com/da/min-opskrift-paa-internationale-bestsellere/)
- Artikel 2: [De fire hovedaktiviteter i tilblivelsen af en bestseller](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
- Artikel 3: [Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)
- Artikel 4: [Produktion](https://www.hpbech.dk/internationale-bestsellere-produktionen/)
 
## Terminologi

Lad mig indledningsvis sikre at vi har terminologien på plads. Jeg opdeler hele idé-, skrive- og udgivelsesprocessen – fra jord til bord – i fire hovedaktiviteter:

- Idé og tilblivelse
- Produktion
- Distribution
- Markedsføring
 
Som selvudgivende forfatter står man for alle hovedaktiviteterne, men kan sagtens engagere freelancere til at varetage mange af delaktiviteterne, hvilket jeg i vid udstrækning gør.

 ![](https://hpbech.com/wp-content/uploads/TBK_Publishing_logo2017-2.png) 

Når nogen spørger mig om jeg udgiver mine bøger på Amazon, så må jeg ile til med en præcision. *Udgiver* er den der har rettighederne til værket, og det er i mit tilfælde [TBK Publishing®](http://www.tbkconsult.com/publishing), som jeg ejer 100%. Amazon er ikke en udgiver, men en boghandler (og distributør). De tilbyder en lang række services der kan få dem til at minde om et forlag, men det er de ikke.

I det hele taget er begrebet *at udgive* blevet noget diffust. Et forlag udgiver bøger, men mange forfattere oplever at deres forlag for eksempel ikke investerer i markedsføring. I Danmark er det ikke forlagene der distribuerer bøger. Det gør DBK, Dafolo og Publizon. Jeg er derfor af den opfattelse, at min terminologi med de fire hovedaktiviteter er mere dækkende end hvis vi blot bruger udtrykket *at udgive*.

Et godt råd til selvudgiveren: **Sørg selv for ISBN-numrene til dine bøger**. Dem får du på [det danske ISBN-kontor](https://www.isbn.dk). Hvis du benytter dig af andres tilbud om tildeling af ISBN-numre, kan du løbe ind i mange problemer, når du vil skifte distributør. Don’t do it!

## Distribution

 ![](https://hpbech.com/wp-content/uploads/IMG_0235.jpeg)Distribution er den aktivitet der skal sikre, at bøgerne kan bestilles af og leveres til boghandlerne og andre der betjener læserne. Boghandlerne kan være fysiske butikker som [Bog og Idé](https://www.bog-ide.dk) i Danmark og [Barnes & Noble](https://www.barnesandnoble.com) i USA, eller det kan være internetportaler som [Saxo](https://www.saxo.com/dk), [Tales](https://tales.dk) og [Amazon](https://www.amazon.com).

Jeg har ingen forventning om at de fysiske boghandlere bestiller mine bøger hjem og stiller dem op på hylden med en formodning om, at der kommer kunder forbi, ser dem og køber dem. Det skal til gengæld være muligt for enhver boghandler i verden at slå op i sit system, finde min bog og bestille den til levering indenfor få dage.

Og det er det.

Hvordan beskriver jeg nedenfor.

På samme måde ønsker jeg at sikre at mine bøger findes på så mange internetportaler som muligt. Den opgave er mere overkommelig, fordi internetportalerne er interesserede i at have så mange bøger som muligt repræsenteret, og fordi de i modsætning til de fysiske boghandlere ikke behøver at have bøgerne liggende på lager.

## Amazon

 ![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png) 

Man kan mene hvad man vil om en global og aggressiv mastodont som Amazon, men for en selvudgivende forfatter som mig er det en Guds gave.

Når du lægger dine bøger op til distribution via [Amazon Kindle Direct Publishing](https://kdp.amazon.com/en_US/) (KDP), bliver de automatisk tilgængelige på Amazons portaler i USA, Canada, Storbritannien, Tyskland, Frankrig, Spanien, Italien, Holland, Tyrkiet, Japan, Indien, Brasilien, Mexico, Australien og nu også i Sverige. Hertil kommer at Amazon via sine portaler leverer til over 100 andre lande. Mine bøger bliver købt på alle portalerne, men langt det største salg, cirka 50%, sker fra amazon.com i USA.

Salget fordeler sig nogenlunde ligeligt mellem det digitale og det trykte format, men da trykningen er noget Amazon tager sig af, er jeg grundlæggende indifferent overfor hvilket format læserne foretrækker. For en forfatter der skriver business-bøger til et engelsklæsende publikum, er Amazon den perfekte distributionsplatform. De optræder både som distributør (engros) og detailhandel.

Som dansker kan jeg ikke udgive lydbøger direkte via Amazon, men via [Author’s Republic](https://www.authorsrepublic.com) kommer de alligevel med på deres portaler.

### Royalty

 ![](https://hpbech.com/wp-content/uploads/money-small-300x178.png) 

Royaltypolitikken på Amazon er ret enkel.

**e-bøger:** Hvis din nettopris (før moms) er under $10 er royalty til forfatteren 70%. Der fratrækkes også et lille beløb ($0,15 per megabyte), der afhænger af bogens størrelse, inden royalty beregnes.

Hvis din nettopris er over $10 er royalty 35%.

Det animerer naturligvis til at man holder sin pris på e-bøgerne under $10, hvad jeg har valgt. Andre, specielt kendisser, tager langt mere end $10. Jeg diskuterer min prispolitik i detaljer, når jeg skriver om markedsføringen.

Hvis du vælger KDP Select og dermed giver Amazon eneret til e-bogsudgaven kan du opnå en række fordele, der specielt er attraktive på udgivelsestispunktet. Også det kommer jeg tilbage til når jeg diskuterer marketing.

**Trykte bøger:** Royalty på trykte bøger solgt direkte til forbrugere er 60%. Vælger du expanded distribution (til biblioteker og andre udsalgssteder) er royalty på den del 40%. Jeg benytter ikke Amazons expanded distribution, fordi jeg betjener biblioteker og andre boghandlere via IngramSpark (se senere).

Amazon tilbyder Print-on-Demand, hvilket jeg har valgt at benytte.

Trykomkostningen beregnes ud fra formlen $0.85 (fast gebyr) + $0.012 per side.

For en bog på 300 sider giver det en trykomkostning på $4.45 for paperback versionen.

Hvis du sætter salgsprisen til $19.99 bliver din royalty beregnet som følger:
$19.99 x 70% = $13.99 – $4.45 = $9.54
For expanded distribution ser regnestykket således ud:
$19.99 x 40% = $8.00 – $4.45 = $3.55

Amazon tilbyder nu også at trykke hardcoverudgaver i Print-on-Demand. Det kræver en ny udgave af omslaget og et nyt ISBN-nummer i manuskriptet. Jeg har netop frigivet to af mine bøger i hardcover og er spændt på at se om det giver ekstra salg.

## IngramSpark

 ![](https://hpbech.com/wp-content/uploads/ingramspark_main-300x255.jpg) 

Min anden hoveddistributør er [IngramSpark](https://www.ingramspark.com), der betjener boghandlere, fysiske som virtuelle, i det meste af verden. I modsætning til Amazon forlanger IngramSpark et mindre gebyr ($50) for oprettelsen af en bog og for rettelse af manuskripter, ligesom det koster et mindre beløb at blive medtaget i deres katalog over nye bøger. IngramSpark er engrosdistributør og har ikke selv detailhandel.

Jeg tager samme vejledende udsalgspris på IngramSpark som på Amazon og giver detailhandleren 45%, men ikke returret. På *Going Global on a Shoestring*, der har vejledende udsalgspris på $19.99, er min fortjeneste efter fratrækning af trykomkostninger $4.89.

## Author’s Republic

 ![](https://hpbech.com/wp-content/uploads/Authors-Republic-300x300.jpg) 

Lydbøger er blevet meget populære, men som jeg nævnte i [den forrige artikel](https://www.hpbech.dk/internationale-bestsellere-produktionen/), så er der en række udfordringer med at lave lydbogsversioner af fagbøger. Nu har jeg imidlertid indspillet *Building Successful Partner Channels* og lagt den op til distribution via [Author’s Republic](https://www.authorsrepublic.com). Herfra kommer den ud på stort set alle platforme, hvor de fleste køber eller streamer deres lydbøger.

Udfordringen med lydbøger er alene relateret til produktionen, så snart den er på plads, klarer Author’s Republic resten.

## Danmark

 ![](https://www.hpbech.dk/wp-content/uploads/Danmark3-275x300.png) 

Jeg var helt fra starten klar over, at Danmark ikke er mit primære marked. Mine bøger sælger pænt herhjemme, men nichen jeg skriver til er meget lille. Damgaard-bogen, som er den eneste bog jeg indtil videre har skrevet på dansk, har til dato solgt knap 3.000 eksemplarer og sælger fortsat nogle eksemplarer hver måned.

Danmark er et lille lukket marked med sine egne distributionskanaler.

Mine trykte bøger distribueres af [DBK](https://www.dbk.dk) med hvem TBK Publishing® har en forlagsaftale. Mit salg i Danmark er trods alt stort nok til, at denne model kan svare sig. Har man et meget beskedent salg kan man stedet vælge [BookBox](https://scandinavianbook.dk/bookbox)-løsningen.

Via min aftale med [DBK](https://www.dbk.dk) har jeg også en konto på [BogPortalen](https://www.bogportalen.dk), hvor jeg opretter mine bøger, så de er synlige for boghandlerne (fysiske og virtuelle). Det er også på BogPortalen, at jeg styrer den rabat, som boghandlerne får. Min standard er 35% uden returret, men jeg laver mange andre aftaler, hvor jeg både tilbyder returret og giver langt højere rabatter. Det afhænger helt af hvilke vilkår en boghandler er frisk på at indgå.

I nogle få tilfælde har jeg tilbudt kommissionsaftaler, hvor boghandlerne først betaler mig, når bøgerne er solgt. Det er en lidt administrationskrævende model, men har givet et fornuftigt salg, ligesom den kan bruges aktivt i markedsføringen.

E-bøgerne og lydbøger distribueres via [Publizon](https://publizon.dk) i Danmark.

De tekniske specifikationer på lydbøgerne er forskellige fra Author’s Republic, men vejledningerne er fine, og det tager en time eller to at få det på plads.

Jeg har et betydeligt direkte salg, dvs. at personer og virksomheder henvender sig for at købe flere eksemplarer af mine bøger. Tidligere havde jeg selv et lille lager, som jeg kunne bruge til den type ordrer. Det er jeg holdt op med.

I stedet benytter jeg DBKs leverance med følgeseddel, hvorefter de klarer pakning og forsendelse. Ved større ordrer bestiller jeg hos trykkeriet og får dem til at sende bøgerne direkte til kunden. Da prisen ved direkte salg aftales individuelt med kunden, og jeg ikke skal betale nogen avance til en forhandler, kan jeg holde en særdeles fornuftig indtjening på den aktivitet.

## Afsluttende bemærkninger

Som selvudgiver er den fysiske og digitale distribution nok den simpleste af de fire hovedaktiviteter. Distribution af bøger (tryk, digitalt og lyd) er sat i system og tilbydes som selvbetjeningsløsninger, der er nemme og overraskende billige at benytte. At en bog er til at få fat i, uanset hvor på kloden læseren opholder sig, og i det format hun foretrækker, er en forudsætning for, at den kan blive købt. Men det er ikke nogen garanti for et salg. Det kræver markedsføring, som er emnet for [de næste artikler](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/).

**Categories:** Blog, Business development, Globalisation, Marketing, Society, Strategy

**Tags:** fixion_en, Publishing

---

### [Internationale bestsellere - markedsføring 1](https://hpbech.com/international-bestsellers-marketing-1/)

**Published:** May 3, 2022
**Author:** Hans Peter Bech

**Excerpt:** Dette er den sjette artikel i serien om, hvordan jeg laver internationale bestsellere. Vi tager nu hul på diskussionen af, hvordan jeg griber markedsføringen an.

**Content:**

> *Dette er den sjette artikel i serien om, hvordan jeg laver internationale bestsellere. Vi tager nu hul på diskussionen af, hvordan jeg griber markedsføringen an.*

---

Links til de fem første artikler:

Artikel 1: [Min opskrift på internationale bestsellere](https://www.hpbech.dk/sadan-laver-du-internationale-bestsellere/)
Artikel 2: [De fire hovedaktiviteter i tilblivelsen af en bestseller](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
Artikel 3: [Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)
Artikel 4: [Produktionen](https://www.hpbech.dk/internationale-bestsellere-produktionen/)
Artikel 5: [Distributionen](https://www.hpbech.dk/internationale-bestsellere-distribution/)

---

## Bøger sælges ikke, de markedsføres

Når jeg bliver spurgt om, hvordan jeg sælger mine bøger, er mit svar altid, at det gør jeg ikke.

Jeg sælger ikke bøger. Læserne køber dem. Og det er ikke blot en strid om kejserens skæg.

Selv om mine bøger retter sig mod et forretningspublikum, så er en bog et konsumentprodukt. Det vil sige at købsbeslutningen (i de fleste tilfælde) træffes af en enkelt person, og da prisen ikke er særligt høj, er det en meget simpel beslutning.

Hvor jeg har fuld kontrol over både proces og resultat af aktiviteterne Ide og Tilblivelse og Produktion og Distribution, så er relationen mellem indsats og resultat i Markedsføringen meget mere uklar. Det gælder ikke kun for mig og mine bøger, men for markedsføring generelt.

Jeg husker en vending, der siger, at det er halvdelen af de marketingaktiviteter, man iværksætter, der virker. Man ved blot ikke hvilken halvdel.

I denne og de næste artikler beskriver jeg min metode og mine aktiviteter, men jeg kan egentlig ikke påstå, at jeg kender sammenhængen mellem indsats og resultat. Jeg gennemfører aktiviteter og mine bøger bliver købt hver dag verden over, så noget må jeg gøre rigtigt.

## Bogens forretningsmodel

Som selvudgiver er jeg meget bevidst om min forretningsmodel. Jeg benytter Alexander Osterwalders terminologi som er grundigt dokumenteret i bogen *[Business Model Generation](https://tbkconsult.com/product/business-model-generation-the-emperors-new-clothes/)*.

Hvor de tidligere artikler i denne serie primært har omhandlet den venstre side i forretningsmodellen – *the back office* – så skal vi nu diskutere den højre side – det vi også kalder *the front office*. Det er her jeg planlægger og gennemfører de aktiviteter, der gør mine potentielle læsere bekendte med mine tilbud, så de kan overveje og beslutte, om de vil købe mit produkt (en bog).

[![](https://hpbech.com/wp-content/uploads/TBK_BusinessModel_v1.jpg)](https://hpbech.com/wp-content/uploads/TBK_BusinessModel_v1.jpg)En hurtig gennemgang af forretningsmodellen ser for min seneste bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)* sådan ud:

**Customers:** Alle der arbejder med at opbygge international afsætning i software virksomheder. Anslået til fem millioner personer ved søgning på LinkedIn. Jeg går i yderligere detaljer om min identifikation af målgruppen i den næste artikel, hvor jeg beskriver, hvordan jeg bruger de sociale medier.

**Value proposition:** Jeg har i [en tidligere artikel](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/) udtrykt, at en fagbog er et produkt og ikke et kunstværk. Når man skal markedsføre et produkt, skal man vide hvilken værdi det skaber og for hvem.

I en markedsføringsmæssig sammenhæng har mine bøger den fordel, at de tilbyder inspiration og hjælp til at løse helt centrale udfordringer og arbejdsopgaver for en meget veldefineret målgruppe.

[![](https://hpbech.com/wp-content/uploads/Value-Proposition.jpg)](https://hpbech.com/wp-content/uploads/Value-Proposition.jpg)Det vil med andre ord sige, at hvis en læser kan få gavn af blot en af de idéer jeg præsenterer, så kan det øge vedkommendes produktivitet, indtjening og formue betydeligt. Jeg har dog valgt ikke at love guld og grønne skove. Kvaliteten af mine bøger lader jeg læserne om at bedømme i deres anmeldelser. Det kommer vi tilbage til.

Definition af målgruppen og formuleringen af værdien dokumenterer jeg i *[The Book Summary](https://www.hpbech.dk/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf)*, inden jeg går i gang med at skrive bogen. Det er muligt, at jeg justerer lidt på teksten undervejs, men de overordnede definitioner (value proposition og målgruppe) ligger fast fra starten.

Teksterne i resuméet benytter jeg i markedsføringen.

Det betyder, at jeg kan påbegynde markedsføringen parallelt med, at bogen bliver til og dermed sikre at den hurtigt efter udgivelsen kommer til at ligge højt på Amazons salgslister.

**Channels**: De kanaler jeg benytter til henholdsvis at markedsføre og distribuere bogen. Markedsføringen sker organisk (ikke annoncer!) via LinkedIn, Twitter, Facebook, Youtube og søgemaskinerne. Distribution sker via det etablerede distributionssystem med Amazon, IngramSpark, Author’s Republic (audio), DBK (Danmark) og Publizon (Danmark).

I mit nærområde har jeg indgået kommissionsaftaler for bogen *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* direkte med nogle udvalgte boghandlere. Det har givet et fint salg og er en hyggelig måde at være i kontakt med andre bogelskere på. Jeg indgår ikke kommissionsaftaler for de engelsksprogede bøger.

**Customer Relationships:** Jeg connecter gerne med min læsere på LinkedIn, hvilket 30.000 har benyttet sig af. LinkedIn tillader ikke flere end 30.000 connections, så derfor kan man nu kun følge mig (Follow), hvilket mange vælger at gøre. Fra tid til anden rydder jeg lidt op i mine connections for at give plads til nye og mere aktive læsere.

Jeg får mange henvendelser og spørgsmål fra mine læsere. Jeg kvitterer stort set altid for en henvendelse, men svarer sjældent direkte. I stedet bruger jeg spørgsmålene som inspiration til artikler på mine blogs, som alle læsere kan få gavn af. Læsere, der ønsker individuel rådgivning, kan starte med at købe en pakke med to virtuelle konsultationer. Den type rådgivning benytter en del læsere sig af.

**Revenue:** Den omsætning som bogen genererer direkte og den afledte omsætning fra workshops og konsulentbistand, som bogen (bøgerne) giver anledning til.

**Key Activities:** Omfatter alle aktiviteter beskrevet i nærværende artikler.

**Key Resources:** Jeg arbejder med en fast stab af freelancere, der hjælper med alle de praktiske aktiviteter i processen. Det er en kæmpe fordel at arbejde med de samme mennesker og ikke skulle shoppe rundt hver gang en opgave skal løses.

**Key Partners:** Egentlig har min forretningsmodel ingen Key Partners. Amazon, IngramSpark, Author’s Republic, LaserTryk, DBK og Publizon er ganske almindelige leverandører, som andre kan benytte på nøjagtigt de samme vilkår. Der er intet specielt ved min relation til dem.

**Costs:** De omkostninger som skal afholdes for at udgive bogen. Jeg vil i en senere artikel bringe en oversigt over hvad de enkelte dele og aktiviteter i forbindelse med *Going Global on a Shoestring* kostede.

## Bogen kan ses inden den kan læses

Som jeg har nævnt tidligere, så er omslaget noget af det første, jeg får lavet. Det gør det muligt at oprette en [webside](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/), der viser bogen og beskriver, hvad den handler om, og hvem den er skrevet til.

Jeg indspiller også en kort video, hvor jeg fortæller om bogen. Når den er udkommet og de første anmeldelser foreligger, genindspiller jeg videoen med reference til læsernes begejstring.

Samtlige mine marketingaktiviteter har til formål at drive trafik til de sider på vores website, hvor bøgerne præsenteres. Det lykkes meget godt, for i 2020 havde vi 44.271 unikke besøgende der læste 174.775 sider og i gennemsnit brugte 53 sekunder.

Det er ikke alle, der køber bøgerne, der har været en tur forbi vores website. Mange (hvor mange ved jeg ikke) finder bogen på anden vis eller klikker sig direkte til for eksempel [Amazon](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160) eller [Tales](https://tales.dk/building-successful-partner-channels-channel-development-management-in-the-software-industry_hans-peter-bech_9788793116160) fra en artikel eller anbefaling.

For planlagte bøger kan læsere skrive sig op til at blive notificeret, når de udkommer. Til den type early birds tilbyder jeg en reduktion i prisen. Mit mål er at få omkring 1.000 tilmeldinger, men heller ikke mere. Der er jo ingen grund til at give rabat til flere end højst nødvendigt. Hvorfor tallet er 1.000 kommer jeg tilbage til. Early birds er ikke det samme som forudbestillinger. Det kommer jeg også tilbage til.

Til at opbygge tilmeldingsblanketten, gemme tilmeldingerne og udsende notifikationerne benytter jeg Mailerlite, hvortil jeg linker fra vores website.

## Anmeldelser

Jeg kan dårligt understrege nok, at anmeldelser er meget vigtige.

Der findes fem typer anmeldelser:

1. Redaktionelle anmeldelser
2. Læseranmeldelser
3. Anbefaling på social medier
4. Bogbloggere
5. Professionelle anmeldelser

**De redaktionelle anmeldelser** indhenter jeg selv.

Når manuskriptet er nogenlunde færdigt, kontakter jeg en række personer, for hvem bogen er relevant, og spørger om de vil skrive en anmeldelse. Det har ingen endnu sagt nej tak til. Redaktionelle anmeldelser trykkes på bogens bagside og bringes foran i den elektroniske udgave. De bruges også på bogens webside og i markedsføringen i øvrigt.

**Læseranmeldelser** skrives i tilknytning til bogkøbet på de digitale bogportaler. Min bog *Building Successful Partner Channels* har på Amazon fået over 100 positive anmeldelser. Ud af fem mulige stjerner ligger gennemsnittet på 4,5, hvilket er meget højt.

[![](https://hpbech.com/wp-content/uploads/Amazon-Ratings-01-2021.jpg)](https://hpbech.com/wp-content/uploads/Amazon-Ratings-01-2021.jpg)De er kun de færreste læsere, der rater en bog og skriver et par linjer om deres læseoplevelse. Heldigvis skriver en del læsere til mig, hvor jeg så kan opfordre dem til at gøre det. Læseranmeldelser udbreder ikke kendskabet til bogen, men det gør købsbeslutningen meget nemmere for en potentiel læser, når han eller hun kan se at andre læsere anbefaler bogen.

Nogle af læseranmeldelserne kopierer jeg og benytter på bogens webside.

**Anbefalinger på de sociale medier** hjælper med at bringe det glade budskab ud til nye læsere.

[![](https://hpbech.com/wp-content/uploads/PD-and-SA-on-LinkedIn.jpg)](https://hpbech.com/wp-content/uploads/PD-and-SA-on-LinkedIn.jpg)Igen er det kun meget få i dit netværk, der af sig selv får den idé, at de kan hjælpe dig uden at det koster en krone. De skal blot tage et billede af bogen og poste det med en kort kommentar på LinkedIn, Facebook eller Twitter. Inkluderer de et par hashtags (#) og tagger et par kontakter, får opslaget ekstra rækkevidde.

Jeg praktiserer det selv for bøger, som jeg vil læse, og det hænder da også at forfatterne siger tak for hjælpen :-).

Du kan øge antallet af anbefalinger ved eksplicit at opfordre dine kontakter til at dele det glade budskab om din nye bog.

**Bogbloggere** er der ikke så mange af. Jeg er selv en af denne [meget sjældne art](https://www.hpbech.dk/hvorfor-du-bor-skrive-boganmeldelser/) og anmelder fra tid til anden bøger, som jeg er meget begejstret for, eller som jeg mener kan drive relevant trafik til mit website.

Jeg opsøger ikke selv bogbloggere, men får hyppigt henvendelser fra forfattere, der tilbyder mig et gratis eksemplar af deres bog i håb om, at jeg vil anmelde den. Det tager jeg sjældent imod. Dels er mange af bøgerne ikke relevante for mig, og dels har jeg ikke noget imod at købe de bøger, jeg vælger at læse.

Jeg bliver ofte inviteret til at deltage i [interviews](https://my.demio.com/recording/47iDR8Er) og podcasts vedrørende de emner jeg skriver om. Det siger jeg som regel ja tak til.

**Professionelle anmeldelser** finder vi i aviser, magasiner og andre mainstream medier. Her bliver anmelderne betalt af deres medie for at skrive anmeldelser. Professionelle anmeldelser er meget svære at opnå, og for nichebøger som mine har de heller ikke den store betydning. Naturligvis så jeg gerne min bøger omtalt i The Financial Times og The Wall Street Journal, men det kommer næppe til at ske.

Min bog *Fra Damgaard til Microsoft* blev omtalt og anmeldt i Børsen, Berlingske Tidende, Jyllandsposten, DR og TV2, men det var udelukkende fordi den havde Preben og Erik Damgaard som hovedpersoner. Og fordi jeg engagerede en professionel PR-konsulent til at hjælpe mig.

For mine engelsksprogede bøger bruger jeg ingen energi på at få professionelle anmeldelser.

## Lektørudtalelse

For dansksprogede bøger er lektørudtalelsen afgørende for bibliotekternes indkøb.

> *Som forlag eller forfatter har du ikke indflydelse på, om en udgivelse får en lektørudtalelse, men du kan sørge for, at [DBC](https://www.dbc.dk/produkter/materialevurderinger/retningslinjer-selektionskriterier-mv/faq-om-lektorudtalelser) modtager et anmeldereksemplar sammen med det eksemplar af bogen, der bliver sendt til Dansk bogfortegnelse.*
> 
> *Lektørudtalelsen er et redskab i bibliotekernes materialevalg og formidling. Bibliotekarer tager ud fra en biblioteksfaglig vurdering stilling til, hvilke titler der skal lektøranmeldes.*
> 
> *For at udgivelsen kan komme i betragtning til en lektørudtalelse, er det en forudsætning, at den er bibliotekskatalogiseret, dvs. at den er vurderet biblioteksrelevant.*
> 
> *Blandt de bibliotekskatalogiserede udgivelser udvælges omkring halvdelen til også at få en lektørudtalelse.*
> 
> Fra DBCs hjemmeside

---

Lektørudtalelser er uden betydning for mine engelsksprogede bøger, men for bogen *Fra Damgaard til Microsoft* sendte jeg et anmeldereksemplar til DBC. Jeg fik en meget fin udtalelse, der sikrede, at jeg nu modtager min andel af bibliotekspengene.

---

Beskrivelsen af mine markedsføringsaktiviteter fortsætter i [næste artikel](https://www.hpbech.dk/internationale-bestsellere-markedsforing-2/).

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Amazon, bestseller, fixion_en, Publishing

---

### [Timing er den hemmelige ingrediens i opskriften på succes](https://hpbech.com/da/timing-er-den-hemmelige-ingrediens-i-opskriften-paa-succes/)

**Published:** June 14, 2022
**Author:** Hans Peter Bech

**Content:**

> *God timing betyder, at der er ændringer i markedet, der gør tilstrækkeligt mange kunder interesserede i et nyt produkt eller service.*

---

Der findes ikke en opskrift på succes.

[![](https://hpbech.com/wp-content/uploads/Lecture-Economy-300x300.png)](https://hpbech.com/wp-content/uploads/Lecture-Economy.png)Efter 20 år som international forretningsudvikler i tech-virksomheder er det et udsagn, jeg gerne skriver under på. Mine yderligere 20 år som konsulent med samme opgaver har kun bekræftet udsagnet.

Hvis der fandtes en opskrift, ville den brede sig som løbeild og sikre, at langt flere startups lukkede hurtigere, mens de øvrige voksede med raketfart.

Til gengæld findes der en række tommelfingerregler, som kan hjælpe med at få den gode idé verificeret og sat i produktion. Og som også kan bruges til at få den dårlige idé lagt i mølposen så hurtigt som muligt.

Alexander Osterwalders *[business model framework](https://tbkconsult.com/whats-wrong-business-model-framework/)* er et fremragende værktøj til at få styr på en forretningsidé. Steven Blanks *[customer development](https://tbkconsult.com/from-the-garage-to-the-nyse-in-10-years-flat-starting-a-software-company/)* er ligeledes en solid metode til at få testet kundernes eller distributionskanalernes modtagelighed.

Det er tommelfingerregler, så de virker nogle gange fint, andre gange nogenlunde og i mange tilfælde slet ikke.

Men selv om forretningsmodellen ser sund ud og kunderne og forhandlerne er begejstrede, så er der et mix af forhold, som det er ekstremt svært at tage temperaturen på: **timingen**.

En på papiret strålende forretningsidé kan vise sig at være enten for tidlig eller for sent på den. Til gengæld kan en middelmådig idé vise sig at være perfekt timet. Alle kombinationer er mulige.

## Hvad er god timing?

God timing betyder, at der er andre (udenfor din kontrol) store ændringer i markedet, der gør tilstrækkeligt mange kunder interesserede i et nyt produkt eller en ny service.

Ifølge *[The Law of Diffusion of Innovation](https://techsavvy.media/ved-du-hvordan-innovation-udbredes-forstaa-vaekstfaenomenet-alle-tech-startups-boer-kende/)* er det meste af menneskeheden skeptiske overfor alt nyt. 15% er nysgerrige og parate til at prøve noget nyt, mens 85% lige venter til andre har prøvet det først. God timing betyder, at en ny løsning løber raskt igennem de 15%, hurtigt springer over hvad Geoffrey Moore i sin berømte bog om samme emne kaldte Kløften (Crossing the Chasm) og indtager The Mainstream Market.

[![](https://hpbech.com/wp-content/uploads/concorde-4-og-5.png)](https://hpbech.com/wp-content/uploads/concorde-4-og-5.png)Eksempler på god timing er danske Damgaard og Navision, der i henholdsvis 1984 og 1985 lancerede økonomisystemer til PC-DOS, netop som IBM satte damp under kedlerne til, hvad der skulle vise sig at blive historiens største vækstkomet: den personlige computer.

Netscapes lancering af en internetbrowser i 1992 var fantastisk timet. Internettet var allerede nået ud til mange, og Mosaic-browseren var det, der hurtigt fik endnu flere med.

Navision gentog den sublime timing i 1995 med produktet Navision Financials, der var certificeret til Windows 95. På det tidspunkt vidste ingen om Microsoft eller IBM ville vinde kampen om operativsystemet til PC’ere. Navision satsede på Microsoft, og historien viste, at det blev den hurtigste hest. Jeg underkender på ingen måde produkternes kvalitet, men ingen kunne på forhånd vide, at Windows 95 ville tage stort set hele markedet på så kort tid.

Årtusindeskiftet 1999/2000 var et såkaldt “compelling event.” Det vil sige et forhold, som ikke kunne udsættes. Usikkerhed, om hvorvidt virksomheders, offentlige som privates, softwaresystemer kunne klare skiftet, gjorde, at der i årene forinden blev investeret milliarder i analyser og udskiftning. Mange tech-virksomheder skovlede i slutningen af 1990erne penge ind og blev så til gengæld chokerede, da det ikke varede ved. Da dot com-boblen bristede i 2000, påvirkede det mange firmaer, der slet ikke havde deltaget i investeringshysteriet.

Erik Damgaards lancering af Uniconta i 2016 var perfekt timet med Microsofts udmelding om udfasningen af Dynamics C5. På mindre end 24 måneder overtog Erik Damgaard stort set hele C5 kanalen og har på nuværende tidspunkt konverteret omkring halvdelen af C5 kunderne i Danmark til sit [Uniconta](https://www.uniconta.com/da/).

Danske Dinero og Billy er eksempler på produkter, der var godt timet med et skift i markedet, hvor kunder foretrækker at få software leveret som en service, og hvor der er opstået nye forventninger til brugervenlighed. Ingen af de to produkter løser opgaver, som der ikke allerede fandtes software til at løse, men måden, hvorpå de løser dem, passer godt til skiftet i markedet.

## Hvad er uheldig timing?

Eksempler på uheldig timing [er der også mange af](https://www.theverge.com/2019/12/20/21029499/decade-fails-flops-tech-science-culture-apple-google-data-kickstarter-2010-2019), men de fleste kender vi af gode grunde ikke, eller også har vi glemt dem. De lukker ned, før vi hører om eller bider mærke i dem. Det er kun de helt store huller i jorden, som kommer til offentlighedens kendskab.

[![](https://hpbech.com/wp-content/uploads/newton-with-pen.jpg)](https://hpbech.com/wp-content/uploads/newton-with-pen.jpg)Apples forsøg med Newton, en personlig digital assistent, der kom på markedet i 1993, var nok en kombination af et svagt produkt og uheldig timing.

Google og Microsoft har en del mislykkede projekter bag sig, tænk bare på briller, MP3-afspillere, intelligente armbånd og smartphones.

Apple lancerede sit Watch i en guldudgave til over 60.000 kroner. Selv med Beyoncé som reklamesøjle hoppede kun få på et så dyrt produkt. Om denne type flops var gode idéer, der blev skidt implementeret, eller om det var uheldig timing, kan være svært at afgøre. Apples guldur var nu nok bare en dårlig idé.

Uheldig timing kan defineres som en situation, hvor andre forhold i markedet direkte modarbejder kundernes interesse for et produkt. Det kan være en generel recession som finanskrisen i 2008, der fik stort set alle virksomheder til at sætte deres investeringer og indkøb på pause. Den forhåbentlig overståede coronapandemi var også en timing, der ramte mange virksomheder. Nogle negativt og andre positivt. Men det kan også være mere teknologiprægede forhold, som da markedet svingede mod Windows 95 og trak de certificerede produkter med op, mens produkter baseret på IBMs OS/2 blev efterladt udenfor i kulden.

## Neutral timing

Situationen kan også være, at timingen hverken er god eller dårlig. Der er ikke andre forhold i markedet, der skærper kundernes interesse, men der er heller ikke noget, der modarbejder. Det er en situation, som ofte gælder for modne markeder, der allerede betjenes af en række etablerede spillere.

Hvis du i det scenarie kommer med noget nyt og banebrydende, skal du kæmpe dig igennem *The Law of Diffusion of Innovation.*

[![](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.png)](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.png)Kommer du med et bedre alternativ, til hvad der allerede findes, og ikke rider på en forandringsbølge, så skal du have tid og tålmodighed – og også gerne penge. Vi har i Danmark en verdensmester i den type innovation. Han hedder [Werner Valeur](https://www.linkedin.com/in/wernervaleur/) (tidligere Toke Kruse) og har specialiseret sig i at kaste sig ud i modne massemarkeder med et bedre alternativ. Det er ikke så tosset en [strategi](https://www.hpbech.dk/hvordan-kan-man-genkende-en-god-forretningside/), netop fordi du gør dig uafhængig af en timing, som du måske alligevel ikke er i stand til at forudse endsige styre.

## Kan man tage temperaturen på timingen?

Det er under alle omstændigheder en god idé at stille sig selv spørgsmålene, om der fremover er noget i markedet, der vil arbejde med eller imod kundernes interesse. I Alexander Osterwalders terminologi kaldes det at vurdere *[The Business Model Environment](https://tbkconsult.com/using-business-model-environment-export-market-assessments-part-1/)*, og han har [et glimrende kit](https://www.stattys.com/en/methods/business-model-generation/business-model-supporting-tools/bmg-environmental-cards) til, hvordan man kan køre workshops om emnet.

Krige og generelle kriser er notorisk svære at forudse, men teknologiske og sektorprægede forhold kan man nemmere identificere og vurdere, hvis man systematisk leder efter dem.

[![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)For eksempel er hastigheden, hvormed virksomheder skifter fra on-premise løsninger til cloud helt afgørende for firmaer, der udvikler SaaS-løsninger. Har man ambitioner om internationalisering, kan man ligeledes vurdere om dette skift sker langsommere eller hurtigere end på hjemmemarkedet.

Vil rene browserbaserede computere som Googles Chromebook slå igennem? Gør de det, vil det accelerere skiftet fra on-premise til cloud og i øvrigt påvirke hele app-markedet.

På tech-området var [Mary Meeker](https://www.linkedin.com/in/mary-meeker-5823ba48/) berømt for sine årlige præsentationer af tendenser. Desværre har hun ikke udgivet en rapport siden 2019, så vi må se om der kommer en arving til opgaven.

Pandemien og Ruslands krig mod Ukraine har vendt op og ned på mange ting, og tvinger for tiden alle virksomheder til at tage en tur op i helikopteren og kigge ud over landskabet. For de fleste repræsenterer situationen og dens potentielle udvikling både trusler og muligheder.

Lige nu kan det virke som om, verden er gået i stå, men det er den altså ikke. Vi skal fortsat drive virksomhed og skabe værdier. Men måske skal vi som virksomheder lære at tænke i andre værdier end kun de økonomiske. For en stor del af verdens beboere vil vores aktive deltagelse i bevarelsen af demokrati og frihed fremover stå meget højt på dagsordenen.

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Denne artikel blev publiceret først på [TechSavvy](https://techsavvy.media/timing-er-den-hemmelige-ingrediens-i-opskriften-paa-succes/)

**Categories:** Globalisation, Strategy

**Tags:** Alexander Osterwalder, biznes

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### [Anbefalet sommerferielæsning - tre blændende bøger](https://hpbech.com/da/anbefalet-sommerferielaesning-tre-blaendende-boeger/)

**Published:** July 11, 2022
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Reading-on-the-beach.jpg)](https://hpbech.com/wp-content/uploads/Reading-on-the-beach.jpg)Lidt tilfældigt stødte jeg på Fiona Hills selvbiografi [*There Is Nothing For You Here: Finding Opportunity in the Twenty-First Century*.](https://www.amazon.com/There-Nothing-You-Here-Twenty-First-ebook/dp/B08NWT7LZ7) Jeg tror det var et interview med hende på Youtube. I sin bog refererede hun til Marie Yovanovitchs *[Lessons from the Edge: A Memoir](https://www.amazon.com/Lessons-Edge-Memoir-Marie-Yovanovitch-ebook/dp/B08B3R4S4L)*.

De to kvinder har til fælles, at de ikke er født i USA, at de er kvinder, at de ved flid og dygtighed fik en videregående uddannelse og at de kom til at repræsentere USA. I deres varetagelse af nationens interesserer kom de til at stå i vejen for Donald Trumps personlige planer, og det slår man sig på. Da støvet lagde sig lå sympatien og respekten hos de to damer, men begge havde gerne været virakken foruden.

Den tredje bog, som jeg læste umiddelbart før de to andre var David Gelles’ *[The Man Who Broke Capitalism: How Jack Welch Gutted the Heartland and Crushed the Soul of Corporate America—and How to Undo His Legacy](https://www.amazon.com/Man-Who-Broke-Capitalism-America-ebook/dp/B09JPKVQV2)*

Hvis du læser bøgerne i denne rækkefølge: Gelles, Hill og Yovanovitch, får du nok mest ud af oplevelsen. Og måske priser du dig som jeg lykkelig for at leve i Danmark.

## Kapitalismen der smadrede den amerikanske drøm

[![](https://hpbech.com/wp-content/uploads/the-man-who-broke-capitalism-9781982176440_hr.jpg)](https://hpbech.com/wp-content/uploads/the-man-who-broke-capitalism-9781982176440_hr.jpg)Det rejser altid nogen skepsis hos mig, når store samfundsmæssige omvæltninger tilskrives en enkelt person. På den anden side skal der ofte særlige personer til at skabe store bedrifter eller køre samfund helt af sporet.

Efter at have læst David Gelles’ bog om Jack Welch og dennes meritter, er jeg tilbøjelig til at give forfatteren ret. Neutron Jack (en bombe der dræbte alt liv, men lod bygninger og andre aktiver stå intakte tilbage) var bannerfører i en ødelæggende kampagne mod det amerikanske samfund. Målet var at gøre aktionærerne i de store børsnoterede firmaer mere velhavende. Alle andre hensyn var ligegyldige. Midlerne var nedskæringer, opkøb, frasalg, udflagning og regnskabsmanipulering. Det lykkedes i en sådan grad, at mange af de midtamerikanske stater over en kort årrække blev tømt for arbejdspladser uden at der blev etableret noget solidt i stedet. Et forhold der martrer det amerikanske samfund den dag i dag.

Erhvervspressen, der fortsat tror at en stigende aktiekurs er udtryk for dygtighed, kårede Jack Welch til århundredets leder og mange fulgte i hans fodspor. Shareholder value for enhver pris blev det mantra, der drev det etablerede amerikanske erhvervsliv. En profitjagende strategi for hvilken netop den amerikanske samfundsmodel er meget sårbar. Det amerikanske civilsamfund og den sociale infrastruktur kunne slet ikke holde trit med de voldsomme omstillinger og slet ikke med den massive udflagning til lavtlønslande, som Jack Welsch og hans proselytter piskede fremad.

Resultatet blev et ekstremt ulige samfund, hvor mange fortsat ikke kan få jobs, der sikrer en tålelig tilværelse, mens ganske få sidder på helt vanvittigt store indkomster og formuer. Forskellene på de højest- og de lavest lønnede i virksomhederne er blevet enorme. Og selv når topdirektørerne ikke leverer og bliver sat fra bestillingen, forgyldes de med gigantiske fratrædelsesgodtgørelser.

Efterfølgende har det vist sig, at en væsentlig del af opskriften på, hvordan Jack Welsh leverede vækst fra kvartal til kvartal (de perioder hvor der skulle rapporteres til børsen) byggede på regnskabsmanipulation. Via indviklede selskabskonstruktioner og ikke mindst financielle virksomheder, kunne der flyttes rundt på tallene, så de så pæne ud. Men som altid kan den type cirkus ikke fortsætte i al evighed. Finanskrisen i 2008 trak derfor tæppet væk under mange af de virksomheder, der fulgte Welshs principper.

Forfatteren går så langt som til at forklare hvordan kapitalismens angreb på det amerikanske samfund i 1980erne, -90erne og starten af dette årtusinde lagde fundamentet til Trumps valgsejr i 2016. Trump tordnede mod netop den udvikling, der havde frataget USA millioner af arbejdpladser, og han vandt mange stemmer på den konto. Til gengæld var det ikke noget han havde til hensigt at gøre noget systematisk ved. Han ville bare have magten og holde på den. Ikke bruge den til noget specielt andet end at berige sig selv og sin familie. Trump skulle vise sig at blive endnu et angreb på det amerikanske samfund.

## Fra de Nordengelske kulminer til det Hvide Hus

[![](https://hpbech.com/wp-content/uploads/There-is-nothig-for-you-here.jpeg)](https://hpbech.com/wp-content/uploads/There-is-nothig-for-you-here.jpeg)Angrebet på den amerikanske middelklasse, der startede og blev støttet, mens Ronald Reagan var præsident havde en pendant i Storbritannien. Her stod Margaret Thatcher for et tilsvarende korstog, hvis filosofi tog udgangspunkt i at gøre de rige rigere.

Fiona Hill, der kom til verden i 1965 i Bishop Auckland, County Durham, i Nordøstengland var datter af kulminearbejder Alfred Hill og jordemoder June Murray. På det tidspunkt var Margaret Thatcher godt i gang med at afmontere den samfundsmodel, som Labourregeringer havde bygget op siden Anden Verdenskrig. Der var helt givet behov for refomer, men igen skabte lukningen af industrier med vellønnede jobs for almindelige mennesker kæmpe problemer, når det ikke blev erstattet af noget andet.

Fionas far mistede sit gode job i minerne og måtte i stedet arbejde som portør på det regionale hospital. Det var markant dårligere lønnet.

Første del af Fionas bog handler om, hvordan hun imod alle odds (køn, klasse og klejner) fik sig en uddannelse og specialiserede sig i russiske forhold. I den sammenhæng trækker hun mange interessante og overraskende paralleller fra udviklingen i Sovjetunionen, Rusland, UK og USA. Hun beskriver også malende hvordan køn, klasse og klejner i England stod (og vist stadig står) i vejen for dygtige og flittige piger, der gerne vil noget med deres liv. Ved ankomsten til USA skiftede barriererne til køn, kulør og klejner. På det tidspunkt havde hun de to sidste forhold på sin side, men måtte fortsat kæmpe med det første.

Hun emigrerede, som nævnt, til USA og endte som specialrådgiver i det Hvide Hus under præsident George W. Bush and Barack Obama fra 2006 til 2009. I 2017 udnævnte Donald Trump hende til “Deputy assistant to the president and senior director for European and Russian affairs” i sit National Security Council. Hun forlod jobbet den 15. juli 2019, ti dage inden den berømte telefonsamtale mellem Trump og Ukraines nyvalgte præsident, Volodymyr Zelensky.

I bogen beskriver hun de store vanskeligheder som Trump skabte for den amerikanske administration og ikke mindst hvordan hans forfængelighed konstant bragte ham selv og nationen i fare. Specielt vanskeliggjordes det udenrigspolitiske sikkerhedsarbejde af Trumps store fascination for Putin, der sammen med hans ringeagt for sine egne medarbejdere kløgtigt udnyttedes af den russiske diktator.

Fiona Hill blev indkaldt som vidne i den første rigsretssag mod Donald Trump og som følge deraf udsat for den type grundløse smædekampagner, som det Republikanske Politiske Kompleks (med bl.a. de sociale medier, FOX News og Trumps Twitter trumpet) er blevet eksponent for.

## Fra Canada til The State Department

[![](https://hpbech.com/wp-content/uploads/Lessons-from-the-edge.jpg)](https://hpbech.com/wp-content/uploads/Lessons-from-the-edge.jpg)Marie Yovanovitch blev født i Canada i 1958. Hun er datter af Mikhail Yovanovitch and Nadia (f. Theokritoff) Yovanovitch, der flygtede fra Sovjetunionen til Tyskland og senere fra nazisterne til Canada, hvor hun kom til verden. Her videreuddannede hendes far sig og fik job som lærer på en kostskole i Connecticut, USA, da hun var tre år gammel. Hun fik amerikansk statsborgerskab på sin 18 års fødselsdag.

Også Marie Yovanovitch beskriver malende sine udfordringer som introvert pige med at få en uddannelse. Efter nogle år med jobs i marketing og kommunikation besluttede hun at søge ind i udenrigstjenesten (The State Department).

Bogen beskriver detaljeret og nøgternt, hvordan du stiger i graderne som karrierediplomat. Det er hårdt og slidsomt arbejde, men Marie ville det politiske arbejde og tog derfor det sure med det søde.

Hun endte som USAs ambassadør i Ukraine og kæmpede en brav kamp for at understøtte landets demokratiseringsproces som også indebar bekæmpelsen af den udbredte korruption.

Det var igen hårdt arbejde, men det gik langsomt fremad, da Trump blev valgt som USAs præsident.

I begyndelsen havde det ikke den store indflydelse på Maries arbejde, men da Trump fik behov for at lægge et røgslør over Ruslands indblanding i valget af ham som præsident og samtidigt ville forsøge at underminere Joe Bidens kandidatur til præsidentvalget i 2020, kom Ukraine pludselig til at spille en hovedrolle.

Rudy Giuliani, der var Trumps private advokat og altså ikke en del af den officielle administration eller udenrigstjenesten, forsøgte at designe to historier:

A. Det var ikke Rusland, der havde infiltreret den amerikanske valgkamp til fordel for Trump. Det var Ukraine, der infiltrerede til fordel for Hillary Clinton.

B. Joe Bidens søn, Hunter Biden, var involveret i korrupte aktiviteter i Ukraine.

Der var ikke belæg for nogen af historierne, men korrupte personer i Ukraine var villige til at arbejde med Giuliani og dermed få adgang til præsident Trump. På den måde kunne de svække den amerikanske udenrigstjenestes kamp for demokratiet og mod korruptionen. At få en direkte varm linje til verdens mest magtfulde mand kunne vel heller aldrig skade?

Marie Yovanovitch, der som repræsentant for det officielle USA arbejdede indædt på at fremme de officielle interesser, kom naturligvis i klemme i Trumps spil for at fremme sine personlige hensyn. Det endte derfor også med, at han fyrede hende.

Efter den berømte telefonsamtale med Zelensky, der førte til den første rigsretssag mod Trump, blev også Marie Yovanovitch indkaldt som vidne. Igen rykkede det Trumpske cirkus ud og forsøgte med løgne og fordrejninger at underminere hendes troværdighed. Det lykkedes gudskelov ikke.

## De forskellige samfundsmodeller

[![](https://hpbech.com/wp-content/uploads/Danmark.jpg)](https://hpbech.com/wp-content/uploads/Danmark.jpg)Under læsningen af de tre bøger priser jeg mig flere gange lykkelig for at være født og opvokset i et land med en helt anden samfundsmodel end den, der karakteriserer de lande bøgerne beskriver.

Som hvid dansk mand skal jeg ikke kunne vurdere om køn og kulør ikke også spiller en rolle for de muligheder, der tilbydes herhjemme. Min hustru, der er født og opvokset i England, bedyrer, at det ikke er tilfældet. Hun flyttede blandt andet for at undslippe den stempling, man slæber rundt på, når man er arbejderklassepige fra det nordlige England. I Danmark fik hun aldrig de tre spørgsmål, som Fiona Hill så præcist beskriver: Hvor er du fra, hvilken skole går du i og hvad laver din far? Spørgsmål der ikke bundede i nysgerrig interesse, men i et behov for at finde ud af, om du var værd at bruge mere tid på.

Jeg var den første i min nærmeste familie, der fik en universitetsuddannelse, og det var ikke fordi jeg er specielt begavet eller var myreflittig. Den danske samfundsmodel havde på det tidspunkt, hvor jeg skulle vælge fremtid, forlængst fjernet både klasse og klejner fra ligningen og åbnet op for, at sådan en som jeg kunne få adgang til de muligheder, som en længerevarende uddannelse åbner.

De autokratiske, kleptokratiske og gennemkorrupte samfundsmodeller, som mange mennesker verden over er tvunget til at leve i, behøver vi ikke bruge så meget tid på. Vi skal på alle måder støtte, at denne type regimer kan erstattes af modeller, der tjener de mange fremfor de få.

Anderledes forholder det sig med den amerikanske og til dels også den engelske samfundsmodel, hvor der formelt set er demokrati og lige muligheder, men hvor det i praksis ikke er tilfældet. Den sociale mobilitet (et andet udtryk for den amerikanske drøm) er sjovt nok langt højere i de nordiske lande end i USA. Hvis du kommer fra små kår og har ambitioner om at blive noget stort, så er dine chancer langt bedre i Norden end i USA og Storbritannien.

Er det ikke pudsigt: Hos os betaler vi de højeste skatter i verden, og alligevel er vi blandt de [lykkeligste](https://worldhappiness.report/ed/2022/) mennesker. Når det kommer til international konkurrencedygtighed ligger vi endda på [førstepladsen](https://www.imd.org/centers/world-competitiveness-center/rankings/world-competitiveness/)!

Set fra min stol har vi i Norden de mest robuste samfundsmodeller i verden. Det offentlige driver en omfattende infrastruktur, som dækker alle borgere, og de private virksomheder opfører sig i det store hele socialt ansvarligt. Derfor har vi ikke mærket de samme konsekvenser af den negative udvikling, som har fundet sted i resten af verden, og som beskrives fra forskellige vinkler i de tre bøger.

Man vælger ikke hvor man bliver født, så jeg kan kun prise mig lykkelig for, at det blev i Danmark. Jeg har boet og arbejdet i mange andre lande og foretrækker fortsat den Nordiske model. Til gengæld synes jeg, vi har en forpligtelse til at hjælpe andre med at nå samme resultater.

**Categories:** Book reviews, Globalisation, Society, Strategy

**Tags:** Publishing

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### [Internationale bestsellere – markedsføring 2](https://hpbech.com/international-bestsellers-marketing-2/)

**Published:** July 12, 2022
**Author:** Hans Peter Bech

**Excerpt:** Dette er den syvende artikel i serien om, hvordan jeg laver internationale bestsellere. Her fortsætter diskussionen af, hvordan jeg griber markedsføringen an.

**Content:**

> Dette er den syvende artikel i serien om, hvordan jeg laver internationale bestsellere. Her fortsætter diskussionen af, hvordan markedsføringen gribes an.

---

Links til de seks tidligere artikler:

Artikel 1: [Min opskrift på internationale bestsellere](https://www.hpbech.dk/sadan-laver-du-internationale-bestsellere/)
Artikel 2: [De fire hovedaktiviteter i tilblivelsen af en bestseller](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
Artikel 3: [Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)
Artikel 4: [Produktionen](https://www.hpbech.dk/internationale-bestsellere-produktionen/)
Artikel 5: [Distributionen](https://www.hpbech.dk/internationale-bestsellere-distribution/)
Artikel 6: [Markedsføring 1](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/)

## Start i god tid

Når mit [bogresumé](https://www.hpbech.dk/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf) er klar i sin første udgave, kan jeg begynde markedsføringen.

Som udgangspunkt sker det seks til tolv måneder inden bogen udkommer, men da projektet kan skride undervejs, kan det hænde at perioden bliver længere. Meget længere endda.

[![](https://www.hpbech.dk/wp-content/uploads/Time_is_running-242x300.jpg)](https://www.hpbech.dk/wp-content/uploads/Time_is_running.jpg)I markedsføringen af bogen angiver jeg et udgivelsestidspunkt som første eller anden halvdel af et år. Først når jeg kan overskue færdiggørelsen, bliver jeg mere præcis. Hvis udgivelsesplanen skrider ændrer jeg blot udgivelsestidspunktet i markedsføringen. Da jeg selv udgiver mine bøger, har det ikke givet anledning til problemer, og kun få læsere har ytret sig i den anledning.

# Etablering af en række landingspladser

Med de tekster jeg har udarbejdet til bogresuméet, laver jeg som det første en [webside](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) for bogen på vores hovedsite for TBK Publishing®. Denne side er den såkaldte *landing page*, hvortil alle promotion links peger hen.

Vi bruger WordPress, og derfor kan jeg opbygge siden på vores website efter den skabelon, som vi fik lavet for nogle år siden. På min egen personlige blog bruger jeg et standardtema som jeg selv har tilpasset. Her får bogen også [sin egen side](https://www.hpbech.dk/boger/going-global-on-a-shoestring/) med link til TBK Publishing®.

Da teksterne er på engelsk, hvilket ikke er mit modersmål, bruger jeg først [Grammarly](https://app.grammarly.com) til at tjekke for grammatiske og sproglige forhold. Den næsten-færdige tekst går herefter til min engelske korrekturlæser [Emma Crabtree](https://www.linkedin.com/in/emmacrabtree/). Emma, der er englænder og bosat i Portugal, er min virtuelle assistent. Udover at korrekturlæse alle vores engelske tekster, varetager hun også en lang række andre administrative og markedsføringsmæssige opgaver. De danske tekster er korrekturlæst af min datter, [Maria Bech](https://www.linkedin.com/in/mariabech/).

## De sociale medier

Hvis du vil bruge de sociale medier til at promovere dine bøger, så er det vigtigt, at du forstår deres forretningsmodel.

Alle sociale medier lever af[![](https://www.hpbech.dk/wp-content/uploads/Social-Media.png)](https://www.hpbech.dk/wp-content/uploads/Social-Media.png) at sælge annoncer. Det vil sige, at de tager penge for, at du kan få dit budskab ud til din målgruppe. For at kunne sælge annoncer skal det sociale medie kunne fastholde medlemmernes opmærksomhed. Jo mere af vores tid [de kan lægge beslag på](https://www.hpbech.dk/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/), desto flere annoncer kan de udsætte os for.

Da annoncerne ofte er kedelige og uinteressante, holder de sociale mediers algoritmer nøje øje med, om der er brugergeneret indhold der skaber opmærksomhed. Hvis jeg poster en video af en kat, der giver en mus ost, vil mange synes, at den er sjov og nuttet. De vil like den og give den små hjerter. Det fanger det sociale mediums algoritme og sender nu opslaget ud til endnu flere.

Jeg kunne også skrive et opslag, hvor jeg sviner en politiker til. Det vil få mange til at fare ned i kommentarfeltet for at skælde mig ud eller give mig ret. Den type opslag, som også trækker opmærksomhed, vil igen få forstærket sin spredning af det sociale mediums algoritme.

To forhold skal altså være til stede for at et opslag kan gå viralt organisk (organisk = uden at du skal betale):

1\. Det skal være vedkommende for mange mennesker
2\. Det skal tale til følelserne

Mine bøger er ikke skrevet til mange mennesker, og de taler mere til læserens intellekt end til hendes følelser. At få opmærksom udenfor min målgruppe vil være spild af tid.

### Facebook

 [![](https://www.hpbech.dk/wp-content/uploads/Facebook-300x300.png)](https://www.hpbech.dk/wp-content/uploads/Facebook.png) 

Facebook er ikke mit primære medium. Selvom nok 95% af mine læsere har en profil på Facebook og også kommer der af og til, så kan jeg kun nå dem ved at betale for det. Det har jeg eksperimenteret lidt med og har ikke kunne finde en annonceform der kan betale sig.

TBK Publishing® har en [firmaside](https://www.facebook.com/TBKPublishing) på Facebook, som vi poster til to gange om dagen. Det driver lidt trafik til vores hovedsite, så nogen værdi har det måske.

Jeg skal ikke afvise, at nogen med mere indsigt i Facebook kunne finde en måde at få min bøger eksponeret overfor målgruppen til en acceptabel kontaktpris. Men denne “nogen” er jeg ikke stødt på endnu.

### Twitter

På et tidspunkt havde TBK Publishing® sin egen Twitterkonto, men den droppede jeg til fordel for mit eget personlige [Twitter-handle](https://bsky.app/profile/hanspeterbech.bsky.social).

Jeg poster på Twittter to gange om dagen og også herfra kan jeg registre nogen trafik til hovedsitet, så det er fint. Til gengæld bruger jeg stort set ingen tid på Twitter og blander mig meget sjældent i diskussionerne der.

### LinkedIn

LinkedIn er det helt afgørende sociale medium for promovering af mine bøger. Det skyldes naturligvis først og fremmest, at mine læsere stort set alle har en profil her, men det skyldes også, at jeg kan finde dem og tiltrække deres opmærsomhed til en særdeles attraktiv kontaktpris.

[Min LinkedIn profil](https://www.linkedin.com/in/hanspeterbech/), der tjener som den interne landing page, er optimeret omkring min forfattervirksomhed. Jeg har sat mig grundigt ind i LinkedIn og bruger alle faciliteterne og lidt til. På vores hovedsite er LinkedIn da også den klart næststørste kilde til referencer (den største er organiske søgninger, og det kommer jeg til).

 [![](https://hpbech.com/wp-content/uploads/HPB-SSI-14-03-2021-1024x512.jpg)](https://hpbech.com/wp-content/uploads/HPB-SSI-14-03-2021.jpg)Også LinkedIns algoritmer holder øje med om et opslag hurtigt får opmærksomhed. Selvom jeg har over 30.000 følgere på LinkedIn, så er det alligevel de færreste der kigger med lige på det tidspunkt hvor jeg poster. Jeg poster to gange om dagen på min profil (om formiddagen mellem 9 og 10 på dansk og om aftenen mellem 18 og 19 på engelsk. Cirka hver 14. dag udgiver jeg en længere artikel på deres publishing platform.

Det er dog aktiviteterne i det der hedder LinkedIn Sales Navigator, der har den største effekt.

I Sales Navigator (som koster cirka kr. 4.000 om året) er der så detaljerede søgefaciliteter, at jeg med stor nøjagtighed kan finde min målgruppe. Jeg kan ikke vide om de læser bøger, men jeg kan matche deres faglige opgaver med indholdet i mine bøger.

For *[Building Successful Partner Channels](https://www.hpbech.dk/boger/building-successful-partner-channels/)* kan jeg finde 5 millioner personer på LinkedIn, der kunne have en faglig interesse. Hvis jeg besøger deres profiler, vil cirka ti procent kigge tilbage på min profil og af dem vil cirka ti procent invitere mig til at connecte. Hvordan jeg bærer mig ad med at besøge 5 millioner profiler uden at bruge tid på det er [ingen hemmelighed](https://www.dux-soup.com/).

10 procent af 10 procent af 5 millioner er 50.000, men der er jo ingen der siger, at du ikke må besøge en profil flere gange.

Inden jeg udgav*[ Building Successful Partner Channels](https://www.hpbech.dk/boger/building-successful-partner-channels/)* havde jeg fået skabt 5.000 connections, som jeg vidste tilhørte målgruppen. Hvad jeg brugte det til, kommer jeg tilbage til.

## Video og podcasts

Jeg producerer selv videoer og podcasts. Ikke fordi jeg er den store forbruger af denne type medier, men det er der andre der er.

 https://youtu.be/kQG1nCfRZrI

 Videoer optager jeg med et Canon 70D kamera og et [Røde Filmmaker Kit](https://rode.com/en-au/products/rodelink-filmmaker-kit) opsat på et Manfrotto-stativ. Jeg har en fjernbetjening til at starte og stoppe optagelserne. Det er en stor lettelse, da der skal en del optagelser til inden de enkelte episoder sidder i skabet. At skulle hen til kameraet hver gang er besværligt og forstyrrer arbejdsrytmen.

Hvis jeg skulle starte forfra i dag, ville jeg nok blot bruge min iPhone med en Røde lavalier mikrofon. Kameraet i en smartphone er nu så godt og indstillingsmulighederne så overskuelige, at det nok er den bedste løsning for os amatører.

Jeg bruger en [teleprompter](https://www.teleprompterpad.com) til teksten. Det fungerer bedst for mig, når jeg ved præcis, hvad jeg skal sige. Jeg er skuespiller nok til at få det til at lyde spontant og levende. Fordelen er også, at jeg så har de nøjagtige undertekster med det samme. Undertitler er et must, da mange ser videoer med lyden slået fra. Du kan lægge underteksterne direkte ind i videoen (det er den bedste løsning) eller bruge YouTubes værktøj (det er den nemmeste løsning). Fra YouTube kan du downloade subtitle-filen og bruge den til for eksempel Vimeo.

Den største udfordring ved optagelse af video er lyssætningen. Det er lykkedes mig at finde en løsning med anvendelse af dagslys på mit arbejdsværelse. Jeg har købt et par lamper, som jeg kan sætte op, hvis dagslyset er for svingende, men normalt er det ikke nødvendigt. Det betyder, at jeg kun skal bruge cirka en time til at stille apparaturet op og gøre klar til optagelse.

Underlægningsmusikken har jeg købt rettighederne til, og grafikken får jeg lavet af Jelena Galkina eller jeg sætter det selv sammen ved at benytte Apples Keynote og [Snagit](https://www.techsmith.com/screen-capture.html).

Til redaktionsarbejdet bruger jeg [iMovie](https://www.apple.com/imovie/), som kommer gratis med enhver Mac.

Jeg har flere gange overvejet, om jeg skulle skifte til [Final Cut Pro X](https://www.apple.com/final-cut-pro/), der blandt andet giver mulighed for at mixe flere kameravinkler, men iMovie løser egentlig opgaven fint.

Når en video er færdig, uploader jeg den til vores [channel](https://www.youtube.com/channel/UCxi-YWWVEi2WBuQ0sWIPCVA) på Youtube, hvortil jeg linker fra vores websites. LinkedIn og Facebook foretrækker at hoste videoer fremfor at linke ud til Youtube, så det respekterer jeg.

**Categories:** Blog, Globalisation, Marketing, Strategy

**Tags:** Publishing

---

### [Webinar: Sådan får du succes med business partnere](https://hpbech.com/da/webinar-saadan-faar-du-succes-med-business-partnere/)

**Published:** October 1, 2022
**Author:** Hans Peter Bech

**Content:**

> Få inspiration til og eksempler på hvordan du opbygger en forretningsmodel med indirekte salg.

[![](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)

## Beskrivelse: 

I softwarebranchen er det meget almindeligt at benytte business partnere. Jeg mener at have læst et sted at over 60% af alle IT-produkter, hardware og software, kommer til kunderne via en indirekte salgskanal, som det kaldes.
Når man kigger på nogle af de store softwarevirksomheders partnerkanaler, og her er Microsoft nok det bedste eksempel, så er fordelene åbenlyse. Via deres partnere når de meget langt ud i markedet uden selv at skulle have alle sælgerne og konsulenterne på deres lønningsliste.

Det er altså nemt at se fordelene ved at have et stort antal business partnere. Erfaringerne viser blot, at det er lettere sagt end gjort at opbygge sådan en partnerkanal. Derfor skal vi i dette webinar diskutere, hvordan man gør det.

Webinaret varer 1 time inkl. Q&A.

Du vil efter deltagelse sidde med god inspiration og konkret viden om:

- Hvornår er en partnerkanal relevant
- Hvordan den indirekte model adskiller sig fra den direkte
- Hvad de væsentligste fordel og ulemper er
- Hvordan man kommer i gang
- Hvordan man motiverer partnerne til succes

---

## Værter:

**[Steen Helmer](https://www.linkedin.com/in/steenhelmer/)** er executive partner hos TBK Consult, der hjælper IT, teknologi og softwarevirksomheder med at blive globale markedsledere. Han er også kommunikationsekspert og hjælper sine kunder med at anvende LinkedIn, Sales Navigator og tillægsløsninger strategisk som en del af deres vækststrategi. Steen afholder åbne og individuelle workshops og bliver anvendt som keynote taler ved både lokale og internationale events.
Steen har mere end 15 års operationel erfaring fra international forretningsudvikling og med ledelsesroller i IT branchen, sidder i bestyrelsen af IAMCP Denmark (International Association of Microsoft Channel Partners) og aktivt involveret på europæisk plan.Steen er også tilgængelig for en individuel introduktionssamtale inden eller efter webinaret. [Tjek hans kalender her](https://calendly.com/she/introduction?month=2021-04) og vælg det tidspunkt, der passer dig bedst.

**[Hans Peter Bech](https://www.linkedin.com/in/hanspeterbech/)** er forfatter og blogger. Han har skrevet flere bøger, whitepapers og talrige artikler om international forretningsudvikling i IT-branchen. Hans Peter faciliterer også workshops og arbejder som rådgivende konsulent.

**Categories:** Globalisation, Strategy

**Tags:** biznes, Building Successful Partner Channels

---

### [Webinar: Scaling your business - on a shoestring](https://hpbech.com/da/webinar-scaling-your-business-on-a-shoestring/)

**Published:** October 19, 2022
**Author:** Hans Peter Bech

**Excerpt:** Givet at internationale afsætningsprojekter kan gå helt skævt og koste virksomheden dyrt, diskuterer vi i webinaret, hvordan det i stedet kan gribes an.

**Content:**

PreFlight Odense, en aktivitet under [Erhvervshus Fyn](https://ehfyn.dk/content/), har inviteret mig til at tale om, hvordan man vækster internationalt, når man kun har et beskedent budget.

Webinaret fandt sted torsdag den **3. november 2022, kl. 10-11.**

[Se webinaret](https://vimeo.com/768076740)

Webinaret blev afholdt på engelsk.

---

## Hvorfor vækste internationalt?

[![](https://hpbech.com/wp-content/uploads/Webinar-Fyn-GG.png)](https://hpbech.com/wp-content/uploads/Webinar-Fyn-GG.png)Danmark udgør mindre end 0,25% af [verdensmarkedet](https://tbkconsult.com/product/the-bech-index-2022-1/). Det vil sige, at over 99,75% ligger udenfor landets grænser. En virksomheds vækstpotentiale øges derfor dramatisk, hvis den kan finde opskriften på at få kunder i andre lande. Demonstreret evne til at operere internationalt vil også øge virksomhedens værdi langt ud over hvad tilsvarende præstationer på hjemmemarkedet alene vil berettige. Eksportomsætningen behøver ikke udgøre en ret stor andel før virksomhedens værdi fordobles.

## Risikominimering

I små lande som Danmark vil virksomheder med internationalt potentiale ofte overveje eksportaktiviteter meget tidligt i deres livsforløb. På tidspunkter, hvor der endnu er meget begrænsede budgetter. Givet at internationale afsætningsprojekter kan [gå helt skævt](https://www.hpbech.dk/et-sporgsmal-om-liv-eller-dod/) og koste virksomheden dyrt, diskuterer vi i webinaret, hvordan det i stedet kan gribes an.

Baseret på min bog *[Going Global on a Shoestring](https://www.hpbech.dk/foredrag/going-global-on-a-shoestring/)* vil jeg præsenterer initiativer, der kan gennemføres med få midler, og som kan medvirke til at afklare, om der er klangbund for virksomhedens værditilbud på et nyt marked, inden der investeres mere massivt.

## Program

Webinaret, der varer cirka en time, er struktureret efter nedenstående program.

[![](https://hpbech.com/wp-content/uploads/Agenda-v3.png)](https://hpbech.com/wp-content/uploads/Agenda-v3.png)

**Categories:** Globalisation, Strategy

**Tags:** biznes

---

### [Internationale bestsellere - bogens økonomi](https://hpbech.com/international-bestsellers-the-financial-aspects-of-indie-publishing/)

**Published:** November 22, 2022
**Author:** Hans Peter Bech

**Excerpt:** I princippet kan du selv vælge, hvor meget det må koste at udgive dine bøger. Det afhænger nemlig helt af, hvor meget af arbejdet, du kan udføre selv, og om hvor særpræget et format du vælger.

**Content:**

---

> Dette er den niende artikel i serien om, hvordan jeg laver internationale bestsellere. Denne gang handler det om økonomien.

---

Artikel 1: [Min opskrift på internationale bestsellere](https://www.hpbech.dk/sadan-laver-du-internationale-bestsellere/)
Artikel 2: [De fire hovedaktivitete](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)r
Artikel 3:[ Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)
Artikel 4: [Produktionen](https://www.hpbech.dk/internationale-bestsellere-produktionen/)
Artikel 5: [Distributionen](https://www.hpbech.dk/internationale-bestsellere-distribution/)
Artikel 6: [Markedsføring 1](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/)
Artikel 7: [Markedsføring 2](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-3/)
Artikel 8: [Markedsføring 3](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/)

---

I princippet kan du selv vælge, hvor meget det må koste at udgive dine bøger. Det afhænger nemlig helt af, hvor meget af arbejdet du kan udføre selv, og hvor særpræget et format du vælger.

Mine bøger er almindelige tekstbøger i standardformatet 6 x 9 tommer svarede til 152.4 x 228.6 mm. Der er få illustrationer, og indholdet kan gengives i monokromt tryk, som e-bog og som lydbog.

## Værktøjerne

I mit arbejde som konsulent benytter jeg en række værktøjer, som også tjener min forfatter- og forlagsvirksomhed. Det gælder mine computere og stort set alt det software som jeg bruger.

Jeg kører udelukkende Apple og har dels en MacBook Pro og en MacMini med en 27 tommer skærm. I småtingsafdelingen er der en iPhone (som billedet nedenfor er taget med) og en iPadPro.

[![](https://hpbech.com/wp-content/uploads/Apple-gear-1600-1.jpeg)](https://hpbech.com/wp-content/uploads/Apple-gear-1600-1.jpeg)De eneste værktøjer, som udelukkende bruges til bogskrivning, er [Scrivener](https://www.literatureandlatte.com) og [Endnote](https://www.endnote.shop). Scrivener koster 420 kroner en gang for alle og er indtil videre blevet brugt til at skrive syv bøger. Det er 60 kroner per bog. Endnote koster ca. 550 kroner hvert 3. år.

## Ekstern hjælp

[![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)

De største udgiftsposter er illustrationer, redaktion, korrekturlæsning og opsætning.

Af hensyn til lydbogsversionen har jeg på det sidste skåret meget ned på antallet af illustrationer. Til min seneste bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)* brugte jeg således kun omkring 5.000 kroner til grafikeren. Hertil kom ombrydningen eller opsætningen af den trykte bog, som kostede 8.000 kroner.

Den indholdsmæssige redaktion, der blev udført af fagkomitéen, kostede ingenting, mens den sproglige redaktion og korrekturlæsning kostede 2.000 kroner.

Samlet kostede det mig altså 15.000 kroner at gøre bogen klar til distribution.

Udgifter til ekstern assistance til engelsksprogede bøger er væsentligt lavere end til dansksprogede bøger. Dels er udbuddet af freelancere markant større og dels er de priser, de forlanger, langt lavere.

## Trykning

Jeg benytter print-on-demand til mine engelsksprogede bøger, så her har jeg ingen upfront omkostninger. Normalt får jeg alligevel trykt 50 eksemplarer, som jeg lægger ud til DBK. Omkostningen hertil er cirka 3.000 kroner. Når de er solgt, trykker jeg 50 mere.

60 kroner per bog er væsentligt mere end PoD-priserne hos Amazon og IngramSpark, men da jeg også tager en højere pris for bøgerne i Danmark, er mit dækningsbidrag nogenlunde det samme.

IngramSpark forlanger 39 Euro i uploadgebyr for en kombination af e-bog og pdf til print. Vær sikker på at det er den definitive udgave, du uploader, for de forlanger 39 Euro hver gang!

## Fra Damgaard til Microsoft

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1-248x300-1.png)](https://www.hpbech.dk/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1.png)

Min danske erhvervsbiografi, Fra Damgaard til Microsoft, havde en helt anden økonomi.

Redaktion, grafisk bearbejdelse, billedrettigheder og korrektur beløb sig til cirka 75.000 kroner, mens jeg investerede omkring 70.000 kroner i markedsføringen. Da bogen til dato har solgt 3.000 eksemplarer har jeg tjent investeringen hjem, men nogen guldrandet forretning har det ikke været. Jeg har tjent langt mere på de foredrag og konsulentaktiviteter, som bogen har afstedkommet.

Til gengæld var det en stor fornøjelse at researche og skrive bogen, og jeg er fortsat meget tilfreds med resultatet. Mange læsere kalder det for Danmarks bedst dokumenterede iværksætterhistorie, og det synes jeg er et meget fint prædikat.

## De afledte indtægter

Som jeg omtalte i [den anden artikel ](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)i denne serie var mit motiv til at skrive bøger et ønske om at omlægge min konsulentforretning.

Det er i den grad lykkedes.

Mine bøger genererer henvendelser fra forretningsfolk fra nær og fjern, som gerne vil have hjælp til deres specifikke udfordringer. De fleste af opgaverne kan jeg klare med nogle få webmøder, mens andre kræver mange måneders arbejde. Enkelte projekter løber over flere år.

Blandt opgaverne er en del skrivearbejde. Det viser sig nemlig at mange softwarevirksomheder har vanskeligt ved at forklare, hvad de laver, hvilke værdier de skaber for deres kunder, og hvordan de adskiller sig fra deres konkurrenter. Specielt for virksomheder, som endnu ikke nyder nogen udbredt kendskabsgrad, er det en meget stor udfordring.

At oparbejde en stærk position på de søgetermer, som kunderne benytter, når de leder efter løsninger, er en udfordring for mange. Den kan kun løses ved et langt sejt træk, hvor der investeres i kommunikationsaktiver, som søgemaskinerne kan finde og indeksere, som har en så høj kvalitet, at mange vil klikke på dem, og som de vil linke tilbage til.

Og så er der de virksomheder, hvis produkter kunderne slet ikke leder efter. De ved nemlig ikke at den type produkter eksisterer. Det er en spændende kommunikationsopgave.

Fordelen ved konsulentaktiviteter er at de giver inspiration til mit skrivearbejde. Jeg har materiale til mange bøger og løber aldrig tør for ideer og eksempler.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Publishing

---

### [Er vores holding til innovation kulturafhængig?](https://hpbech.com/da/er-vores-holding-til-innovation-kulturafhaengig/)

**Published:** January 25, 2023
**Author:** Hans Peter Bech

**Excerpt:** Hofstedes kulturelle dimensioner kan give os værdifulde indikatorer, hvis vi oplever, at vores value proposition modtages forskelligt i forskellige lande.

**Content:**

---

> *Du kan muligvis hævde, at Everdingen og Waarts undersøgelse er forældet, kun vedrører ERP og ikke kan ekstrapoleres til andre innovationer og markeder. Det kan ikke afvises, men noget tyder nu alligevel på, at lande optager innovationer meget forskelligt.*

---

Man skulle vel tro at virksomheder overalt i verden fungerer efter de samme grundliggende principper?

For at overleve skal de kunne tjene penge. For at vokse har de brug for product management, product marketing, fortløbende produktudvikling, ledelse samt for at udvise en vis grad af operationel ekspertise. Det er vel ikke urimeligt at antage, at når det kommer til kultur, er de største forskelle at finde i, hvordan vi kommunikerer, etablere relationer, interagerer og forhandler.

![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)The Law of Diffusion of InnovationMan kunne forvente, at forretningsfolk uanset kultur er lige nysgerrige efter at lære nye metoder til at øge indtægterne og mindske driftsudgifter og kapitalkrav.

Men det er tilsyneladende ikke tilfældet.

Ifølge en undersøgelse fra 2003 af Yvonne M. Van Everdingen og Eric Waarts, begge fra Erasmus University Rotterdam, har kultur angiveligt en betydeligt indflydelse på, hvordan innovationer udbredes. Deres undersøgelse fandt store variationer i, hvor hurtigt nye ERP-systemer blev taget i brug i forskellige lande. Da de forsøgte at forklare forskellene ved at relatere dem til Hofstedes daværende fem (nu seks) kulturelle dimensioner og til Halls kulturelle klassifikation, fandt de signifikante sammenhænge.

> *”Resultaterne af vores undersøgelse har store konsekvenser for leverandører af innovationer, der ønsker at lancere deres produkt i flere lande. Et væsentligt budskab er, at selv i Europa findes der store kulturelle forskelle, der væsentligt påvirker optagelsen af ​​innovationer. Generelt synes de nordiske europæiske lande at være mest modtagelige for banebrydende nyskabelser (f.eks. ERP-systemer). Lande, der er kendetegnet ved et højt niveau af risikoaversion og et lavt niveau af langsigtet orientering (f.eks. Middelhavslande), er mindre tilbøjelige til at optage sådanne innovationer spontant.”*

![](https://hpbech.com/wp-content/uploads/Man-with-globe-500.png)Undersøgelsen fandt den langsomste adoptionsgrad i Storbritannien (lavere end Sydeuropa), hvilket overraskede mig. Storbritannien er ofte øverst på listen over de lande, virksomheder gerne vil ind i, hovedsageligt fordi det er et stort marked (# 8 i henhold til [BECH-indekset](https://tbkconsult.com/product/the-bech-index-2022-1/)), og fordi engelsk er hovedsproget. Everdingen og Waarts undersøgelse viser, at Storbritannien måske ikke er et så attraktivt sted at lancere et innovativt produkt. I betragtning af at mange teknologiselskaber strømmer til landet, ser vi ud til at have en cocktail af hyper-konkurrence og kundekonservatisme, som måske ikke er særlig attraktiv for virksomheder med et innovativt produkt og et moderat markedsføringsbudget.

Man kan hævde, at Everdingen og Waarts undersøgelse er forældet, kun vedrører ERP og ikke kan ekstrapoleres til andre innovationer og markeder. Det kan ikke afvises, men det er alligevel et relevant spørgsmål, om ikke forskellige lande ikke optager innovationer forskelligt. Hofstedes kulturelle dimensioner kan give os værdifulde indikatorer, hvis vi oplever, at vores value proposition modtages forskelligt i forskellige lande.

LITTERATUR:

- Everdingen, Y. M. V.; Waarts., Eric. (2003). The Effect of National Culture on the Adoption of Innovations. Marketing Letters, 14(3), 16.
- Hofstede, G. (2013). Culture’s consequences: Comparing values, behaviours, institutions, and organisations across nations. Thousand Oaks, California.
- Hall, E. T. (1976). Beyond culture / Edward T. Hall. Garden City, New York. Anchor Press.
- Rodgers, E. M. (1962). Diffusion of Innovations. New York, The Free Press of Glencoe.

Dette indlæg er oversat fra engelsk og er et uddrag fra min bog *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*.

**Categories:** Globalisation, Society, Strategy

**Tags:** ERP, culture

---

### [19-års jubilæum på LinkedIn – hvad lærte jeg?](https://hpbech.com/linkedin/)

**Published:** January 28, 2023
**Author:** Hans Peter Bech

**Excerpt:** I starten troede jeg, at LinkedIn var en digital version af mit personlige netværk. Jeg inviterede og accepterede kun invitationer fra dem, jeg kendte. Mennesker, jeg havde mødt og talt med. Så de første ti år skete der ikke det store.

**Content:**

*Den 28. januar 2004 oprettede jeg en profil på LinkedIn. Hvad jeg skulle bruge platformen til, havde jeg ingen anelse om*

*I starten troede jeg, at LinkedIn var en digital version af mit personlige netværk. Jeg inviterede og accepterede kun invitationer fra dem, jeg kendte. Mennesker, jeg havde mødt og talt med. Så de første ti år skete der ikke det store.*

*Så fik jeg en idé!*

## En åbenbaring 

Det var under forberedelserne til udgivelsen af min tredje bog, *[Building Successful Partner Channels](https://tales.dk/building-successful-partner-channels_hans-peter-bech_9788740946451)*, at jeg overvejede, hvor stort markedet mon ville være for sådan en titel.

[![](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)På det tidspunkt havde jeg investeret i en betalt version af LinkedIn. Jeg var allerede en flittig blogger og postede også jævnligt på de sociale medier. Den 20. august 2014 postede jeg [min ](https://www.linkedin.com/pulse/20140820091527-170840-the-ignorant-customer-and-the-unfortunate-salesman/)[første artikel](https://www.linkedin.com/pulse/20140820091527-170840-the-ignorant-customer-and-the-unfortunate-salesman/) på den nye LinkedIn publiceringsplatform. Der kom en rimelig mængde ​​trafik til min profil, og jeg modtog også en lind strøm af invitationer til at connecte.

Ved at anvende de udvidede søgekriterier fandt jeg ud af, at omkring fire en halv million LinkedIn-medlemmer havde en profil, der matchede målgruppen for bogen!

De læste nok ikke alle forretningsbøger, men det var stadig et betydeligt marked, hvis blot halvdelen af ​​dem gjorde.

Herefter fokuserede jeg al min markedsføring på LinkedIn. Jeg fandt også ud af, at jeg var nødt til at snyde lidt. At betale LinkedIn for at reklamere for en bog til ti dollar ville aldrig kunne løbe rundt, og at hacke algoritmen til at skubbe mit indhold ind i mine potentielle læseres home feed ville heller ikke fungere. En [video](https://tbkconsult.com/what_i_learned_from_writing_over_200_articles_on_linkedin/), hvor en hjort i nød bliver reddet, kan sagtens gå viralt og få tusindvis af likes. Tips til at opbygge en produktiv forhandlerkanal i softwareindustrien kan ikke. Sådan var forholdene på de sociale medier i 2015, og de har ikke ændret sig.

# Personlige beskeder

I stedet begyndte jeg at udvide mit 1st level netværk med personer indenfor bogens målgruppe. Da den var næsten klar til udgivelse, havde jeg tæt på 5.000 relevante connections.

[![](https://www.hpbech.dk/wp-content/uploads/step_6_no_text-300x262-1.png)](https://www.hpbech.dk/wp-content/uploads/step_6_no_text-300x262-1.png)Du kan sende personlige beskeder til dine 1st level connections gennem LinkedIn, hvilket jeg gjorde. Jeg tilbød dem en gratis Kindle-version af bogen. Hvis de svarede JA, hvilket var alt, hvad jeg bad om, returnerede jeg en kort besked med et link til siden, hvor de skulle indtaste deres e-mail. Hvis de tilmeldte sig inden en bestemt dato (som var min planlagte udgivelsesdato), ville jeg give dem besked, når tiden for at downloade deres gratis kopi var inde. Da der var 1.000 e-mails på listen, stoppede jeg den personlige DM-aktivitet.

På dagen, hvor bogen udkom, gik mailen ud til listen med et link til Amazon-siden, hvor Kindle-versionen var tilgængelig gratis i en uge. Den trykte version af bogen kunne i samme periode fås til halv pris.

Inden jeg afslører resultaterne af kampagnen, vil jeg dele nogle interessante observationer fra denne personlige-besked-aktivitet.

# Brug af personlige beskeder til salgsformål

Det er en udbredt holdning, at du ikke skal bruge personlige beskeder på LinkedIn til at sælge noget. Det tænder folk af. Jeg tilslutter mig den opfattelse. Udsendelse af salgsfremmende meddelelser via LinkedIn kan også være i strid med lokale spam-regler, omend det er lidt af en gråzone.

[![](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)Jeg mistede dog kun 18 connections under min DM-kampagne ud af de 4.500, jeg nåede at sende til. Det var under en halv procent. De blev måske fornærmede over at blive kontaktet direkte eller fandt gaven irrelevant. Jeg havde ingen problemer med at se dem gå. Det var en klar win-win. Og at få 1.000 tilmeldinger ud af de 4.500 beskeder var jeg ganske godt tilfreds med.

Min konklusion om at bruge personlige beskeder til salgsformål er, at det kommer an på tilbuddets relevans og karakter. Jeg tilbød et gratis eksemplar af en bog, der var relevant for de fleste. Ingen bindinger. Jeg bad ikke om noget til gengæld. Jeg understregede endda, at e-maillisten ville blive slettet, efter at de havde modtaget meddelelse og mulighed for download. Tilmeldingsproceduren krævede endog dobbelt opt-in.

Det ser ud til, at hvis budskabet er relevant, du tilbyder noget, der har ægte værdi og ikke beder om noget til gengæld, så vil de fleste af dine connections reagere positivt. I dette tilfælde behøvede de kun at svare JA. De, der gjorde det, modtog en kort besked med et link til tilmeldingssiden. Konverteringsraten fra JA til e-mail var tæt på 80 procent!

# En øjeblikkelig bestseller

[![](https://www.hpbech.dk/wp-content/uploads/amazon-best-selling-book-291x300-1.jpg)](https://www.hpbech.dk/wp-content/uploads/amazon-best-selling-book-291x300-1.jpg)Ud af de 1.000 e-mails på listen benyttede lidt over 500 sig af tilbuddet. Omtrent 400 downloadede Kindle-versionen, og lidt over 100 købte den trykte version til den reducerede pris. Inden for den første uge skubbede denne aktivitet bogen op på førstepladsen blandt nye udgivelser og hjalp med at gøre den #1 i sin kategori den følgende uge. Bogen blev med andre ord en øjeblikkelig bestseller!

Jeg begyndte at modtage personlige beskeder fra læserne, og nu bad jeg dem om at bedømme bogen og skrive en kort anmeldelse. Hvilket mange af dem gjorde.

# Det, der virker for mig, virker måske ikke for dig

I 2019 nåede jeg det [maksimale antal af connections](https://tbkconsult.com/reaching-the-30000-connections-limit-on-linkedin-now-what/) som LinkedIn tillader. Det er 30.000. At have så mange connections giver god mening, når du sælger bøger for ti dollars pr. styk til et marked med millioner af potentielle læsere.

Jeg poster også jævnligt på LinkedIn, Twitter og Facebook, men du ville blive overrasket over at se, hvor [lidt ](https://tbkconsult.com/what_i_learned_from_writing_over_200_articles_on_linkedin)[engagement](https://tbkconsult.com/what_i_learned_from_writing_over_200_articles_on_linkedin) mine indlæg opnår. Meget få likes og næsten ingen kommentarer. Men det er okay. Jeg sælger bøger hver dag og er overbevist om på, at der eksisterer en sammenhæng (selvom jeg ved, at korrelation ikke beviser årsag).

Fra tid til anden kører jeg en direkte besked-aktivitet (med et unilateralt tilbud) og ser en stigning i bogsalget. Jeg mister for tiden omkring 0,5 % af mine connections under den type kampagner, men det er fint. Det frigør plads til nye, bedre kvalificerede og mere aktive connections.

Der er masser af generelle råd på LinkedIn om hvordan platformen bør benyttes. Dem ignorerer jeg for det meste. Hvad, der virker og hvad der ikke virker, afhænger af, hvilken type virksomhed du driver, og hvad du ønsker at opnå.

Hvis dine potentielle kunder er på platformen, og du ønsker at udnytte den med henblik på leadgenerering, så bør du investere i en LinkedIn-coach til at hjælpe dig med at analysere dine muligheder, definere en strategi, opsætte en handlingsplan og føre den ud i livet. Det kræver forberedelse, tålmodighed og vedholdenhed.

[![](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)Igen, når jeg tilbyder et produkt til ti dollar, kan jeg ikke retfærdiggøre at undersøge hver enkelt connections situation. Jeg må klare mig med de generiske segmenteringskriterier, som LinkedIn Sales Navigator tilbyder.

Hvis nogen arbejder med forretningsudvikling, marketing, salgsudvikling, salg eller kundesucces inden for informationsteknologi eller computersoftware, så er mine skriverier relevante. Hvis de har internationale aktiviteter eller ambitioner og bruger en indirekte go-to-market tilgang, så er jeg direkte svær at komme udenom. At købe en bog til ti dollar er en simpel personlig beslutning, der kan træffes når som helst. Derfor virker min metode.

Hvis du derimod sælger strategiske, branchespecifikke og kundetilpassede løsninger til mange millioner gennem en forhandlerkanal, skal der anvendes en hel anden tilgang. Her skal du skal oprette et Sales Navigator-abonnement og bruge meget mere tid på den enkelte connection. Du skal sikkert også have mange andre værktøjer i brug for at finde de kundeemner, der kan investere i nærmeste fremtid og kortlægge hvilke personer du skal have i tale for at du kan komme i betragtning som leverandør.

Det bliver emmet for en anden artikel en anden dag.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, social media

---

### [Otte spørgsmål vedrørende global ekspansion i softwareindustrien](https://hpbech.com/da/otte-spoergsmaal-vedroerende-global-ekspansion-i-softwareindustrien/)

**Published:** February 2, 2023
**Author:** Hans Peter Bech

**Excerpt:** Softwarevirksomheder er lettere at internationalisere, fordi deres produkter er digitale.

**Content:**

---

> *Jeg anbefaler at softwarevirksomheder bruger mere tid på at tænke, undersøge og planlægge, inden de sætter internationale projekter i søen. Og når de sætter dem i gang, vil jeg anbefale dem at betragte det som et eksperiment snarere end den endelige nedtælling til en hole-in-one begivenhed.*

---

I projekter der skal føre til international ekspansion, begås de samme fejl desværre igen og igen.

Mange tror, måske inspireret af avisernes erhvervstillæg, at global ekspansion alene er en finansieringsudfordring. Hvis du har et stort budget, kan du lave store ting og få hurtig succes. Du kan også vinde i Lotto, men statistisk set er tab det mest sandsynlige udfald. Det samme sandsynlighedsscenarie gælder for venture-finansiering.

Penge alene er ikke svaret.

Det er altid billigt at lægge en plan, og det er altid dyrt at udføre den (planning is cheap and execution is expensive).

## **Going Global on a Shoestring**

 [![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)Den 1. september 2020 udgav vi (TBK Publishing®) bogen *[Going Global on a Shoestring](https://tales.dk/soeg/?text=Going+Global+on+a+Shoestring)*. I dette indlæg har jeg samlet svar på de otte spørgsmål potentielle læsere oftest stiller os.

1. Hvad handler bogen om?
2. Hvem er bogen skrevet for?
3. Hvorfor er der et behov for sådan en bog?
4. Hvad er bogens hovedbudskaber?
5. Hvad kan læseren lære af bogen?
6. Hvorfor er der et behov for sådan en bog lige nu?
7. Der er ikke to virksomheder der er ens. Findes der virkelig en metode til at skabe international succes?
8. Hvorfor fokuserer bogen på software?
 
## **Hvad handler bogen om?**

 [![](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)Bogen handler om, hvordan man tiltrækker *de første kunder* i udlandet, når man har et godt produkt og kun et lille budget.

Det er altså en bog om d*e første vigtige skridt* på en rejse, der nok senere skal føre meget videre. Men for de fleste virksomheder er det at få de første 10 til 50 kunder et helt andet projekt end at få de næste 100 eller 1.000.

Så bogen handler om hvordan man kommer i gang med internationale aktiviteter uden at satse hele butikken og tabe alt det, man allerede har skabt. Store virksomheder har råd til at begå store fejl; små virksomheder har ikke.

Bogen beskriver en simpel model for, hvordan man ret enkelt kan designe sin internationale go-to-market strategi og teste om den virker, fremfor at investere i den store strategi, der med et slag skal gøre virksomheden til global markedsleder. At starte og at skalere er nemlig meget ofte to helt forskellige opgaver.

## **Hvem er bogen skrevet for?**

Den ideelle læser er enhver i det lille B2B-softwarefirma, der arbejder med international forretningsudvikling, marketing, salgsudvikling, salg og kundesucces.

Med *lille* mener jeg op til omkring 200 medarbejdere. Det betyder ikke, at virksomheder med flere medarbejdere ikke kan få noget ud af at læse bogen. Det betyder kun at jeg har målrettet indholdet til virksomheder med små teams og små budgetter.

Med *B2B-software* mener jeg software, der sælges til virksomheder uanset licensformat. I bogen diskuterer jeg implikationen af ​​den aktuelle transformation fra forudbetalte licenser til Cloud-baseret Software as a Service betalt som et løbende abonnement. Principperne i bogen påvirkes ikke af licensformatet, men de fleste B2B-softwarevirksomheder, der i dag skal ud på den internationale rejse, tilbyder et Cloud-baseret SaaS-abonnement.

Når jeg siger *enhver*, mener jeg de der arbejder med at designe den globale go-to-market strategi såvel som de der skal implementere og udføre den. I små virksomheder er der ofte et betydeligt overlap mellem de to funktioner.

Når jeg siger *enhver, der arbejder med international forretningsudvikling*, må jeg understrege, at bogen som sagt primært handler om at komme i gang. Imidlertid kan virksomheder, der allerede er begyndt, men som står over for uventede udfordringer, også have gavn af bogen. Måske kan selv virksomheder, der er godt i gang og har succes, finde ideer der kan øge tempoet.

## **Hvorfor er der behov for sådan en bog?**

 [![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)Jeg har skrevet bogen, fordi jeg oplever, at mange har store udfordringer med international vækst, og fordi jeg har erfaring med og indsigt i at løse opgaven.

Jeg vil gerne hjælpe små B2B-softwarevirksomheder med at finde måder at tilpasse og få deres forretningsmodel til at fungere på udenlandske markeder. Danmark udgør under en halv procent af verdensmarkedet, så vejen til langsigtet vækst og styrket konkurrencedygtighed krydser meget hurtigt grænsen.

Selvom det er ekstremt attraktivt at få adgang til internationale markeder og det vil øge værdien af ​​ethvert softwarefirma, der lykkes med det, så er det sandsynligvis også det mest udfordrende skridt, en virksomhed kan tage. Lige så vanskeligt som at få butikken startet i første omgang. Især hvis man har et stramt budget.

Selvom medierne gerne skriver historier om virksomheder, der skaffer penge fra eksterne investorer til at finansiere deres internationale ekspansion, så vælger de fleste ikke den vej. Det er et forvrænget billede. De fleste virksomheder bootstrapper. De finansierer rejsen med egne midler.

De foretrækker at vokse organisk og vente med en kapitaltilførsel eller et helt eller delvist salg, indtil de har dokumenteret, at deres forretningsmodel med stor sandsynlighed kan skalere internationalt. Det er ikke min opgave, at bedømme, hvornår du skal lukke eksterne investorer ind og lade dig udvande. Det er altid en afvejning mellem frihed, værdiansættelse og acceleration. Det er blot min oplevelse, at langt størstedelen af ​​B2B-softwarevirksomheders grundlæggere af hensyn til en mere attraktiv valuering, foretrækker at vente til de kan dokumentere det internationale potentiale.

At blive venture-finansieret er ingen garanti for succes. Det betyder at du har råd til at lave større og dyrere fejl. Og det er præcis, hvad der ofte sker. Ni ud af ti virksomheder bruger pengene og opnår ikke den succes, de håbede på. Så skal der enten tilføres mere kapital, eller også skal der skæres ned. Begge scenarier er sjældent morsomme.

## **Hvad er bogens hovedbudskaber?**

 [![](https://hpbech.com/wp-content/uploads/Friendly-thief-1.png)](https://hpbech.com/wp-content/uploads/Friendly-thief-1.png)Der er to markant forskellige måder at gå til markedet på:

1. Den fysiske
2. Den virtuelle
 
Bogen hjælper dig med at analysere og beslutte, hvilken vej du kan og bør tage.

**Den fysiske tilgang** betyder at du skal mødes fysisk med dine kunder under salgsprocessen og sandsynligvis også under implementerings- og supportprocessen. Det er en forventning og et krav som dine kunder har.

**Den virtuelle tilgang** betyder at dine kunder har ikke noget behov eller ønske om at møde dig fysisk for at træffe en købsbeslutning, og der er heller ikke noget behov for at være fysisk tilstede for at få løsningen implementeret.

At forstå om du hører hjemme i den ene eller en anden den ene kategori, er afgørene for, hvordan du definerer og optimerer din forretningsmodel.

Det næste spørgsmål du skal forholde dig til er om du kan fylde din pipeline og nå dine omsætningsmål med kunder, der finder dig, eller om du har brug for selv at identificere og kontakte potentielle kunder. Forretningsmodellerne for disse to scenarier er også helt forskellige.

 [![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Bogen hjælper dig med at besvare spørgsmålene og giver derefter de strategimuligheder, du har i hver situation.

Endelig beskriver bogen betydningen af den menneskelige dimension. På trods af alle tilgængelige teorier for forretningsudvikling, såsom loven om diffusion af innovation, red/blue oceans og Osterwalders forretningsmodel, så er den mest kritiske ressource de mennesker, du ansætter eller engagerer.

Enkeltpersoner har en afgørende indflydelse på, om din plan vil lykkes eller ej. Især for den lille butik. Den begrundelse, jeg oftest hører om kuldsejlede projekter, er denne: “Vi fik sat de forkerte folk på projektet.”

Jeg er med på, at det kan være en dårlig undskyldning for mangel på ledelse og dømmekraft, men det er afgørende at finde, rekruttere og lede det forretningsudviklingsteam, der skal lægge og gennemføre de internationale ekspansionsplaner.

I bogen diskuterer jeg, hvad forretningsudviklere laver, hvordan de ser ud, hvordan du finder dem, hvordan du får dem om bord og hvordan du holder på dem.

## **Hvad kan læseren lære af bogen?**

 [![](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations-300x243.png)](https://hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)Som læser vil du vil stifte bekendtskab med The Law of Diffusion of Innovation, om den gælder i din situation, og hvad du i givet fald kan gøre ved det.

Læseren lærer hvordan man bruger Osterwalders forretningsmodel og dens design space til at vælge blandt de internationale markeder og finde ud af hvordan man kommer i gang. Læseren vil lære at bruge de sociale medier, specielt LinkedIn, til at nå sin målgruppe, og hvad der kræves for at blive en autoritet, en thought leader, inden for sit område. Hun vil lære, at det er meget bedre at tænke sig godt om og teste omhyggeligt i lille målestok end at kaste store penge efter en forkromet strategi og plan.

Generelt håber jeg at bogen vil hjælpe læseren med at forstå sin egen situation i en global sammenhæng og få overblik over de strategier, der er til rådighed, de aktiviteter, der skal udføres, de ressourcer der kræves og de resultater man kan forvente at opnå. Det vil forhåbentligt fremskynde læserens indlæringskurve og måske skære et eller to år af internationaliseringsprocessen.

## **Hvorfor er der et behov for bogen lige nu?**

 [![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)](https://hpbech.com/wp-content/uploads/Global-planning-1.png)Måske på grund af mediernes erhvervssektioner har mange fået den opfattelse at internationalisering primært er en finansieringsudfordring. De tror at hvis du har et stort budget, så kan du lave store ting og få succes hurtigere. Du kan også vinde i Lotto, men statistisk set er det mest sandsynligt at du taber.

Den samme statistik gælder for venture-finansiering.

Penge alene er ikke svaret, og jeg havde lyst til at skrive en bog, hvor vi tog pengene ud af ligningen. Det er billigt at lægge en plan, og den er altid dyr at gennemføre. Jeg tror ​​at små virksomheder bør bruge mere tid på at tænke, undersøge og planlægge, inden de skrider til handling. Og når de handler, vil jeg anbefale at de tænker på det som et eksperiment snarere end den endelige nedtælling til en hole-in-one begivenhed.

Bogen handler om at komme i gang; den handler om at lære at mestre at gå, før du forsøger at spurte.

Selvom vi, der har et iværksættertemperament, alle foretrækker at komme hurtigt ud over stepperne, har vi en tendens til at glemme, at man ikke kan lære at cykle ved at kigge på PowerPoints på et seminar. Det kræver at det ikke går for hurtigt i starten og at de mange fejl, man begår, ikke får fatale konsekvenser.

Min bog imødekommer behovet for praktisk inspiration og inkluderer cases, der hjælper læseren med at afdække, hvad hendes muligheder er, og hvordan hun kan prøve dem af uden at sætte hele virksomhedens egenkapital på spil.

## **Der er ikke to virksomheder, der er ens.** 

Findes der virkelig en metode til at skabe succes?

Svaret er nej.

Der findes ikke nogen opskrift på succes.

Og i modsætning til mange andre forretningsbøger hævder eller foregiver min bog i det mindste heller ikke at indeholde en sådan opskrift.

 [![](https://hpbech.com/wp-content/uploads/Working-with-the-canvas-300x205.png)](https://hpbech.com/wp-content/uploads/Working-with-the-canvas.png)Loven om diffusion af innovationer og Osterwalders forretningsmodel er tilsammen enkle og fremragende værktøjer til at analysere og forstå sin egen situation og identificere sine realistiske muligheder.

Alene det er et bedre udgangspunkt, end de fleste virksomheder har i dag. Det hjælper dig med at fravælge de strategier, der sandsynligvis ikke vil kunne fungere for dig og konkretisere dem der måtte.

Bogen forklarer hvordan du bruger værktøjerne i praksis, hvilket vil spare dig for mange timers læsning og efterfølgende fejl.

Bogen hjælper læseren med at beslutte, hvor moden virksomhedens value proposition er på de internationale markeder. Er opgaven forretningsudvikling eller skalering? Din tilgang til at vinde kunder i udlandet er helt forskellige i de to situationer. Mange virksomheder bliver overraskede, når de finder ud af, at deres hjemmemarkedsmodel ikke kan replikeres i andre lande. Det er bedre at finde ud af det, inden man har investeret millioner i et fejlslagent projekt.

Bogen giver en metode til at få adgang til et nyt marked og finde ud af, om du har brug for at gennemgå en forretningsudviklingsfase, før du kan designe en traditionel markedsførings- og salgstilgang. Alene den afklaring kan spare virksomheden mange problemer og penge.

## **Hvorfor fokuserer bogen på software?**

 [![](https://hpbech.com/wp-content/uploads/Collaboration.png)](https://hpbech.com/wp-content/uploads/Collaboration.png)Principperne i bogen gælder for alle virksomheder; softwareindustrien er dog forskellig på to hovedområder.

De er lettere at internationalisere, fordi deres produkter er digitale. Når det kommer til etablering af internationale forsyningskæder, er softwareindustrien ret unik. Du behøver ikke at bygge fabrikker, lagre og værksteder. Du har ikke brug for en flåde af køretøjer og teknikere til at servicere dine kunder. I nogle tilfælde skal du køre workshops og implementeringsarbejde på stedet, men for det meste kan du gøre det virtuelt. At få og betjene kunder i andre lande kan ofte opnås med minimale ekstraomkostninger, hvilket gør det dækningsbidrag, du kan generere meget attraktivt. Ved at fokusere på softwareindustrien kan jeg springe alle de problemer og udfordringer over, der ikke er relevante.

Alle softwarevirksomheder står til gengæld over for de udfordringer, der er forbundet med manglende observerbarhed (et fænomen, som jeg beskriver mere detaljeret i bogen). B2B-software er usynlig, hvilket gør det svært for kunderne hurtigt at forstå, hvad det er, hvad det gør, hvordan det fungerer og hvor hurtigt det kan implementeres og levere den værdi det lover.

Når du ikke er et etableret brand, og potentielle kunder ikke ved, hvad du laver, har du svært ved at få dit budskab ud, fordi et billede eller en kort video ikke fortæller historien. Det kræver ægte kreativitet at kommunikere din position og din value proposition. Bogen forklarer detaljeret, hvordan man kan løse det problem.

Download [en smagsprøve på bogen](https://tbkconsult.com/wp-content/uploads/2020/12/going-global-on-a-shoestring-sample.pdf).

**Categories:** Globalisation, Strategy

**Tags:** biznes

---

### [Internationale bestsellere - markedsføring 3](https://hpbech.com/international-bestsellers-marketing-3/)

**Published:** February 15, 2023
**Author:** Hans Peter Bech

**Excerpt:** Hermed den ottende artikel i serien om, hvordan jeg laver internationale bestsellere. Denne gang handler det om at komme godt fra start.

**Content:**

---

> Hermed den ottende artikel i serien om, hvordan jeg laver internationale bestsellere. Denne gang handler det om at komme godt fra start.

---

Artikel 1: [Min opskrift på internationale bestsellere](https://www.hpbech.dk/sadan-laver-du-internationale-bestsellere/)
Artikel 2: [De fire hovedaktiviteter](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)
Artikel 3: [Idé og tilblivelse](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)
Artikel 4: [Produktionen](https://www.hpbech.dk/internationale-bestsellere-produktionen/)
Artikel 5: [Distributionen](https://www.hpbech.dk/internationale-bestsellere-distribution/)
Artikel 6: [Markedsføring 1](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/)
Artikel 7: [Markedsføring 2](https://www.hpbech.dk/internationale-bestsellere-markedsfoering-1/)

Det nemmeste tidspunkt at komme på Amazons bestsellerlister er umiddelbart ved bogens udgivelse. Det er også det bedste tidspunkt, fordi bogen herefter har bestseller-prædikatet for evig tid.

Måden det gøres på er ret enkel.

[![](https://hpbech.com/wp-content/uploads/2015-12-15.jpg)](https://hpbech.com/wp-content/uploads/2015-12-15.jpg)*Building Successful Partner Channels* er nummer syv på bestsellerlisten.

I måneden op til udgivelsen opbygger jeg en liste med omkring 1.000 potentielle læsere. Når de på samme tid eller indenfor nogle få dage køber bogen, kan du næsten ikke undgå at ryge helt til tops.

På Amazon (og alle andre steder i øvrigt) udgiver man sine bøger indenfor nogle specifikke kategorier. De kategorier, jeg benytter, konkurrerer ikke med hverken Barack Obama eller Harry Potter. Gjorde de det, havde jeg næppe en chance.

I kategorierne *Global Marketing* og *Small Business & Entrepreneurship* udgives der ikke så mange bøger. På grund af gruppernes nichekarakter er salget i det hele taget meget beskedent. Med et salg på 500 til 1.000 eksemplarer på en uge, kan din bog godt nå helt til tops.

## Hvordan finder du 1.000 potentielle læsere?

Jeg starter nogle måneder inden udgivelsesdagen med at skrive til de af mine LinkedIn connections, der har karakteristika, der passer med bogens emne. Til at identificere de personer benytter jeg søgefunktionerne i LinkedIns Sales Navigator, der tilbyder flere søgekriterier end det gratis abonnement.

I beskeden jeg sender, tilbyder jeg et gratis eksemplar af Kindle-udgaven eller et eksemplar af den trykte udgave med en introduktionsrabat.

Mine beskeder er ultrakorte og indeholder ikke links. De kan læses på et splitsekund og skulle en modtager ønske at vide mere, så kan jeg altid sende et link til produktsiden.

De, der svarer bekræftende, og det er der cirka halvdelen, der gør, beder jeg nu om at skrive sig på en mailingliste. Til det formål bruger jeg [Mailerlite](https://www.mailerlite.com), hvor jeg har designet en særlig landing page, der har forbindelse til deres emailsystem.

Jeg bruger dobbelt opt-in. Det vil sige, at de efter at have tilføjet deres emailadresse får tilsendt en ny besked som de skal bekræfte.

Det er helt bevidst, at jeg lægger en del småforhindringer ind i processen. Jeg vil kun have seriøst interesserede læsere på listen ellers bliver den endelige konverteringsrate for lav.

Ved hjælp af [Dux-Soup](https://www.dux-soup.com/) sender jeg 200 beskeder om dagen, og når listen er på 1.000 personer stopper jeg.

Efter at bogen er uploadet til Amazon tilmelder jeg den [KDP Select ](https://kdp.amazon.com/en_US/select)programmet, hvilket muliggør, at jeg kan tilbyde Kindle-versionen gratis i op til en uge uden omkostninger for mig. Den trykte udgave sætter jeg til cirka 75% af normalprisen.

På selve udgivelsesdagen sender jeg en notifikation til de 1.000 personer på listen med besked om, at de skal gennemføre købet indenfor tre dage, hvis de vil gøre brug af tilbuddet.

Det gør omkring 80%, hvorefter bogen drøner ind på førstepladsen.

[![](https://hpbech.com/wp-content/uploads/No-1-in-new-release-1024x799.png)](https://hpbech.com/wp-content/uploads/No-1-in-new-release.png)Efter tilbudsperiodens udløb hæver jeg prisen til normalniveauet.

Er bogen god, vil den fortsætte med at sælge og vil på et tidspunkt passere de 5.000 kopier, der normalt karakteriserer en bestseller. Med min metode vil du længe inden kunne annoncere, at bogen ligger på førstepladsen.

Er det et forfængelighedshensyn? Nej, det er et marketing fif.

Det store flertal af læsere foretrækker at læse bøger, som andre også køber eller har købt. I det kæmpe udvalg af muligheder vil en bog, der ligger nummer et på salgslisten, automatisk sælge flere eksemplarer.

Sådan er det bare.

## Bring gryden i kog

Markedsføringen af bogen starter som omtalt tidligere mange måneder før udgivelsen, men den intensiveres i de sidste tre måneder før.

Jeg benytter fem sociale mediekanaler:

1. Min personlige [LinkedIn profil](https://www.linkedin.com/in/hanspeterbech/)
2. TBK Consults [LinkedIn firmapage](https://www.linkedin.com/company/tbk-consult)
3. TBK Consults [Facebook firmapage](https://www.facebook.com/TBK-Consult-ApS-142655162483847)
4. TBK Publishings [Facebook firmapage](https://www.facebook.com/TBKPublishing)
5. Min personlige [Twitterkonto](https://twitter.com/hpbech)

Via [Buffer](https://buffer.com) poster jeg som omtalt tidligere to gange om dagen på alle kanaler. De fleste af mine aktiviteter på de sociale medier er i denne periode centreret om bogen, hvor der bringes ud- og sammendrag.

Jeg kan se, at aktiviteterne driver trafik til bogens [landing page](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/), hvorfra nogle vælger at skrive sig på listen.

På dette sted vil jer gerne komme med en observation vedrørende de sociale medier.

Når du poster indhold, der ikke er direkte kontroversielt, og som ikke henvender sig til en meget bred målgruppe, så skal du ikke forvente, at det går viralt. Når kun få reagerer, vil de sociale mediers delingsalgoritmer undertrykke en videre udbredelse. Men selv en eksponering overfor nogle hundrede eller et par tusinde personer kan have værdi. Hvis du poster hyppigt akkumuleres der opmærksomhed.

Dit mål skal ikke være at få likes, kommentarer eller delinger. Dit mål skal være at sælge bøger. Sælger du bøger hver dag, så virker din markedsføring.

## Hold gryden i kog

I forbindelse med bogens udgivelse kommer der invitationer til at deltage i webinarer og podcasts. Så længe mine bidrag kan have bøgerne som udgangspunkt, giver jeg som udgangspunkt tilsagn om at deltage.

Forud for optagelserne sender jeg en liste med spørgsmål, som jeg foreslår, at intervieweren stiller. Det er spørgsmål, hvis svar jeg ved er relevante for min målgruppe. Herefter forbereder jeg mine svar, så jeg er sikker på, at vi kommer rundt om emnet, og at vi holder os indenfor det aftalte tidsrum.

Webinar på dansk om min bog Going Global on a ShoestringDet er interviewerne, der står for markedsføringen af deres udsendelser, men jeg er naturligvis også meget flittig til at dele indholdet på mine kanaler både før og efter, at det har fundet sted.

Herudover fortsætter jeg med at skrive om bogens emne i mange måneder og inkluderer links til bogens side på vores website eller direkte til Amazon eller Tales.

## Search Engine Optimization (SEO)

Salg af bøger drager fordel af det som forfatteren Chris Anderson kalder *[The Long Tail](https://www.wired.com/2004/10/tail/)*. Men kun når potentielle læsere kan finde dine bøger, har de mulighed for at købe dem.

Hvis du vil sikre dig, at dine bøger bliver eksponeret for målgruppen, skal du have en eller flere aktive former for repræsentationer på internettet. Tillige skal du være bevidst om, hvilke søgeord eller fraser dine potentielle læsere benytter, når de søger efter noget af det, dine bøger handler om.

[![](https://hpbech.com/wp-content/uploads/SEO-1024x558.jpg)](https://hpbech.com/wp-content/uploads/SEO.jpg)Den mest oplagte repræsentation er en hjemmeside, men du kan også vælge en side på Facebook, LinkedIn, Twitter, Instagram, Pinterest eller et andet sted, hvor mange af dine potentielle læsere færdes. Jeg har som omtalt tidligere tre websites, en LinkedIn profil og firmaside samt to Facebook sider. Faktisk har jeg fire Facebook sider, idet bogen*[ Fra Damgaard til Microsoft](https://www.facebook.com/damgaardbogen)* har sin egen side. Mine personlige Facebook profil benytter jeg ikke til marketingformål.

At blive fundet, når potentielle læsere søger på det du skriver om, er muligt, men det er et langt sejt træk.

I 2007 begyndte jeg at blogge (skrive artikler) og med tiden er det blevet til mere end 200 artikler på dansk og over 1.000 på engelsk. Derfor ligger jeg ret højt på søgemaskinernes resultatsider for mange af de centrale begreber, jeg skriver om. Vi har som resultat heraf omkring 4.000 unikke besøgende per måned. De læser i gennemsnit knap 4 sider hver og bliver i omkring et minut. Bounce raten, det vil sige besøgene, der hopper af med det samme, er under en procent.

At opnå den type status er et resultat af på den ene side produktion af indhold (artikler videoer, podcasts, illustrationer og tekster) som læserne finder værdifuldt, og på den anden side benyttelse af de tekniske værktøjer, der hjælper søgemaskinerne med at forstå, hvad dit indhold drejer sig om.

Jeg har valgt [Yoast](https://yoast.com) til at hjælpe mig med det tekniske og har deltaget i en del af deres kurser. Mine tre websites har Yoast Pro som SEO værktøj, hvilket både gør arbejdet nemmere, men også fungerer som en fin huskeliste for de ting man skal have med hver gang en artikel forberedes til publicering.

---

I [næste artikel](https://www.hpbech.dk/internationale-bestsellere-bogens-oekonomi/) gennemgår jeg økonomien i en udgivelse.

**Categories:** Blog, Book reviews, Business development, Globalisation, Strategy

**Tags:** bestseller, Publishing, SEO

---

### [Erfaringer med kunstig intelligens](https://hpbech.com/about-artificial-intelligence/)

**Published:** February 28, 2023
**Author:** Hans Peter Bech

**Excerpt:** At resultaterne fra et system, der benytter AI, ikke altid er korrekte, betyder ikke at det er uanvendeligt.

**Content:**

> At resultaterne fra et system, der benytter AI, ikke altid er korrekte, betyder ikke, at det er uanvendeligt.

---

Det var i 1980, at jeg første gang stødte på udtrykket kunstig intelligens (artificial intelligence).

[![](https://hpbech.com/wp-content/uploads/Control-Data-1.png)](https://hpbech.com/wp-content/uploads/Control-Data-1.png)Jeg var netop startet som salgstrainee i det danske datterselskab af Control Data Corporation (CDC). Efter et to-årigt uddannelsesforløb skulle jeg sælge firmaets mainframe computere, der på det tidspunkt var verdens kraftigste. (Det var de ikke, da jeg var færdig med min uddannelse, og så var der i øvrigt sket noget helt andet!)

Positionen som leder på markedet for supercomputere opnåede CDC allerede med lanceringen af System 6600 i 1963. Så stor var overraskelsen i branchen, at IBMs topchef Thomas Watson Jr. øjeblikkeligt skrev [et internt memo](https://www.computerhistory.org/revolution/supercomputers/10/33/62) til sin udviklingschef. Der gik da heller ikke lang tid, før IBM begyndte at tabe ordrer til det lille computerfirma fra Minneapolis. Kunderne havde brug for den ekstra regnekraft, og da kun CDC kun tilbyde den, ja, så fik de ordrerne.

[![](https://hpbech.com/wp-content/uploads/Control-Data.jpeg)](https://hpbech.com/wp-content/uploads/Control-Data.jpeg)CDC 6600Mange af kunderne ville nok have foretrukket at handle med IBM, der var mange gange større, men de havde altså ikke produktet. Og der var heller ikke noget undervejs fra IBM, der kunne måle sig med CDCs maskiner.

For at dæmme op for kundeflugten, annoncerede IBM imidlertid, at de snart ville lancere en computer, der var kraftigere end CDCs, og som var kompatibel med deres succesfulde System/360 maskiner.

Det virkede!

Mange kunder udsatte nu deres købsbeslutning, for lige at se hvad der kom fra IBM. Ordretilgangen til Control Data tyndede ud.

Men der kom ikke nogen maskine fra IBM. Annonceringen var en FUT-manøvre. Frygt.Usikkerhed.Tvivl.

Derfor anlagde Control Data sag mod IBM for unfair konkurrence.

IBM endte med at tilbyde et forlig, der den gang skønnedes at have en værdi på USD 80 millioner USD (svarer til USD 650 millioner eller DKK 4,5 milliarder i dagens penge), og det accepterede CDC. IBM blev altså ikke dømt for unfair konkurrence. De valgte at betale, hvad der i dag svarer til DKK 4,5 milliarder, for at undgå at en dommer eller en jury skulle komme til en konklusion på spørgsmålet.

## Og nu kommer vi til den kunstige intelligens

[![](https://hpbech.com/wp-content/uploads/Artificial-intelligence.jpg)](https://hpbech.com/wp-content/uploads/Artificial-intelligence.jpg)Som et led i sagsbehandlingen bad retten IBM om at udlevere en række interne dokumenter, som ville belyse, om firmaet kunne have haft en begrundet formodning om at ville være i stand til færdiggøre en computer som annonceret.

For at besværliggøre og fordyre arbejdet for Control Datas advokater afleverede IBM lastbiler fyldt med dokumenter. Så enorme var mængden af dokumenter, at Control Data ikke havde en kinamands chance for at bekoste advokaternes gennemgang.

I stedet benyttede Control Data OCR teknologi til at scanne dokumenterne, og de udviklede et program (AI), der kunne finde netop den kombination af informationer, som de skulle bruge i sagsfremstillingen. Det var kombinationen af scanning, lagring og søgning, der gjorde, at det lille Control Data var i stand til at gøre IBM bløde i knæene. Artificial Intelligence kaldte man teknologien, fordi den var i stand til at gøre noget, som ellers krævede en hær af mennesker.

Teknologien var så succesfuld, at IBM gjorde forliget med Control Data betinget af, at databasen med de mange dokumenter blev slettet. Programmet blev til produktet BASIS, som i mange år blev anvendt til fritekstsøgning på CDCs maskiner. Sletningen af databasen var i øvrigt til stor gene for andre lignende sager mod IBM, der på det tidspunkt var under forberedelse. Men hvad gør man ikke for et par milliarder.

## Research og skrivning

[![](https://hpbech.com/wp-content/uploads/ChatGPT.png)](https://hpbech.com/wp-content/uploads/ChatGPT.png)Så gik der vel 40 år, før jeg igen kom til at beskæftige mig med teknologien.

Ikke fordi AI forsvandt i mellemtiden. Jeg læste også af og til [bøger](https://www.hpbech.dk/kunstig-intelligens-et-middel-og-ikke-et-mal/) om emnet. Men det var faktisk først, da jeg skulle være redaktør på en bog om AI, at jeg måtte dykke ned i området igen. Da ChatGPT blev lanceret, begyndte jeg at eksperimentere med teknikken.

To aktiviteter fylder meget i de opgaver, jeg arbejder med: Research og skrivning.

Som mange andre har jeg siddet dagevis på Det Kongelige Bibliotek og gravet i gamle arkiver. Og jeg har brugt mange timer på at søge internettet tyndt fra en browser. Det er langsommeligt arbejde, og der skal sorteres meget slam fra, inden guldklumperne dukker op

### Er ChatGPT så det nye produktivitetsværktøj til factfinding?

Ja, det kan det godt være. I mange tilfælde giver ChatGPT et hurtigere svar end en søgning, der blot lister en række referencer.

Men, det er ikke altid, [svaret er rigtigt](https://www.newyorker.com/tech/annals-of-technology/chatgpt-is-a-blurry-jpeg-of-the-web). Hvis man arbejder med et nyt emne, hvor man er helt blank, kan det være svært at afgøre, om svaret er korrekt. Det er derfor en fordel, hvis man selv eller på anden vis kan validere et søgeresultat. Men det gælder vel for al research.

### Formulering af tekst

[![](https://hpbech.com/wp-content/uploads/Grammarly.png)](https://hpbech.com/wp-content/uploads/Grammarly.png)Min anden hovedopgave er formulering af tekst, og her er det specielt de engelske, hvor jeg godt kan bruge en hånd. Grammarly har indtil videre været den hjælpesomme coach.

ChatGPT, men også mange andre services tilbyder helt at omformulere tekster. Og det ser ud til at fungere. Du kan give maskinen en hurtig udgave af, hvad du gerne vil kommunikere, og ud kommer der flere forslag til, hvordan det kunne se ud på pænt engelsk. Heller ikke her er det perfekt, men det er ofte langt bedre end udgangspunktet.

Der findes også oversættelsestjenester, hvoraf de fleste nok kender Google Translate. Igen er det et acceptabelt udgangspunkt. For at teksterne ikke skal forstyrre læserens oplevelse af indholdet, kræver det dog en del manuel bearbejdning.

## Kunstig intelligens vil tage fejl

[![](https://hpbech.com/wp-content/uploads/Objectives-Portrait-1.png)](https://hpbech.com/wp-content/uploads/Objectives-Portrait-1.png)Nu kunne det på overskriften til dette afsnit lyde, som om kunstig intelligens altid vil tage fejl, men det er ikke tilfældet. Nogle gange vil den tage helt fejl, andre gange vil den blot ramme lidt ved siden af og ind i mellem vil den være spot on.

Hvor traditionel IT bygger på præcise instruktioner, så bygger AI på instruktioner **og** data. Traditionel IT giver præcise resultater. AI giver usikre resultater. Hvor usikre afhænger både af algoritmerne og af de data, som den benytter.

Når jeg sender et bilag til mit økonomisystem, så er det et AI-baseret program, der læser det og foreslår, hvordan det skal bogføres inklusive kreditor, dato, betalingsfrist, konto og beløb. AI’en gør en del af abejdet, men for det meste skal jeg lige justere et par ting.

[![](https://hpbech.com/wp-content/uploads/AI-on-stack-S.png)](https://hpbech.com/wp-content/uploads/AI-on-stack-S.png)Når jeg trykker “bogfør”, så er jeg til gengæld et hundrede procent sikker på, at det ryger ind på den rigtige kreditor, at momsen løftes over på købsmoms, at omkostningen placeres på den udgiftskonto, jeg har valgt, og at den ligger klar til udligning med betalingen i banken. Når jeg genererer en resultatrapport eller en balance, så ved jeg også med et hundrede procent sikkerhed at alle bogførte transaktioner er med. **Jeg kan stole 100% på systemet, fordi det ikke benytter AI.**

At resultaterne fra et system, der benytter AI, ikke altid er korrekte, betyder ikke at det er uanvendeligt. Så langt fra. Det betyder blot, at man skal vide, hvad man vil bruge det til, og hvordan man vil håndtere usikkerheden.

[Dan Rose Johansen](https://www.linkedin.com/in/dan-rose-johansen-57800430/) er forfatter til [en bog om kunstig intelligens](https://www.danrose.ai/book), der kommer til sommer. Jeg er bogens redaktør og udgiver. Det er vores ambition, at bogen skal hjælpe organistaioner og virksomheder med at anvende AI, de steder hvor det giver mening, så det ikke vælter budgettet og kan medvirke til at skabe en positiv forskel.

**Categories:** Blog, Business development, Society

**Tags:** Control Data, fixion_en

---

### [En roman kommer til verden](https://hpbech.com/a-novel-is-born/)

**Published:** March 7, 2023
**Author:** Hans Peter Bech

**Excerpt:** En erhvervsroman har hovedpersonens arbejdsliv som sit hovedspor. Alt det udenom indgår også i historien, men det er det erhvervsmæssige, som driver handlingen frem.

**Content:**



---

Du går med en historie i hovedet. Sågar en beretning fra det virkelige liv. Du fortæller brudstykker af den til dine nærmeste.

> *“Den historie skal du skrive ned og udgive,*” *siger de.*

Det vil du egentlig også gerne, men er det bare en af tusindvis andre gode historier, der findes derude? Er der en dybere mening, og er den værd at fortælle til nogen, du ikke kender?

Nogenlunde de spørgsmål baksede jeg med i mange år.

I stedet skrev jeg [fagbøger](https://tbkconsult.com/publishing/). På engelsk. Det blev en [gigantsucces](https://www.hpbech.dk/2020/10/06/sadan-laver-du-internationale-bestsellere/) og fik min lille konsulentbiks til at blomstre.

Og historien rumlede videre. I mit hoved.

([Klik her](https://hpbech.com/da/min-opskrift-paa-internationale-bestsellere/), hvis du vil læse om hvordan mine fagbøger bliver til.)

## Erhvervsbiografien

Jeg er fascineret af virkeligheden. Den viser sig på alle fronter altid at slå fantasien. Brutal. Smuk. Gribende. Sørgelig. Glædelig. Uforudsigelig. Menneskelig. Umenneskelig.

 [![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1.png)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1.png)Da jeg fik muligheden for at skrive en erhvervsbiografi om IT-firmaet Damgaard Data, greb jeg den. Målet var at fortælle historien om tiden, branchen og forretningen, og lade personerne træde en smule i baggrunden. Det er en svær balance, for det er mennesker, der driver virksomheder.

Ser man det lidt ovenfra, opdager man imidlertid, at der også er noget, som driver gæk med dem. Noget de ikke ser komme, og de slet ikke kan styre. Mægtige bølger de kan surfe elegant på eller som river dem omkuld.

Det gælder i særdeleshed i den globale IT-branche, hvor den teknologiske udvikling på få år kan fjerne fundamentet for selv store og veletablerede virksomheder, mens den samtidigt giver plads til helt nye.

Er det de dygtige, der klarer sig godt? Eller er det de heldige? Eller en blanding? Og i hvilket blandingsforhold?

Jeg har ikke svaret, men erhvervsbiografien *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* peger på, at det mest er det sidste, en blanding. Måske med en tendens til at held altid slår dygtighed. Dobbeltheld er noget der virkelig rykker. Læg lidt dygtighed og flid oveni, og så rykker det fra alt og alle.

Til dato er der solgt over 3.000 Damgaardbøger, og hver uge bestiller boghandlerne flere eksemplarer. Tilsyneladende er jeg ikke den eneste, der finder virkeligheden fascinerende.

## Autofiktion og erhvervsromaner

I mellemtiden voksede historien i mit hoved sig større og større. Som en slags graviditet. På et tidspunkt er der ingen vej tilbage, og du vil også gerne have det barn. Også selvom det gør ondt, medfører besvær og velvidende, at du måske bliver den eneste i verden der vil elske ungen.

Og nu er den der. Næsten.

 [![](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-full-spread-2-Small.png)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-full-spread-2-Small.png)Manuskriptudgave M2 er netop sendt til redaktøren. Klar til at blive flået fra hinanden. Det er jeg nødt til at forvente. Det er redaktørens opgave. Også selvom det kommer til at smerte.

Hvis du er nysgerrig på hvordan bogudgivelser fungerer i det 21. århundrede og gerne vil læse med i denne og kommende artikler om bogens tilblivelse, skal det nok lige understreges, at jeg skriver erhvervsromaner på et autofiktivt fundament.

En erhvervsroman har hovedpersonens arbejdsliv som sit hovedspor. Alt det udenom indgår også i historien, men det er det arbejdsmæssige som driver handlingen frem.

Autofiktion betyder, at forfatteren tager udgangspunkt i sine egne oplevelser. Det er et velkendt kneb, der sparer mange timers research. Det, man selv oplever, har de mange detaljer, der muliggør videreformidling i nuancerede og realistiske billeder.

Men autofiktion er ikke autobiografi.

Jeg havde en fest med at skrive historien om Damgaard og Navision, men jeg kan ikke forestille mig, at der skulle kunne komme en fest ud af at skrive min egen. Selvom jeg lever det liv jeg ønsker mig, så ser jeg ikke noget formål med at fortælle andre, hvordan det kom dertil. Til gengæld vil jeg gerne reflektere over mine oplevelser og trække nogle forhold frem, som jeg synes får alt for lidt opmærksomhed i den fremstilling af succes og det gode liv, som præger mediebilledet i vesten. Her er det kendisserne, storsvindlerne, konkursrytterne og multimilliardærerne, der løber med opmærksomheden. Og det fortjener de i reglen slet ikke.

Mine bøger skal hylde vandbærerne. Alle de der gør det godt for deres nærmeste. De hjælpsomme, omsorgsfulde og trofaste. De som erfarer, at det gode liv er lige her og nu og i al væsentlighed består i at følge sin intuition, gribe chancerne samtidigt med, at man opfører sig ordentligt og passer på de andre.

## Kunst og håndværk

At skrive og udgive en bog er ikke blot at forvandle tanker til ord. Det er en 1/4 kunst (eller kreativ udfoldelse) og 3/4 håndværk. I en serie af artikler, hvoraf den du læser lige nu, er den første, vil jeg fortælle, hvordan min proces ser ud. Den er nemlig langt mere omfattende, end de fleste forestiller sig, når de står med den færdige bog i hånden.

[Næste artikel: Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

**Categories:** Book reviews, Business development

**Tags:** Publishing

---

### [20 års jubilæum: Da Microsoft købte Navision](https://hpbech.com/20th-anniversary-when-microsoft-bought-navision/)

**Published:** March 8, 2023
**Author:** Hans Peter Bech

**Excerpt:** Navision er efter min mening fortsat et skoleeksempel på, hvordan man kan opbygge en global succesvirksomhed med base i Danmark. 

**Content:**

Det var den helt store nyhed i forsommeren 2002.

Microsoft havde afgivet bud på et køb af den danske teknologivirksomhed Navision. Over 10 milliarder kroner i cool cash var amerikanerne klar til at lægge på bordet for at indfri deres ambition om at få en position på det globale marked for ERP (Enterprise Resource Planning) software.

---

I kølvandet på dotcomboblens punktering i første halvdel af år 2000 var Navision et lille mirakel i en eller voldsomt ramponeret industri. Virksomheden beskæftigede godt 1.200 medarbejdere, omsatte for tæt på to milliarder kroner og havde en bundlinje på 400 millioner. De havde 2.000 forhandlere, over 100.000 kunder og var aktive i 30 lande.

[![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)Nyheden om opkøbet blev ikke modtaget [lige positivt](https://www.hpbech.dk/kunne-navision-vaere-forblevet-i-danske-haender/) alle vegne. Mange var kede af, at endnu en dansk succesvirksomhed skulle komme i udenlandske hænder. Det mønster gentog sig for ofte. Kvikke danskere omsatte en god idé til en driftig forretning, hvorefter kapitalstærke amerikanere købte den op og flyttede de bedste arbejdspladser væk.

Det kom også til at ske for Navision, men hvad var alternativerne?

# En vellykket fusion

I november 2000 meddelte firmaerne Damgaard og Navision Software, at de ville fusionere. De to virksomheder lavede i bund og grund det samme og benyttede også den samme kanalbaserede forretningsmodel. Sammen kunne de indadtil spare betydelige administrative omkostninger, og udadtil ville de stå langt stærkere. Som noget helt unikt var afstanden mellem virksomhedernes hovedkontorer, der lå i henholdsvis Birkerød og Vedbæk, mindre end 15 kilometer, hvilket gjorde specielt synergieffekterne meget nemmere at indkassere.

Nøjagtig samme dag, som bestyrelsen for den nyfusionerede virksomhed havde sit konstituerende møde, meddelte Microsoft, at de ville ind i markedet for ERP-software, og at de til en start havde købt ERP-virksomheden Great Plains. Det ændrede med et slag fuldstændigt konkurrencesituationen. Da Microsoft mindre end seks måneder senere uofficielt udsendte en føler, at de var interesserede i også at købe Navision, havde sidstnævnte nu reelt to muligheder: At få Microsoft med sig eller at få dem imod sig.

Ejerne, som også udgjorde topledelsen, valgte det første alternativ.

# Bill Gates og 9/11 kom i vejen.

Opkøbet gik i første omgang i vasken. Bill Gates synes det var en dårlig ide, hvilket trak forhandlingerne ud. Da terrorister den 11. september fløj ind i The World Trade Center i New York blev projektet helt annulleret.

Henvendelsen fra Microsoft tog Navisions bestyrelse på sengen. Den havde ikke fået etableret et solidt strategisk alternativ. Den fejl skulle ikke gentages, så da Microsoft i foråret 2002 henvendte sig igen, var man helt anderledes varmt klædt på. Derfor kunne forhandlingerne, der naturligvis havde mange dramatiske elementer, gennemføres forholdsvis hurtigt.

[![](https://hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small.jpg)](https://hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small.jpg)Preben Damgaard (t.v.) Doug Burgum og Jesper Balser (Foto: BJARKE ØRSTED/SCANPIX)Den 7. maj 2002 blev verdenspressen orienteret og den 22. august samme år blev Navisions aktier afnoteret på Københavns Fondsbørs. Samtidigt nedgraderede Microsoft selskabet fra et aktieselskab til et anpartsselskab.

# Fortsat meget at lære

Navision er efter min mening fortsat et skoleeksempel på, hvordan man kan opbygge en global succesvirksomhed med base i Danmark.

Fundamentet var gode produkter til et meget bredt marked. Afsætningsmodellen var indirekte, hvor produkterne muliggjorde en usædvanlig høj værdiskabelsesgrad. Når en forhandler solgte en løsning, var kun 10% af projektet software fra Navision. De øvrige 90% var serviceydelser samt software, hvor forhandlerne havde hele dækningsbidraget.

Det er værd at huske, at Navision i de første 16 år var to forskellige virksomheder. Damgaard, som indtil børsnoteringen i 1999 hed Damgaard Data var startet og blev drevet af Erik og Preben Damgaard. PC&C, der i 1995 skiftede navn til Navision Software, var startet af Jesper Balser, Peter Bang og Torben Vind. De to virksomheder, der lavede stort set de samme produkter, til stort set det samme market og benyttede stort den samme afsætningmodel, var vidt forskellige.

Kulturelt var de nærmest hinandens modsætninger.

Navision Software var akademisk grundige, forsigtige og omhyggelige. Beslutningsstrukturen i deres globale setup var meget decentraliseret. Damgaard var innovative, fandenivoldske og risikovillige. Deres beslutningsstruktur var centraliseret. Navision var store i udlandet. Damgaard var markedsleder i Danmark.

De forskellige kulturer tiltrak forskellige persontyper, og medarbejderne i de to virksomheder elskede hver især deres arbejdsplads. Det skabte selvsagt store udfordringer i en fusion, men konstruktionen med to sideordnede administrerende direktører, Preben Damgaard og Jesper Balser, en fra hver lejr, skulle vise sig som den lim, der kunne holde sammen på styrkerne. En sådan ordning skal man ifølge ledelseslærebøgerne undgå, men i det virkelige liv er der altid undtagelser fra reglerne.

Navision nåede da også at vise imponerende resultater inden Microsoft smed milliarderne på bordet.

———

Læs mere i erhvervsbiografien [*Fra Damgaard til Microsoft*](https://tales.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344), der i detaljer beskriver de to virksomheders udvikling fra starten i 1984 til salget til Microsoft i 2002.

---

Denne artikel blev bragt først på [Techsavvy](https://techsavvy.media/20-aar-siden-i-dag-historien-bag-microsofts-opkoeb-af-danske-navision/).

**Categories:** Blog, Business development, Globalisation, Strategy

**Tags:** biznes, Damgaard Data, Erik Damgaard, ERP

---

### [Sådan skriver du en god bog](https://hpbech.com/how-to-write-a-good-book/)

**Published:** March 14, 2023
**Author:** Hans Peter Bech

**Excerpt:** Har du kommercielle ambitioner med dit bogprojektet, skal du finde balancen mellem den historie, du gerne vil fortælle og den, som mange læsere gerne vil købe eller låne, for derefter at anbefale til andre. Netop læsernes anbefalingerne spiller i dag en helt afgørende rolle for salget.

**Content:**

---



---

## ![ ](https://hpbech.com/wp-content/uploads/9ksxb01veivp6y41uqc.png)En roman kommer til verden – del 2

> *Har du kommercielle ambitioner med dit bogprojektet, skal du finde balancen mellem den historie, du gerne vil fortælle, og den som mange læsere gerne vil købe eller låne, for derefter at anbefale til andre. Netop læsernes anbefalingerne spiller i dag en helt afgørende rolle for salget.*

---

   [![](https://hpbech.com/wp-content/uploads/Inferno-Dan-Brown-257x400.jpg)](https://hpbech.com/wp-content/uploads/Inferno-Dan-Brown.jpg)En bestseller med et dårligt plot, en forstillet handling, tyndt budskab og et kæmpe markedsføringsbudget.Dårlige bøger kan godt blive bestsellere, men det kræver, at forfatteren eller bogens tema er kendt i forvejen. Og at der er et stort marketingbudget.

Med et dårligt produkt og et beskedent budget kommer den ukendte debutforfatter sjældent langt.

Men et godt produkt er langt fra tilstrækkeligt. Det skal på trods af det begrænsede budget komme til de potentielle læseres eller lytteres kendskab.

I [denne serie af artikler](https://www.hpbech.dk/en-roman-kommer-til-verden/) giver jeg mit bud, hvordan du opnår begge dele. En god bog og en effektiv markedsføring, der tilsammen kan sikre et salg på minimum 3.000 eksemplarer.

Artiklerne er skrevet for dig, der vil både skrive og udgive bogen. Vælger du at forsøge at få et forlag til at udgive den, kommer der yderligere et par opgaver oveni. Du skal først finde de forlag, der passer bedst til din type historie. Dernæst skal du, såfremt det bliver aktuelt, forhandle en aftale. Hvordan du griber de opgaver an er ikke beskrevet.

---

# Den samlede proces

Den samlede proces, der skal omforme tanker i forfatterens hoved til sætninger foran læserens øjne eller oplæsning i hendes ører, kan med fordel betragtes i fem faser:

1. Formulering af idé og koncept (bogresumé)
2. Markedsføring
3. Udvikling af basismanuskript
4. Redaktion og korrektur
5. Udgivelse
 
I nærværende og kommende artikler vil jeg diskutere, hvordan du griber arbejdet med punkt 1 – konkretisering af din idé – an, og hvordan du fastholder den i en konceptbeskrivelse, der guider dig i det videre arbejde. I senere artikler vil jeg uddybe de fire andre faser også.

## Bogresuméet

 [![](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png) 

Jeg har mange ideer til bøger, jeg kunne tænke mig at skrive. De hvirvler rundt i mit hoved hele tiden. Når jeg på et tidspunkt beslutter hvilken idé, der skal realiseres, går jeg i gang med at skrive et [bogresumé](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/).

Det indeholder og præsenteres i følgende tolv afsnit:

1. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2. Formål
3. Sammenfatning
4. Målgruppe
5. Lignende bøger
6. Magneten
7. Manuskriptprocessen
8. Udgivelsesprocessen (produktion og distribution)
9. Markedsføring
10. Produktdetaljer (format, priser, ISBN og kategorier)
11. Tidsplan og økonomi
12. Om forfatteren
 
men afsnittene udarbejdes i en lidt anden rækkefølge.

## Produktdetaljer (format, priser, ISBN og kategorier)

Her vælger du bogens størrelse og i hvilke formater, den skal være tilgængelig (print, mobi og audio). Udtag ISBN numre til hvert format.

Vælg hvilke [BISAC kategorier](https://www.bisg.org/complete-bisac-subject-headings-list) og [Thema-grupper](https://www.danskeforlag.dk/kontrakter-og-ressourcer/ressourcer/metadata/thema/) bogen passer i.

## Formål

Beskrivelsen af bogens formål kan med fordel tage udgangspunkt i en karakteristik af den oplevelse, man ønsker at give læseren. Under læsningen og bagefter.

- Hvad vil du opnå med bogen?
- Hvad vil du fortælle læseren?
- Hvordan vil du fastholde hendes opmærksomhed?
- Hvad skal hun efterlades med, når sidste side er vendt?
 
Her er der ikke nogen egentlige begrænsninger, men har du kommercielle ambitioner, det vil sige ønske om et vist minimumssalg, så er det nok en god idé samtidigt at overveje hvilken type læsere, der kunne være interesseret i den oplevelse.

At finde balancen mellem det, du gerne vil skrive, og det tilstrækkeligt mange gerne vil læse, er den klassiske udfordring. Udgiver du på et eksternt forlag, vil du blive udfordret på netop den balance. Udgiver du selv, kan du være lidt mere afslappet, forudsat du kan bære omkostningerne og afdække risikoen ved et flop.

## Sammenfatning

Kan man lave en sammenfatning af en bog, der endnu ikke er skrevet?

Ja, det kan man sagtens, og det vil endda øge kvaliteten af slutproduktet markant.

Sammenfatningen er to til tre sider om persongalleriet, stederne og handlingen.
Under skrivningen kan bogen naturligvis stikke af i en helt anden retning, og så må sammenfatningen rettes til. At stoppe op og skrive en revideret sammenfatning, der tager udgangspunkt i bogens nye retning vil hjælpe projektet videre.

## Lignende bøger

[![](https://hpbech.com/wp-content/uploads/Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads/Target-audience.png)De fleste bøger ligner på et eller flere punkter andre. Forfattere læser typisk hundred gange mere end de skriver. Det er givende at læse bøger i samme genre og blive inspireret eller det modsatte.

Når du skal i gang med markedsføringen, kan du knytte annoncering til bøger i samme genre, der allerede sælger godt. Hvordan det gøres i praksis, kommer jeg tilbage til.

I bogresuméet lister du 5-6 bøger, der svarer til din egen. Skriver du på dansk, skal det være bøger, der er udgivet på eller oversat til samme sprog.

## Målgruppe

På første side i alle bøger om effektiv forretningsudvikling og markedsføring understreges det, at du skal vælge din målgruppe med omhu, og at du skal lære den godt at kende.

Det gælder også bøger.

Når du har kommercielle ambitioner, så skal målgruppeovervejelserne med lige fra starten. De skal først og fremmest påvirke produktet, så det bliver relevant for tilstrækkeligt mange. Dernæst skal målgruppen have karakteristika, som sikrer, at den kan identificeres. Desto bedre du kan beskrive målgruppen på søgbare kriterier, desto lettere bliver det at gøre dem bekendt med bogens eksistens før og efter udgivelsen.

## Titel, undertitel og omslag

Her redegør du for valg af titel og eventuel undertitel.

Titlen skal på samme tid fange læserens interesse og være rimeligt dækkende for indholdet. Den er bogens værditilbud, der skal sammenfattes i fem ord eller mindre. Gerne mindre.

På fagbøger er det en fordel at have en lidt længere undertitel, der hjælper potentielle læsere med at forstå om bogen er relevant for dem.

Uanset om du ændrer titlen undervejs, så er jeg overbevist om at, det gavner hele forløbet og det endelige resultat, at du overvejer værkets titel, inden du starter skrivningen.

Nu er vi nået så langt i afgrænsningen af bogen, at vi kan lave det først skud på et omslag.

 [![](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)I skivende stund er manuskriptet til ‘Applying Artificial Intelligence’ endnu ikke klar. Men omslaget er.Er det virkelig nødvendigt, når vi endnu ikke er begyndt på manuskriptet?

Ja, og det er der flere grunde til.

Markedsføringen, som starter længe inden bogen udkommer, kræver et omslag. Potentielle læsere skal fanges af bogens fysiske manifestation (som er virtuel!). Det er tusind gange nemmere at fange opmærksomhed med et billede af bogen end med en tekst, der beskriver den.

Den virtuelle manifestation vil også gøre det nemmere at rekruttere alfa- og betalæserne. Det kommer jeg tilbage til.

Det er de færreste forfattere, der kan designe et omslag, og selv de, der tror de kan, bør nok lade være.

Det koster penge.

Et godt omslag ligger på omkring kr. 5.000 plus moms. Skal du igennem flere forsøg, løber det op. Du kan benytte en designer i udlandet, hvor prisniveauet er omkring det halve af det danske. Så bliver der råd til lidt flere forsøg.

Der findes også andre metoder til omslagsdesign, som jeg kommer tilbage til.

Når du har fået lavet forside, ryg og bagside kan du simulere bogen i forskellige situationer. Jeg bruger en service, der hedder [PlaceIT](https://placeit.net/).

## Magneten

Udtrykket er en oversættelse af det engelske *The Hook*, og er en kort redegørelse for, hvad der skal få målgruppen til at fatte interesse for bogen. Du vil trække på formuleringerne i afsnittene formål og sammenfatning, men magneten er alene set med læserens øjne.

Magneten vil hjælpe dig med at formulere de budskaber, som markedsføringen kommer til at benytte sig af.

## Manuskriptprocessen

Du kan ikke skrive og udgive en god bog alene.

Hvor du skal bruge ekstern hjælp afhænger af dine interesser og kompetencer.

Overraskende mange bøger bliver skrevet af ghostwritere, fordi forfatterne med den gode historie ikke kan skrive eller vil bruge tid på det. Andre skal bruge en skrivecoach for at få det første manuskriptudkast i kassen. Andre igen kan klare det alene.

I dette afsnit beskriver du, hvordan du vil sikre et kvalitetsmanuskript. Der kommer meget mere herom i senere artikler.

## Udgivelsesprocessen (produktion og distribution)

I dette afsnit beskriver du, hvordan hvert bogformat skal produceres og distribueres.

Den øgede digitalisering har ændret udgivelsesprocessen for alle formaterne, og jeg vil i kommende artikler gennemgå processen for hver enkelt.

## Markedsføring

Når du har kommercielle ambitioner med bogen og ikke i forvejen er en kendt person, så er markedsføringen nok den allerstørste udfordring.

 [![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Mange fagbøger skrives af konsulenter og tjener i sig selv som markedsføringsinstrumenter. Her er målet ikke primært at sælge mange bøger, men af få flere og bedre betalte konsulentopgaver. Sådan startede jeg min forfatterkarriere og kan bekræfte, at metoden virker.

Med romaner eller fiktion er det helt anderledes.

Hvis salget af bogen alene bare skal kunne dække omkostninger til omslag, redaktion, korrektur og produktion skal den sælge minimum 300 styk. Investerer du i PR og marketing ryger nulpunktsomsætningen op på 5-600 eksemplarer. Først herefter er der penge til forfatteren.

Jeg tror, du vil bliver overrasket over, hvor få bøger der i Danmark sælger mere end 500 eksemplarer. Ikke fordi de er dårlige, men fordi kun få bliver opmærksomme på deres eksistens.

Hvis du ikke i forvejen er kendt og sidder på en stor pengekasse, så må du finde innovative måder at bringe bogen til læserens kendskab på. Det emne diskuterer jeg i mange flere detaljer i senere artikler.

## Tidsplan og økonomi

Med de ovennævnte overvejelser og beslutninger på plads kan du opstille en grov tidsplan og et budget for udgivelsen.

[**Næste Artikel: Bogens værditilbud**](https://www.hpbech.dk/bogens-vaerditilbud/)

**Tidligere artikler i denne serie:**

1. Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/).

**Categories:** Book reviews, Business development

**Tags:** Publishing

---

### [Bogens værditilbud](https://hpbech.com/the-books-value-proposition/)

**Published:** March 21, 2023
**Author:** Hans Peter Bech

**Excerpt:** I artikelserien forudsætter jeg, at du selv skriver og udgiver bogen. Benytter du i stedet et forlag og måske endda en ghostwriter, så gælder der andre vilkår.

**Content:**

## En roman kommer til verden – del 3

 ---

Hvor jeg i [den forrige artikel](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/) introducerede bogresuméet, skal vi i denne diskutere de første par afsnit i yderligere detaljer.

---

I artikelserien forudsætter jeg, at du selv skriver og udgiver bogen. Benytter du i stedet et forlag og måske endda en ghostwriter, så gælder der andre vilkår. Processerne er de samme, men ansvarsfordelingen mellem dig som forfatter og forlaget som rettighedshaver og udgiver vil give en anden arbejdsdeling og dynamik.

Jeg skriver også ude fra en forudsætning om, at du ønsker din bog skal blive en kommerciel succes. At den skal sælge mere end 3.000 eksemplarer.

Bogresuméet indeholder som beskrevet følgende tolv elementer:

1. [![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small-267x400.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)Titel, undertitel og omslag (bogens forside, ryg og bagside)
2. Formål
3. Sammenfatning
4. Målgruppe
5. Lignende bøger
6. Magneten
7. Manuskriptprocessen
8. Udgivelsesprocessen
9. Markedsføring
10. Produktdetaljer
11. Tidsplan og økonomi
12. Om forfatteren
 
men det udarbejdes i en anden rækkefølge:

## Produktdetaljer

     **Projektnavn** Henrik Bertelsen. En samtidskrønike om et liv i den globaliserede verden fra 1980 og til i dag.   **Titel** Balladen i Mekka   **Undertitel** \[under overvejelse\]   **Udgivelsesdato** 15. juni 2023 (forventet)   **Formater** Trykt hæftet bog. E-bog i mobi-format. Lydbog.   **Omslag** Omslag i farver, på 260g chromokarton, mat kachering uden flapper   **Trykning** Indhold i s/h på 80 gram Munken Cream   **Sidetal** 300 sider (ca. 75.000 ord) inklusive frontmatter og blanke sider.   **Forfatter** Hans Peter Bech   **Forlag** TBK Publishing®   **Distribution** DBK og Publizon   **ISBN** Tryk: 978-87-93116-57-3
E-bog: 978-87-93116-58-0
Audio: 978-87-93116-59-7   **Priser (inkl. moms):** Tryk: kr. 249,-
E-bog: kr. 199,-
Audio: kr. 249,-   **Format** Trim size: 155 \* 230mm
Spine: 18,8mm   **BISAC kategorier, Thema og varegruppe** FICTION/Biographical: FIC041000
BIOGRAPHY & AUTOBIOGRAPHY/Business: BIO003000
Themakoder: FC
Varegruppe: 591    Afsnittet med bogens produktdetaljer vises bedst i en tabel som ovenfor.

Informationerne er fra min kommende roman *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*, der er den først i en serie. Jeg opererer derfor også med en projektbeskrivelse.

Data på den trykte udgave er hentet fra [Bookbox](https://scandinavianbook.dk/bookbox/om-bookbox).

 [![](https://hpbech.com/wp-content/uploads/Bookbox.jpg)](https://hpbech.com/wp-content/uploads/Bookbox.jpg)Trim size er den trykte bogs fysiske dimensioner. Jeg foretrækker 155x230mm, hvilket ligger tæt på 6”x9”, som jeg benytter i udlandet.

Til den fysiske distribution i Danmark står valget mellem DBK og Dafolo. Jeg benytter DBK. E- og lydbøger distribueres via Publizon.

Jeg driver forlaget TBK Publishing® og har derfor min egen ISBN serie. Hvert format skal have sit eget ISBN.

Mine bøger ikke er specielt prisfølsomme, bilder jeg mig ind, og har derfor lagt dem på markedsstandarden. Det samme gælder boghandleravancen, som er sat til 35%. På [Bogportalen](https://www.bogportalen.dk) er det rabatkode P. Som udgangspunkt fravælger jeg returret. Aftaler jeg særlige kampagner med enkelte boghandlere eller bogkæder, kan både en højere rabat og returret komme på tale. Det vurdere jeg fra sag til sag.

Når du opretter bogen på Bogportalen kræver det yderligere informationer. Du kan downloade Dafolos brugervejledning ved [at klikke her](https://www.dafolo-lager.dk/dafololagerHotel/Brugervejledning_til_Bogportalen.dk.pdf). Du kan læse mere om metadata på din bog her: [Themakode](https://www.danskeforlag.dk/kontrakter-og-ressourcer/ressourcer/metadata/thema/) og [varegruppe](https://boghandlerforeningen.dk/wp-content/uploads/2016/07/varegrupper-november-2007-med-intro.pdf).

## Formål (værditilbuddet)

Når en virksomhed skal i gang med at udvikle et produkt, brugers der meget tid på at formulere værditilbuddet. Det er en beskrivelse, kvalitativ og kvantitativ, af den værdi, som produktet skaber for kunden. Typisk vil værditilbuddet rette sig mod behov, som kunden allerede har erkendt at have og kan genkende.

 ![](https://hpbech.com/wp-content/uploads/Value-Proposition-300x178.jpg)I dag gennemføres den øvelse i reglen inden produktudviklingen startes. Sådan var det ikke tidligere. Her var det ganske normalt, at udvikle produktet først og derefter bede marketingafdelingen om at udarbejde produktbeskrivelser og iværksætte kampagner. Metoden viste sig imidlertid at føre til for mange flops.

Beskrivelsen af produktet og værditilbuddet udabejdes i dag, *inden* udviklingen går i gang. Oplægget præsenteres herefter for potentielle kunder, så det kan vurderes i hvilket omfang, der er klangbund.

En bog med kommercielle ambitioner er et produkt, og skal derfor have et værditilbud. I bogresuméet er formål og målgruppe to forskellige afsnit. Da ethvert produkt har mere værdi for nogle typer kunder end for andre, udvikles de i praksis i vekselvirkning med hinanden.

Du kan starte med at spørge: Hvad skal læseren have ud af at læse min bog? Når du har fem til ti punkter, spørger du? Hvilken type læsere vil få mest værdi ud af de punkter? Beskrivelsen af værditilbud og målgruppe skal være så præcise og genkendelige som muligt.

Efter min mening er det en kæmpe fordel at have både formål (værditilbud) og målgruppe for øje, inden jeg begynder på manuskriptet. Det bevidste valg af personer, episoder, vinklinger og narrativ vil understøtte mit værditilbud. Hvis du vil vide mere om udvikling af værditilbuddet findes der mange artikler og videoer om emnet. Bogen *[Test dine idéer](https://tales.dk/test-dine-ideer_alexander-osterwalder_9788702296921)* af Alexander Osterwalder kan anbefales.

## Sammenfatning

Kan man lave en sammenfatning af en bog, der endnu ikke er skrevet?

 [![](https://hpbech.com/wp-content/uploads/Billboard-Balladen-i-Mekka-2-small.png)](https://hpbech.com/wp-content/uploads/Billboard-Balladen-i-Mekka-2-small.png) Fake it till you make it Ja, det kan man sagtens, og det vil endda øge kvaliteten af slutproduktet markant. Sammenfatningen er en kortere og eksternt orienteret udgave af bogens synopsis. Sammenfatningen er to til fem sider om persongalleriet, stederne, handlingen og budskabet.

Under skrivningen kan bogen naturligvis godt stikke af i en helt anden retning, og så må sammenfatningen, og måske alt andet i resuméet, rettes til. At stoppe op og revidere sammenfatningen, der tager udgangspunkt i bogens nye retning, vil hjælpe projektet videre.

Desto tidligere du retter til, desto større er sandsyndligheden for, at du rammer rigtigt til sidst. Det betyder også, at sammenfatningen måske skal revideres flere gange, men det er altid mere overkommeligt end at skulle skrive hele bogen om. Det gør de færreste. I stedet lever de med deres flop.

At bruge et par dage på at overveje og formulere projektets formål og indhold, for derefter at teste det på et udsnit af målgruppen (20-30 personer) er en god lakmustest. Lyt til deres spontane reaktioner. Sammenfatningen vil være en del af den pakke, som du bruger til at teste din bogidé af.

Yderligere justeringer kan komme på tale, hvis du bruger alfalæsere, redaktør og betalæsere. Det kommer jeg tilbage til.

[Næste artikel: Målgruppe](https://www.hpbech.dk/maalgruppe/)

---

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Målgruppe](https://hpbech.com/target-group/)

**Published:** March 28, 2023
**Author:** Hans Peter Bech

**Excerpt:** Du kan sikkert forestille dig den enorme fordel dine marketingtiltag kan få, når du kan identificere din målgruppe som navngivne enkeltindivider.

**Content:**



---

## En roman kommer til verden – del 4

I denne artikelserie forudsætter jeg, at du selv skriver og udgiver bogen. Benytter du i stedet et forlag og måske endda en ghostwriter, så gælder der andre vilkår. Processerne er de samme, men ansvarsfordelingen mellem dig som forfatter og forlaget som rettighedshaver og udgiver vil give en anden arbejdsdeling og dynamik.

Jeg skriver også ude fra en forudsætning om, at du ønsker, din bog skal blive en kommerciel succes. At den skal sælge mere end 3.000 eksemplarer. Og jeg formoder, at du ikke har et kæmpe budget.

Artiklerne starter med at beskrive, hvordan du udarbejder et resumé af din kommende bog, inden du skriver et eneste ord på manuskriptet.

---

 [![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)Resuméet indeholder følgende tolv elementer:

1. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2. Formål
3. Sammenfatning
4. Målgruppe
5. Lignende bøger
6. Magneten
7. Manuskriptprocessen
8. Udgivelsesprocessen
9. Markedsføring
10. Format, priser, ISBN og kategorier
11. Tidsplan og økonomi
12. Om forfatteren
 
I [forrige artikel](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/) diskuterede jeg punkt 10, 2 og 3. I denne artikel kigger jeg alene på målgruppen.

## Målgruppe

På første side i alle bøger om effektiv markedsføring understreges det, at du skal vælge din målgruppe med omhu, du skal lære den godt at kende, og du skal vide, hvor stor den er.

Det gælder også bøger.

Din bog henvender sig ikke til alle. Tror du den gør, kan jeg afsløre, at den ikke henvender sig til nogen overhovedet.

Målgrupper kan groft sagt beskrives ud fra to vinkler:

- Demografi
- Situation
 
**Demografivinklen** benytter kriterier som alder, køn, civilstand, stilling, antal børn, bopæl, uddannelse, indkomst, erhverv, interesser, læsevaner, rejsevaner og mange andre kriterier.

**Situationsvinklen** benytter alle andre kriterier, der både kan være permanente eller midlertidige. Det kan være jobskifte, skilsmisse, sorg, arbejdsløshed, utroskab eller andre forhold, som ikke kan læses i de demografiske data, men som påvirker et menneskes fokus.

Krydser du demografi med situation, kan du opnå et meget tæt sammenfald mellem det, du skriver, og noget læseren ønsker indsigt i eller oplevelse med.

 [![](https://hpbech.com/wp-content/uploads/Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads/Target-audience.png)## Hvem skal finde hvem?

For dig, der ikke i forvejen er et kendt navn eller sidder på et stort marketingbudget, vil det være gavnligt at vælge hvilket af følgende to udsagn, der som udgangspunkt passer bedst til din situation.

A. At læserne skal finde dig?
B. At du skal finde læserne?

Min egen forventning er altid, at det først er mig, der skal finde læserne. Når jeg ad den vej har nået et vist momentum (hvordan det gøres, kommer jeg tilbage til) vil flere og flere læsere finde mig.

I min definition af målgruppe, gør jeg derfor meget ud af at finde søgbare kriterier. Da jeg har valgt at skrive til et erhvervsinteresseret publikum, kan jeg benytte LinkedIn som min primære datakilde. Omkring 1,4 millioner danskere har en profil her, og jeg kan finde dem på en lang række kriterier.

Facebook er større, og har flere søgekriterier til rådighed. Til gengæld skal jeg betale, hvor gang jeg ønsker at bringe et budskab i deres feed.

## Genrelæsere som målgruppe

Hvis du vil skrive en kriminalroman, kan det være fristende at definere målgruppen som alle, der læser den type bøger. En biografi henvender sig så til alle, der læser biografier. Børnebøger henvender sig til voksne, der læser for børn.

Det er blot ikke målgrupper, der er så homogene, som de lyder, og så er de tilmed næsten umulige at identificere.

Det eneste område hvor det giver god mening at tænke i genrelæsere, er hvis du vil investere i marketingaktiviteter sammen med en bogportal. Her kan du eksponere din bog overfor læsere, der køber lignende bøger. Den mulighed kommer jeg tilbage til, når jeg diskuterer markedsføring.

## LinkedIn

Når 1,4 million voksne danskere har en profil på LinkedIn, så vil en store del af din målgruppe også være blandt dem.

 [![](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)Spørgsmålet er, hvilke søgekriterier du skal bruge for at identificere dem? Det næste spørgsmål, hvordan du får dem i tale, kommer jeg ind på under diskussionen af markedsføring.

Jeg indledte min karriere som forfatter med at skrive engelsksprogede fagbøger. Derfor tegnede jeg et abonnement på LinkedIn Sales Navigator, som giver mig adgang til et hav af søgekriterier og til at skrive personlige beskeder til hver enkelt.

Ifølge Danmarks Statistiks kulturvaneundersøgelse læser 66 procent af voksne danskere (over 20 år) romaner eller anden skønlitteratur. Krimigenren har med 34 procent fat i en stor del af befolkningen, men læsning af historiske romaner udviser den største vækst.

Serien om Henrik Bertelsen, der er en erhvervsrelateret samtidskrønike, henvender sig til en bred målgruppe. Jeg skønner, at omtrent halvdelen af de 66 procent, hvilket svarer til godt 1 million personer vil kunne være interesseret i emnet.

Mest relevant vil serien være for personer, der arbejder med eller har arbejdet med ledelse og afsætningsmæssige opgaver. I Danmark udgør den gruppe alene på LinkedIn cirka 750.000 personer. Hvis vi antager at 66% reglen gælder her også, så bliver det til knap ½ million personer, som jeg på LinkedIn kan finde navne og kontaktinformationer på.

Du kan sikkert forestille dig den enorme fordel dine marketingtiltag kan få, når du kan identificere din målgruppe som navngivne enkeltindivider.

## Anmeldere og bogblokkere

Når jeg i senere artikler diskuterer markedsføringen, vil jeg skrive meget mere om anmeldelser, men her vil jeg blot understrege at anmeldere, bogblokkere og andre influenter ikke er din målgruppe. Naturligvis vil du gerne have deres opmærksomhed, men det er ikke dem, der kommer til at købe 3.000 eksemplarer af din bog.

Der er meget stor forskel på de motiver, der skal få en anmelder til at investere i en anmeldelse af din bog og så de motiver, der skal få en læser til at købe den.

Anmeldere, bogblokkere og andre influenter er kommunikationskanaler. Hvordan du fanger deres interesse, kommer jeg tilbage til.

[Næste artikel: Magneten der tiltrækker læsere og anmledere](https://www.hpbech.dk/magneten-der-tiltraekker-laesere-og-anmeldere/)

---

## Tidligere artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2:[ Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Magneten der tiltrækker læsere og anmeldere](https://hpbech.com/the-magnet-that-attracts-readers-and-reviewers/)

**Published:** April 4, 2023
**Author:** Hans Peter Bech

**Excerpt:** Som ukendt forfatter er du også iværksætter. Dit produkt er bogen.

**Content:**

## En roman kommer til verden – del 5

I denne serie af artikler gennemgår jeg processen, jeg fulgte, og og overvejelserne jeg gjorde mig i forbindelse med skabelsen af min første roman, *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*.

Processen, der skulle omforme tankerne i mit hoved til sætninger foran læserens øjne eller oplæsning i hendes ører, opdelte jeg fra starten i fem hovedfaser:

- A. Formulering af idé og koncept (bogresumé)
- B. Markedsføring
- C. Udvikling af basismanuskript
- D. Redaktion og korrektur
- E. Udgivelse
 
I nærværende og tidligere artikel diskuterer jeg punkt A, hvordan jeg greb arbejdet med konkretisering af min idé an, og hvordan jeg fik fastholdt den i en konceptbeskrivelse, der guidede mig i det videre arbejde.

---

## Bogresuméet

Bogresuméet er ikke min opfindelse. Idéen fik jeg fra en agent i New York, som viste interesse for en af mine andre bøger. Vedkommende sendte mig de punkter, som jeg skulle uddybe. Det var en god øvelse, og jeg besluttede at benytte den for mine kommende bøger, før jeg gik i gang med manuskriptet.

 [![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume-Portrait-Female-Small.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume-Portrait-Female-Small.png)Min template indeholder nu følgende tolv elementer:

1. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2. Formål
3. Sammenfatning
4. Målgruppe
5. Lignende bøger
6. Magneten
7. Manuskriptprocessen
8. Udgivelsesprocessen
9. Markedsføring
10. Format, priser, ISBN og kategorier
11. Tidsplan og økonomi
12. Om forfatteren
 
I denne artikel gennemgår jeg punkt 5 og 6.

## Lignende bøger

Tricket med at relatere sit nye produkt til noget mange allerede kender i forvejen er meget anvendt blandt iværksættere. Som ukendt forfatter er du også iværksætter. Dit produkt er bogen.

Du kan således hjælpe både anmeldere og læsere ved at pege på kendte bøger og forfattere, som din bog ligner.

Et udsagn som “Min bog ligner Stine Pilgaards *[Meter i sekundet](https://www.saxo.com/dk/meter-i-sekundet_bog_9788743406709)*. Plot og handling er forskellig, men genren den samme” vil være en hurtigere og mere forståelig introduktion end en lang forklaring på, hvad din bog handler om.

“Min bog er en *[Carmen Curlers](https://www.dr.dk/drtv/serie/carmen-curlers_336307)*, der foregår i den globale IT-branche,” vil øjeblikkeligt give mening for mange potentielle læsere.

De fleste bøger ligner på et eller flere punkter andre. Forfattere læser typisk hundred gange mere end de skriver. Det er givende at læse bøger i samme genre og blive inspireret eller det modsatte.

Når du skal i gang med markedsføringen kan du knytte annoncering til bøger i samme genre der allerede siger godt. Hvordan det gøre i praksis, kommer jeg tilbage til.

I bogresuméet lister du 5-6 bøger, der svarer til din egen.

Der er mange bøger der ligner *Balladen i Mekka*. Ikke i plot og handling, men i genre og stil. Læsere af Ken Follett, Jan Guillou, Birgithe Kosovic og Tom Buk-Swienty vil finde serien om min hovedperson Henrik Bertelsen og hans samtid relevant og interessant. Også læsere der kunne lide Stine Pilgaards *Meter i sekundet* vil være oplagte for min roman. Carmen Curlers er også i samme boldgade.

## Magneten

 [![](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)Ved nærmere eftertanke burde overskrifterne være magneterne. I flertal.

Udtrykket er en oversættelse af det engelske The Hook, og er en kort redegørelse for, hvad der skal få målgruppen til at fatte interesse for bogen. Du vil trække på formuleringerne i afsnittene formål og sammenfatning, men magneten er alene set med læserens eller anmeldernes øjne.

Tænk på trailerne til film og TV-serier. Det er appetitvækkere, som skal lokke læserne og anmelderne til.

I praksis er der flere magneter. Hver af dem er på tre til ti linjers tekst, der fremhæver bogens stemning, højdepunkter, handling, persongalleri, lokaltioner eller andre forhold, som passer til den målgruppe, som de er rettet imod.

Du gør som følger:

- Skriv målgrupperne op på en liste og anfør deres væsentligste karaktertræk. Hvis du betragter hvert potentielt medie/anmelder som en målgruppe, så bliver det mere præcist.
- Skriv stikord om dig og bogen, som er relevante for hver målgruppe.
- Skriv stikordene ind i en sammenhængende tekst med det vigtigste for målgruppen først.
 
Specielt for medier og anmeldere kan det være forhold *omkring* bogen, der gør den relevant at skrive om. Hvis du er fra Horsens, kunne det være hovedvinklen for lokalbladene. Hvis handlingen foregår i Esbjerg, har du en magnet til det område. Har du skrevet dele af bogen på en café i Hillerød (det har jeg!), vil de måske holde et bogarrangement for dig. Er du oppe i årene, kunne du finde en magnet til Ældresagen.

Når du har formuleret magneterne, har du samtidigt det arsenal af tekster, som du skal bruge i din markedsføring.

[Næste artikel: Manuskriptet](https://www.hpbech.dk/manuskriptet/)

---

## Tidligere artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Manuskriptet](https://hpbech.com/da/manuskriptet-2/)

**Published:** April 11, 2023
**Author:** Hans Peter Bech

**Excerpt:** Fortællingen i mange bøger kører efter en kronologi. Den behøver ikke være lineær og successiv, men læseren skal altid vide, hvor hun er.

**Content:**

## En roman kommer til verden – del 6

I denne artikelserie giver jeg mit bud på, hvordan du forbereder, skriver og udgiver en bog på dansk, der bliver købt af minimum 3.000 læsere. Salget indbefatter trykte bøger, e-bøger og lydbøger. Hvorfor tallet er minimum 3.000, kommer jeg tilbage til i en senere artikel.

---

Den samlede proces, der skal omforme tanker i forfatterens hoved til sætninger foran så mange læsers øjne eller oplæsning i deres ører, har fem hovedfaser:

> - A. Formulering af idé og koncept (bogresumé)
> - B. Markedsføring
> - C. Udvikling af basismanuskript
> - D. Redaktion og korrektur
> - E. Udgivelse

I denne og tidligere artikler diskuterer jeg punkt A, det forberedende arbejde med formulering af idé og koncept, der munder ud i bogresuméet. De øvrige punkter kommer jeg tilbage til.

## Bogresuméet

 [![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-resume-portrait-male-small.png)Det er min overbevisning, at netop bogresuméet er nøglen til den gode bog, der kan nå ud til sin målgruppe. Det udarbejdes før, der er skrevet en linje i manuskriptet og indeholder følgende tolv elementer:

1. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2. Formål
3. Sammenfatning
4. Målgruppe
5. Lignende bøger
6. Magneten
7. Manuskriptprocessen
8. Udgivelsesprocessen
9. Markedsføring
10. Format, priser, ISBN og kategorier
11. Tidsplan og økonomi
12. Om forfatteren
 
I gennemgangen er vi nu nået til punkt 7, manuskriptprocessen.

## Manuskriptprocessen

I afsnittet om manuskriptprocessen beskriver du, hvordan du har tænkt dig at tilrettelægge arbejdet. Altså hvordan du vil bære dig ad med at bære dig ad. Det er helt bevidst, at jeg ikke benytter udtrykket “at skrive manuskriptet.” Processen indeholder i reglen mange andre opgaver.

Stephen King fortæller i sin selvbiografiske skrivevejledning, *[On Writing: A Memoir of the Craft](https://www.amazon.com/Writing-Memoir-Craft-Stephen-King-ebook/dp/B000FC0SIM/)*, at han i store træk blot sætter sig til tastaturet og skriver. Historien og karaktererne udvikler sig derfra. Han starter om morgenen, og først når han har skrevet et vist antal ord, går han en lang tur. (Den samme tur hver dag. Den tur hvor han på et tidspunkt blev kørt ned og hårdt kvæstet. En historie der pludselig fik ham selv som hovedpersonen.)

Jeg har læst mange af hans bøger. De er underholdende, men det er ikke den type bøger, jeg har lyst til at skrive. På den anden side kan jeg ikke afvise, at metoden i nogle situationer kan føre til en læseværdig bog.

For mit vedkommende er processen helt anderledes.

Den ser sådan ud:

 [![](https://hpbech.com/wp-content/uploads/Manuskriptet-1400x220.png)](https://hpbech.com/wp-content/uploads/Manuskriptet.png)Her kommer en kort beskrivelse af hvert trin. I senere artikler vil jeg uddybe, hvad der sker i hvert af dem.

### Research

 [![](https://www.hpbech.dk/wp-content/uploads/step_6_no_text-300x262-1.png)](https://www.hpbech.dk/wp-content/uploads/step_6_no_text-300x262-1.png)Både mine fagbøger og skønlitterære udgivelser kræver research. For mig virker det bedst, hvis jeg får færdiggjort den inden, jeg begynder på skrivningen.

Erhvervsbiografien *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* krævede mere end et hundrede interviews samt gennempløjning af talrige avis- og tidsskriftsartikler fra tiden før vi fik Infomedia. Researchfasen varede to år.

Selv om jeg bestræber mig på at gøre alt researcharbejdet først, kan det ikke undgås, at der dukker noget op undervejs. Men hovedparten finder sted, inden jeg går videre.

### Kronologi og disposition

Fortællingen i mange bøger kører efter en kronologi. Den behøver ikke være lineær og successiv, men læseren skal altid vide, hvor hun er. Det fungerer bedst for mig, hvis jeg har dokumenteret kronologien, før jeg skriver. Udarbejdelsen foregår dog ofte i vekselvirkning med researchen.

### Karakterer og steder

Hvilke personer og steder optræder i bogen, og hvad er deres karakteristika?

Jeg opretter en template i [Scrivener](https://www.literatureandlatte.com/scrivener/overview) og fylder den ud for alle personer og steder, som forekommer. Mere om Scrivener senere.

### Synopsis

Min synopsis er et kort resumé af indholdet i hvert kapitel og afsnit. Hvad skal kapitlet handle om, og hvad vil jeg fortælle? Altså udfærdiger jeg synopsis, inden jeg begynder på manuskriptet.

### Pov (point of view) og tid

 [![](https://hpbech.com/wp-content/uploads/Thinking.png)](https://hpbech.com/wp-content/uploads/Thinking.png)Hvem skal fortælle historien, og hvornår foregår den?

*[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* skrev jeg i tredje person. Det var helt oplagt, når jeg skulle fortælle om historiske begivenheder, jeg ikke selv var en del af. For at undgå bagkloge perspektiveringer valgte jeg at skrive den i historisk nutid. Skulle jeg gøre det om, ville jeg nok vælge datid og så blot undlade perspektiveringerne. Det er altså mere naturligt at skrive i datid om noget, der skete i fortiden.

Efter at have prøvet at fortælle historien om *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* i tredje person nutid, fandt jeg ud af, at det ikke virkede. Jeg opdagede det efter første kapitel og skrev det hele om til første person datid. Det fungerer langt bedre.

Hvert pov og tidsperspektiv har sine styrker og svagheder. Nogle gange må man prøve sig frem.

### Skrivning

Jeg arbejder i [Scrivener](https://www.literatureandlatte.com/scrivener/overview) og skal helst have lange sammenhængende tidsrum til det første udkast, som jeg kalder M1.

M1 skriver jeg alene – næsten uden bistand fra eksterne.

## Redaktion

Du kan ikke skrive en god bog alene. Den regel har måske undtagelser, men de er få.

For romanen *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* valgte jeg fra starten en redaktionsproces med seks hovedtrin.

 [![](https://hpbech.com/wp-content/uploads/Manuskriptproces-1400x313.png)](https://hpbech.com/wp-content/uploads/Manuskriptproces.png)De tre første kapitler, som jeg kaldte M0, skulle læses og kommenteres af fem testlæsere. Formålet var at afprøve om skrivestil, PoV og komposition fungerede. Specielt var der en række spring i tid – flashbacks – som jeg ville sikre mig blev forstået rigtigt. Kommentarerne ville jeg benytte til at skrive hele manuskriptet færdigt til det, jeg kalder version M1.

### Alfalæsere

 [![](https://hpbech.com/wp-content/uploads/Reading-Newspaper.png)](https://hpbech.com/wp-content/uploads/Reading-Newspaper.png)*[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* er min første skønlitterære bog, og genren, erhvervsroman, er ny. Derfor var det planen at sende hele manuskriptet, M1, til kommentering hos ti typiske læsere i målgruppen. Alfalæserne.

Med alfalæserens input ville jeg skrive manuskriptet igennem og få version M2.

### Redaktion

Der er grænser for, hvad du kan forvente af ubetalte testlæsere, og derfor valgte jeg at engagere en freelance redaktør til den egentlige bearbejdning. Jeg gjorde det samme med *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* og havde stor gavn af det. Til *Balladen i Mekka* faldt valget på [Mia Rasmussen](https://www.linkedin.com/in/mia-rasmussen-tekstforfatter/) fra [Cortekst](https://bogbrancheguiden.dk/profil/cortekst-aps/).

Sammen med redaktøren udarbejdes manuskriptversion M3.

### Betalæsere

Måske kunne jeg sende M3 til korrektur og produktion, men jeg valgte alligevel at lægge et ekstra skridt ind. M3 skulle vurderes af ti til tyve betalæsere. Jeg havde to formål med den øvelse. Det første var at få endnu en runde feedback. Det anden var at få et antal ambassadører, som jeg kunne benytte i markedsføringen. Også den øvelse havde jeg været igennem med tidligere bøger og fået stor værdi ud af.

### Korrektur

Med tilbagemeldingen fra betaklæserne ville jeg udvikle manuskripversion M4, som herefter skulle igennem en korrekturrunde. Igen valgte jeg at engagere en freelancer til den opgave. Valget faldt på [Louise Agergaard Søllested](https://www.linkedin.com/in/louise-agergaard-søllested-2270b01a3/) fra [Cortekst](https://cortekst.dk). Den korrekturlæste version kalder jeg M5, som er den endelige produktionsudgave.

## Hvor lang tid tager den proces?

I min udgivelsesplan, som jeg vil fortælle om i en senere artikel, havde jeg afsat seks måneder til processen. Det kan lyde som lang tid, men hvis din roman skal leve i mange år, tror jeg de ekstra måneder er givet godt ud. Mens manuskripterne er ude til testlæsning, kan jeg arbejde med andre forhold omkring bogen, så tiden er på ingen måde spildt.

[Næste artikel: Markedsføring](https://www.hpbech.dk/markedsfoering/)

---

## Tidligere artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneterne der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Udgivelsesreception](https://hpbech.com/da/udgivelsesreception/)

**Published:** April 18, 2023
**Author:** Hans Peter Bech

**Excerpt:** I anledning af udgivelsen af Balladen i Mekka, afholdes der bogreception torsdag, den 21. juni 2023, klokken 15 til 17 på Rømers Kaffebar i Hillerød.

**Content:**

[![](https://hpbech.com/wp-content/uploads/Reception-267x400.png)](https://hpbech.com/wp-content/uploads/Reception.png)I anledning af udgivelsen af *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*, afholdes der [bogreception](https://www.facebook.com/events/540753244663300).

### Onsdag, den 21. juni 2023, klokken 15 til 17 på [Rømers Kaffebar](https://www.facebook.com/kaffebar3400) i Hillerød.

---

★★★★★

> Det er en fremragende bog! Jeg følte mig godt underholdt hele vejen og fornemmede, at Henrik Bertelsen sad ved siden af mig og fortalte om sine mærkværdige oplevelser.
> 
> Rikke Sommer

---

*[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* er min debutroman om Aalborgdrengen Henrik Bertelsen. Den er tænkt som første bind i en serie på otte bøger, der spænder tidsrummet 1950 til i dag.

Bøgerne har til formål at beskrive samfundet, kulturen og livet for en almindelig dansker, der opfanges af den velstandsbølge, som rammer Danmark efter 2. verdenskrig.

Henrik, der som konsekvens af samtidens uddannelsespolitik lander i gymnasiet, modnes samtidigt med at pop- og rockkulturen skiller generationerne ad. Oprøret mod autoriteterne i slutningen 60erne fører til markante ændringer på de højere læreanstalter, netop som han beslutter sig for at læse videre. Uden adgangsbegrænsning kan han på trods af sin lidet imponerede studentereksamen vælge frit på alle hylder. Det bliver statsvidenskab.

Da vi møder i bogen første gang møder Henrik, sidder han som fuldmægtig i Arbejdsministeriet med undervisningsjob på Danmarks Forvaltningshøjskole og Københavns Universitet på sidelinjen. Han er ved at etablere et bofællesskab i Nordsjælland og skal adoptere et barn i Indonesien. Der nu brug for en periode med ro og stabilitet. Får han det, ligger karrierevejen snorlige for hans fødder.

Ud af det blå dukker et hospitalsprojekt i Saudi-Arabien op. Hans indre eventyrer vækkes og med en kort orlov fra ministeriet i tasken, griber han chancen. Projektet griber om sig, løber løbsk og pludselig fyger kuglerne om ørene på ham i et væbnet religiøst oprør i Mekka. Fanget mellem oprørere og politi er Henrik i knibe.

Han slipper med forskrækkelsen, og da et amerikansk computerfirma lokker med en stor pose penge, tager hans tilværelse en helt ny drejning.

Henrik er på ingen måde et specielt menneske, men præget af sin opvækst og samtid, griber han de muligheder, der byder sig uden at tænke så meget over, om det kan gå galt.

For hvor galt kan det egentlig gå?

---

★★★★★

> En underholdende fortælling om hvordan gå-på-mod, vedholdenhed og stædighed, parret med et åbent sind og eventyrlyst, kan åbne døre til spændende muligheder, nye kulturer og samarbejde med fantastiske mennesker. Kan varmt anbefales.
> 
> René Stockner

★★★★★

> Jeg har haft mulighed for at læse Hans Peter Bechs nye bog. Den er stemningsfuld, humoristisk og meget medrivende. Den bliver god sommerlæsning.
> 
> Marco Caldana

★★★★★

> En forrygende historie om at gribe chancen, når den byder sig. At turde springe ud på dybt vand, langt fra land og lære at svømme undervejs. Fortællemåden, som springer i tid, fungerer godt og skaber indsigt i hovedpersonens til tider overraskende og risikofyldte valg.
> 
> Esben Stubager

---

---

Store dele af manuskriptet til *Balladen i Mekka* (og flere af mine andre bøger) er skrevet på Römers Kaffebar på Slotsgade i Hillerød. Hvis du tror, det er svært at diffentiere en café med kaffen og de hjemmebagte boller med smør og ost, så skal du besøge Lene, Thomas og deres team. Men pas på. Det er stærkt vandedannende.

[![](https://hpbech.com/wp-content/uploads/Roemers-Kaffebar-800x800.jpg)](https://hpbech.com/wp-content/uploads/Roemers-Kaffebar.jpg)

**Categories:** Business development, Society, Strategy

**Tags:** Publishing

---

### [Udgivelsesprocessen](https://hpbech.com/da/udgivelsesprocessen/)

**Published:** April 25, 2023
**Author:** Hans Peter Bech

**Excerpt:** I denne serie af artikler giver jeg mit bud på, hvordan du for kreeret god bog og en effektiv markedsføring.

**Content:**

## En roman kommer til verden – del 7

[![Balladen i Mekka billboard](https://hpbech.com/wp-content/uploads/Billboard-motorway-600x400.png)](https://hpbech.com/wp-content/uploads/Billboard-motorway.png)Har du kommercielle ambitioner med dit bogprojektet, skal du finde balancen mellem den historie, du gerne vil fortælle og den, som mange læsere gerne vil købe eller låne, for derefter at anbefale til andre.

Dårlige bøger kan godt blive bestsellere, men det kræver, at forfatteren eller bogens tema er kendt i forvejen. Med et dårligt produkt kommer den ukendte debutforfatteren ikke langt.

Men et godt produkt er ikke tilstrækkeligt. Det skal også komme til de potentielle læseres eller lytteres kendskab. I denne serie af artikler giver jeg mit bud på, hvordan du opnår begge dele. En god bog og en effektiv markedsføring.

---

Den samlede proces, der skal omforme tanker i forfatterens hoved til sætninger foran læserens øjne eller oplæsning i hendes ører, kan med fordel betragtes som fem hovedfaser:

A. Formulering af idé og koncept (bogresumé)
B. Markedsføring
C. Redaktion og korrektur
D. Udgivelse
E. Udvikling af basismanuskript

I tidligere og nærværende artikel diskuterer jeg fase A, der omfatter udviklingen bogresuméet. Vi kunne også kalde det bogens forretningsplan.

## Bogresuméet

[![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume-Portrait-Female-Small.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume-Portrait-Female-Small.png)Bogresuméet eller forretningsplanen indeholder tolv elementer:

1. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2. Formål
3. Sammenfatning
4. Målgruppe
5. Lignende bøger
6. Magneten
7. Manuskriptprocessen
8. Udgivelsesprocessen
9. Markedsføring
10. Format, priser, ISBN og kategorier
11. Tidsplan og økonomi
12. Om forfatteren

Bemærk at rækkefølgen ikke repræsenterer kronologien i bogens tilblivelsesproces. Det er blot rækkefølgen i afsnittene i dokumentet.

I denne artikel behandler jeg udgivelsesprocessen.

## Udgivelsesprocessen

I min terminologi omfatter udgivelsesprocessen følgende aktiviteter:

1. Oprettelse på Bogportalen (den trykte udgave)
2. Opdatering af din profil hos Dansk Forfatterforening
3. Ombrydning til tryk
4. Kompilering til e-bog
5. Indtaling og forberedelse af lydfiler til lydbogsudgaven
6. Oprettelse hos Publizon (e-bog og lydbog)
7. Valg af trykkoncept
8. Registrering i Dansk Bogfortegnelse (lektørudtalelse)

I bogresuméet beskriver du hvilke aktiviteter, der indgår i din udgivelsesproces, og hvornår og hvordan du vil udføre dem. Nedenfor knytter jeg nogle korte kommentarer til hvert punkt. I senere artikler uddybes hvert enkelt yderligere.

### Oprettelse på Bogportalen

[![](https://hpbech.com/wp-content/uploads/Bogportalen-889x800.png)](https://hpbech.com/wp-content/uploads/Bogportalen.png)---

Du kan oprette bogen på [Bogportalen](https://www.bogportalen.dk), længe før den udkommer. Når den er oprettet, kan interesserede læsere forudbestille den via deres boghandler. Det giver derfor god mening at oprette den nogle måneder før, den kan købes i butikker og på portalerne.

I bogresuméet angiver du hvilken forside, metadata, priser og rabatkoder du vil benytte. Jeg anbefalede i [en tidligere artikel](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/) at starte med at få kreeret et omslag. Det kan du nu benytte ved oprettelsen.

Bordet fanger ikke. Du kan sagtens ændre metadats undervejs eller helt opgive projektet. Kommercielle transaktioner finder først sted, når bogen kan leveres.

### Opdatering af din profil hos Dansk Forfatterforening

Hvis du er medlem af [Dansk Forfatterforening](https://danskforfatterforening.dk/67-hans-peter-bech/), kan du i god tid ajourføre din profil med den planlagte nyudgivelse.

### Ombrydning til tryk

[![](https://hpbech.com/wp-content/uploads/Pages-in-the-book-532x400.png)](https://hpbech.com/wp-content/uploads/Pages-in-the-book.png)Beskriv hvordan du planlægger at ombryde manuskriptet til den PDF-fil der bruges til tryk.
Indeholder bogen mange illustrationer, kan det være en fordel at lade en grafiker stå for arbejdet.

Er det en tekstbog, kan du selv gøre det. [Amazon KDP University](https://kdp.amazon.com/en_US/) har detaljerede vejledninger i ombrydning i Word (Microsoft Windows og Apple iOS) og Pages (Apple iOS). KDP University har mange andre vejledninger, som den udgivende forfatter kan drage stor nytte af.

Du kan også anvende et program som [Vellum](https://vellum.pub), der er designet og udviklet netop til den opgave. Det benytter jeg for første gang til *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*.

Vælger du selv at stå for ombrydningen, skal du afsætte tid til at gå hver enkelt side igennem for eventuelle fejl. Det skal du i øvrigt også, hvis du vælger at lade en grafiker udføre arbejdet.

### Kompilering til e-bog

Beskriv hvilke formater du vil tilbyde, og hvordan du vil fremstille dem. Vellum kompilerer også til alle e-formaterne.

### Lydbog

For rene tekstbøger er det oplagt også at tilbyde en lydudgave.

Hvis ikke du selv kan indtale den, må du finde en oplæser. Så snart du har en tekstprøve fra manuskriptet, kan du gå i gang med [søgning](https://bogbrancheguiden.dk) og udvælgelse.

Da potentielle oplæsere ikke sidder og venter på, at du bliver færdig, skal du booke dem i god tid.

Efter indtaling skal lydfilerne efterbehandles. Er du lidt fingernem med IT, kan du selv gøre det. Ellers må du [engagere](https://bogbrancheguiden.dk) en tekniker.

### Valg af trykkoncept

[![](https://hpbech.com/wp-content/uploads/Bookbox.jpg)](https://hpbech.com/wp-content/uploads/Bookbox.jpg)De fleste vil som udgangspunkt vælge [Bookbox](https://scandinavianbook.dk/bookbox)-løsningen. Hvis bogen har et godt forsalg, >1.000 bøger, kan du skifte til almindelig tryk.

### Publizon

[Publizon](https://publizon.dk) står for distribution af e-bøger og lydbøger til bogportaler, e-reolen og streamingtjenester. Oprettelse af e-bog og lydbog kan først ske, når de foreligger.

### Dansk Bogfortegnelse og lektørudtalelse

For at bogen kan komme i betragtning tl en lektørudtalelse skal den være optaget i [Dansk Bogfortegnelse](https://www.dbc.dk/fbi/nationalbibliografi/fremsendelse-af-boger-til-registrering-i-dansk-bogfortegnelse). Det kan først ske, når den ligger i sin færdigtrykte udgave. E-bøger og lydbøger kommer ved oprettelse på Publizon også med i fortegnelsen.

Bøger optaget i bogfortegnelsen bliver vurderet til lektørudtalelese. Det betyder også, at DBC kan **fravælge** at lade din bog få en udtalelse.

[Næste artikel: Tidsplan og økonomi](https://www.hpbech.dk/tidsplan-og-oekonomi/)

---

## Tidligere artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Markedsføring](https://hpbech.com/da/markedsfoering/)

**Published:** May 2, 2023
**Author:** Hans Peter Bech

**Excerpt:** Når du begynder at arbejde med din målgruppedefinition inden du skriver bogen, har du tid til at finde den og etablere relationer til de potentielle læsere.

**Content:**

## En roman kommer til verden – del 8

I denne serie af artikler giver jeg mit bud på, hvordan du sikrer, at din bog – trykt, elektronisk og lyd – bliver købt eller lånt af mindst 3.000 læsere. Min metode kræver, at bogen endnu ikke er skrevet.

Grundlaget for den kommercielle succes skal etableres, før du skriver et eneste ord af manuskriptet.

---

Den samlede proces, der skal omforme tanker i forfatterens hoved til sætninger foran læserens øjne eller oplæsning i hendes ører, kan med fordel betragtes opdelt i fem hovedfaser:

A. Formulering af idé og koncept (bogresumé)
B. Markedsføring
C. Udvikling af basismanuskript
D. Redaktion og korrektur
E. Udgivelse

I denne og tidligere artikler diskuterer jeg punkt A, hvordan du kan gribe arbejdet med konkretisering af din idé an, og hvordan du får fastholdt den i en konceptbeskrivelse, der guider dig i det videre arbejde. I senere artikler går jeg i detaljer med de øvrige punkter.

## Bogresuméet

Fundamentet for din bogs kommercielle succes sammenfattes i bogresuméet.

 [![](https://hpbech.com/wp-content/uploads/Resume-4.png)](https://hpbech.com/wp-content/uploads/Resume-4.png)---

Det indeholder følgende tolv elementer:

- Titel, undertitel og omslag (bogens forside, ryg og bagside)
- Formål
- Sammenfatning
- Målgruppe
- Lignende bøger
- Magneten

- Manuskriptprocessen
- Udgivelsesprocessen
- Markedsføring
- Format, priser, ISBN og kategorier
- Tidsplan og økonomi
- Om forfatteren

I denne artikel diskuterer jeg, hvilke markedsføringsmæssige overvejelser du bør gøre dig, inden du skriver bogen. Det drejer sig ikke om udarbejdelsen af en detaljeret marketingplan, den kommer senere, men kun om nogle helt generelle betragtninger.

## Markedsføring

 [![](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-1-e1678356395356-358x400.png)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-1-e1678356395356.png)I princippet er der ikke forskel på markedsføring af bøger og andre konsumentprodukter. I praksis er der imidlertid en afgørende forskel. En bog er et usynligt produkt. Selvfølgelig kan man se bogen i sin fysiske eller virtuelle manifestation, men er den værd at læse?

De etablerede forlag foretrækker at udgive bøger skrevet af kendte personer herunder kendte forfattere. De er langt nemmere at markedsføre end bøger skrevet af ukendte.

I denne artikelserie går jeg ud fra, at du ikke er en kendis.

Når du har kommercielle ambitioner med dine bøger og ikke i forvejen er en kendt person, så er markedsføringen nok den allerstørste udfordring.

Mange fagbøger skrives af konsulenter og tjener i sig selv som markedsføringsinstrumenter. Her er målet ikke primært at sælge mange bøger, men af få flere og bedre betalte konsulentopgaver. Sådan startede jeg min egen forfatterkarriere og kan bekræfte, at [metoden virker](https://www.hpbech.dk/2020/10/06/sadan-laver-du-internationale-bestsellere/).

Med romaner eller fiktion er det anderledes.

Hvis salget af bogen alene bare skal kunne dække omkostninger til omslag, redaktion, korrektur og produktion skal den sælge minimum 300 styk. Investerer du i PR og marketing ryger nulpunktsomsætningen let op på 5-600 eksemplarer. Først herefter er der penge til forfatteren. Udgiver du på et forlag, er nulpunktssalget en del højere.

Jeg tror, du vil bliver overrasket over, hvor få bøger der i Danmark sælger mere end 500 eksemplarer. Ikke fordi de er dårlige, men fordi meget få bliver opmærksomme på deres eksistens.

 [![](https://hpbech.com/wp-content/uploads/Inbound_outbound_marketing.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_marketing.png)Sidder du ikke på en stor pengekasse, må du finde innovative måder at bringe bogen til læserens kendskab på. Her skal de foregående afsnit i bogresuméet i arbejde. Er du helt blank på principper for markedsføring af konsumentprodukter, gør du nok klogt i at engagere en coach, der kan hjælpe dig. Du finder dem på [Bogbrancheguiden](https://bogbrancheguiden.dk).

I denne artikel kan jeg kun give helt pricipielle råd.

### Landingsbanen

Dine marketingaktiviteter skal pege et og kun et sted hen: Til det sted hvor bogen beskrives, kan bestilles eller købes, og du kan styre kommunikationen.

Det kan være på din egen hjemmeside, din profil på LinkedIn eller en side du har oprettet på Facebook.
Her er landingsbanen for [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/).

### AIDA

AIDA er en sammentrækning af de engelske ord Awareness (kendskab), Interest (interesse), Desire (ønske) og Action (handling) og udgør en simpel model for den proces, din markedsføring skal igangsætte eller støtte hos de potentielle læsere.

 [![](https://hpbech.com/wp-content/uploads/AIDA-1400x546.png)](https://hpbech.com/wp-content/uploads/AIDA.png)Kort fortalt skal dine AIDA overvejelser svare på følgende spørgsmål:

1. Hvem skal have kendskab til din bog?
2. Hvordan vil du eksponere dem for den?
3. Hvordan vil du vække deres interesse?
4. Hvordan vil du skabe et ønske om at købe den?
5. Hvordan vil du få dem til at købe, streame eller låne?
 
### Produktet og målgruppen

 [![](https://hpbech.com/wp-content/uploads/Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads/Target-audience.png)Jeg forudsætter, at din bog er god. Det vil sige original, velskrevet, læsbar og relevant i forhold til sit emne og sin genre. Jeg forudsætter også, at målgruppen er stor nok til at trække et salg på 3.000 eksemplarer. Det betyder ikke, at en stor målgruppe er bedre end en lille. En bog om svæveflyvning vil have langt lettere ved at finde sine læsere end en kriminalroman eller en generel biografi. For skønlitteratur bør målgruppen være mindst 100 gange større, end det salg du ønsker.

Det første spørgsmål kan kun besvares meningsfyldt, hvis du kan identificere din målgruppe på søgbare kriterier. Du kan starte med at læse artiklen om [målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/).

Vær opmærksom på at anmeldere og bogblokkere er separate målgrupper. Dem skal du kunne identificere ved navns nævnelse, og du skal vide, hvad der kunne vække deres interesse. Jeg vil diskutere anmeldere, bogblokkere og lignende i afsnittet om PR.

### Eksponering

 [![](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)Hvordan vil du sikre, at målgruppen får kendskab til din bog?

Når du begynder at arbejde med din målgruppedefinition inden du skriver bogen, har du tid til at finde den og etablere relationer til de potentielle læsere.

I dag foregår det primært via de sociale medier. Jeg har skrevet [en lille bog](https://payhip.com/b/hR8v2) om emnet, som du måske kan få gavn af.

### Interesse

At kende til din bog og at være interesseret nok til søge mere information om den er ikke det samme.

Når du har løst opgave med at udbrede kendskabet til din bog i målgruppen, skal du finde ud af hvilke budskaber, der kan vække deres interesse.

Fundamentet for løsningen af den opgave lagde vi i bogresuméets afsnit 2, [Bogens formål](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/). Her diskuterede jeg, hvordan vi skulle formulere bogens værditilbud, hvad får læseren ud af at læse bogen?

Læseranmeldelser er en god metode til at vække andres interesse. Selvom bogen endnu ikke er udkommet, kan du godt indhente læseranmeldelser. Det kommer jeg tilbage til.

### Call to action

 [![](https://hpbech.com/wp-content/uploads/Price-Squeeze.png)](https://hpbech.com/wp-content/uploads/Price-Squeeze.png)Hvis du skal sælge mere end 3.000 eksemplarer af din bog, vil det være en stor fordel, at mindst de første 1.000 købes umiddelbart ved bogens udgivelse. Så har du et momentum, som din markedsføring kan bygge videre på.

I månederne op til bogens udgivelse skal du derfor have gang i kommunikationen, og du skal give dine potentielle læsere et tilbud, som er attraktivt. At kunne købe bogen til en nedsat pris er en fordel, der er meget nem at kommunikere og forstå.

Overvej derfor hvordan du kan få et par tusind potentielle læsere til at skrive sig op på en liste, der giver dem adgang til den attraktive pris ved bogens udgivelse.

En reduktion i prisen på kr. 100 er normalt nok til at konvertere ønske til handling.

### Læseranmeldelser

 [![](https://hpbech.com/wp-content/uploads/SAXO-anmeldelser.png)](https://hpbech.com/wp-content/uploads/SAXO-anmeldelser.png) Min Damgaardbog er nok den med de fleste læseranmeldelser på SAXO.COM. Vi læser det, de andre læser.

Du gør måske ikke, men det store flertal gør.

Det skyldes, at en bog er et usynligt produkt. Er den værd at læse? Hvis mange andre læser den, må den være værd at læse. Sådan konkludere de fleste. Bevidst eller ubevidst.

Derfor er læseranmeldelser så vigtige.

Du kan bede dine alfa- og betalæsere om at skrive en kort anmeldelse. En til fem linjer krydret med fem stjerner er tilstrækkeligt. Sæt tre til fire stykker på omslagets bagside og foran i den elektroniske udgave.

### PR – Public Relations

 [![](https://hpbech.com/wp-content/uploads/Go-morgen-Danmark-2-small.jpeg)](https://hpbech.com/wp-content/uploads/Go-morgen-Danmark-2-small.jpeg) Uden en PR-konsulent havde jeg ikke fået min Damgaardbog i TV2s Go’ morgen Danmark, DR-P1, Børsen, Berlingske Tidende og Jyllandsposten Hvis du kan se en fordel i at få dig eller din bog beskrevet eller anmeldt i et medie, skal du engagere en PR-konsulent. Det koster i reglen omkring kr. 10.000 plus moms, men de penge er givet godt ud. De kommer ind igen via det øgede bogsalg.

I bogresuméet anfører du blot, at denne aktivitet prioriteres, og i tidsplanen lægger du starten ind, tre måneder før bogen udkommer.

Når du ikke skal gøre PR-arbejdet selv, skyldes det for det første, at det er omfattende og tidskrævende. For det andet at du skal bruge den sparring, som PR-konsulentens viden og erfaring giver. Og for det tredje skal du bruge PR-konsulentens kontakter.

[Næste artikel: Udgivelsesprocessen](https://www.hpbech.dk/udgivelsesprocessen/)

---

## Tidligere artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
- Artikel 7: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Livets store kolbøtter kommer, når du mindst venter dem](https://hpbech.com/da/livets-store-kolboetter-kommer-naar-du-mindst-venter-dem/)

**Published:** May 9, 2023
**Author:** Hans Peter Bech

**Excerpt:** Selv om to vidt forskellige mennesker hopper ud af et vindue, så vil de begge falde til jorden. Uanset hvad de i udgangspunktet måtte have troet på.

**Content:**

[![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)Når jeg taler med unge mennersker, der ikke kan finde ud af, hvad de vil, når skolen, gymnasiet eller universitet engang slutter, så har de min uforbeholdne sympati.

For jeg har selv været der. Først da jeg var 28 år, følte jeg at være landet et sted, hvor det var værd at blive.

Som fuldmægtig i Arbejdsministeriet tumlede jeg med nationens store problemer. Høj arbejdsløshed, kæmpe underskud på statsfinanser og betalingsbalance samt en galoperende inflation.

En tidligere finansminister erklærede, at Danmark var på vej mod afgrunden, og jeg var på holdet, der skulle omlægge skinnerne, så vi kunne komme i den modsatte retning. Samtidigt med at toget kørte naturligvis. Ved siden af underviste jeg i nationaløkonomi på Københavns Universitet. Respekten i mine borddamers øjne var åbenlys, når jeg ved middagsselskaber underholdt med mit vigtige arbejde i nationens tjeneste.

 [![](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)Men så en dag ringede telefonen, og en af mine storebrødre spurgte om, jeg kunne tage med ham til Saudi-Arabien.

Det kunne jeg da ikke, for jeg havde alt muligt andet om ørerne. Udover mit job, hvor arbejdstiderne var helt uforudsigelige, så var jeg ved at etablere et bofællesskab i Nordsjælland og adoptere et barn fra Indonesien. Jeg kunne umulig tage med ham til Saudi-Arabien. Det var helt udelukket. Og hvad skulle han i øvrigt dernede? Han havde en restaurant på Vesterbrogade, som skulle passes.

Men jeg gjorde det alligevel, for hvem kan sige nej til et eventyr med alt betalt? Jeg kunne åbenbart ikke. Så vi tog derned og fik os en ordentlig en på opleveren. Vi var eksperter på et område, vi intet vidste om. Det vidste dem, der havde hyret os, heldigvis heller intet om.

 [![CDC 6600](https://hpbech.com/wp-content/uploads/Control-Data.jpeg)](https://hpbech.com/wp-content/uploads/Control-Data.jpeg) CDC 6600 var i perioden 1964 til 1969 verdens hurtigste computer. Gunstige omstændigheder udenfor min indflydelse gjorde, at ugerne, jeg måtte tage ud af kalenderen, ikke kolliderede med alt det andet. Men netop som jeg havde lagt det surrealistiske projekt i Saudi-Arabien bag mig, fik jeg tilbudt et job som sælger i et amerikansk computerfirma. Bare sådan ud af det blå.

Sælger? Nej, det var da det sidste i verden, jeg skulle være.

Men duften af en lønforhøjelse på 50 procent var nu alligevel lokkende. Når man stiftede familie, byggede hus og købte sin første bil, blev der hurtigt økonomisk smalhals. En smart headhunter kaldte jobbet forretningsudvikling. Se, det lød langt mere tiltalende.

På blot et halvt år tog mit liv, eller i det mindste mit erhvervsliv, en helt ny retning. Det var aldrig sket, hvis ikke jeg havde fået den opringning fra min bror. Seks måneder senere sad jeg i et fly med kurs mod Minneapolis, hvor jeg skulle på 3-ugers introduktionskursus for sælgere (og danske forretningsudviklere). Mit første besøg i USA.

De efterfølgende 30 år gik med at holde balancen i verdens måske mest turbulente branche. IT-branchen. Det krævede ti virksomheder og syv fyringer, før jeg landede som selvstændig konsulent uden chef og medarbejdere. Fra at kunne regne med at der gik en høj fast løn ind på kontoen den sidste dag i hver måned, måtte jeg nu leve af de fakturaer, som kunderne betalte.

Det var skønt at slippe for medarbejdere og chefer, men nu skulle konsulentprojekterne til gengæld gerne komme som perler på en snor. Ellers risikerede jeg at ryge ind i det problem, andre solokonsulenter med bævende stemme ridsede op for mig. Enten har du rygende travlt, eller også er der ikke noget at lave. Og det kom til at passe.

 [![](https://hpbech.com/wp-content/uploads/3D-BookCover-2-splash-1.jpg)](https://hpbech.com/wp-content/uploads/3D-BookCover-2-splash-1.jpg)Det var i en periode, hvor der ikke var noget at lave, at jeg besluttede at skrive en bog. Allerhelst ville jeg skrive en bog om turen med min bror til Saudi-Arabien og de mange fyringer, der havde gjort mig til en holden mand. Men det gjorde jeg ikke. I stedet fulgte jeg et råd fra en bog, der anbefalede solokonsulenter at skrive en fagbog. Om deres spidskomptence. *[Building Successful Partner Channels](https://www.hpbech.dk/foredrag/building-successful-partner-channels/)* kom min til at hedde. Den blev et hit, og telefonen begyndte at ringe. Oftere og oftere.

> “Er det dig, der har skrevet kanalbogen? Kan du hjælpe os?”

Måske, var svaret. Det kom jo an på så meget.

Men bogen, der anbefalede at skrive en bog, fik ret. Konsulentopgaverne kom som perler på en snor. Og så blev der bare travlt hele tiden. For travlt til at skrive flere bøger.

Hvad gør man så?

Man læser en bog skrevet af en, der har været igennem det samme. “Hæv dine priser,” var anbefalingen. Så det gjorde jeg, og det virkede også. Der blev tid til at skrive flere bøger, uden det gik ud over indtjeningen.

 [![](https://hpbech.com/wp-content/uploads/All-books-2.png)](https://hpbech.com/wp-content/uploads/All-books-2.png)En [erhvervsbiografi](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/) på dansk og [oversat til engelsk](https://www.amazon.com/460-Miles-Silicon-Valley-depth-ebook/dp/B07DF8VK8K) og endnu en fagbog på engelsk. De solgte godt, og telefonen fortsatte med at kime.

“Er det dig, der har skrevet Damgaard-bogen? Kan du hjælpe os?”
“Er det dig, der har skrevet Going-Global-bogen? Kan du hjælpe os?”

Men jeg ville altså gerne skrive bogen om projektet i Saudi-Arabien, der kom i stand, fordi nogen drejede det forkerte telefonnummer. Om de mange fyringer, der lunede så godt på bankbogen. Om den gang jeg blev kåret som en af [Danmarks mest indflydelsesrige personer](https://www.hpbech.dk/2020/02/25/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/) uden overhovedet at være det. Om en verden der så helt anderledes ud på inder- end på ydersiden.

Måske kunne det ikke rummes i en enkelt bog. Måske skulle den heller ikke handle om mig, men om den tid og det samfund der gjorde det muligt. Om hvordan Danmark var den perfekte platform for den, der havde lyst til at eksperimentere med sin tilværelse. Om en verden der ændrede sig så hurtigt, at det du lærte i går ikke kunne bruges i morgen. Om en verden der ville se succes, men ikke forstod hvordan fænomenet så ud og derfor ledte de forkerte steder.

Autofiktive erhvervsromaner. Det var det, jeg ville skrive. Historier der tog udgangspunkt i hovedpersonernes arbejdsliv, men som også inddrog alt det andet, der trak opmærksomhed og energi. Og som i lange forløb var ligeså eller sågar langt mere underholdende end det, der foregik på jobbet. Eller i det mindste altid konkurrerede om døgnet timer.

 [![](https://hpbech.com/wp-content/uploads/I-metroen-1-hvid-titel-small.png)](https://hpbech.com/wp-content/uploads/I-metroen-1-hvid-titel-small.png)Og nu er den første autofiktive erhvervsroman – en genre jeg har opfundet – på trapperne. *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* er titlen. Og den har projektet i Saudi-Arabien som sit hovedspor.

Der er yderligere syv bøger på vej i serien om Aalborgdrengen Henrik Bertelsen, der primært udmærker sig ved at være usandsynlig heldig. Så heldig at han tør tage chancer, som de fleste aldrig ville røre med en ildtang. Set i bakspejlet var det en vinderstrategi, men kan man nu også fremadrettet forlade sig på, at der nok dukker noget op, som redder en krise, man selv har rodet sig ud i?

 [![](https://hpbech.com/wp-content/uploads/Thinking.png)](https://hpbech.com/wp-content/uploads/Thinking.png)“Introspektion som videnskabetligt bevis?” var et spørgsmål, jeg fik til en eksamen i videnskabsteori.

Måske som samfundsvidenskabeligt bevis? Tænkte jeg, men måtte afvise det. Når mennesker er så forskellige, må de jo nødvendigvis nå til vidt forskellige konklusioner på de samme emner, når de kigger indad.

Som naturvidenskabeligt bevis så?

Ja, det var der nok mere hold i. For selv om to vidt forskellige mennesker hopper ud af et vindue, så vil de begge falde til jorden. Uanset hvad de i udgangspunktet måtte have troet på.

Bøgerne om Aalborgdrengen Henrik Bertelsen udspringer af introspektion og fortæller derfor ikke en historie om verden, som den er, men som den godt kunne se ud, når man har heldet med sig.

**Categories:** Globalisation, Society, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Tidsplan og økonomi](https://hpbech.com/da/tidsplan-og-oekonomi/)

**Published:** May 16, 2023
**Author:** Hans Peter Bech

**Excerpt:** Mange bliver overraskede, når opgaverne listes og deres tidsforbrug skal estimeres. Det tager væsentlig længere tid end forventet. Der kan let gå seks til otte måneder fra første manuskriptudkast foreligger og til at bogen kommer fra trykken.

**Content:**

## En roman kommer til verden – del 9

I denne artikelserie diskuterer jeg både planlægning, projektstyring, den kreative skriveproces, produktion, distribution og alle de kommercielle forhold, der skal sikre, at potentielle læsere bliver bekendte med din udgivelse og køber den.

Den samlede proces, der skal omforme tanker i forfatterens hoved til sætninger foran læserens øjne eller oplæsning i hendes ører, deler jeg op i fem hovedfaser:

A. Formulering af idé og koncept (bogresumé)
B. Markedsføring
C. Udvikling af basismanuskript
D. Redaktion og korrektur
E. Udgivelse

I denne og tidligere artikel forklarer jeg, hvordan du konkretiserer din idé, og hvordan du udarbejder den konceptbeskrivelse, der skal sikre et godt produkt og en effektiv markedsføring.

---

Konceptbeskrivelsen – også kaldet bogresuméet – indeholder følgende tolv elementer:

[![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume-Portrait-Female-Small-259x400.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume-Portrait-Female-Small.png)1\. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2\. Formål
3\. Sammenfatning
4\. Målgruppe
5\. Lignende bøger
6\. Magneten
7\. Manuskriptprocessen
8\. Udgivelsesprocessen
9\. Markedsføring
10\. Format, priser, ISBN og kategorier
11\. Tidsplan og økonomi
12\. Om forfatteren

Denne gang skal vi kigge på tidsplan og økonomi.

## Tidsplan

En tidsplan repræsenteres mest overskueligt i et Gannt diagram. Her listes opgaverne i første kolonne, mens tiden angives i den øverste række. Typisk ved angivelse af ugenumre.

Hver opgave tildeles det tidsrum, som den forventes at tage. Mange opgaver har en indbyrdes afhængighed, hvilket vil fremgå af oversigten. Forsinkelse på én opgave vil derfor altid skubbe planen for de efterfølgende.

[![](https://hpbech.com/wp-content/uploads/Tidsplan.png)](https://hpbech.com/wp-content/uploads/Tidsplan.png)Mange bliver overraskede, når opgaverne listes og deres tidsforbrug skal estimeres. Det tager væsentlig længere tid end forventet. Der kan let gå seks til otte måneder fra første manuskriptudkast foreligger og til at bogen kommer fra trykken.

Jeg bruger Microsoft Excel eller Apple Numbers til mine Gannt diagrammet. Men et værktøj som [Asana](https://app.asana.com) give flere muligheder og kan med fordel anvendes, hvis flere skal samarbejde om opgaverne.

## Økonomi

I bogresuméet bør du medtage en oversigt over den anslåede økonomi i dit projekt. Udgiftsiden består af de omkostninger, du forventer, at bogen vil give anledning til. Indtægtssiden repræsenterer salget og den del der er tilbage til dig efter moms, tryk, lager, distribution og boghandleravance. Hvis jeg benytter en vejledende udsalgspris på 249,- inklusive moms, vil der netto være 94,- tilbage til mig per solgt bog. Lidt mere på e- og lydbøger. Jeg har ikke medtaget indtjening på streaming.

[![](https://hpbech.com/wp-content/uploads/Budget-for-Balladen-i-Mekka-1-393x400.png)](https://hpbech.com/wp-content/uploads/Budget-for-Balladen-i-Mekka-1.png)Jeg påregner, at de direkte omkostninger til *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* vil løbe op i små 60.000 (plus moms). Med en forventet bogpris på 249,- inklusive moms giver det et break-even (nulpunktsomsætning) på knap 600 bøger. Da jeg regner med at sælge 3.500 bøger i år, vil det give et dækningsbidrag til mine faste omkostninger og tidsforbrug på godt 250.000. Heri er ikke indregnet indtægter fra foredrag og andre relaterede aktiviteter. På mine fagbøger er de relaterede indtægter meget høje, men det forventer jeg ikke i samme udstrækning på romanerne. Salget er i starten også begrænset til det danske marked. Kommer den godt fra start her, overvejer jeg en tysk og en engelsk udgave.

Oversættelserne kan jeg selv finansiere mens tryk og distribution på tysk- og engelsktalende markeder kan foregå via Amazon. Den helt store udfordring er markedsføringen. Det kommer jeg tilbage til i en senere artikel.

[Næste artikel: Om forfatteren og bogens genre](https://www.hpbech.dk/om-forfatteren-og-bogens-genre/)

---

## Tidligere artikler i denne serie:

Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Om forfatteren og bogens genre](https://hpbech.com/da/om-forfatteren-og-bogens-genre/)

**Published:** May 23, 2023
**Author:** Hans Peter Bech

**Excerpt:** At knytte bogen til en genre skal hjælpe anmeldere, boghandlere og læsere med hurtigt at putte den i en kasse. Den enkelte anmelder beskæftiger sig kun med nogle få kasser, det samme gør de fleste læsere og boghandlerne skal vide på hvilken hylde, bogen hører hjemme.

**Content:**

## En roman kommer til verden – del 10

I denne artikelserie diskuterer jeg, hvordan du sikrer din skønlitterære bog kommerciel succes. Det definerer jeg som et salg på over 3.000 eksemplarer. Forklaringen på det tal kommer i en senere artikel.

Den samlede proces, der skal omforme tanker i forfatterens hoved til sætninger foran læserens øjne eller oplæsning i hendes ører, kan med fordel betragtes som opdelt i fem hovedfaser:

A. Formulering af idé og koncept (bogresumé)
B. Markedsføring
C. Udvikling af basismanuskript
D. Redaktion og korrektur
E. Udgivelse

I nærværende og tidligere artikel diskuterer jeg punkt A, hvordan du kan gribe arbejdet med konkretisering af din idé an, og hvordan du får fastholdt den i en konceptbeskrivelse, bogresuméet, der guider dig i det videre arbejde. Jeg er overbevist om, at det er i denne tidlige fase, hvor du endnu ikke har skrevet et ord af dit manuskript, at fundamentet til succesen støbes.

 [![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume3-533x400.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume3.png)Det indeholder følgende tolv afsnit:

1\. Titel, undertitel og omslag (bogens forside, ryg og bagside)
2\. Formål
3\. Sammenfatning
4\. Målgruppe
5\. Lignende bøger
6\. Magneten
7\. Manuskriptprocessen
8\. Udgivelsesprocessen
9\. Markedsføring
10\. Format, priser, ISBN og kategorier
11\. Tidsplan og økonomi
12\. Om forfatteren

Vi er nu nået til det sidste afsnit i bogresuméet, der indeholder en beskrivelse af forfatteren og bogens genre. I den næste artikel vil jeg afrunde gennemgangen af punkt A, bogresuméet og derefter tage hul på hovedfase B, markedsføringen.

## Om forfatteren

 [![](https://hpbech.com/wp-content/uploads/HPB-smile-relaxed-no-tie-656x400.jpg)](https://hpbech.com/wp-content/uploads/HPB-smile-relaxed-no-tie.jpg)Du må acceptere, at i en markedsføringsmæssig sammenhæng er din person nok lige så interesant som din bog. Måske endda mere interessant. Alene af den grund bør du være omhyggelig med at finde alt frem, der giver dig kant, og som gør dig anderledes. Du skal også beskrive, hvad der gør dig til den oplagte forfatter af din bog.

Nå du skal skrive om dig selv, kan du tage udgangspunkt i følgende fire spørgsmål:

Hvorfor har du valgt at skrive bogen?
Hvilken baggrund har du for at skrive den?
Hvilke andre udgivelser har du bag dig?
Hvad er ellers interessant ved dig, som har formet din indsigt, erfaring, personlighed og adfærd?

Du skal ikke gøre dig umage med at tegne [et rosenrødt selvportræt](https://www.hpbech.dk/2020/02/25/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/). Det sælger ikke bøger. Din viden, erfaring og indsigt må meget gerne være et resultat af succes, fejltrin og ulykke. Jo mere jo bedre.

Det, du skriver om dig selv i bogresuméet, er til internt brug. Du kan senere bruge det til at briefe din PR-agent, og du kan plukke kernen ud til de fire linjer, der skal med på bogens bagside eller på en af flapperne.

## Genre

Når du opretter bogen på [Bogportalen](https://www.bogportalen.dk) skal du angive hvilken genre den tilhører. Det gør du ved at angive såvel [varegruppe](https://boghandlerforeningen.dk/wp-content/uploads/2016/07/varegrupper-november-2007-med-intro.pdf) som [themagruppe](https://www.danskeforlag.dk/kontrakter-og-ressourcer/ressourcer/metadata/thema/). Den øvelse kan du læse mere om i artiklen om [Format, priser, ISBN og kategorier](https://hpbech.com/da/tidsplan-og-oekonomi/ "Tidsplan og økonomi").

At knytte bogen til en genre skal hjælpe anmeldere, boghandlere og læsere med hurtigt at putte den i en kasse. Den enkelte anmelder beskæftiger sig kun med nogle få kasser, det samme gør de fleste læsere og boghandlerne skal vide på hvilken hylde, bogen hører hjemme.

 [![](https://hpbech.com/wp-content/uploads/IMG_0235.jpeg)](https://hpbech.com/wp-content/uploads/IMG_0235.jpeg)*Balladen i Mekka* hører klokkeklart hjemme i varegruppe 592 – skønlitteratur og i themagruppe FC – Biografisk skønlitteratur. Måske ikke helt det samme, men det der kommer tættest på.

Hvis jeg selv skal kategorisere Balladen i Mekka, så er den en autofiktiv erhvervsroman, der indgår som bind et i en samtidskrønike på otte bøger. Men det risikerer jeg, at der ikke er kat, der forstår eller finder spændende. Derfor bruger jeg kun den beskrivelse, når jeg har tid og rum til at forklare mig, og når modtageren har en særlig interesse for litteratur.

[Næste artikel: Markedsføring – 1](https://www.hpbech.dk/markedsfoering-1/)

---

## Tidligere artikler i denne serie:

Artikel 1: [En roman kommer til verden](https://hpbech.com/da/en-roman-kommer-til-verden/ "En roman kommer til verden")
Artikel 2: [Sådan skriver du en god bog](https://hpbech.com/da/saadan-skriver-du-en-god-bog/ "Sådan skriver du en god bog")
Artikel 3: [Bogens værditilbud](https://hpbech.com/da/bogens-vaerditilbud/ "Bogens værditilbud")
Artikel 4: [Målgruppe](http://Målgruppe)
Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
Artikel 8: [Udgivelsesprocessen](https://hpbech.com/da/udgivelsesprocessen/ "Udgivelsesprocessen")
Artikel 9: [Tidsplan og økonomi](https://hpbech.com/da/tidsplan-og-oekonomi/ "Tidsplan og økonomi")

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Hvad koster Balladen i Mekka?](https://hpbech.com/da/hvad-koster-balladen-i-mekka/)

**Published:** May 30, 2023
**Author:** Hans Peter Bech

**Excerpt:** Reglen om, at den, der har grisen, bestemmer prisen, gælder ikke på bøger. I Danmark har vi nemlig fri prisdannelse, og defor bestemmer forfatter eller forlag ikke, hvad de skal koste.

**Content:**

BOOX, der udgiver romanen *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*, bestemmer kun delvis den pris, boghandlere og portaler forlanger. Det gælder i øvrigt også alle andre bøger i dette land. Med få undtagelser.

[![](https://hpbech.com/wp-content/uploads/I-metroen-1-hvid-titel-small-560x400.png)](https://hpbech.com/wp-content/uploads/I-metroen-1-hvid-titel-small.png)Hvis du vil sælge en trykt bog i Danmark, skal du oprette den på Bogportalen. Vil du også tilbyde den som elektronisk bog og lydbog, skal den oprettes hos Publizon. Der er nemlig der, boghandlerne og bogportalerne henter oplysninger på de bøger, de vil sælge, eller som kunderne efterspørger.

Som forlag angiver man på bogportalen en vejledende udsalgspris og en avancekode. Hos Publizon angiver man en nettopris og en vejledende udsalgspris. Herefter står det boghandlere og -portaler frit at sætte deres egne priser. Det hedder fri prisdannelse, skal sikre konkurrence og dermed give forbrugerne den lavest mulige pris.

## Et godt tilbud

[![](https://hpbech.com/wp-content/uploads/Price-Squeeze.png)](https://hpbech.com/wp-content/uploads/Price-Squeeze.png)I forbindelse med udgivelsen af *Balladen i Mekka* vil jeg gerne kunne give læsere et godt tilbud. Derfor har jeg aftalt en kampagne med [saxo.com](https://www.saxo.com/dk/balladen-i-mekka_bog_9788793116573), hvor læserne i perioden 22. maj til 25. juni 2023 kan benytte kampagnekoden BIM2023 og få en reduktion i prisen på den trykte udgave. På samme måde har jeg indgået særlige aftaler med Bog & Ide i Aalborg og i Allerød, der muliggør, at de kan sætte en god pris på den trykte udgave.

Det står Saxo og Bog & Idé frit, om de vil give de gunstige vilkår videre til deres kunder, men det tror jeg de vil.

Den elektroniske version og lydbogen er i forvejen prissat lavere, så her er der ingen særaftaler, men jeg kan se at [Tales](https://tales.dk/balladen-i-mekka_hans-peter-bech_9788793116573) har valgt at tilbyde deres kunder en lavere pris end den vejledende.

## Amazon og direkte hos forlaget

På Amazon, hvor en del danskere køber bøger, kan forlag og forfattere selv sætte deres detailpriser Amazon tager en fast del af kagen og gør ikke forskel. Så længe Amazon ikke har en dansk portal, har vi ikke planer om at sælge *Balladen i Mekka* via dem, så den mulighed foreligger pt. ikke.

Detailprisen kan også styres ved direkte salg fra forlagt, men den mulighed har vi besluttet kun at tilbyde ved fysiske arrangementer, som [bogreceptioner](https://www.hpbech.dk/2023/04/18/udgivelsesreception/) og foredrag samt til virksomheder og institutioner, der bestiller mere end 10 eksemplarer.

**Categories:** Book reviews, Strategy

**Tags:** Publishing

---

### [Markedsføring - 1](https://hpbech.com/da/markedsfoering-1/)

**Published:** June 6, 2023
**Author:** Hans Peter Bech

**Excerpt:** Den billigste og mest effektive måde at nå potentielle læsere på er at have relationer til dem på forhånd.

**Content:**

## En roman kommer til verden – del 11

[![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume3-533x400.png)](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-Resume3.png)I de 10 foregående artikler diskuterede jeg, hvordan du konkretiserer og fastholder din bogudgivelse i, hvad jeg kalder et bogresumé. Resuméet er bogens forretningsplan. Den udvikles længe før, der er skrevet et eneste ord af manuskriptet.

Jeg medgiver, at et manuskript kan ende et helt andet sted, end hvor forfatteren startede. Det sker bare ikke særligt ofte. Langt de fleste bøger har i udgangspunktet et formål og en overordnet idé og ender med at indfri dem. Og skulle bogen ende et andet sted, så er det vel ikke ensbetydende med, at den kan undvære sin forretningsplan? Ændrer bogen retning, må resuméet tilpasses.

Alle forfattere kan med fordel benytte min metode. Uanset hvordan de vælger at skrive manuskriptet. Manuskriptet er nemlig kunne en mindre del af hele projektet.

Hvis du vil vide mere om bogresuméet, kan du læse de foregående artikler.

## De fem hovedfaser

Jeg deler et bogprojekt op i fem faser, som er:

A. Formulering af idé og koncept (bogresumé)
B. Markedsføring
C. Udvikling af basismanuskript
D. Redaktion og korrektur
E. Udgivelse

Vi er færdige med punkt A og skal nu i gang med punkt B, markedsføringen. Inden jeg går i gang med den diskussion, må jeg understrege, at vi fortsat ikke har skrevet en linje i manuskriptet.

Er det ikke lidt tidlig at starte markedsføringen?

Nej, det er det helt rigtige tidspunkt.

## Processen i to dimensioner

Af listen ovenfor kan du få det indtryk, at punkterne er angivet kronologisk, og at det ene punkt slutter, før det andet begynder. Men sådan er det ikke. I to dimensioner ser processen sådan ud:

[![](https://hpbech.com/wp-content/uploads/Hele-processen-1400x690.png)](https://hpbech.com/wp-content/uploads/Hele-processen.png)Der har nu sneget sig yderligere en opgave ind i processen. Hvis du udgiver dine bøger på dit eget forlag, står du selv for alle aktiviteter. At holde styr på dem kalder jeg planlægning og projektstyring. Opgaverne i den fase kører parallelt med alle de andre aktiviteter og skal tages alvorligt. En god og detaljeret plan med regelmæssig opfølgning sikrer, at du ikke glemmer kritiske detaljer, som skader dig senere i forløbet. Som for eksempel at du først begynder at overveje at markedsføre dig og din bog, når den er skrevet.

Som du igen kan se af illustrationen, kalder jeg det nu marketing, PR og promotion. Det skyldes, at begrebet marketing er meget bredt og dækker over talrige delprocesser. Det kommer jeg tilbage til i mange flere deltaljer.

## Et usynligt produkt

En bog er et billigt konsumentprodukt i et marked med hyperkonkurrence. Ikke alene konkurrerer vores bøger med andre bøger, vi er også oppe imod andre opmærksomhedskrævende produkter som sociale medier, streamingtjenester, YouTube, TV, aviser og meget mere.

[![](https://hpbech.com/wp-content/uploads/I-metroen-1-hvid-titel-small-560x400.png)](https://hpbech.com/wp-content/uploads/I-metroen-1-hvid-titel-small.png)Når vi taler markedsføring, så er vi ikke kun oppe imod andre underholdnings- og informationsprodukter. Vi er op imod al den information, der hagler ned over vores potentielle læsere (og anmmeldere) hver eneste dag. I den øredøvende støj, der præger alle medie- og kommunikationskanaler, skal du forsøge at få opmærksomhed om dig og din bog.

I [en tidligere artikel](https://www.hpbech.dk/2023/05/02/markedsfoering/) nævnte jeg, at en bog er et usynligt produkt. Når man bliver opmærksom på en bogs eksistens, kan den selvfølgelig beskues i sin virtuelle eller fysiske manifestation. Men hvad handler den om? Er den noget for mig? Er den værd at læse?

Hvordan vil du informere potentielle læsere om, hvad dit produkt er og kan? De køber ikke bogen for at finde ud af det. De køber den, fordi de er overbevist om, at den er pengene værd. Det er ikke nogen let beslutning, for de er blevet skuffet mange gange før, og de vil ikke spilde deres tid og penge.

Det er emnet for denne og de næste artikler i serien.

## AIDA

I [artikel 8](https://www.hpbech.dk/2023/05/02/markedsfoering/) introducerede jeg AIDA princippet og de fem spørgsmål, som du skal kunne svare på.

[![](https://hpbech.com/wp-content/uploads/AIDA-1400x546.png)](https://hpbech.com/wp-content/uploads/AIDA.png)
Hvis du springer direkte til spørgsmålet om, hvordan du kan sælge flere bøger, så er det fordi, du glemmer (eller ikke ved), at bøger ikke sælges. De købes. Og køberne gennemløber en erkendelsesproces inden, de beslutter sig for at tage kreditkortet frem.

**Awareness**: En potentiel læser skal blive opmærksom på, at din bog eksisterer.

**Interest**: Derfra skal hun bevidst eller ubevidst fatte interesse for den. At kende til noget og at fatte interesse for det, er ikke det samme. Jeg kender til mange bøger, som jeg ikke kunne drømme om at læse, og du gør nok også det samme.

**Desire**: Fra interesse skal der opstå et ønske om at læse din bogen.

**Action**: Først nu beslutter den potentielle læser sig for at købe den.

Marketing er fællesbetegnelsen for de aktiviteter, der skal facilitere hele AIDA-processen.

## Awareness

Det lyder næsten for banalt at påpege, at potentielle læsere, der ikke kender til din bog, heller ikke kan købe den. (I dag kan bøger købes, lånes eller streames. I nærværende artikler dækker udtrykket “købe” alle leveringsformer).

Din første opgave er derfor at fange deres opmærksomhed. Helst så tidligt og så mange, at der bliver købt et stort antal bøger allerede ved udgivelsen. Gerne over 1.000 styk.

Den billigste og mest effektive måde at nå potentielle læsere på er at have relationer til dem på forhånd. At skabe det tager tid, og det er grunden til, at du ikke kan vente med opgaven til bogen er udkommet.

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-1-705x400.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-1.png)Mens du bokser med din bogidé og under hele processen, skal du skrive om det. På din blog. Og du skal poste links til artiklerne på de sociale medier. Her skal du ikke forsøge at sælge din bog, men i stedet skrive om det, som din bog kommer til at handle om og de overvejelse, du gør dig i den anledning. Det skal du, fordi potentielle læsere, som interesserer sig for det du skriver om, skal kunne finde og følge dig.

Hvilke sociale medier du skal bruge afhænger fuldstændig af, hvad dine bøger drejer sig om, og hvilken målgruppe den henvender sig til. Når bogen endelig udkommer, skulle du gerne have omkring 5.000 venner eller følgere på tværs af dine profiler på de sociale medier.

[![](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)Jeg tør godt sige, at det markedsføringsbudget, der skal kompensere for, at du ikke har nogen venner og følgere på de sociale medier, skal være meget stort. Lige på det punkt er det sjovt nok ligegyldigt, om du udgiver din bog på dit eget eller en andens forlag. At markedsføre en ukendt forfatter helt fra bunden er selv for Gyldendal en stor opgave.

Mine bøger har et stærkt erhvervsmæssigt præg. De handler enten udelukkende om forhold i arbejdslivet (fagbøgerne) eller primært om det (romanerne). Derfor er [LinkedIn](https://www.linkedin.com/in/hanspeterbech/) mit vigtigste social medie. Men jeg bruger også Facebook, fordi jeg den vej igennem kan nå mine venners venners venners venner.

Jeg er også på [Twitter](https://twitter.com/hpbech), hvilket skaber en del trafik til mit engelske website. I Danmark kan jeg ikke se nogen effekt af min Twitteraktivitet.

Hvis du vil vide mere om ovenstående emne, som i mangel af et dansk udtryk kaldes *content marketing*, kan du købe og læse min lille bog: [*International Inbound Lead Generation*](https://tbkconsult.com/product/international-inbound-lead-generation/). Titlen lyder måske ikke som om, det drejer sig om at markedsføre bøger i Danmark. Men det gør den, for principperne er nøjagtig de samme.

## Sammenfatning

Mens du arbejder med din bogidé og gennem hele processen med at få den realiseret, skal du blogge, lave videoer og indspille podcasts, der vedrører det, du skriver om. Du skal skabe dig en position, som den der er værd at følge for dine potentielle læsere. Når du udgiver bogen, skulle du gerne have mindst 5.000 venner og følgere på tværs af dine profiler på de sociale medier.

[Næste artikel: Markedsføring – 2](https://www.hpbech.dk/markedsfoering-2/)

---

## Tidligere artikler i denne serie:

Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)

Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)

Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)

Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)

Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)

Artikel 7: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)

Artikel 8: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)

Artikel 9: [Tidsplan og økonomi](https://www.hpbech.dk/2023/05/16/tidsplan-og-oekonomi/)

Artikel 10: [Om forfatteren og bogens genre](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Markedsføring - 2](https://hpbech.com/da/markedsfoering-2/)

**Published:** June 13, 2023
**Author:** Hans Peter Bech

**Excerpt:** Jeg skriver denne serie artikler til forfattere med kommercielle ambitioner, der driver deres eget forlag, og som derfor står for alle opgaverne selv.

**Content:**

## En roman kommer til verden – del 12

Jeg skriver denne serie artikler til forfattere med kommercielle ambitioner, der driver deres eget forlag, og som derfor står for alle opgaverne selv.

[![](https://www.hpbech.dk/wp-content/uploads/step_6_no_text-300x262-1.png)](https://www.hpbech.dk/wp-content/uploads/step_6_no_text-300x262-1.png)Begrebet “står for” betyder ikke, at du skal udføre alle opgaverne selv. Så mange faglige discipliner tror jeg ikke noget enkelt menneske behersker. Jeg gør i hvert fald ikke, og marketing er et af de områder, som de fleste forfattere står sig bedst ved at købe hjælp til. Når du til den erkendelse, finder du hjælpen på [Bogbrancheguiden](https://bogbrancheguiden.dk).

**Ambitioner** definerer jeg i denne artikelserie som et ønske om at afsætte mindst 3.000 eksemplarer indenfor de første 12 måneder efter bogen udkommer.

Begrebet **marketing** dækker over en lang række forskelligartede aktiviteter og i den forrige artikel forklarede jeg, at de kører parallelt med bogens tilblivelsesproces. Det er alt for sent først at starte markedsføringen, når bogen er udkommet.

I denne og kommende artikler gør jeg i dybden med hvilke marketingaktiviteter, der bør gennemføres, når du er en ukendt forfatter, der vil udgive en bog på dit eget forlag og har kommercielle ambitioner.

## 5.000 venner og følgere

[![](https://hpbech.com/wp-content/uploads/Stimulate_demand_ver3.png)](https://hpbech.com/wp-content/uploads/Stimulate_demand_ver3.png)I den forrige artikel sluttede jeg med at konstatere, at du ved bogens udgivelse bør have mindst 5.000 relevante følgere (familie, venner, connections, følgere) på de social medier eller på din mailingliste. Relevante betyder i denne sammenhæng, at de er interesserede i den type litteratur, du skriver, og derfor vil overveje at købe dine bøger.

Grunden til at de skal kende dig på forhånd er, at kommunikation til personer, der allerede følger dig og er interesserede i det, du laver, er tusind gange mere effektivt (læs billigere) end nogen marketingkampagne, der skyder med spredehagl. Personer, der følger dig, er nemmere at identificere og kommunikere til (og med), og de er modtagelige for dine budskaber.

Så hvordan skaffer du dig 5.000 følgere/venner/connections, og hvor lang tid tager det? Uden at det koster noget!

Svaret er enkelt: Det kan ikke lade sig gøre.

Hvis du til gengæld er indstillet på, at det koster tid, er der imidlertid håb. Og med tid mener jeg både kalender- og arbejdstid.

## Indholdsmarkedsføring

[![](https://hpbech.com/wp-content/uploads/SEO-1024x558.jpg)](https://hpbech.com/wp-content/uploads/SEO.jpg)Indholdsmarkedsføring (på engelsk content marketing) er en teknik til at skabe og distribuere relevant og værdifuld indhold, der tiltrækker og engagerer din målgruppe. Indholdet omfatter artikler, videoer, billeder, podcasts, e-bøger, infografik, blogindlæg, kommentarer, webinarer, nyhedsbreve og meget mere.

Du skal med andre ord i gang med at producere indhold om det, du skriver om. Præcist hvad og hvordan afhænger af hvilken type bøger, du skriver. Der er meget stor forskel på at markedsføre en bog om børns forhold til deres krop skrevet til børn, en kogebog for singler, en kriminalroman, en erhvervsbiografi og en slægtsroman. Blot for at nævne udvalgte yderpunkter. Men forskellen ligger primært i, hvad du skal producere, og hvor du skal få det bragt i kontakt med din målgruppe.

## Landingsbanen

Hvor skal dine potentielle læsere føres hen for at få mere af det, du producerer?

Det sted kalder jeg landingsbanen.

For mit eget vedkommende er det for mine danske bøger nærværende blog og for mine engelske enten [hpbech.com](https://www.hpbech.com/) eller for fagbøgerne [tbkconsult.com](https://tbkconsult.com).

For dit vedkommende kan det være noget andet. Du kan oprette en side på Facebook, koncentrere dig om din Instagramprofil, satse på LinkedIn, udvikle en YouTube kanal eller noget helt tredje. Er du i tvivl, så søg hjælp på [Bogbrancheguiden](https://bogbrancheguiden.dk).

## De sociale medier

[![](https://www.hpbech.dk/wp-content/uploads/Social-Media.png)](https://www.hpbech.dk/wp-content/uploads/Social-Media.png)Via de sociale medier kan du nå en meget stor del af din målgruppe. Hvilket social medium, der er bedst egnet, afhænger af, hvem dine potentielle læsere er.

For mit eget vedkommende koncentrerer jeg mig om [LinkedIn](https://www.linkedin.com/in/hanspeterbech/), [Facebook](https://www.facebook.com/hpbech) og [Twitter](https://twitter.com/hpbech). Jeg har også en [YouTube-kanal](https://www.youtube.com/channel/UCxi-YWWVEi2WBuQ0sWIPCVA) med knap 1.000 abonnenter, men har endnu ikke gjort så meget ud af den.

Fordelen ved at anvende de sociale medieplatforme er, at de investerer store summer (læs gigantiske summer) i algoritmer, der skal eksponere brugerne for indhold, som fanger og fastholder deres opmærksomhed. På den måde er de på din side. Modsat vil de dog gerne have betaling for at eksponere dit indhold for målgrupper, som du vælger. Du kan derfor ikke regne med, at dine opslag når ud til alle dine følgere. Faktisk kan du regne med det modsatte, nemlig at dine opslag kun eksponeres for en lille del af dine følgere. Også fordi kun en lille del af dit netværk er aktive på platformen på det tidspunkt, du poster. Hvis tilstrækkeligt mange reagerer på opslaget (synes om, kommenterer eller deler) vil algoritmen sende det videre til flere. Ellers får det blot lov til at sygne hen i ubemærkethed.

At følge en profil på de sociale medier er nemt og uforpligtende. Det er således væsentlig nemmere at få følgere end at få abonnenter til for eksempel et nyhedsbrev. Til gengæld er abonnenter på en mailingliste en mere effektiv måde at nå ud til sine potentielle læsere.

## Fokus på følgere

[![](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)Parallelt med de øvrige aktiviteter omkring bogens tilblivelse vil jeg anbefale, at du koncentrere dig om at udbygge dit netværk.

Benytter du Facebook, skal du gøre din profil [offentlig](https://www.facebook.com/hpbech) og blive en [Creator](https://www.facebook.com/creators/get-started). Det giver dine opslag større synlighed og giver dig også mulighed for at annoncere eller booste.

Bruger du LinkedIn skal du overveje at abonnere på Sales Navigator.

Hvordan du opbygger det netværk, der er relevenat for din type litteratur, er meget individuelt og har du brug for hjælp, vil jeg derfor anbefale at du finder en markerting coach på [Bogbrancheguiden](https://bogbrancheguiden.dk).

Andre marketingaktiviteter kan vente til cirka et halvt år før bogens udgivelse. Derfor kommer artikler om denne type aktiviter også efter at jeg har diskuteret manuskriptet, redaktion og korrektur.

[Næste artikel: Manuskriptet](https://www.hpbech.dk/manuskriptet-2/)

---

## Tidligere artikler i denne serie:

Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)

Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)

Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)

Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)

Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)

Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)

Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)

Artikel 9: [Tidsplan og økonomi](http://tidsplm)

Artikel 10: [Om forfatteren og bogens genre ](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)

Artikel 11: [Marketing 1](https://www.hpbech.dk/2023/06/06/markedsfoering-1/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Erhvervsroman hylder den danske model](https://hpbech.com/da/erhvervsroman-hylder-den-danske-model/)

**Published:** June 15, 2023
**Author:** Hans Peter Bech

**Excerpt:** En fyring i 2001 blev et vendepunkt for erhvervsmand og forfatter Hans Peter Bech. Det ledte til et liv som selvstændig og efter nogle år, skrev han en fagbog om at skalere sin forretning via forhandlere.

**Content:**

Min debutroman *[Balladen i Mekka](https://www.saxo.com/dk/products/search?query=Balladen+i+Mekka)* udkommer i dag.

I den anledning har mit forlag udsendt denne pressemeddelelse:

---

**Hillerød, torsdag den 15. juni 2013.**

En fyring der leder til et succesfyldt liv som solo-selvstændig, bestseller-bøger og et erhvervseventyr i Saudi-Arabien, der clasher med danske værdier. Det er noget af det, der satte gang i Hans Peter Bechs internationale karriere i den opblomstrende tid efter 2. verdenskrig. Nu debuterer han med en romanserie om en dansk karrieremand, Henrik Bertelsen, der griber chancer og ikke er bange for at fejle. Den autofiktive roman er en hyldest til den danske model.

## En fyring fører til succes

[![Balladen i Mekka - Hans Peter Bech](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-stack-676x800.jpg)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-stack.jpg)En fyring i 2001 blev et vendepunkt for erhvervsmand og forfatter Hans Peter Bech. Det ledte til et liv som selvstændig og efter nogle år, skrev han en fagbog om at skalere sin forretning via forhandlere.

*Det blev sgu en bestselle*r, siger Hans Peter Bech, der begyndte at sælge bøger til hele verden og rejse rundt med workshops og foredrag. Da han skrev en bog mere, blev telefonen rødglødende. *Men jeg ville allerhelst være skønlitterær forfatter*, siger Hans Peter Bech, der nu debuterer med det første bind i en krønike på otte bøger om Aalborg-drengen Henrik og hans arbejdsliv fra 1979 og op til i dag.

Mange af de ting Henrik kommer ud for, handler om de dilemmaer, der opstår i krydsfeltet mellem arbejde, privatliv og samfund, hvorfor bogen er genrebestemt som en erhvervsroman. I seriens første bog er det Henriks møde med et korrupt regime i Saudi-Arabien, der står i centrum.

## Verden går ikke under, hvis man laver fejl

I disse økonomisk usikre tider er der nok mange, der gerne holder fast i et sikkert job med håb om fast månedsløn og gode karrieremuligheder. Sådan var det også i 1979, da Hans Peter Bech som ung – og første akademiker i familien – fik job i Arbejdsministeriet. Han arbejdede under Sven Auken og var med til at løse Danmarks udfordringer med betalingsbalancen og sikre job til danskerne.

*Det, jeg arbejdede med, kom i tv-avisen om aften. Det føltes vigtigt*, siger Hans Peter Bech, der så en sikker karrierevej foran sig og med det ypperste mål at ende som departementschef. Men da en chance bød sig, tog han alligevel et gevaldigt karriereskift. En risikovillig tilgang til sit arbejdsliv, som han har båret med sig lige siden. Hans Peter Bech håber da også, at bogen, udover at være en god historie, kan overbevise læserne om at tage flere chancer.

---

> Verden går ikke under, hvis man laver fejl, til gengæld lærer man nye og spændende ting.

---

## Da først saudierne var her, så rullede lavinen

[![](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)I bogen er der også masser af risikovillighed. Henriks bror har en restaurant i København. En dag bliver han opfordret til at give et tilbud på at renovere fem hospitalskøkkener i Saudi-Arabien. Brødrene finder aldrig helt ud af, hvorfor Saudi-Arabien kontakter broren, men de byder ind på opgaven.

*De er fulde af gåpåmod og selvtillid, og det kommer de langt med*, siger Hans Peter Bech. Og da først den saudiske delegation ankommer til Danmark, så rullede lavinen. De går længere og længere ud ad planken og kommer i kontakt med et regime, der styres af sharialov og har helt andre måder at lave forretning på, end hvad de er vant til.

*Det de ser og oplever, det kan man ikke leve i som dansker*, fortæller Hans Peter Bech, og det er netop denne oplevelse, der satte Henrik-krøniken i gang.

## Jeg er her for at have det sjovt

Bogen er dedikeret til ’Den danske model’, men hvorfor det?

*Det har jeg gjort, fordi der næppe findes et bedre land at kaste sig ud i chancer med sit arbejdsliv, som f.eks. at blive selvstændig. Vi har en solidarisk social infrastruktur, og hvis ikke du har taget af kassen eller tabt andre menneskers penge, så kan du altid starte op igen.* Hans Peter Bech mener, at hvis man er lidt opfindsom og fleksibel, så kan man komme langt.

---

> Jeg er da blevet fyret mange gange. Så har jeg tænkt ’fuck, hvad gør jeg nu.’ Men efter at have lagt en plan og gået i gang med telefonen, så er der hurtigt dukket nye muligheder op. Det dejlige ved Danmark er blandt andet det sikkerhedsnet, der sikrer os, indtil vi igen er i job.

---

Såvel i virkeligheden som i fiktion er der tale om at tage chancer. Så det er en bog til folk, der kan lide at se, hvordan muligheder kan folde sig ud med bump på vejen og også succes.

På et tidspunkt var der en headhunter, der sagde til Hans Peter Bech, at det ikke var godt for hans CV, at han havde lavet så meget forskelligt. Hans Peter Bech var ikke i tvivl om sit svar:

> *Jeg er her ikke for at gøre karriere, men for at have det sjovt.*

## Om forfatteren

[![](https://hpbech.com/wp-content/uploads/cropped-Hans-Peter-Bech-serious.jpg)](https://hpbech.com/wp-content/uploads/cropped-Hans-Peter-Bech-serious.jpg)Hans Peter Bech f. 1951, uddannet cand.polit. Har udgivet flere bestsellere og holder workshops og foredrag i hele verden.

Hans anden bog *[Building Successful Partner Channels](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)* blev en international bestseller. Han er også kendt for erhvervsbiografien *[Fra Damgaard til Microsoft](https://www.saxo.com/dk/fra-damgaard-til-microsoft_hans-peter-bech_haeftet_9788793116344)*, og han har indtil videre skrevet seks bøger henvendt til software-virksomheder. *[Balladen i Mekka](https://www.saxo.com/dk/products/search?query=Balladen+i+Mekka)* er hans skønlitterære debut.

For mere information og interview:
Hans Peter Bech, forfatter, 2347 6762, 

[Læs mere](https://www.hpbech.dk/boger/) om forfatterens bøger.

*Balladen i Mekka* udgives af TBK Publishing, er på 260 sider og kan fås som paperback, e-bog og lydbog hos boghandlere og på bogportalerne.

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Manuskriptet](https://hpbech.com/da/manuskriptet/)

**Published:** June 20, 2023
**Author:** Hans Peter Bech

**Excerpt:** At afgøre om en læser kan lide historien, baserer jeg på, om han eller hun er villig til at anbefale bogen til andre, og om de vil skrive en kort anmeldelse.

**Content:**

## En roman kommer til verden – del 13

Jeg har tidligere påstået, at et bogprojekt er 25% kreativitet og 75% håndværk. En del af de 25% går til markedsføring og resten til udarbejdelse af det første manuskriptudkast.

Jeg medgiver, at der er mange veje til det første manuskriptudkast, og at der næppe kan anvises en metode, der virker bedre end en anden. Til gengæld vil jeg mene, at vejen fra det første udkast til den færdige version er noget mere standardiseret og håndværkspræget. I denne artikel vil jeg beskrive, hvordan jeg selv arbejder, og når frem til det første udkast. Det håndværksprægede vender jeg efterfølgende tilbage til.

## Processen

[I artikel 6](https://www.hpbech.dk/2023/04/11/manuskriptet/) beskrev jeg den proces, som fungerer for mig.

Den har følgende seks trin.

[![](https://hpbech.com/wp-content/uploads/Manuskriptet-1400x220.png)](https://hpbech.com/wp-content/uploads/Manuskriptet.png)## Research

For den type bøger, jeg skriver, er det mest hensigtsmæssigt at have en meget stram struktur. Handlingen foregår i en faktuel historisk ramme, hvorfor researchfasen dels skal sikre, at den er korrekt, dels hjælpe med til at finde de begivenheder, som den enkelte bogs fortælling skal knyttes til.

Da jeg skrev *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* opdagede jeg ret sent, at der i november 1979 fandt et meget blodigt oprør sted i den store moske. Det var helt oplagt, at den begivenhed skulle flettes ind i bogen, så jeg måtte møblere om på kronologi, karakterer, steder og handling. Det var en tidskrævende proces at få ændret bogens narrative fundament, så næste gang er jeg mere omhyggelig med reseachen.

For første gang benyttede jeg [ChatGPT](https://chat.openai.com) i min research. I mange tilfælde giver det hurtigere og bedre resultater end en traditionel søgning på Bing, Google, DuckDuckGo eller en af de andre søgemaskiner, hvor man skal tjekke hvilke links, der indeholder relevante og troværdige oplysninger. Jeg kan varmt anbefale ChatGPT, men må også hejse et lille rødt flag. Systemet giver indimellem forkerte informationer, og da det ikke angiver, hvilke kilder det bygger på, kan det være svært at afgøre troværdigheden. Når man søger information om forhold, hvor man ingen eller kun ringe indsigt har, bør man dobbelttjekke med andre kilder. Men det gælder vel al research, at man altid bør tjekke flere kilder.

## Basismanuskriptet

For udarbejdelsen af manuskriptet til *Balladen i Mekka* fulgte jeg følgende proces:

[![](https://hpbech.com/wp-content/uploads/Manuskriptproces-1400x313.png)](https://hpbech.com/wp-content/uploads/Manuskriptproces.png)Trin 1 til 5 beskrev jeg også [i artikel 6](https://www.hpbech.dk/2023/04/11/manuskriptet/), så her vil jeg i stedet går dybden med en detalje ved udarbejdelse af det første udkast, basismanuskriptet, som måske afviger fra den måde de fleste forfattere arbejder på.

## Customer Development

Over de sidste 30 år er der udviklet mange metoder til at teste om en forretningsidé kan fungere. Det vil sige om tilstrækkeligt mange potentielle kunder er parate til at betale for det produkt eller den service, som en virksomhed påtænker at udvikle. Det er specielt kritisk for iværksættere, som ikke har en etableret forretning, der kan kompenser for det tab et mislykket projekt måtte medføre. Men også etablerede virksomheder tester deres produkter i markedet inden, de frigiver de store summer, som udvikling og lancering koster.

Customer Development, som er en af disse testmetoder, går i alt sin enkelhed ud på at præsenterer sin idé for den type kunder, man forventer bør have interesse. Det er afgørende, hvem man præsenterer idéen for, hvordan man præsenterer den, hvordan man sikrer en kvalificeret tilbagemelding og hvordan man vurderer responsen.

[![](https://hpbech.com/wp-content/uploads/Overqualified-1.jpg)](https://hpbech.com/wp-content/uploads/Overqualified-1.jpg)Det har vist sig at mange potentielle kunder har vanskeligt ved at forholde sig til beskrivelsen af en idé. På samme måde har potentielle læsere også svært ved at forholde sig til mit bogresumé. Det er for abstrakt.

For min debutroman, *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*, valgte jeg derfor udover at præsentere bogresuméet for en række personer også at anmode fem andre om at vurdere de første tre kapitler af det første manuskriptudkast. Vurderingen bestod i besvarelsen af en række spørgsmål, der gjorde det muligt for mig at sammenligne svarene og afgøre hvordan en række forhold ved historien og teksten virkede. Det lyder måske ligetil, men det er det ikke. Før det første skal du vælge personer, som tilhører din målgruppe. For det andet skal de svare omhyggeligt på spørgsmålene. Og for det tredje må de ikke bare være flinke og høflige.

Da *Balladen i Mekka* er autofiktiv, kunne jeg ikke bruge testlæsere i min nærmest omgangskreds. De kunne ikke abstrahere fra deres egen opfattelse af virkeligheden. Bevidst eller ubevidst forventede de, at fortællingen skulle være autobiografisk. Men autofiktion er ikke autobiografi. Min ambition var ikke at skrive min egen historie, men kun at benytte mine egne oplevelser og erfaringer som skelet.

At finde nogen udenfor, der ville bruge den tid, der krævedes, indebar at jeg måtte spørge over dobbelt så mange, som jeg behøvede. Det er helt normalt, at personer, der tilkendegiver at ville testlæse, alligevel ikke får det gjort. Når det er ulønnet arbejde, kan man ikke gøre andet end gardere sig med flere, end man egentlig behøver.

[![](https://hpbech.com/wp-content/uploads/Working_from_home_man-500.png)](https://hpbech.com/wp-content/uploads/Working_from_home_man-500.png)Du vil også opleve, at nogle af testlæserne ikke bryder sig om den type fortælling, du skriver. Det betyder, at du skal erstatte dem med nogle, der gør, og som vil give den detaljerede tilbagemelding, som du har brug for. Hvis du skal skifte mere end halvdelen ud, er der noget galt med enten din historie eller med din målgruppedefinition. Måske med begge dele.

Den tilbagemelding, jeg fik fra testlæserne, var meget afgørende for, hvordan jeg skrev resten af manuskriptet. Overordnet virkede min historie, men jeg skulle passe på med detaljerne, jeg skulle være mere omhyggeligt med tidsangivelsen i fortællingens flashbacks, som ikke var kronologiske. Sidehistorierne skulle have en tydeligere relevans for hovedplottet, og jeg skulle være mere konsistent med sproget.

I [næste artikel](https://www.hpbech.dk/redaktion-og-korrektur/) vil jeg fortælle mere om redaktionen og korrektur.

---

## Tidligere artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
- Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
- Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)
- Artikel 9: [Tidsplan og økonomi](https://www.hpbech.dk/2023/05/16/tidsplan-og-oekonomi/)
- Artikel 10: [Om forfatteren og bogens genre](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)
- Artikel 11: [Marketing 1](https://www.hpbech.dk/2023/06/06/markedsfoering-1/)
- Artikel 12: [Marketing 2](https://www.hpbech.dk/2023/06/13/markedsfoering-2/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Redaktion og korrektur](https://hpbech.com/da/redaktion-og-korrektur/)

**Published:** June 27, 2023
**Author:** Hans Peter Bech

**Excerpt:** At nogen siger til mig, at bogen er god, kan jeg ikke bruge til noget. De skal være villige til at fortælle det til andre, før det har værdi for projektet.

**Content:**

## En roman kommer til verden – del 14

I denne serie af artikler gennemgår jeg arbejdet med min debutroman *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* og er nu nået til redaktion og korrektur.

Overordet set har jeg fulgt processen, som illustreret her:

[![](https://hpbech.com/wp-content/uploads/Hele-processen-1400x690.png)](https://hpbech.com/wp-content/uploads/Hele-processen.png)Som jeg beskrev i den [foregående artikel](https://www.hpbech.dk/2023/06/20/manuskriptet-2/), stoppede jeg skrivningen efter de første tre første kapitler og bad en håndfuld testlæsere om detaljeret tilbagemelding. I denne artikel beskriver jeg arbejdet med manuskriptet herefter.

## Alfalæsere, redaktion, betalæsere og korrektur

Som sagt var *Balladen i Mekka* min debut som romanforfatter, og jeg fornemmede allerede under planlægningen, at projektet var helt forskelligt fra min fagbøger, der vedrører emner, jeg ved er relevante for en målgruppe, som er nem at identificere og komme i kontakt med.

Jeg havde derfor behov for at få afklaret, om der var klangbund for min romanambition, inden jeg investerede et år af mit liv i projektet og de 50-60.000 kroner, som det koster at få en bog på gaden. De overvejelser førte til følgende proces for manuskriptet.

[![](https://hpbech.com/wp-content/uploads/Manuskriptproces-1400x313.png)](https://hpbech.com/wp-content/uploads/Manuskriptproces.png)### Alfalæsere

Efter at have færdiggjort første manuskriptudkast M1 (blandt andet baseret på tilbagemeldingerne fra testlæserne) sendte jeg det til 10 alfalæsere, hvoraf de 9 til min store overraskelse svarede med detaljerede kommentarer. Udover alfalæsere stemte jeg tekniske detaljer i bogen af med en række fageksperter.

[![](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-full-spread-3-1217x800.jpg)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-full-spread-3.jpg)Alle alfalæsere syntes grundlæggende om fortællingen, men havde forskellige synspunkter på, hvor der var for meget, hvor der var for lidt, hvor fortællingen virkede, og hvor den ikke gjorde. Der blev også peget på passager, som nogle syntes var svære at forstå eller, der forekom for løsrevet fra hovedhandlingen. De fleste alfalæserne investerede mange timer i at gennemgå deres observationer med mig.

Jeg var forberedt på, at alfalæsernes tilbagemeldinger ikke ville være konsistente, og at jeg også i nogle situationer ville være uenig i deres synspunkter. Det forsøgte jeg at få struktur på ved at bede dem svare på en række konkrete spørgsmål, men heldigvis svarede de også på spørgsmål, som jeg ikke havde stillet. Hvis ikke teksten fungerede, nyttede det ikke noget, at jeg forklarede en alfalæser, hvad jeg havde tænkt. I kommunikationen med dem var det derfor min opgave at forstå deres synspunkter og ikke at udfordre dem.

Jeg brugte en del tid på at skabe overblik over tilbagemeldingerne for derefter at kunne afgøre hvilke, jeg ville lade indgå i revisionen af M1 til M2. Det blev en større omskrivning end jeg i udgangspunktet havde forestillet mig, men resultatet så til gengæld meget tilfredsstillende.

### Net Promotor Score

[![](https://hpbech.com/wp-content/uploads/NPS-Blog.png)](https://hpbech.com/wp-content/uploads/NPS-Blog.png)På dette sted vil jeg gerne anføre en note om, hvordan du afgør om en læser kan lide din historie. Med indsigt fra andet [bogprojekt](https://www.cuori.dk/bog), hvor jeg er redaktør, valgte jeg at spørge læserne, om han eller hun ville anbefale bogen til andre, og om de vil skrive en kort anmeldelse. Ville de ingen af delene, tydede det på, at de ikke syntes om bogen. Det er principperne bag Net Promotor Score, som efterhånden er blevet standarden for hvordan, man måler kundetilfredshed. At nogen siger til mig, at bogen er god, er sødt af dem, men jeg kan ikke bruge det til noget. De skal være villige til at fortælle det til andre, før det har værdi for projektet. Alle alfalæserne ville anbefale bogen til andre. Hurra!

### Redaktion

Manuskriptudkast M2 blev nu sendt til min redaktør Mia Rasmussen, der skulle vurdere sprog, plot, karakterer og det, der hører med til at skabe en god læseoplevelse. Samarbejdet med en redaktør er langt tættere en med test-, alfa- og betalæsere, og her får jeg også helt konkrete forslag til omformuleringer og forbedringer i teksten. Resultatet af om- eller gennemskrivningen af manuskriptet efter redaktøren har været ind over kalder jeg M3.

Nu ville de fleste nok sende manuskriptet til korrekturlæsning, men jeg valgte at tage endnu en runde med testlæsere.

### Betalæsere

[![](https://hpbech.com/wp-content/uploads/Working_from_home_lady-541x400.png)](https://hpbech.com/wp-content/uploads/Working_from_home_lady.png)En runde med reaktør eller testlæsere tager fire til seks uger, hvorefter manuskriptet igen skal skrives igennem. Alså skal man nok regne med, at hvert gennemløb tilføjer knap to måneder til udgivelsesprocessen.

Der var to formål med at tage endnu en runde. Dels ville jeg gerne have endnu en tilbagemelding på manuskriptet, der havde undergået store ændringer fra M0 til M3, og dels ville jeg gerne have flere testlæsere, der kunne anbefale bogen til andre.

I betarunden spurgte jeg 25 personer i mit netværk. 19 tilkendegav at ville deltage og fik tilsendt M3. 11 personer endte med at deltage. Fra alfarunden og fra tidligere bogprojekter har jeg erfaret, at når antallet af aktive deltagere overstiger 5 til 7, så tilføjes der ikke væsentlige nye synspunkter. 11 deltagere var derfor lidt i overkanten. Næste gang vil jeg spørge lidt færre og supplere op hvis påkrævet.

Hvad jeg også erfarede var, at det tilsyneladende er langt nemmere for testlæsere at give omfattende tilbagemelding på bogen, end det er at anbefale den til andre. Jeg kunne godt få de fleste til at formulere en kort anbefaling, men at få dem til at sprede den på de sociale medier viste sig langt vanskeligere. Selvom vi har levet med de sociale medier i snart 20 år, er der fortsat mange, der ikke forstår, hvordan de virker. Den problematik kommer jeg tilbage til i en senere artikel.

### Korrektur

Efter tilbagemeldingerne fra betalæserne udarbejdede jeg manuskriptversion M4, som herefter gik til korrekturlæsning.

[![](https://hpbech.com/wp-content/uploads/Mature-no-text.png)](https://hpbech.com/wp-content/uploads/Mature-no-text.png)Der er tre observationer, som jeg på dette sted gerne vil videregive.

1. En enkelt korrekturgennemgang fanger ikke alle fejl.
2. Indtaling af lydbogsversionen afslører yderligere fejl og uhensigtsmæssigheder i teksten.
3. Du kan når som helst rette lydudgaven og den elektroniske udgave, mens den trykte udgave kun kan rettes for den næste produktion.

De fleste vælger at indtale lydbogsversionen efter at den trykte udgave er færdiggjort. Det var også min plan, men næste gang vil jeg gøre det anderledes. Indtalingen af lydbogen vil nemlig, uanset om du selv indtaler den eller lader en anden gøre det, afsløre grammatiske fejl, uhensigtsmæssigheder og forbedringsmuligheder.

Næste gang vil jeg måske allerede indtale lydbogsudgaven inden jeg sender manuskriptet til korrekturlæsning. De fleste korrekturrettelser vil du opdage, når du læser bogen højt, og dem, du ikke opdager, har ingen betydning for lydbogen.

Ved at indtale lydbogsudgaven først, sikrer du dermed en højere kvalitet i den trykte og den elektroniske udgave.

I dag, hvor du ikke behøver at trykke så mange bøger i første runde, er det måske ikke så afgørende, om alle fejl er rettet i den første runde. Men udover et generelt ønske om at ville levere et kvalitetsprodukt, så er det altså også bøgerne fra første oplag (ikke at forveksle med betydningen af ordet “oplag”, fra før vi fik print-on-demand), der sendes ud til anmelderne. Som debutterende forfatter vil man nødigt skulle fældes på helt banale fejl.

[Næste artikel: Bogudgivelse](https://www.hpbech.dk/bogudgivelse/)

---

## Artikler i denne serie

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
- Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
- Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)
- Artikel 9: [Tidsplan og økonomi](https://www.hpbech.dk/2023/05/16/tidsplan-og-oekonomi/)
- Artikel 10: [Om forfatteren og bogens genre](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)
- Artikel 11: [Marketing 1](https://www.hpbech.dk/2023/06/06/markedsfoering-1/)
- Artikel 12: [Marketing 2](https://www.hpbech.dk/2023/06/13/markedsfoering-2/)
- Artikel 13: [Manuskriptet](https://www.hpbech.dk/2023/06/20/manuskriptet-2/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Bogudgivelse](https://hpbech.com/da/bogudgivelse/)

**Published:** July 11, 2023
**Author:** Hans Peter Bech

**Excerpt:** Den teknologiske udvikling er den primære årsag, til at antallet af forfattere, der selv udgiver deres bøger, stiger. Omkostningen til at få en bog på gaden falder løbende.

**Content:**

## En roman bliver til – del 15

I [artikel 7 ](https://hpbech.com/da/udgivelsesprocessen/ "Udgivelsesprocessen")gennemgik jeg summarisk de aktiviteter, jeg inkluderer i udgivelsesprocessen i Danmark:

1. Oprettelse på Bogportalen (for den trykte udgave)
2. Opdatering af din profil hos Dansk Forfatterforening
3. Ombrydning til tryk
4. Kompilering til e-bog
5. Indtaling og forberedelse af lydfiler til lydbogsudgaven
6. Oprettelse hos Publizon (e-bog og lydbog)
7. Valg af trykkoncept
8. Registrering i Dansk Bogfortegnelse (lektørudtalelse)
 
I denne artikel vil jeg gennemgå nogle af udgivelsesaktiviterne i yderligere detaljer.

## Hvor henter du hjælp?

Der er grænser for detaljeringsniveauet i denne serie artikler, hvor min ambition ikke er at skrive brugsvejledninger til webportaler og software. Ønsker du flere detaljer, end jeg tilbyder, men ikke vil investere tid i research på ChatGPT, YouTube og søgemaskiner, kan du finde hjælp på [Bogbrancheguiden](https://bogbrancheguiden.dk).

Du kan også stille spørgsmål i NewPubs [Facebookgruppe](https://www.facebook.com/groups/newpub), men overvej nøje formuleringen. Stil ét spørgsmål ad gangen og undlad at spørge om noget, du meget nemt selv kan finde ud af ved at søge lidt på Google eller ved at læse NewsPubs [bøger](https://www.newpub.dk/vare/skriv-udgiv-grundbogen/). Sprøger du og får hjælp i gruppen, bør du efter min mening også selv bidrage med opslag og kommentarer, hvor du deler dine erfaringer og indsigt.

## Oprettelse på Bogportalen

 [![](https://hpbech.com/wp-content/uploads/Bogportalen-889x800.png)](https://hpbech.com/wp-content/uploads/Bogportalen.png)Hvis læserne skal kunne købe din trykte bog hos boghandlerne og på bogportalerne (Saxo, Tales, Bog&Idé m.fl.), så skal den være oprettet på [Bogportalen](https://www.dafolo-lager.dk/dafololagerHotel/Brugervejledning_til_Bogportalen.dk.pdf) og ligge på lager hos enten DBK eller Dafolo.

At bogen kan findes på Bogportalen er ikke nogen garanti for, at boghandlerne tager den hjem, men det sikrer de på forespørgslen kan levere den hurtigt (3-5 dage). Der kommer mere om salg via boghandlerne i en senere artikel.

Jeg har en forlagsaftale med DBK, som har oprettet og givet mig adgang til Bogportalen.

Som jeg skrev i artikel 7, kan du oprette din bog længe før den udkommer. Hvis du påtænker at indgå særaftaler med udvalgte boghandlere og portaler, er det en fordel, at det foregår via Bogportalen, hvor de i forvejen styrer deres indkøb og lager, og hvor du kan oprette kampagner for hver enkelt bog.

Registreringen står sig bedst ved at have bogens forside med. Som jeg har skrevet andetsteds er omslaget noget af det første jeg får lavet, så derfor var det også klar til Bogportalen. Skulle du senere ombestemme dig, er det ikke noget problem. Du skifter blot billedet ud.

## Dansk Forfatteforening

 [![](https://hpbech.com/wp-content/uploads/DDF.png)](https://hpbech.com/wp-content/uploads/DDF.png)Hvis du er forfatter, bør du være medlem af [Dansk Forfatterforening](https://danskforfatterforening.dk/67-hans-peter-bech/). For mig er det en selvfølge at være medlem af den faglige organisation, der varetager mine interesser. I de år, hvor jeg var ansat på funktionær- eller direktørkontrakter, var jeg aktivt medlem af DJØF. Som forfatter var det derfor naturligt også at melde mig ind i forfatterforeningen.

Mens du forbereder din første udgivelse, kan du blive associeret medlem.

## Ombrydning til tryk (og e-bog)

Den teknologiske udvikling er den primære årsag, til at antallet af forfattere, der selv udgiver deres bøger, stiger. Omkostningen til at få en bog på gaden falder løbende.

Først reducerede print-on-demand teknikken behovet for at trykke store oplag. Så fjernede e-bogsformatet helt behovet for lager og senest er lydbogformatet, der heller ikke kræver lager, blevet meget populært. Med bogportaler som Amazon, Saxo og Tales kan man helt undgå at investere i store oplag og at skulle tilbyde boghandlerne returret.

Vil du maksimere dit salg, skal du dog udover at tilbyde dine bøger i alle formater have boghandlerne med.

At tilbyde en bog i et trykt format, som fortsat er det mest efterspurgte herhjemme, betyder, at den skal ombrydes eller layoutes. Tidligere krævede det en grafiker, der kunne håndtere Adobe InDesign eller et lignende program.

Det gør det ikke længere. Apps som [Vellum](https://vellum.pub) og [Atticus](https://www.atticus.io) kan klare opgaven.

 [![](https://hpbech.com/wp-content/uploads/Vellum-1457747726-537x400.png)](https://hpbech.com/wp-content/uploads/Vellum-1457747726.png)Til *Balladen i Mekka* benyttede jeg Vellum og må erkende, at det er en perfekt løsning til tekstbøger. Hvordan appen håndterer bøger med mange illustrationer ved jeg først om et par måneder, når vores næste bog udkommer.

Vellum er netop udviklet til at ombryde bøger og har de funktioner, du skal bruge. Tilmed finder jeg det meget brugervenligt. Når du har færdiggjort den trykte udgave, har du automatisk den elektroniske i de formater som kræves.

Selvom Villum laver det meste arbejde for dig, skal du fortsat tjekke, at der ikke er horeunger i slutningen af kapitlerne, og at orddelinger sker korrekt. Deles et ord forkert, kan du lære Vellum, hvor stavelserne ligger.

Når du har ombrudt manuskriptet, kender du det nøjagtige sideantal, kan derfor beregne rygbredden og få lavet det endelige omslag. Den opgave tager min grafiker sig af.

**OBS:** Vellum er et amerikansk produkt og tilbyder derfor de amerikanske standardformater. Mine danske bøger er 155x230mm (stor roman). I Vellum er det, der kommer tættest på, 152\*229mm. Folkene hos Scandinavian Book (Bookbox) er flinke og hjælper med at twiste formatet på plads.

[Klik her](https://kindlepreneur.com/vellum-software-review/) for en nærmere gennemgang af Vellum, der kun findes til Apple MacOS og af alternativet Atticus, der også fås til Microsoft Windows.

## Indtaling og forberedelse af lydfiler til lydbogsudgaven

Det emne behandler jeg i [en særskilt artikel](https://hpbech.com/da/lydbogen-1/ "Lydbogen 1").

## Oprettelse hos Publizon (e-bog og lydbog)

Publizon distribuerer e-bøger og lydbøger til de fleste platforme i Danmark. Du kan først oprette dine bøger hos Publizon, når de er klar til upload, men vent under alle omstændigheder til du har sendt to trykte eksemplarer til DBC. Læs hvorfor senere i denne artikel.

Har du benyttet Vellum, får du automatisk genereret e-bogen i de formater, du skal bruge til de forskellige platforme. Til Publizon benytter du det generiske format.

Lydfilerne skal overholde en række tekniske krav og navngives på en bestemt måde, som jeg vil redegøre for i den senere artikel om lydbogen.

## Valg af trykkoncept

 [![](https://hpbech.com/wp-content/uploads/Bookbox.jpg)](https://hpbech.com/wp-content/uploads/Bookbox.jpg)Med mindre du er nogenlunde sikker på at sælge mere end 400 styk, er [Bookbox](https://scandinavianbook.dk/bookbox/om-bookbox) den billigste løsning. For Balladen i Mekka er det mit mål at sælge 3.000 eksemplarer, men da jeg ikke ved, hvor lang tid det vil tage, og om jeg nogensinde når det, har jeg valgt Bookbox. Stykprisen bliver højere end ved større produktioner, men risikoen til gengæld markant lavere.

Der er mange muligheder for at få trykt bøger, men jeg har ikke erfaring med andre en Bookbox og LaserTryk. Deres service er til gengæld også så god, at jeg ikke er stærkt motiveret til at søge andre steder hen.

## Registrering i Dansk Bogfortegnelse (lektørudtalelse)

Hvor Bookbox tager sig af pligtafleveringen til det Kgl. Bibliotek, skal du selv sørge for at sende to eksemplarer til DBC. Det ene er til Dansk Bogfortegnelse og det andet til lektørudtalelse.

Hvis du uploader e- eller lydbogsudgaven til Publizon napper DBC den der, og du forpasser muligheden for at medsende et følgebrev. Vent derfor med at uploade til du har sendt de to trykte eksemplarer med et følgebrev, der opsummerer bogens intention og handling.

[Næste artikel: Lydbogen 1](https://www.hpbech.dk/lydbogen-1/)

---

## Andre artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/06/20/manuskriptet-2/)
- Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
- Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)
- Artikel 9: [Tidsplan og økonomi](https://www.hpbech.dk/2023/05/16/tidsplan-og-oekonomi/)
- Artikel 10: [Om forfatteren og bogens genre](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)
- Artikel 11: [Markedsføring 1](https://www.hpbech.dk/2023/06/06/markedsfoering-1/)
- Artikel 12: [Markedsføring 2](https://www.hpbech.dk/2023/06/13/markedsfoering-2/)
- Artikel 13: [Manuskriptet](https://www.hpbech.dk/2023/06/20/manuskriptet-2/)
- Artikel 14: [Redaktion og korrektur](https://www.hpbech.dk/2023/06/27/redaktion-og-korrektur/)

**Categories:** Book reviews, Business development, Strategy, Uncategorized

**Tags:** Publishing

---

### [Lydbogen 1](https://hpbech.com/da/lydbogen-1/)

**Published:** July 18, 2023
**Author:** Hans Peter Bech

**Excerpt:** Der er stor forskel på at læse en bog og lytte til den. Det sprog, der virker fint ved læsning, kan være kringlet under oplæsning og aflytning. Du vil forstå, hvad jeg mener, når du indtaler din bog.

**Content:**

## En roman bliver til – del 16

 [![](https://hpbech.com/wp-content/uploads/mofibo-app-536x400.jpg)](https://hpbech.com/wp-content/uploads/mofibo-app.jpg)Forbruget af lydbøger er stødt stigende, hvilket betyder, at du som forfatter og forlag misser en indtægtskilde, hvis dine bøger ikke findes i det format. Der er muligvis også en afsmitning, som betyder at lydbogsudgaven stimulerer salget af de øvrige formater. Men om indsatsen og omkostningerne kan tjene sig hjem er bestemt også en overvejelse værd. Royalty fra streaming er nemlig langt lavere end ved direkte salg.

Jeg har indtalt to lydbøger. En [engelsk fagbog](https://tbkconsult.com/product/building-successful-partner-channels-audio/) og en [dansk roman](https://www.hpbech.dk/boger/balladen-i-mekka/). [En anden](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) af mine engelske fagbøger blev indtalt af en amerikaner, så den model kan jeg også kort berøre.

Til opgaven har jeg indrettet et provisorisk lydstudie derhjemme og selv stået for hele processen. Det er der både fordele og ulemper ved, men om ikke andet kender jeg nu alle detaljer omkring opgaven. Det er de erfaringer, jeg deler i denne og en følgende artikel.

## Processen

Processen for indtalingen af lydbogen kan opdeles i følgende trin.

1. Udstyr og software
2. Forberedelse af lydstudie
3. Forberedelse af manuskriptet
4. Indtaling
5. Korrekturaflytning og redigering
6. Efterbehandling
7. Omslag og metadata
8. Distribution
 
## Udstyr og software

Der findes mange videoer og artikler på nettet, som diskuterer valg af udstyr og software, så her vil jeg nøjes med at gennemgå, hvad jeg bruger, har brugt og vil vælge at bruge fremover.

### Mikrofon

 [![](https://hpbech.com/wp-content/uploads/IMG_4421-300x400.jpeg)](https://hpbech.com/wp-content/uploads/IMG_4421.jpeg)Jeg har valgt en Audio Technica kondensatormikrofon med USB indgang, opsat på en arkitektlampelignende arm med et særligt elastikophæng og påsat et popfilter. Skulle jeg købe en mikrofon i dag, ville valget falde på en Røde PodMic USB. Starter du fra scratch, skal du regne med at skulle investere et par tusind kroner i udstyr.

### Recorder

Mikrofonen forbinder jeg direkte med min MacBook Pro via USB.

Det er ikke en optimal løsning, fordi den software, du bruger under indtalingen, kan få computerens blæser til at gå i gang, og den lyd vil du ikke have med i indspilningen.

Efterhånden har jeg fundet frem til hvilke baggrundsprocesser på computeren, jeg skal have slukket under optagelsen, så blæseren ikke starter så ofte. For eksempel bruger den software, der synkroniserer dine data med Dropbox, iCloud, OneDrive og så videre, angiveligt en del processorkapacitet. Derfor er det bedst at lagre filerne på en SSD-harddisk, der er koblet på din computer via USB-C og **ikke** syknoniserer til clouden. Du kan tage backup senere, når du ikke indspiller.

Du kan også lagre filerne på din computers SSD-drev, men de fylder en hulens masse, så derfor anbefaler jeg et eksternt SSD-drev. Har du en computer med mekanisk harddrive, skal du undersøge, om lyden fra den kommer med på optagelsen.

Jeg har en dedikreret Zoom H5 audiorecorder, som vi bruger i det ene af de bands, hvor jeg spiller og synger, og rent optagelsesmæssigt ville det være en bedre løsning end computeren. Hvorfor jeg ikke bruger den, kan du læse i næste afsnit.

### Software

 [![](https://hpbech.com/wp-content/uploads/Narrator-509x400.png)](https://hpbech.com/wp-content/uploads/Narrator.png)Til de to bøger, jeg til dato har indtalt, har jeg benyttet [Audacity](https://www.audacityteam.org) (gratis), [Amadeus Pro](https://hairersoft.com) ($60) og [Hindenburg Narrator](https://hindenburg.com/products/) (DKK 3.720).

I princippet kan alle tre programmer klare opgaven, men Amadeus Pro er bedre en Audacity. Hindenburg Narrator er designet specifikt til indtaling af lydbøger, og det mærker man tydeligt.

I Hindenburg Narrator uploader du manuskriptet og knytter optagelserne til det enkelte afsnit. Det gør indtalingen langt mere produktiv, idet du kan rette småfejl på stedet. Den senere lydredigerering og -korrektur lettes også af at tale og tekst er knyttet sammen.

Programmet eksporterer til filformater, der overholder de tekniske krav, som distributionstjenesterne kræver, så også det går forholdsvist smertefrit. Mere om det senere.

Eneste ulempe ved Hindenburg Narrator er support og onboarding. Jeg brugte et par dage på at blive fortrolig med programmet, dets terminologi og dets funktioner. Hvis du beslutter at anvende programmet, som jeg varmt kan anbefale, så kig først deres træningsvideoer igennem. Vælg dernæst et par sider, som du testindtaler og redigerer. Når du føler dig dus med programmet (og lyden er OK – se næste afsnit) kan du starte selve indtalingen.

## Forberedelse af lydstudie

Hvis du ikke vil booke et lydstudie ude i byen, men indtale bogen der, hvor du nu er, skal du kunne etablere et fuldstændigt lyddødt miljø. Du skal kunne udelukke alle udefrakommende lyde såvel som forhindre at mikrofonen får nogen form for refleksioner fra omgivelserne, når du indspiller.

 [![](https://hpbech.com/wp-content/uploads/HPB-lydbog-S.jpeg)](https://hpbech.com/wp-content/uploads/HPB-lydbog-S.jpeg)Jeg har et værelse, der er afsondret fra resten af huset med to døre, og hvor jeg ved hjælp af tæpper kan etablere en lyddød boks. Der er tæpper på alle sider af mikrofonen, selv på loftet og på bordet. Det er en billig og meget fleksibel løsning. Der er fire kroge i loftet, og det tager mig 10 minutter at hænge tæpperne op og det samme at pille dem ned igen. Jeg holder dem sammen med nogle store klemmer.

[Klik her](https://youtu.be/t0cIx2A4p2A) for at lytte til en del af lydbogen.

## Forberedelse af manuskript

Når lydstudiet er klar, uploader jeg manuskriptet i Hindenburg Narrator. Du kan indlæse epub- og wordfiler. Har teksten markerede overskrifter (dele, kapitler, afsnit mv.) vil Narrator genkende dem og tagge dem tilsvarende. Ellers må du gøre det manuelt, hvilket Narrator har værktøjer til, så det går hurtigt. Opdelingen i dele, kaptitler, afsnit og så videre styrer den færdige lydbog i de filer med tilhørende meta-data, som distributionsplatformene forlanger. Jeg kommer tilbage til metadata senere.

Nu er du i princippet klar til oplæsning og indspilning, men hvis du ikke har prøvet det før, vil jeg lige rejse et flag.

Der er stor forskel på at læse en bog og lytte til den. Det sprog, der virker fint ved læsning, kan være kringlet under oplæsning og aflytning. Du vil forstå, hvad jeg mener, når du indtaler din bog. Der vil være passager, som du opdager kan formuleres bedre til både læsning og aflytning, og der vil være steder, hvor kun det sidste er tilfældet.

Under indlæsningen af *Balladen i Mekka*, der indeholder megen dialog, læste jeg først et afsnit op uden at indspille det. Skulle noget rettes til lydudgaven, gjorde jeg det direkte i Narrators teksteditor. I et andet vindue på computeren havde jeg Scrivener åben og foretog der rettelser i manuskriptet til ebogen og den trykte udgave. Selvom manuskriptet var færdigredigeret og korrekturlæst, opdagede jeg under oplæsningen alligevel en række stave- og grammatiske fejl. De blev også rettet i Scrivener. Desværre havde jeg lagt ordre på de første 250 trykte bøger, så her kommer rettelserne først med i næste trykning. I e-bogen kom de med med det samme.

## Indtaling

Indtalingen af den engelske fagbog gik smertefrit, og jeg mente mig derfor klar til selv at indlæse romanen også.

Der tog jeg fejl. At synge opera og dansktopsange er heller ikke helt det samme.

Jeg skulle have taget et par timer hos en professionel oplæser, inden jeg gik i gang med indspilningen. Det tillod de knappe tidsfrister ikke, og jeg måtte derfor nøjes med at læse nogle artikler og se en række Youtube videoer, der generøst delte tips og tricks.

Det betød, at jeg måtte indspille det første kapitel flere gange, inden jeg var tilfreds med stemmeføring og modulation.

 [![](https://hpbech.com/wp-content/uploads/Narrator-1-1019x800.png)](https://hpbech.com/wp-content/uploads/Narrator-1.png)Ved indtaling af en roman med megen dialog, skal du lægge dig fast på en stil. Skal det være radioteater med stemmer, der er karakteristiske for hver enkelt person, eller skal der oplæses mere neutralt fortællende? Du er efter min mening under alle omstændigheder nødt til at lægge sjæl i fortællingen, men det kan også blive for meget. At finde den stil, du synes er passende, kan godt fordre et par generalprøver. Jeg vil i øvrigt tro det også gælder, hvis du får en anden til at indlæse bogen.

Næste udfordring er at finde det rette tempo, så du kan nå at udtale ordene uden at snuble over stavelser og sluge for mange lyde. Bliver det for langsomt forsvinder sjælen og dynamikken, bliver det for hurtigt taber du lytteren og laver for mange fejl.

Fejl kommer du til at lave i hundredevis og indimellem får du trang til at kyle computeren ud af vinduet i frustration over din manglende evne til at får udtalt et bestemt ord eller passage korrekt. Hvis du er forberedt på, at sådan er det bare, kan du nemmere leve med de mange rettelser og genindspilninger, som skal foretages.

Udover fejl i oplæsningen er der vejtrækning og smaskelyde. Hvis du under aflytningen lyder som en blæsebælg blandet med en svinesti, der netop har fået serveret mask, så vil det forstyrre lytterens oplevelse. Du kan i efterredigeringen fjerne en del af den type lyde, men det er tidskrævende. Det er bedre at kunne styre sin vejrtrækning og sit mundvand under indspilningen. Næste gang tager jeg timer hos en professionel, inden jeg går i gang.

Når du er klar til indtaling, orienterer du dig først i teksten. Du skal føle hvor du er, og hvilken stemning teksten repræsenterer. Så læser du de sætninger højt, som du vil indspille, inden du vil trykke på pauseknappen. Er der behov for rettelser, foretager du dem. Når du er tilfreds, trykker du på den røde optageknap og går i gang.

Benytter du Hindenburg Narrator, er det mest effektivt at rette oplæsningsfejl med det samme. Benytter du et indspilningsværktøj som Audacity eller Amadeus Pro, hvor du ikke knytter lyd og tekst sammen, er det nok mest effektivt at klappe i hænderne ved en fejl og så indtale passagen igen. I efterbehandlingen kan du hurtigt finde klappene og slette fejlindtalingerne.

### Hvor lang tid tager indtalingen?

Du kan ret let regne ud, hvor lang tid den endelige lydbog vil vare. *Balladen i Mekka* er på 88.000 ord og lydbogen varer 9h41m. Det svarer til 147 ord i minuttet eller 8.800 ord per time. Jeg læser op i et moderat tempo, så måske den kunne være kortet ned til 9 timer.

Du skal regne med at den samlede produktionstid for en lydbog er fire til fem gange den færdige lydbogs længde. Heri er ikke medregnet forberedelse. Kun indtaling, korrektur og efterbehandling. Er det første gang du skal gøre det, vil jeg skønne, at vi nærmer os fem til seks gange det færdige resultat. De lærepenge kommer først retur, når du skal indspille den næste lydbog, så husk at tage noter om processen undervejs.

Selve inspilningen tager med præoplæsning og rettelse af fejl omkring 3 timer per færdig time.

Med det tidsforbrug skal du bruge adskillige dage på indtalingen. Du bør derfor sikre, at optageforholdene er de samme, hver gang du indspiller. Det gælder hele indspilningsmiljøet samt din position og vinkel i forhold til mikrofonen. Der skal ikke ændres meget før lydkarakteristikken også ændrer sig.

[Artiklen forsætter i del 2](https://www.hpbech.dk/2023/07/25/lydbogen-2/)

---

## Artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
- Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
- Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)
- Artikel 9: [Tidsplan og økonomi](https://www.hpbech.dk/2023/05/16/tidsplan-og-oekonomi/)
- Artikel 10: [Om forfatteren og bogens genre](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)
- Artikel 11: [Markedsføring 1](https://www.hpbech.dk/2023/06/06/markedsfoering-1/)
- Artikel 12: [Markedsføring 2](https://www.hpbech.dk/2023/06/13/markedsfoering-2/)
- Artikel 13: [Manuskriptet](https://www.hpbech.dk/2023/06/20/manuskriptet-2/)
- Artikel 14: [Redaktion og korrektur](https://www.hpbech.dk/2023/06/27/redaktion-og-korrektur/)
- Artikel 15: [Bogudgivelse](https://www.hpbech.dk/2023/07/11/bogudgivelse/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Lydbogen 2](https://hpbech.com/da/lydbogen-2/)

**Published:** July 25, 2023
**Author:** Hans Peter Bech

**Excerpt:** Hvis streamingtjenesterne sætter sig på markedet, skal forbruget af lydbøger stige meget kraftigt før, der kompenseres for den lavere pris.

**Content:**

## En roman bliver til – del 17

Velkommen til min artikelserie om hvordan en roman bliver til. Jeg er i gang med beskrive lydbogsproduktionen.

Jeg bryder produktionen af lydbogen op i otte trin

1. Udstyr og software
2. Forberedelse af lydstudie
3. Forberedelse af manuskriptet
4. Indtaling
5. Korrekturaflytning og redigering
6. Efterbehandling
7. Omslag og metadata
8. Distribution

I [den forrige artikel](https://www.hpbech.dk/2023/07/18/lydbogen-1/) gennemgik jeg de fire første.

## Korrekturaflytning og redigering

Som jeg nævnte [i den forrige artike](https://www.hpbech.dk/2023/07/18/lydbogen-1/)l, kommer du (eller den der indlæser lydbogen) til at lave fejl. Hvor mange afhænger af hvor øvet, du er, men fejlfri oplæsning kan ingen præstere.

De fejl, du opdager under indtalingen, kan du rette med det samme. Bruger du [Hindenburg Narrator](https://hindenburg.com/products/) er det hurtig gjort, mens det ved anvendelse af Audacity eller Amadeus Pro nok er nemmest at vente til, du har indtalt hele afsnittet. I forrige artikel beskev jeg, hvordan du kan markere fejl, genindtale passagen og slette fejlen efterfølgende.

[![](https://hpbech.com/wp-content/uploads/Narrator-509x400.png)](https://hpbech.com/wp-content/uploads/Narrator.png)Men der vil også være fejl, som du ikke opdager under indlæsningen, og derfor er du nødt til at korrekturlytte hele lydbogen og sammenholde den med teksten.

Under korrekturlytningen vil du opdage, at du har glemt en negation, sprunget en sætninger over, fejloplæst en række ord, holdt for lange pauser, smasket for meget, samt at der har sneget sig en flyvemaskine eller en kåd solsort ind i et eller flere afsnit.

Fejl der helt ændrer meningen med teksten skal naturligvis korrigeres, men det er en skønssag, hvor meget af det øvrige, der skal. Jeg er ret pernitten og retter alle de fejl og forstyrrelser, jeg finder. Jeg erstatter også de fleste hørbare vejrtrækninger, smaskelyde og klik fra musen ved start/stop med rumlyd (room tone).

Efter indtalingen af *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)* vil jeg mene, at korrekturlytningen bør foretages efter indtaling af hvert kapitel. Det gør opgaven mere overskuelig end at skulle det hele igennem, når man har opfattelsen af at være færdig.

Hvis du får indtalt lydbogen af en anden, skal du aftale, hvem der står for korrekturaflytningen. Hvis ikke indtaleren gør det, må en anden. Ellers vil der være fejl.

Bruger du Hindenburg Narrator kan du gøre notater direkte i lydfilen. Det betød, at jeg kunne korrekturlytte indspilningen af Balladen i Mekka under en rejse til Sydeuropa, markere hvad der skulle rettes og så foretage dem, da jeg igen var tilbage i studiet.

## Efterbehandling

Bruger du et generelt indspilningsprogram som Audacity eller Amadeus Pro, skal du efterbehandle lydfilerne, så de overholder distributørernes specifikationer. Det er teknisk lidt langhåret, men når du først har gjort dig bekendt med [terminologien](https://help.streetlib.com/article/134-audiobooks-specifications) omkring ind- og afspilning af lyd og fundet ud af hvor funktionerne ligger i programmet (og skrevet proceduren op) er det blot at gentage den på alle lydfilerne. Det er ikke uoverkommeligt, men tager naturligvis ekstra tid.

Bruger du Hindenburg Narrator behøver du ikke at vide noget om teknikken. Det ordner programmet for dig. Det eneste du skal sikre er, at fileksportindstillingerne svarer til de krav, som distributøren (ACX, Publizon m.fl.) foreskriver. Narrator er prækonfigureret til det filformat ACX kræver, mens du skal benytte det generiske format til Publizon med de indstilling, som de foreskriver.

Jeg bøvlede lidt med upload til Publizon, mens deres fejlmeddelelser var informative, så ved at rette dem efterhånden, som de opstod, kom det hele til sidst på plads.

## Omslag og metadata

[![](https://hpbech.com/wp-content/uploads/BIM_Audiobook_Cover_white_small-400x400.jpg)](https://hpbech.com/wp-content/uploads/BIM_Audiobook_Cover_white_small.jpg)Lydbogen skal have en kvadratisk og en rektangulær forside. Det er ikke alle portaler, der bruger det rektangulære, men opload det alligevel.

Jeg får den kvadratiske lavet i 2.400×2.400 dpi, mens formatet på den rektangulære er specifik for den enkelte distributør. Hvis ikke andet er angivet, kan du benytte forsiden fra e-bogsudgaven.

Distributørerne har forskellige krav til filnavne, og de indeholder ikke metadata. Bruger du Hindenburg Narrator sørger programmet for at filnavnene er korrekte. Bruger du Audacity eller Amadeus Pro skal du selv navngive filerne korrekt.

### Metadata

[![](https://hpbech.com/wp-content/uploads/Narrator-Properties-266x400.png)](https://hpbech.com/wp-content/uploads/Narrator-Properties.png)Når selve bogen i de tre former – tryk, elektronisk og lyd – er data, så er alt, hvad der beskriver bogen, metadata. For digitale værker (hvorunder lydbogen henhører) følger metadata principper defineret af [The Dublin Core™ Metadata Initiative](https://www.dublincore.org/about/).

Der er to former for metadata:

1. Metadata der er direkte tilknyttet og inkluderes i lydfilerne
2. Metadata du manuelt angiver på distributørens platform

Mulighederne for angivelse af metadata i Hindenburg Narrator er meget omfattende, og de følger The Dublin Core. Desværre er der ikke forklaringer på hvad, der ligger bag alle betegnelserne, så her måtte jeg på [nettet](https://en.wikipedia.org/wiki/Dublin_Core) og søge.

Når du eksporterer lydbogen, skal du medtage ID3v2 tags. Det er de metadata der inkluderes i mp3-filerne, og som bruges af både distributører og afspilningsapps.

Har du glemt at tilføje metadata i dine MP3 filer, findes der [apps](https://www.mp3tag.de/en/), der hjælper med at få det gjort.

## Distribution

[![](https://hpbech.com/wp-content/uploads/Authors-Republic-300x300.jpg)](https://hpbech.com/wp-content/uploads/Authors-Republic.jpg)Jeg benytter to distributører, som forsyner de mange portaler, hvor lydbøger købes eller hvorfra de streames.

[Publizon](https://publizon.dk) forsyner det danske marked. Besøg deres hjemmeside for yderligere information og kontakt Susanne Bechmann de Meza, hvis du ønsker en forlagsaftale.

[Author’s Republic](https://www.authorsrepublic.com) forsyner det internationale marked og via Storytel også Mofibo.

Distributørernes hjemmesider er meget informative og forklarer i detaljer både de kommercielle vilkår og de tekniske krav.

## Kan det betale sig?

Hvis du selv udfører alt arbejdet og bruger Hindenburg Narrator, så er initialinvesteringen på 5-6.000 kroner (udstyr og software). Herudover kræver det blot tid. Tid til at lære de mange forskellige færdigheder, der kræves, og tid til forberedelse, indtaling, korrektur og distribution.

Det giver sig selv, at prisen på en lydbog lavet “ude i byen” er ret høj og stiger proportionalt med bogens længde. Regn med fra kr. 30.000 (inklusive moms) og opefter for en bog på 250 normalsider. Produktionstiden er 4 til 8 uger.

[![](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire-300x274.png)](https://hpbech.com/wp-content/uploads/Bag_of_Money_In-little-Fire.png)Detailprisen for lydbøger ligger på niveau med e-bøger og altså lidt under den trykte. Forestiller vi os, at du tjener netto 100,- per lydbog i direkte salg og 12,- per streaming, og at fordelingen er 50/50, så skal lydbogen sælges/streames godt 400 gange, før du har balance i regnskabet. Laver du hele arbejdet selv har du efter 70 salg/streaminger tjent investeringen hjem. Ved bog nummer to er dine intialomkostninger betalt, og ethvert salg vil give et bidrag til dækning af dit tidsforbrug.

Som omtalt tidligere er forbruget af lydbøger stærkt stigende. Reklamepresset fra streamingtjenesterne er stort, og jeg fornemmer, at det er her, at væksten vil være størst. Det er så desværre også her, at forfatterne og forlagene tjener mindst. Hvis streamingtjenesterne sætter sig på markedet, skal forbruget af lydbøger stige meget kraftigt før, der kompenseres for den lavere pris. I ovenstående eksempel bliver balancepunktet for en bog indtalt ude i byen 2.000 streaminger.

Hvis du er interesseret i flere detaljer så [klik her](https://www.ebookit.com/tools/bg/Bo/eBookIt/ucHgoPMz/How-To-Make-An-Audio-Book--A-Do-It-Yourself-Guide).

---

## Artikler i denne serie:

- Artikel 1: [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Sådan skriver du en god bog](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)
- Artikel 3: [Bogens værditilbud](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/)
- Artikel 4: [Målgruppe](https://www.hpbech.dk/2023/03/28/maalgruppe/)
- Artikel 5: [Magneten der tiltrækker læsere og anmeldere](https://www.hpbech.dk/2023/04/04/magneten-der-tiltraekker-laesere-og-anmeldere/)
- Artikel 6: [Manuskriptet](https://www.hpbech.dk/2023/04/11/manuskriptet/)
- Artikel 7: [Markedsføring](https://www.hpbech.dk/2023/05/02/markedsfoering/)
- Artikel 8: [Udgivelsesprocessen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/)
- Artikel 9: [Tidsplan og økonomi](https://www.hpbech.dk/2023/05/16/tidsplan-og-oekonomi/)
- Artikel 10: [Om forfatteren og bogens genre](https://www.hpbech.dk/2023/05/23/om-forfatteren-og-bogens-genre/)
- Artikel 11: [Markedsføring 1](https://www.hpbech.dk/2023/06/06/markedsfoering-1/)
- Artikel 12: [Markedsføring 2](https://www.hpbech.dk/2023/06/13/markedsfoering-2/)
- Artikel 13: [Manuskriptet](https://www.hpbech.dk/2023/06/20/manuskriptet-2/)
- Artikel 14: [Redaktion og korrektur](https://www.hpbech.dk/2023/06/27/redaktion-og-korrektur/)
- Artikel 15: [Bogudgivelse](https://www.hpbech.dk/2023/07/11/bogudgivelse/)
- Artikel 16: [Lydbogen 1](https://www.hpbech.dk/2023/07/18/lydbogen-1/)

**Categories:** Book reviews, Strategy

**Tags:** fixion_en, Publishing

---

### [At skrive og udgive en bog er to helt forskellige discipliner](https://hpbech.com/da/at-skrive-og-udgive-en-bog-er-to-helt-forskellige-discipliner/)

**Published:** August 1, 2023
**Author:** Hans Peter Bech

**Excerpt:** Det helt store spørgsmål er, om man som forfatter har lyst og mod på at sætte sig ind i de mange forskellige discipliner, et samlet bogprojekt kræver.

**Content:**



---

I dette [interview med Bogmarkedet](https://bogmarkedet.dk/hans-peter-bech-det-at-skrive-og-udgive-en-bog-er-to-helt-forskellige-discipliner/) redegør jeg for min holdning til at skrive og udgive bøger, der har kommercielle ambitioner. Jeg kalder det to forskellige discipliner, men i realiteten er det nok mange flere.

Som en triathlon. Eller måske en tikamp. Vil du være både forfatter og forlægger, skal du være god til at løse en række vidt forskellige opgaver.

## Bootstrapping eller seed funding

 [![](https://hpbech.com/wp-content/uploads/Thinking.png)](https://hpbech.com/wp-content/uploads/Thinking.png)Lad mig begynde med en ananlogi.

Når du starter en virksomhed, kan du gå to veje.

Enten starter du for egen regning, får kunder og bringer din forretning til at give overskud, så du kan forsørge din familie og betale dine regninger. Den fremgangsmåde kaldes **bootstrapping**.

Eller du beskriver din forretningside og begynder at lede efter investorer, der vil skyde penge i din virksomhed, forsørge din familie og betale dine regninger indtil den tjener nok til at kunne gøre det. Den fremgangsmåde kaldes **seed funding**.

Når du vælger at vækste din virksomhed, kan du enten fortsætte ad bootstrapping-vejen, eller du kan skifte til venture funding. Det samme gælder en virksomhed, der er seed funded. Den kan vælge at finansiere væksten selv eller at søge mere kapital udefra.

Nu kunne lyde det som om, der er frit valg mellem bootstrapping og funding, men sådan er det ikke.

Langt størstedelen af virksomheder bootstrappes, og det er der to grunde til:

1. De har ikke brug for ekstern finansiering eller vælger det af andre grunde fra. (Den gruppe omfatter nok 80-90% af alle nystartede virksomheder.)
2. De kan ikke finde en investor, og må klare sig uden.
 
 [![](https://hpbech.com/wp-content/uploads/money-small.png)](https://hpbech.com/wp-content/uploads/money-small.png)Det er vanskeligt at finde og overbevise investorer om at skyde penge i et projekt, der endnu ikke har vist nogen resultater. Af de virksomheder, der søger denne vej, er der under 10% for hvem, det lykkes at finde finansiering. Investorer, der investerer i nystartede virksomheder, siger nemlig nej til langt flere, end de siger ja til. Måske 50-100 nej’er for hvert ja.

Et nej er ikke nødvendigvis udtryk for, at idéen er dårligt. Mange investorer specialiserer sig i bestemte brancher eller teknologier og siger nej til alt, hvad der ligger udenfor. Det kan også skyldes, at investoren for tiden har hænderne fulde med sine andre investeringer og ikke tager nye ind. Eller at idéen er ufuldstændigt beskrevet og præsenteret.

Slipper prospektet igennem til en evaluering, kan et nej skyldes enten, at der ikke er vækstpotentiale nok i idéen, at investor ikke tror, at teamet bag den kan løfte opgaven, eller at man ikke kan blive enige om de kommercielle vilkår.

Ovenstående analogi forklarer, hvorfor de fleste debutterende forfattere får et nej fra de forlag, de kontakter. Hvor stor en procentdel af alle forfattere, der forsøger at få et forlag til udgive deres værk, ved jeg ikke, men mon ikke den er stødt faldende? Jeg skønner, at langt det fleste bøger i dag udkommer udenom de traditionelle forlag. Enten udgiver forfatterne på deres eget forlag, eller de vælger medfinansiering via et medudgiverforlag.

## Fag- eller skønlitteratur

Set på afstand er der ikke den store forskel på at udgive fagbøger og skønlitteratur. Der skal skrives et manuskript, som skal redigeres, korrekturlæses, ombrydes, trykkes, kompileres til e-bog og indtales som lydbog. Der skal designes et omslag og forberedes en lancering, og bogen skal være tilgængelig på de kanaler og platforme, hvorfra læserne typisk køber dem. På de områder er der ingen forskel på de to typer litteratur.

 [![](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Den helt afgørende forskel ligger på markedsføringssiden. Det er i reglen langt nemmere at identificere målgruppen for en fagbog, og det er enklere kort at formulere værdibudskabet. Når jeg tager et lille forbehold i den forrige sætning, så skyldes det, at der også findes fagbøger, hvor målgruppen ikke er så let identificerbar. Kogebøger og selvhjælpsbøger for eksempel.

Desto nemmere det er at identificere målgruppen på demografiske kriterier, desto nemmere er det at få bogen [eksponeret](https://www.hpbech.dk/2019/12/24/jeg-har-naet-linkedins-graense-pa-30-000-connections-hvad-nu/).

## En myte – og så alligevel ikke – del 1

Udgiver forfattere selv deres bøger, fordi de ikke kan få et forlag til det?

Ja da. Det er ikke den eneste grund, men bestemt en af dem.

 [![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)Det første manuskriptudkast til bogen *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)* sendte jeg til Gyldendal og People’s, og de sagde begge pænt nej tak.

Jeg havde håbet på et ja, fordi jeg gerne ville prøve den måde at få en bog ud på. Og fordi jeg tænkte, at det ville give projektet lidt stjernstøv med på vejen. Det var min første bog på dansk, og Danmark er et meget lille bogmarked. Jeg var ny på et nyt marked med en ny bog og kunne godt bruge lidt medvind. Set med forlagsøjne et meget risikofyldt projekt. Jeg var derfor klar til et joint venture med forlaget, men det kom ikke på tale.

Så jeg tog forfatterkasketten af, forlagskasketten på og udgav den på mit eget forlag.

Hvorfor spurgte jeg ikke flere forlag?

Fordi det tager tid, og fordi jeg havde en (måske ubegrundet) frygt for, at de ville blande sig for meget i mit projekt. Temperamentsmæssigt hører jeg nok til dem, der helst vil bootstrappe.

Jeg var ikke ude på at skrive en spekulativ bestseller krydret med saftige historier om hovedpersonernes privatliv. Mit projekt var at fortælle om en virksomhed fra vugge til voksen med alle de detaljer, der oftes skøjtes henover, men som sammenlagt gør enorme forskelle. En sådan bog er der ikke et stort marked for, så derfor forventede jeg ikke, at forlagenes regnemaskiner kunne vise sorte tal på kalkulen.

Vil du skrive en bestseller i den genre, skal den give opskriften på hvordan, du bliver rig i en fart. Uden at få sved på panden. Af en forfatter der er blevet rig og gerne i en fart. Den bog vil sælge stort, men ingen af læserne vil blive rige i en fart. Kun forfatteren.

Nå, tilbage til Damgaard-bogen, hvor jeg fik ret.

Den har indtil videre solgt 3.000 eksemplarer, hvilket fint dækkede mine direkte udgifter, men da slet ikke den tid jeg brugte på projektet. Et forlag kan ikke tjene penge på en bog, der kun sælger 3.000 eksemplarer.

Hvordan fik jeg så økonomisk dækning for den tid, jeg brugte på projektet?

Ved at holde foredrag, køre workshops for og sælge konsulentydelser til virksomheder, der gerne ville trække på den indsigt, som forfatteren til bogen sad inde med.

Den type indtægter tilfalder ikke forlaget og kunne derfor ikke medtages i deres kalkule. Men de kunne medtages i min.

## En myte – og så alligevel ikke – del 2

Udgiver forfattere selv deres bøger, fordi deres manuskripter eller idéer ikke er gode nok?

Ja da. Det er ikke den eneste grund, men bestemt en af dem.

Men hvornår er et manuskript eller en idé god eller dårlig?

Inden jeg svarer på det spørgsmål, er der et par fundamentale forhold, jeg er nød til at ridse op.

Et forlag er en forretning, der skal lønne sine medarbejdere og ejere med indtægterne fra de bøger, de udgiver. Her er der ingen forskel på om forlaget udgiver ejernes bøger eller andres. Hvis du som forfatter selv udgiver dine bøger og ikke derigennem kan skaffe indtægter nok til dagen og vejen, må du enten tære på din formue eller have andre indkomstkilder.

Før jeg blev skønlitterær forfatter, var jeg konsulent og fagbogforfatter (det er jeg fortsat).

 [![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)Selv om jeg har solgt over 30.000 eksemplarer af bogen *[Building Successful Partner Channels](https://www.hpbech.dk/foredrag/building-successful-partner-channels/)*, så er royaltyindtægterne krusninger på overfladen sammenlignet med de regninger, jeg kunne skrive på konsulentydelser bogen gav og fortsat giver anledning til.

For fagbøger, der giver læseren inspiration til løsning af et kritisk problem (som for eksempel hvordan du får rekrutteret forhandlere og får dem til at sælge mere af dit produkt) er manuskriptets litterære kvalitet ikke afgørende. Faktisk vil jeg påstå (hvad mange læsere også bekræfter) at netop bogens simple sprog, lave lixtal, lave sidetal (222 sider) og meget firkantede anbefalinger har bidraget til dens popularitet.

Ville jeg kunne have fået et forlag til at udgive den?

Næppe. Jeg var med bogen ny forfatter, på et nyt marked med en ny bog. Til et meget smalt segment. Et risikabelt projekt.

Men hvad skulle jeg også bruge et forlag til?

Læserne var fløjtende ligeglade med hvilket forlag, der udgav bogen, og jeg havde ikke brug for medfinansiering. Målgruppen kendte jeg, og den kunne nås via LinkedIn. Jeg brugte ikke tid på at løbe forlag på dørene, men oprettede mit eget og udgav den der.

For skønlitterære bøger gælder det i første række om at opsøge relevante forlag. Det vi sige de, der specialiserer sig i den pågældende type litteratur. Herudover skal man ramme et forlag på et tidspunkt, hvor de har kapacitet, og endelig skal idéen eller manuskriptet henvende sig til en tilstrækkelig stor målgruppe. Først herefter betyder det noget om manuskriptet har en vis litterær kvalitet.

## Forfattere og forlag deler første stavelse

Men det er vel stort set også det eneste, de har til fælles. Forfattere skriver bøger. Forlag køber rettighederne og udgiver dem.

At [skrive en bog](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/) er et kæmpe projekt. Det opsluger forfatteren i en lang periode. For at sikre et fornuftigt slutmanuskript skal der redaktører, korrekturlæsere og en eller flere grafikere ind over. Måske også en gruppe testlæsere.

Når først slutmanuskriptet forligger, har den teknologiske udvikling gjort [færdiggørelsen](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/) til en trykt bog og en e-bog ret simpel. Produktion af [lydbogen](https://www.hpbech.dk/2023/07/18/lydbogen-1/) er teknisk lidt mere kompliceret, men dog ikke uoverkommelig.

Det helt store spørgsmål er, om man som forfatter har lyst og mod på at sætte sig ind i de mange forskellige discipliner, et samlet bogprojekt kræver. Har man ikke det, er det nok bedre at finde et traditionelt forlag eller et medudgiverforlag. Det sidste er langt det nemmeste og klart det hurtigste.

Har du mod på at at agere forlag for dine egne (og senere måske andres) bøger, kan du udfylde hullerne i dine kompetence med ekstern hjælp. [Bogbrancheguiden](https://bogbrancheguiden.dk) er i så fald det oplagte sted at søge.

**Categories:** Book reviews, Strategy

**Tags:** fixion_en, Publishing

---

### [Loven om innovationers udbredelse](https://hpbech.com/da/loven-om-innovationers-udbredelse/)

**Published:** August 8, 2023
**Author:** Hans Peter Bech

**Excerpt:** Loven om innovationers udbredelse, måske bedre kendt ved sit engelske navn, The Law of Diffusion of Innovation, kan snart fejre sit 60-års jubilæum. Det er ikke den type lov, der vedtages af Folketinget. Den er snarere i familie med tyngdeloven.

**Content:**

---

Loven om innovationers udbredelse, måske bedre kendt ved sit engelske navn*, The Law of Diffusion of Innovation*, kan snart fejre sit 60-års jubilæum. Det er ikke den type lov, der vedtages af Folketinget. Den er snarere i familie med tyngdeloven.

---

Første gang, vi hører om den, er i bogen, *[Diffusions of Innovations](https://tales.dk/diffusion-of-innovations-5th-edition_everett-m-rogers_9780743222099)*, der udkom i 1962 og var skrevet af den amerikanske professor i agrarøkonomi, Everett M. Rogers.

Kort fortalt går loven ud på, at innovationer, der defineres som nye måder at gøre ting på, breder sig efter et helt regelmæssigt mønster.

[![](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.png)](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.png)De første til at hoppe på en innovation er **teknologientusiasterne**. Det er folk, som bare er vilde med alt nyt. Herefter kommer **de visionære**, som konstant er på udkig efter måder, hvorpå de kan opnå en konkurrencefordel. Ifølge Rogers udgør de to grupper tilsammen 16% af markedet. De næste 68% (**pragmatikerne** og **de konservative**) venter til innovationen og den bagvedliggende teknologi er modnet, der kan fremvises referencer, som minder om dem selv, den kan leveres af etablerede leverandører, den er overkommelig at indføre, og priserne er til at komme i nærheden af. De sidste 16%, **skeptikerne**, kommer først med, når de ikke har andet valg.

## Gælder loven fortsat?

![](https://hpbech.com/wp-content/uploads/Crossing-the-chasm.jpg)

Loven blev først rigtig kendt med Geoffreys Moores bog *[Crossing the Chasm](https://tales.dk/crossing-the-chasm-marketing-and-selling-technology-products-to-mainstream-customers_geoffrey-a-moore_9781841120638)*, der udkom i 1991. Moore havde empiri, der viste, at mange teknologivirksomheder med meget lovende, innovative løsninger døde mellem hvad Rogers kaldte de visionære og de pragmatiske. De formåede ikke at springe over kløften (The Chasm) og indtage, hvad der i figuren ovenfor kaldes The Mainstream Market. Moore brugte resten af sin bog på at forklare, hvordan man kunne komme over dette dødens gab, få fat i nok kunder til at nå the tipping point og derfra blive markedsleder.

Den opmærksomme læser vil notere sig, at 1991 er året inden den første webbrowser lanceres. Internettet har jo vendt op og ned på stort set alting, så mon ikke også den tog livet af The Law og The Chasm? Det emne diskuterede Moore meget grundigt i tredje udgave af Crossing the Chasm, der udkom i 2014, og svaret var nej. Nok har internettet ændret på mangt og meget, men menneskets grundlæggende psykologi, adfærd og skepsis overfor alt nyt er ikke påvirket.

## Difussionshastigheden

Så alle innovative løsninger er i princippet udsat for The Law, men nogle spreder sig alligevel hurtigere end andre, man kan selv påvirke diffusionshastigheden og her har internettet givet en række nye muligheder.

Professor Rogers beskrev allerede i sin første bog de fem vigtigste forhold, der afgør, hvor hurtigt en innovation udbredes.

- Desto større de målbare fordele ved en innovation er, jo hurtigere spredes den.
- Innovationer, der passer ind i en allerede eksisterende kontekst, spredes hurtigere
- Simple innovationer spreder sig hurtigere end komplekse
- Innovationer, som du kan afprøve i mindre skala først, spredes hurtigere
- Observerbare innovationer spredes hurtigere end usynlige

[![](https://hpbech.com/wp-content/uploads/mountain.png)](https://hpbech.com/wp-content/uploads/mountain.png)Herudover kan en innovation også spredes hurtigere, hvis det lykkes at få meningsdannere til at promovere den (lex Apple).

Selvom de fem eller seks forhold kan synes banale, så er der faktisk god inspiration at hente, specielt for teknologivirksomheder.

### De dokumenterbare fordele

Hvor teknologientusiasterne og de visionære gerne lader sig fascinere af selve produktet og selv kan regne sig frem til fordelene, så skal mainstreammarkedet håndmades med letfordøjelig information om de resultater, der kan opnås, og – ikke mindst – hvem der i øvrigt benytter det. Hvis du har solgt ny teknologi, vil du have oplevet disse to typer kunder: De der gerne vil høre mere om løsningen, og de spørger om hvem der ellers anvender den. Vil du nå ud til mainstreammarkedet, skal du bruge dit marketingkrudt på kundehistorier, hvor der lægges vægt på fordele og udbytte.

### Kompabilitet

Det siger næsten sig selv, at løsninger, der kræver store ændringer i omgivelserne, er tunge at løbe i gang. Det betaler sig derfor at investere i kompabilitet. Desto mindre besvær kunderne har, desto nemmere er det at implementere og anvende produktet, og jo hurtigere tjener investeringen sig hjem. Ofte er det dog ikke indtjeningshastigheden, der får mainstreamkunderne til lommerne, men visheden om at de ikke skal lave for meget om i andre forhold for at komme i gang.

### Keep it simple

[![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)

**[Basecamp](https://basecamp.com/)** er et fremragende eksempel på en virksomhed, der har sat det enkle i højsædet. Produktet løser en meget afgrænset opgave, er så intuitivt at det ikke kræver nogen oplæring og tilbydes som et simpelt abonnement, du hurtigt kan komme ud af. Udviklingen af Public Cloud og fremkomsten af SaaS (Software-as-a-Service) på abonnementsbasis har på mange områder gjort det meget nemmere for innovative softwareløsningen at komme hurtigere igennem diffusionsprocessen.

### Try and buy

At tilbyde kunden at prøve noget, inden hun binder sig, er et velkendt koncept. Netop det cloud-baserede leveranceformat har gjort den model langt enklere for både leverandør og kunde. I nogle tilfælde kan det endda betale sig at tilbyde gratisversioner af produktet, hvor der ikke er nogen tidsbegrænsning på anvendelsen.

### Meningsdannere

[Steve Jobs](https://www.hpbech.dk/steve-jobs-the-exclusive-biography/) forstod om nogen, hvordan han skulle spænde pressen for Apples vogn. Lanceringen af den første iPhone i 2007 er et skoleeksempel på anvendelse af PR som kommunikationskanal. Det stunt kan de færreste efterligne og det lille startup med en løsning til en smal niche slet ikke.

Du kender måske begrebet fyrtårnskunder? Det er den slags kunder, som alle kender. Hvis de optræder som referencer, så føler mainstreammarkedet sig mere trygt. Jo smallere din niche er, desto mere synlige er fyrtårnskunderne. En lille advarsel er på sin plads her. Det skal være kunder, der passer med dit markedssegment, ellers kan det have den stik modsatte effekt.

### Naturlove kan du ikke snyde

De fleste love, der vedtages i Folketinget, kan du snyde. Derfor har vi politi og retsvæsen til at håndhæve dem. Loven om innovationers udbredelse ligner mere tyngdeloven. At snyde den gør ondt med det samme.

Det kan måske være fristende at forsøge at få sit produkt til at fremstå mindre innovativt end det er. Det kan jeg ikke anbefale. Med den taktik risikerer du at miste opmærksomheden fra teknologientusiasterne og de visionære, mens mainstreamkunder hurtigt opdager, at du ikke har mange referencer. Det er bedre at arbejde sig igennem The Early Market så hurtigt som muligt, skabe sig en position for derefter at tage springet.

Hvis du accepterer loven om innovationers udbredelse, kan du bedre tilrettelæge din produkt- og markedsføringsstrategi, så den passer med psykologien i de segmenter, vi alle skal igennem.

Alle illustrationer er lavet af Jelana Galkina for TBK Consult.

[Denne artikel blev først publiceret på TechSavvy den 13. oktober 2021](https://techsavvy.media/ved-du-hvordan-innovation-udbredes-forstaa-vaekstfaenomenet-alle-tech-startups-boer-kende/)

**Categories:** Globalisation, Strategy

**Tags:** biznes

---

### [Findes der en opskrift på succes?](https://hpbech.com/is-there-a-recipe-for-success/)

**Published:** August 14, 2023
**Author:** Hans Peter Bech

**Excerpt:** Hvis en bog skal ende med en opskrift, så vil forfatteren altid starte med definere opskriften (med udgangspunkt i sin erfaring, research eller sin holdning) for derefter at bygge bogen op til at støtte den. Hermed begås en alvorlig videnskabelig fejltagelse.

**Content:**

---

 [![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)](https://hpbech.com/wp-content/uploads/The-halo-effect.jpg)Bogen “The Halo Effect” af Phil Rosenzweig bør læses af alle, der også læser andre businessbøger.Hvis en bog skal ende med en opskrift, så vil forfatteren altid starte med definere opskriften (med udgangspunkt i sin erfaring, research eller sin holdning) for derefter at bygge bogen op til at støtte den. Hermed begås en alvorlig videnskabelig fejltagelse.

Hvis man læser businessbøger, så synes svaret at være et klart ja. Forfatterne mener alle, at [de har fundet og nu kan anvise en opskrift på succes](https://www.hpbech.dk/dreams-details-genopfind-din-virksomhed-og-dit-lederskab-mens-det-stadig-gar-godt/).

Kigger man sig derimod lidt længere omkring, er det evident, at læserne ikke er og aldrig bliver lige så succesfulde som forfatterne. Når der udgives en ny bog med titlen: “Vejen til rigdom” (stort set alle businesstitler kan koges ned til de tre ord), så vil ingen af læsere finde vejen ved at følge bogens anvisninger.

Det tør jeg godt garantere.

Hvorfor fortsætter den stadige strøm af bøger, der lover en opskrift på succes, så?

Den gør den, fordi der er et stort publikum, der er ude efter en vej (og gerne en nem genvej) til succes. Og hvor der er et behov, vil der også være et produkt.

## Omstændighederne spiller den store rolle

Mine refleksioner over emnet skyldes, at jeg, mens jeg skrev på bogen [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), flere gange blev opfordret til at trække nogle generelle læresætninger ud af forløbet. Hvad kunne læserne lære af historien om Damgaard Data og Navision Software?

 [![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg) 

Umiddelbart lyder det som en fornuftig opfordring, og måske kunne jeg skrive en ny og meget kortere bog (end de 544 sider som Damgaard/Navision-bogen udgør), der alene indeholdt de 10-15 vigtigste forhold, der førte til, at Microsoft lagde 11 milliarder kroner på bordet.

Men hver gang jeg prøvede at trække noget generelt ud af konteksten, blev det til ligegyldige almindeligheder.

- Det gælder om at ansætte de rigtige medarbejdere (hvem bestræber sig på at ansætte de forkerte?)
- Man skal behandle sine medarbejdere godt (har du mødt nogen, der mener det modsatte?)
- Man skal gribe chancen, når den byder sig (javel, men hvornår siger man ja tak og og hvornår nej tak?).
- Man skal vælge sine partnere med omhu (og hvad betyder “omhu” så helt præcist?)
- Succes kræver et godt produkt (hvordan definerer man “godt”? Damgaards XAL og Axapta var langt fra fejlfri, men blev alligevel store successer).
- Man skal lancere, når man har et MVP (minimal viable product). (Så hvordan ved man, at man har det, og ikke sender noget på markedet, der ødelægger ens omdømme?)
- Man skal satse på de vindende platforme (er nogen i stand til at afgøre, hvem der vinder en platformskamp, før den er afgjort?)
 
## Samme type forretning – helt forskellige fremgangsmåder

Damgaard og Navision Software, der i det store hele drev samme type forretning (samme type produkt til samme type kunder), greb deres virksomhed meget forskelligt an (bogen beskriver detaljerne). Efter de første ti år, ville de fleste danskere have tippet, at Damgaard ville vinde konkurrencen om lederskabet af markedet for økonomistyringssystemer (ERP) til mindre og mellemstore virksomheder.

- Damgaard voksede de første 10 år hurtigere end Navision Software og omsatte i 1993 fire gange mere end konkurrenten.
- Damgaard tjente de første 15 år sammenlagt fire gange mere end Navision Software.
- Damgaard investerede mere i virksomhedskultur og medarbejdertrivsel.
- Damgaard havde det største forhandlernet.
- Damgaard havde flere produkter, der dækkede et større marked.
- Damgaard samarbejdede fra 1994 med IBM, verdens største IT-virksomhed.
- Damgaard var helt frem til salget til Microsoft markedsleder i Danmark.
 
Men da de to virksomheder fusionerede i 2000 var forholdet helt omvendt og bytteforholdet mellem aktionærerne blev 72:28 i Navision Softwares favør.

## Hvordan kunne det gå til?

Den korte forklaring er, at Navision Software kom hurtigere i gang med internationaliseringen, og at de lykkedes bedre med det end Damgaard. Men når du læser detaljerne i bogen, vil du opdage, at den udvikling ikke var til at forudse på det tidspunkt, hvor det skete.

Initiativet til Navision Softwares [opstart på det tyske marked](https://www.linkedin.com/pulse/how-three-young-danes-captured-german-market-hans-peter-bech/) (som blev virksomhedens globale lokomotiv) kom udefra. Det lykkedes aldrig virksomheden, at replikere den tyske model lige så succesfuldt i andre lande.

 [![](https://hpbech.com/wp-content/uploads/Omsaetning-1984-2002.jpg)](https://hpbech.com/wp-content/uploads/Omsaetning-1984-2002.jpg) I året 1998 omfatter Damgaard Datas regnskab kun seks måneder.  

En anden forklaring er Navision Softwares beslutning om at udvikle (og certificere) et ERP-produkt til Windows95. Windows hurtige sejr (over OS/2, UNIX og andre operativsystemer) kom bag på de fleste, og det var samspillet med den tidlige internationale ekspansion, der skabte de enorme vækstrater for Financials. Navision Software havde distributør- og forhandlerplatformen på plads til at få fuldt udbytte af Microsofts succes med Windows. Navision Software var et “one-product-company” der fokuserede sine kræfter på en mindre del af markedet (end Damgaard). Under de særlige omstændigheder, der gjaldt i perioden 1984 til 1995 var det ikke en strategi, der viste bedre resultater end Damgaards (flere produkter på flere platforme til flere typer kunder). Men i perioden 1996 til 2000 klarede Navision Software sig langt bedre. Det var i samme periode, at Damgaard lagde den internationale afsætning i hænderne på Columbus (Østeuropa) og IBM (resten af verden). [Hvem kunne have forudset, at det var en dårlig disposition?](https://www.hpbech.dk/hvad-koster-det-at-tage-fejl/)

## Du må drage dine egne konklusioner

Hvis en bog skal ende med en opskrift, så vil forfatteren altid starte med definere opskriften (med udgangspunkt i sin erfaring, research eller sin holdning) for derefter at bygge bogen op til at støtte den. Hermed begås [en alvorlig videnskabelig fejltagelse](https://www.hpbech.dk/management-volapyk-og-konsulenters-varme-luft/).

Den fejl ønskede jeg ikke at begå.

Jeg valgte at holde fast i min oprindelige ide og skrive bogen Fra Damgaard til Microsoft som den detaljerede beretning om, hvad der rent faktisk skete. Bogen indeholder også refleksioner fra min side, men jeg har afholdt mig fra at påstå, at alle læsere kan lære det samme, og at udfaldet af de to virksomheders beslutninger og dispositioner vil føre til de samme resulater under andre omstændigheder.

Jeg var og er fortsat overbevist om, at bogen på den måde giver læseren de bedste muligheder for at sætte erfaringerne fra det passerede ind i sin egen kontekst og drage sine egne konklusioner.

 https://youtu.be/kQG1nCfRZrI

**Categories:** Blog, Book reviews, Business development, Globalisation, Strategy

**Tags:** biznes, 5460 Miles from Silicon Valley

---

### [Hvordan ender en fuldmægtig fra Hillerød  i Saudi Arabien?](https://hpbech.com/da/hvordan-ender-en-fuldmaegtig-fra-hilleroed-i-saudi-arabien/)

**Published:** August 29, 2023
**Author:** Hans Peter Bech

**Excerpt:** Jeg har siden dengang ofte tænkt over, hvorfor vi gjorde det. Hvorfor sagde vi ikke bare "nej tak, det kender vi ikke noget til."

**Content:**

I [dette interview](https://www.sn.dk/hilleroed-kommune/hvordan-ender-en-fuldmaegtig-fra-hilleroed-med-at-lave-hospitalskoekkener-i-saudi-arabien/) med Frederiksborg Amtsavis fortæller jeg om tilblivelsen af romanen [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/) og også lidt om selve bogen. Interviewet blev bragt i den trykte udgave af avisen den 15. august 2023 og dagen før i onlineudgaven.

 [![](https://hpbech.com/wp-content/uploads/FAA-udklip-S.png)](https://hpbech.com/wp-content/uploads/FAA-udklip-S.png)## Rømers Kaffebar

Som store dele af bogen er også disse linjer skrevet på [Rømers Kaffebar](https://www.facebook.com/kaffebar3400) på Slotsgade i Hillerød. Min absolutte yndlingscafé.

Det er mens snakken går ved alle de små borde og espressomaskinen snurrer nede i barområdet, at jeg får inspiration til de vinkler og episoder, der skal formidle bøgernes budskaber.

Netop i dag er det dog mest administrative opgaver i relation til min forlagsvirksomhed, som jeg skal have fra hånden. Skrivearbejdet er kun en lille – omend vigtig – del af at få en bog udgivet. Det kan du læse meget mere om i artikelserien [En roman kommer til verden](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/).

## Forkert nummer

Hovedhandlingen i *[Balladen i Mekka](https://www.saxo.com/dk/products/search?query=Balladen+i+Mekka)* er baseret på virkelige hændelser.

 [![](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)](https://hpbech.com/wp-content/uploads/saudiarabia.jpg)I sommeren 1979 blev en af mine storebrødre, Jørgen Bech, ringet op af den saudiarabiske ambassade i København og spurgt, om han kunne give tilbud på ombygning af køkkenerne på fem hospitaler i Taif og derefter drive dem i 10 år. Jørgen, der på det tidspunkt var direktør for og medejer af Restaurant Lido På Vesterbrogade, var godt klar over, at Ambassaden havde ringet forkert. Hverken han eller Lido beskæftigede sig med den slags. Men han syntes, det lød spændende, og måden, hvorpå de spurgte, muliggjorde, at han kunne svare ja, uden at sige noget forkert.

> “Ja, det vil mene, vi godt kan klare,” svarede han.

Ambassaden var tilsyneladende tilfredse med den positive tilkendegivelse, for kort tid efter dukkede en delegation fra Saudi-Arabien op til møde på Lido. Det møde, som jeg deltog i, blev startskuddet til et af de mest surrealistiske forretningsprojekter, jeg efterfølgende skulle blive involveret i.

## Feltstudier øst for Mekka

Kun få dage efter mødet på Lido drog vi til Saudi-Arabien.

Som eksperter.

Det var ingen af os og allemindst mig. Jeg var på det tidspunkt fuldmægtig i Arbejdsministeriets økonomisk-statistiske konsulentafdeling. Et job hvor virkeligheden blev betragtet fra en anseelig flyvehøjde.

 [![](https://hpbech.com/wp-content/uploads/Jorgen-in-Saudi-Arabia.jpeg)](https://hpbech.com/wp-content/uploads/Jorgen-in-Saudi-Arabia.jpeg) Min bror, Jørgen, poserer, mens vi nyder udsigten over bjergene på vejen mellem Mekka og Taif På trods af mange besværligheder, herunder ikke mindst kulturelle forviklinger, lykkedes det os at få udarbejdet et forslag, som saudierne var voldsomt begejstrede for. Så begejstrede at de inviterede os til at deltage i et projekt på universitetet i Mekka. Den fristelse kunne ingen af os modstå.

## Eventyrlyst, mod, selvsikkerhed og risikovillighed

Jeg har siden dengang ofte tænkt over, hvorfor vi gjorde det. Hvorfor sagde vi ikke bare “nej tak, det kender vi ikke noget til.”

 [![](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)Det gjorde vi ikke, fordi både Jørgen og jeg var meget eventyrlystne. Vi ville voldsomt gerne til Saudi-Arabien. Fordi Jørgen med det samme fik fat i et firma, der var eksperter i hospitalskøkkener og knyttede dem til os som underleverandør. Fordi vi ikke anså det for at være raketvidenskab. Vi var overbevist om, at vi kunne løse opgaven.

Og hvad kunne gå galt? Vi fik alle omkostninger dækket, så vi løb ikke nogen økonomisk risiko. Den største risko viste sig at være chancen for at vinde projektet. I så fald måtte vi flytte derned i en periode. Det var ikke en attraktiv option. Løsningen på det problem kom fra en højst uventet kant.

## Kultursammenstød

Projektet i Saudi-Arabien blev en oplevelse for livet og lærte mig, hvor stor indflydelse kulturen har på forretningsaktiviteter. Vi var håbløst uforberedte på at skulle navigere i et autokratisk kleptokrati baseret på sharialov. Det lykkedes os at indsamle nok informationer til udarbejdelsen af løsningsforslaget, men uden en lokal samarbejdpartner, der forstod begge kulturer, vores og deres, ville vi have været fortabt.

---

 https://youtu.be/Htu4-wG4mbI?si=2jwOQiUuHPtw_12r

 I denne video fortæller jeg mere om bogen.

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [En minebelagt frokost](https://hpbech.com/lunch-in-a-minefield/)

**Published:** September 12, 2023
**Author:** Hans Peter Bech

**Excerpt:** Kulturen og samfundssystemerne i Danmark og Saudi-Arabien havde ikke meget til fælles. Vi så forskelligt på stort set alt.

**Content:**

En snoet bjergvej, flokke af aber langs asfalten og et møde, der fra første minut udvikler sig til en øvelse i kulturel balancegang. I Taif – højt hævet over ørkenen – bliver forskellene mellem dansk hverdagstænkning og saudisk virkelighed pludselig meget konkrete. Et hospitalsbesøg, der burde handle om køkkener og forplejning, folder sig ud til en fortælling om magt, høflighed, halve sandheder og de spørgsmål, man måske tænker – men helst ikke stiller. Uddraget her fra Balladen i Mekka giver et sjældent indblik i, hvordan professionelle ambitioner, personlige grænser og dybe kulturkløfter kolliderer, når man arbejder midt i et samfund, der både er i hastig forandring og fastlåst i traditioner.

---

 [![](https://hpbech.com/wp-content/uploads/Bjergudsigt-533x400.jpg)](https://hpbech.com/wp-content/uploads/Bjergudsigt.jpg)Vi var nu tilbage på hovedvejen til Taif, der snoede sig op gennem bjergene. Samtalen drejede sig om det golde, men smukke landskab. På det sidste stykke vej op mod byen stødte vi denne gang på flokke af aber, der sad langs vejen.

Klokken var 10:30, da vi kørte ind i bjergbyen, og vi besluttede at besøge det første hospital inden frokost. Selvom Gasaz, vores opdragsgiver, som vi altid blot kaldte direktøren, havde ringet i forvejen, var der ingen i portvagten, der kendte til vores eksistens. Efter en halv times tid blev vi alligevel hentet og fulgt til hospitalsdirektørens kontor, hvor vi igen ventede omkring 20 minutter.

Nu gentog hele cirkusset fra torsdagens besøg sig i alle detaljer. Hospitalsdirektøren svarede beredvilligt og detaljeret på vores spørgsmål. Da vi senere aflagde besøg i køkkenet, kunne vi konstatere, at intet af det, han havde fortalt os, svarede til virkeligheden. Jakob og jeg tog det helt afslappet, men Helmuth var noget oppe at køre.

“Klap nu i, Helmuth,” sagde Jakob bestemt på dansk. “Vi er her for at observere og registrere. Det er ikke nogen kriminel efterforskning.”

Vi var færdige ved middagstid, og direktøren ville gerne invitere os på frokost. Jakob og jeg var igen mest til en hurtig sandwich, men det kunne der ikke være tale om. Efter en kort køretur trådte vi ind i et spritnyt og marmorbeklædt amerikansk kædehotel. InterContinental. Der var springvand og palmer i foyeren og igen en tænderklaprende temperatur. Heldigvis havde vi vores jakker med.

I restauranten bestilte direktøren Saudi-Champagne, og Helmuth så pludselig forhåbningsfuld ud. Skuffelsen var tilsvarende stor, da han erfarede, at der ikke var undtagelser fra forbuddet om alkohol i kongeriget. I hvert fald ikke i det offentlige rum. Champagnen var Apfelschorle serveret i høje glas.
Vi talte om løst og fast, da Helmuth pludseligt spurgte direktøren, om flerkoneri fortsat blev praktiseret i landet. Både Jakob og jeg var så forbavsede, at vi ikke nåede at gribe ind, før direktøren svarede.

“Ja, det gør det,” bekræftede han. “Jeg praktiserer det ikke. Min hustru er fransk og ville nok rejse hjem, hvis jeg mødte op med en ny.”

Jakob og jeg smilede, mens Helmuth så lidt forundret ud.

“I mere velhavende kredse er det både velset og forventet at tage flere koner,” fortsatte direktøren. “Samlet set er det dog kun en meget lille del af ægteskaberne i Saudi-Arabien, hvor manden har flere koner. Det er dyrt. Og vel også upraktisk.”

Direktørens svar var pænt, afslappet og uden antydning af irritation. Det lukkede emnet elegant af, da Helmuth fortsatte.

“Hvorfor går så mange kvinder med niqab? Er det frivilligt?”

I det samme kom vores mad og opmærksomheden kunne behændigt ledes over på serveringen, der bestemt ikke fejlede noget. Det var dog tydeligt, at Helmuth ikke havde glemt sit spørgsmål og blot ventede på, at der skulle komme en ny lejlighed. Jakob anede det også, og på trods af at maden endnu stod urørt, bad han Helmuth om lige at komme med ud i foyeren et øjeblik. Jeg overhørte ikke samtalen, men kunne gætte, at Jakob havde talt med store bogstaver. Helmuth var noget bleg, da de vendte tilbage.

Kulturen og samfundssystemerne i Danmark og Saudi-Arabien havde ikke meget til fælles. Vi så forskelligt på stort set alt. Men det vidste vi jo godt, inden vi takkede ja til projektet. Vores opgave var at forberede et tilbud på forbedring af forplejningen på fem offentlige hospitaler. Det var vel ikke så ringe endda. At vi ikke ved samme lejlighed kunne indføre et parlamentarisk demokrati, religionsfrihed og sikre kønnenes ligestilling, måtte vi leve med. At stille direktøren så demonstrativt personligt til regnskab for, hvad vi måtte opfatte som uetiske samfunds- og kulturforhold, var efter min opfattelse upassende og uhøfligt. Når samtalen eller forholdene gav anledning til det, kunne man på anden vis illustrere de uhensigtsmæssigheder, kulturen og systemet medførte. Eller man kunne, når det faldt naturligt, fortælle, hvordan vi levede og indrettede os.

“Der er fortsat stramme regler for kvinders påklædning,” det var direktøren, der selv tog tråden op igen, “men der er ikke længere et krav om at skulle bære niqab. Kvinder kan nu tage en uddannelse, arbejde, gå i biografen og deltage i forskelle sociale aktiviteter. De har fortsat ikke stemmeret og må ikke køre bil. I øvrigt har ingen af os stemmeret, så her har vi da en slags ligestilling.”

Han talte tydeligt, men afdæmpet. Vores samtale kunne ikke overhøres ved de andre borde i lokalet.

“Udviklingen går i den rigtige retning,” fortsatte han, “men der er lang vej endnu. Stort set alle væsentlige beslutninger i en kvindes liv skal fortsat godkendes af en mandlig værge. Det er normer, som I europæere har fået afviklet over de sidste par hundrede år. Vi er knap nok begyndt. Når vi bygger det nye centralkøkken og skal bemande driften, bliver det åbenlyst, at forholdene vanskeliggør rekruttering af kvalificeret arbejdskraft. Vi har den ikke selv, og der skal lokkes med meget høje lønninger og frynsegoder for at få udlændinge til at flytte til Taif.”

Vi ville jo heller ikke selv gøre det, og vores hustruer ville end ikke sætte deres ben i landet. At udelukke halvdelen af befolkningen fra arbejdsmarkedet gav unødige flaskehalse i økonomien. Det var vel en af grundene til, at regimet var begyndt at slække på restriktionerne.

Resten af frokosten forløb fint, og vi undgik potentielt minebelagte diskussionsemner. I stedet talte vi om projektet, dets udfordringer og mulige løsninger. Det var jo derfor, vi var der.

Direktøren drejede selv samtalen tilbage til den generelle situation i Saudi-Arabien, hvor indtægterne fra olien voksede støt og bragte nye muligheder med sig. Regeringen ønskede at modernisere samfundet inden for rammerne af den islamisk baserede tradition. Sundheds- og uddannelsesområdet ville modtage store investeringer, og vi kunne forvente en bølge af nye projekter. De fem hospitalskøkkener, som vi arbejdede på, var blot begyndelsen. Hvis vi vandt Taif-projektet, ville dørene stå åbne til mange af de nye projekter, som de massive offentlige investeringer ville medføre.

Jeg kunne se, at Helmuth sad uroligt på sin stol og kunne sagtens følge hans ubehag ved hele situationen. På den ene side var det positivt, at nogle af oliepengene sivede ud til gavn for den brede befolkning, men at medvirke til at konsolidere et enevældigt monarki, hvor tusindvis af familiemedlemmer snyltede på rigdomme, som de ikke selv havde skabt, og som de heller ikke bidrog til at udbrede, gjorde ondt.

Til gengæld var jeg lidt forundret over direktørens fortælling.

Forsøgte han at påvirke os til at investere i projektet, så vi kom med en pris, der lå under de faktiske omkostninger for derigennem at positionere os til nye projekter? Det var ikke en mulighed, som Jakob og jeg kunne løfte, og tiden var alt for knap til, at vi kunne involvere mere kapitalstærke parter i projektet.

Hverken Jakob eller jeg kendte umiddelbart nogen, vi kunne trække ind, og vi havde heller ingen erfaring med den slags konsortier. Allerhelst ville vi ud af selve projektet og i stedet fungere som konsulenter. Den mulighed havde vi diskuteret meget de sidste par aftener og var enige om, at det var den bedste løsning for os. Og nok også for projektet. Lige nu holdt vi imidlertid kortene tæt til kroppen og responderede blot, at det alt sammen lød spændende og lovende.

Efter frokosten kørte vi hen til det sidste hospital, som udelukkende var for sindslidende. Vi kunne igen ikke komme ind på området og fik derfor heller ikke set køkkenet, men hele bygningen var i en så dårlig forfatning, at vi umuligt ville kunne renovere og indrette et nyt. Vores idé om at bygge et centralkøkken for alle fem sygehuse blev blot bekræftet. Allerede ved 15-tiden kunne vi sætte kurs mod Mekka og derfra videre til Jeddah.

---

Ovenstående er et uddrag fra romanen *[Balladen i Mekka](https://www.hpbech.dk/boger/balladen-i-mekka/)*.

**Categories:** Book reviews, Travelling &amp; Leisure

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Med tog gennem Tyskland - eller sådan undgår du at tabe to gange](https://hpbech.com/da/med-tog-gennem-tyskland-eller-saadan-undgaar-du-at-tabe-to-gange/)

**Published:** October 24, 2023
**Author:** Hans Peter Bech

**Content:**

---

At rejse med tog gennem Tyskland kræver tålmodighed, et muntert sind og et godt helbred. Måske ikke altid, men det kan du jo ikke vide, før du er fremme eller hjemme igen.

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[![](https://hpbech.com/wp-content/uploads/ICE-Train-Germany2.jpg)](https://hpbech.com/wp-content/uploads/ICE-Train-Germany2.jpg)Vi havde planlagt det hele grundigt hjemmefra.

Tidligt op.
Taxa til Allerød Station
S-tog til København H
København til Hamborg non-stop.
En halv time til at skifte tog til München – og købe frokost til turen.
Tre kvarter på München Hbf med tid til at købe aftensmad.
Derfra videre med lokaltog til Garmisch-Partenkirchen.
Taxa det sidste stykke til Grainau.
Afgang 7:26 ankomst 21:30.
Piece of cake.

# Men sådan gik det ikke.

Vækkeuret fungerede. Taxa og S-tog forløb uden problemer, men grundet sporarbejde i Nordtyskland kørte non-stop toget kun til Neumünster. Her skulle vi stige om i regionaltog til Hamburg. Men på en fredag formiddag kunne det næppe være et problem. Og der var i øvrigt en god halv time mellem ankomst og afgang. Til gengæld ville vi ikke kunne nå vores forbindelse fra Hamborg til München. No problem for en IT-nørd. Ind på DB Navigator appen, finde en ny forbindelse og bestille plads. Bingo, ny forbindelse booket.

Undervejs fra København blev toget imidlertid forsinket og tiden til omstigning i Neumünster blev kortere og kortere.

Gode nyheder. Regionaltoget til Hamborg kørte fra samme perron, som vi ankom på, og vi ville kunne nå det, hvis blot vi skyndte os. Men igen, det var formiddag, morgenmyldretiden var forbi, og aftenmyldretiden endnu ikke startet. Det skulle ikke være et problem.

[![](https://hpbech.com/wp-content/uploads/People-on-railway-station.jpg)](https://hpbech.com/wp-content/uploads/People-on-railway-station.jpg)Da vi rullede ind på perronen i Neumünster, var der sort af mennesker. Store sværme af skoleklasser på vej hjem fra lejrskole ventede på toget til Hamborg.

Det tog lang tid at få alle de mennesker proppet ind i toget og afgangen blev forsinket.

De fleste, inklusive os, måtte stå op i togvogne, der hurtigt løb tør for ilt, men til gengæld havde saunatemperaturer. Børnene var søde og tog det hele pænt. Lærerne havde styr på deres små poder. På den gode måde. Men vi ville ikke kunne nå vores nybookede forbindelse til München.

No problem. Ind på DB Navigator appen igen, finde en alternativ forbindelse og bestille plads. Bingo, ny forbindelse booket. Hurra for internet og smartphones.

Men ak, toget blev yderligere forsinket, og nu var den nye forbindelse også i fare. En sød tysk dame foreslog, at vi stod af på Dammtor, hvor vores ICE-tog ville komme forbi på vej ud af Hamborg. Det gjorde vi og nåede vores tog.

# Hurra!

Med den nye forbindelse skulle vi skifte i Fulda. Det var om tre timer. Ti minutter havde vi til det, men fra samme perron. No problem.

Vi fik ikke købt ind til frokosten i Hamborg, så vi fandt spisevognen og bestilte fra det velassorterede menukort. Mens vi spiste chili con carne og svinekoteletter i flødesovs sænkede roen sig, og vi overgav os til DBs velsmurte maskineri. ICE-toget var funklende nyt og af meget høj standard. Vi rejste på SeniorRail First Class og kunne på gunstige vilkår nyde de brede lædersæder med masser af benplads og servering fra bistroen.

[![](https://hpbech.com/wp-content/uploads/ICE-interior.jpg)](https://hpbech.com/wp-content/uploads/ICE-interior.jpg)Mellem Hannover og Kassel lød der et højt pling fra min iPhone. En lyd forbeholdt vigtige beskeder. DB kunne meddele, at vores forbindelse fra Fulda til München var blevet aflyst. Der var tale om et dobbelttog, og den togstamme, vi havde pladsreservation i, var taget ud af drift.

Afsti afsted ned til konduktørerne fire vogne længere fremme i toget.

Jo, den var god nok. Vores togsæt var taget ud af drift. Den anden halvdel ville dog køre som planlagt, men der kunne ikke reserveres plads, og det var nok også propfyldt.

Det tog vi allerede befandt os i ville dog også ende i München, blot to timer senere. Vi skulle nemlig lige en tur omkring Frankfurt, Mannheim, Stuttgart, Ulm og Augsburg først. Vi kunne godt prøve, om vi kunne klemme os ind i den hurtigere Fulda-München forbindelse, men når og hvis vi fandt ud af, at det ikke var muligt, ville vores nuværende tog være kørt videre.

Hvad skulle vi gøre? Kunne vi blive i vores nuværende tog?
Tilbage til konduktørerne fire vogne længere fremme igen.
Jo, vi kunne blive siddende, hvor vi sad.

Vi valgte at blive. Med tyve minutter til omstigning i München kunne vi lige nå at købe aftensmad på banegården, som vi i forvejen kendte godt. Det kunne snildt lade sig gøre.

Vores tog, der førte os igennem de fleste tyske delstater, blev nu også forsinket, og vores planer om at købe aftensmad på München HBF gik i vasken. Omstigningsvinduet blev mindre og mindre. Vi tjekkede køreplaner, indtil vi var blå i hovederne.

# Nyt håb!

Hvis vi steg af i Paßing, der ligger før München, kunne vi nå toget til Garmisch-Partenkirchen, der stoppede der nogle minutter efter dets afgang fra samme.

Det gjorde vi. Et hurtigt perronskift og vi havde hele ti minutter til Garmisch-toget kom.

Vi trak vores aftensmad i en automat på perronen i Paßing. Til forret delte vi en pakke Kinderchokolade. Til hovedret fik Sue en KitKat og jeg en Toblerone. Til dessert delte vi en Marsbar. Det blev akkompagneret af lunkent mineralvand, som vi havde købt i DB-bistroen inden vi steg af ICE-toget.

Klokken nærmede sig 23:30, da vi trillede ind på banegården i Garmisch-Partenkirchen. Nu skulle vi blot bruge en taxa til de sidste 10 kilometer til Grainau. De holdt heldigvis på rad og række ude på forpladsen.

Trætte og lettede steg vi ind i den gule Mercedes og satte i gang mod vores slutmål.

Taxachaufføren, der var meget snakkende og lige skulle tjekke noget på sin mobiltelefon, ignorerede stort set alle regler i færdselsloven. Det ville derfor ikke have taget mange minutter at tilbagelægge de få kilometer, havde det ikke været for langsommere kørende biler på vores vej. Vi orkede ikke at protestere imod, at han absolut skulle kline sig op bag deres baglygter, overhale for fulde gardiner og tage den på to hjul rundt i svingene.

Lidt rundtossede nåede vi frem til hotellet ved midnat helt stolte over, at vi havde taget strabadserne med højt humør. Man skal nemlig aldrig lade sig slå ud af modgang.
Gør man det, taber man to gange.

[![](https://hpbech.com/wp-content/uploads/Waxenstein.jpg)](https://hpbech.com/wp-content/uploads/Waxenstein.jpg)Udsigt fra vores værelse næste morgen

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PS. Forsinkelser kan forekomme alle vegne uanset hvilke transportmidler, man vælger. Normalt kører alt efter planen, men det kan man jo ikke skrive lange historier om :-). Og regner du efter var den samlede forsinkelse kun to timer, og det var vel ikke så galt endda.

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Korrektur: [Maria Bech](https://www.linkedin.com/in/mariabech/)

**Categories:** Travelling &amp; Leisure

**Tags:** fixion_en

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### [Bøger der er værd at læse](https://hpbech.com/da/boeger-der-er-vaerd-at-laese/)

**Published:** October 31, 2023
**Author:** Hans Peter Bech

**Excerpt:** Der er uden tvivl tusindvis af bøger, der er værd at læse. En lille del af dem finder du på bestsellerlisterne, men det er i mine øjne ikke nødvendigvis de bedste. Bestsellere er hovedsageligt dem, der er skrevet af allerede kendte forfattere, eller er om kendte personer, eller har et stort marketing budget. Ind i mellem er der en undtagelse. Men sjældent.

Som alle andre læner jeg mig primært op ad anbefaleinger fra min omgangskreds. Oftest kommer anbefalingerne ud af en konteksten i en samtale. Men de kan også komme fordi man kender dem i sin omgangskreds godt og kender deres interesseer.

Fra tid til anden samler jeg op på mine læseoplevelser og deler dem med mit netværk. Her kommer en række anbefalinger af nogle bøger, jeg har læst for nyligt.

**Content:**

[![](https://hpbech.com/wp-content/uploads/cropped-IMG_0235-1.jpeg)](https://hpbech.com/wp-content/uploads/cropped-IMG_0235-1.jpeg)Der er uden tvivl tusindvis af bøger, der er værd at læse. En lille del af dem finder du på bestsellerlisterne, men det er i mine øjne ikke nødvendigvis de bedste. Bestsellere er hovedsageligt dem, der er skrevet af allerede kendte forfattere, handler om kendte personer eller har et stort marketingbudget. Indimellem er der en undtagelse. Men sjældent.

Som alle andre læner jeg mig primært op ad anbefalinger fra min omgangskreds. Oftest kommer anbefalingerne ud af en kontekst i en samtale. Men de kan også komme, fordi man kender dem i sin omgangskreds godt og forstår deres interesser.

Fra tid til anden samler jeg op på mine læseoplevelser og deler dem med mit netværk. Her kommer en række anbefalinger af nogle bøger, jeg har læst for nyligt.

# Mellemøsten, terrorisme og islam

I forbindelse med udgivelsen af min egen [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/) researchede jeg omstændighederne og begivenhederne omkring oprøret i den såkaldte hellige by i november 1979, hvor muslimske fundamentalister besatte den store moske i godt to uger. Besættelsen og den efterfølgende befrielse kostede omkring 1.000 mennesker livet og har haft fatale globale konsekvenser lige op til i dag.

[![](https://hpbech.com/wp-content/uploads/Siege-of-mecca.jpg)](https://hpbech.com/wp-content/uploads/Siege-of-mecca.jpg)

Beskrivelsen af selve oprøret bygger på en bog af Yaroslav Trofimov [***The Sige of Mecca — The Forgotten Uprising in Islam’s Holiest Shrine and the Birth of Al Qaeda***](https://www.goodreads.com/book/show/320657.The_Siege_of_Mecca). Selvom bogen er udgivet i 2007 er den fortsat meget læseværdig og et glimrende eksempel på hvordan, religion i Mellemøsten (og alle andre steder) forgifter menneskers sind og driver dem til vanvittige handlinger, der forgrener sig over hele kloden.

I min bog kommer hovedpersonen ind i Mekka på det afgjort mest uheldige tidspunkt, og når ikke at se og opleve ret meget af den pilgrimsfærd, som byen er centrum for. Er man nysgerrig på hvorfor og hvordan, millioner af mennesker hvert år drager afsted til Mekka og udfører langvarige og indviklede ritualer, så kan Nina Rasmussens [***Pilgrim i Mekka***](https://www.goodreads.com/book/show/12975864-pilgrim-i-mekka) varmt anbefales. Forfatteren konverterede til Islam netop for at kunne gennemføre pilgrimsrejsen og måske også for at kunne udgive en bog om oplevelsen. På dommedag vil hun næppe slippe ind i himlen for den dåd, men en læseværdig og spændende rejseberetning er der kommet ud af det.

[![](https://hpbech.com/wp-content/uploads/Terrorens-rike.jpg)](https://hpbech.com/wp-content/uploads/Terrorens-rike.jpg)Den sidste bog om Mellemøsten, terrorisme og islam, jeg vil anbefale, er [***Terrorens Rike – Islamsk terror i Saudi-Arabien***](https://www.goodreads.com/book/show/34307232-terrorens-rike-hvordan-en-voldelig-sekt-fra-den-arabiske-rken-radikali) skrevet af Norges tidligere ambassadør i landet Carl Schiøtz Wibye. Bogen forklarer hvordan, en helt særlig (og meget aggressiv) version af Islam har hjulpet den nuværende kongefamilie til magten, og hvordan præsteskabet fortsat medvirker til at legitimere deres undertrykkende diktatur. Bogen forklarer også hvordan, Saudi-Arabien har forsøgt at eksportere sin aggressive version of Islam til resten af verden. Global islamistisk terrorisme er direkte forankret i Saudi-Arabiens version af religionen og muliggjort af de enorme indtægter, som olie- og gasforekomsterne har indbragt. Indirekte har vi således i vesten finansieret den vold, islamisterne har rettet mod os, og som basalt set bunder i, at vi tror noget andet end de gør.

[![](https://hpbech.com/wp-content/uploads/God-is-not-great.jpg)](https://hpbech.com/wp-content/uploads/God-is-not-great.jpg)For nu at ingen skal anklage mig for at være islamofob, kan jeg i øvrigt anbefale Christopher Hitchens bog [***God Is Not Great: How Religion Poisons Everything***](https://www.goodreads.com/book/show/43369.God_Is_Not_Great), som pænt, nydeligt og meget velunderbygget forklarer hvorfor religioner er opfundet og skrevet af mennesker, og hvad angår specielt de Ambrahamitiske primært har til formål at nogen kan tiltage sig magt og opnå privilegier.

Gennem to tusind år er de blevet systematisk anvendt til at retfærdiggøre de mest brutale overgreb på mennesker og til at forsvare uretfærdigheder og privilegier for nogle få på bekostning af de fleste.

Udtrykket “religion forgifter sindet” er korrekt, så snart nogen forsøger at overføre de religiøse tanker til adfærd og værdigrundlag for relationer blandt mennesker.

Biologisk er alle mennesker meget ens, men religiøse tanker mellem ørerne på os skaber voldsomme, virtuelle og fuldstændig unødvendige forskelle.

# Økonomi og samfund set med nye briller

[![](https://hpbech.com/wp-content/uploads/Doughnut-economics.jpg)](https://hpbech.com/wp-content/uploads/Doughnut-economics.jpg)Det har altid undret mig, at økonomisk teori ikke forholdt sig til fordelingsproblematikken. Det har også undret mig, at teorierne opererer med en række selvoprettelige balancemekanismer, som i praksis aldrig bringer noget som helst i balance. Tilmed har alle økonomiske teorier til dato været uhyggeligt dårlige til at forudse selv de mest voldsomme kriser.

Derfor har jeg med stor begejstring og mange aha-oplevelser læst to bøger, der anlægger helt andre og særdeles velunderbyggede perspektiver på emnerne.

[***Doughnut Economics: Seven Ways to Think Like a 21st-Century Economist***](https://www.goodreads.com/book/show/34828467-doughnut-economics) er en tankevækkende bog skrevet af den britiske økonom Kate Raworth. Bogen præsenterer en innovativ tilgang til en økonomisk teori, der søger at balancere vækst og økonomisk velstand med miljømæssig bæredygtighed og social retfærdighed.

Økonomiske teorier har til dato primært forsøgt at forklare, hvordan tingene hang sammen samt forsøgt at forudse udviklingen herunder effekten af den økonomiske politik (i reglen med tvivlsomt resultat). Raworth udfordrer den traditionelle økonomiske tradition og opfordrer læserne til at overveje, om ikke økonomi som videnskab bør sigte på at gøre vilkårene bedre for både mennesker og planeten.

[![](https://hpbech.com/wp-content/uploads/Kapitalismens-afslutning.jpg)](https://hpbech.com/wp-content/uploads/Kapitalismens-afslutning.jpg)

[***Kapitalismens Afslutning – Hvorfor vækst forværrer klimakrisen – og hvordan vi skal leve i fremtiden***](https://www.goodreads.com/book/show/197692863-kapitalismens-afslutning) af den tyske økonom Ulrike Herrmann er på mange måder uhyggelig læsning. Forfatteren punkterer håbet om eller troen på grøn vækst. Hun forklarer hvorfor en på de fleste områder uændret økonomisk udvikling, der skal bygge på grøn og vedvarende energi, ikke er mulig.

Hun har sat sig grundigt ind i sagerne og argumenterer overbevisende for hvordan, indsigterne nødvendigvis må føre til en ny tilstand med hvad, hun kalder økonomisk skrump. Vi må acceptere, at økonomien skrumper til et niveau, der svarer til midten af 1970erne.

Herefter forklarer hun hvorfor, kapitalismen ikke kan fungere under vilkår med langvarig negativ økonomisk vækst. En kapitalistisk markedsøkonomi kan under de vilkår ikke fordele de knappe ressourcer fornuftigt og retfærdigt og på en måde, som hovedparten af befolkningerne vil acceptere. Hun går så langt som at konkludere, at enten afvikler vi kapitalismen i sin nuværende form og erstatter den med et reguleret system, hvor den private ejendomsret fortsat kan fungere eller vi får et kaos, hvis udfald næppe bliver kønt.

Hendes model for en modificeret kapitalisme bygger på den britiske krigsøkonomi under 2. verdenskrig. Også her skulle man med meget kort varsel omstille økonomien. Det lykkedes uden at afskaffe den private ejendomsret og sikrede, at der kunne produceres maksimal militær kapacitet samtidigt med, at befolkningen fik stillet deres mest basale behov.

Hvis Ulrike Herrmann har eller får ret, kommer vi til at gå meget vanskelige tider i møde. Ikke fordi en levestandard, som den vi i gennemsnit havde midt i 1970erne, ikke er acceptabel, men fordi den under de nuværende samfundsvilkår ville skulle fordeles meget mere ligeligt. Når den engelske befolkning accepterede krigsøkonomiens begrænsninger, var det ikke kun fordi, den skulle forsvare sig mod en aggressor. Det var også fordi vilkårene i begrænsningerne var lige. Rationeringerne og begrænsningerne var ens for alle. Der var under krigen fortsat voldsomme uligheder i det britiske samfund og stor forskel på levestandarden, men når det kom til begrænsningerne, var de ens for alle. Briterne husker (siger beretningerne) krigsårene som en periode, hvor man rykkede sammen og kom tættere på hinanden. Høj som lav. De voldsomme indskrækninger førte til en større solidaritet og ikke til alles kamp mod alle.

# Mink – et solitært dyr hjemmehørende i Nordamerika

Mange i min omgangskreds har haft meninger om afviklingen af den danske minkindustri, og de har strittet i alle retninger.

Personligt har jeg indtaget det synspunkt, at nedlæggelsen af industrien var påkrævet af smittemæssige årsager. Om den korrekte lovgivningsmæssige hjemmel blev givet 10 minutter, før aktionen startede eller 10 minutter efter, tillagde jeg ikke den store betydning.

[![](https://hpbech.com/wp-content/uploads/Det-blinde-oeje.png)](https://hpbech.com/wp-content/uploads/Det-blinde-oeje.png)[***Det blinde øje – Beretningen om det efterår, hvor minken forsvandt ud af minksagen***](https://www.goodreads.com/book/show/199225754-det-blinde-je) af Mathilde Walter Clark tager et helt andet udgangspunkt. Igen er det en fornøjelse at læse en bog, hvor forfatteren har sat sig grundigt ind i tingene og gennemført en omhyggelig research, inden hun gik til tasterne. Bogen handler ikke om de juridiske spidsfindigheder, men om hvordan en pengestærk lobby i årevis har forsøgt at fremstille brutal dyremishandling som noget positivt og gavnligt for Danmark. Så velorganiseret at det lykkedes dem at blive forgyldt, da sundhedsmæssige hensyn dikterede industriens ophør.

Bogen tager udgangspunkt i, hvordan vi behandler dyr. Det er et emne, jeg ikke har skænket så mange tanker. Men efter at have læst Clarks bog, kan jeg godt forstå, at vi ikke skal behandle dyr anderledes, end vi normalt behandler vores egne kæledyr. Dyr, der tvinges til at leve under forhold, der strider mod deres natur, lider. Så enkelt er det. Læg så hertil direkte mishandling i produktivitetens navn, og vi får lidelser, som ingen ville udsætte deres egne kæledyr for.

Da masseaflivningen af landets mange mink foregik, forekom det mig voldsomt, væmmeligt og brutalt. Jeg skænkede det ikke en tanke, at nøjagtig samme trafik fandt sted hvert eneste år, når minkene skulle pelses med henblik på salg. Og at præcis de samme metoder blev anvendt. Minkene skulle være aflivet under alle omstændigheder. Nu skete det tidligere og med et andet formål. Grusomt var det, men nu var det så i det mindste sidste gang.

# At skrive og udgive bøger – helst bestsellere

> “Jeg skriver bøger, fordi jeg elsker at skrive.”

Det er ikke forkert, men det er jo heller ikke hele sandheden. Jeg drømmer også om, at mange mennesker skal læse mine [![](https://hpbech.com/wp-content/uploads/En-bestseller.jpg)](https://hpbech.com/wp-content/uploads/En-bestseller.jpg)bøger. Det synes jeg, at historierne fortjener, og jeg så da også gerne populariteten afspejlet på min bankkonto.

Den ambition deler jeg med mange andre håbefulde forfattere. Dels dem som har et par bøger bag sig og dels dem, der nørkler med den første.

[***Hjælp, jeg vil skrive en be$stseller – vejen fra talent til pengetank***](https://www.goodreads.com/book/show/26061526-hj-lp-jeg-vil-skrive-en-bestseller) af Steen Langstrup er en bog om den rutinerede og fagligt anerkendte forfatters overvejelser om, hvad han dog skal gøre anderledes for at score en kassesucces. Hvad skal han skrive om og hvem skal han skrive til?

Den type bog kan let få et “rønnebærrene er sure”-præg over sig, men det undgår forfatteren elegant. I stedet får han repræsenteret branchens syn på sagen og afslører, at ingen har den fjerneste anelse om, hvad der skal til.

Det mest sikre er at satse på et allerede kendt navn. De fleste bestsellere skrives af forfattere, der har en bestseller bag sig. Ikke fordi de skriver gode bøger, men fordi de er kendte. Det er så også de fleste forlags foretrukne tilgang, men den duer ikke for den forfatter, der endnu har bestselleren til gode.

[![](https://hpbech.com/wp-content/uploads/faa-den-ud-saadan-udgiver-du-din-egen-bog.jpg)](https://hpbech.com/wp-content/uploads/faa-den-ud-saadan-udgiver-du-din-egen-bog.jpg)Et andet trick er at udgive bøger skrevet af personer, som er kendte. På samme måde som en TV-vært let kan komme i Folketinget. Ikke fordi vedkommende er dygtig, men fordi han eller hun er kendt (og veltrænet i kommunikation). Igen, er du ukendt duer metoden ikke.

Langstrups jagt på opskriften er udholdende og underholdende. Den kan læses af alle, der holder af litteratur, men morsomst er den nu nok for os forfattere. Den giver håb og mening til de af os der elsker at skrive om det vi vil skrive om og som ikke ønsker at tvangsskrive efter en bestsellerskabelon.

Kristin Sørums [***Få den ud – sådan udgiver du din egen bog***](https://tales.dk/faa-den-ud-saadan-udgiver-du-din-egen-bog_kristin-soerum_9788793201354) er en systematisk gennemgang af hele udgivelsesprocessen fra idé til markedsføring. Alle, der arbejder med at få den første bestseller (selv om de ikke vil indrømme, at det er drømmen), bør læse Kristins bog. Jeg har ydet et meget beskedent bidrag til bogen ved at fortælle om hvordan, jeg med succes benytter Amazon til mine engelske bøger. Men det er ikke derfor, jeg anbefaler den. Bogen kommer hele vejen rundt og er godt skrevet.

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Korrekturlæst af [Maria Bech](https://www.linkedin.com/in/mariabech/)

**Categories:** Book reviews, Business development, Globalisation, Politics, Society, Strategy

**Tags:** fixion_en

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### [Uniconta - En imponerende bedrift](https://hpbech.com/uniconta-an-impressive-achievement/)

**Published:** December 5, 2023
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-06-small.jpg)](https://hpbech.com/wp-content/uploads/Erik-Damgaard-06-small.jpg)Erik Damgaard

[Uniconta](https://www.uniconta.com/da/hvad-er-uniconta/), virksomheden bag Erik Damgaards “nye” økonomistyringssystem af samme navn, har vundet dagbladet Børsens Gazellepris 2023 for Hovedstaden.

Af artikler i dagbladet fremgår det, at Uniconta på blot fire år er vokset 2.338,5%.

Mere imponerende synes jeg er virksomhedens evne til at få nye kunder og til at holde på de eksisterende. Uniconta sælges som et månedsabonnement. Det betyder, at kunderne kan hoppe af med meget kort varsel.

Men det gør de ikke.

Den udbredte kundetilfredshed sikrer en stabilt (og hurtigt) voksende omsætning og en helt usædvanlig høj indtjening. Opskriften på succesen har flere elementer, som jeg kommer ind på senere.

# Den spæde start

Når jeg i starten af artiklen satte “nye” i anførselstegn, skyldes det, at historien om virksomheden Uniconta går længere tilbage.

Mens jeg arbejdede på at skrive bogen “*[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)*” fortalte Erik Damgaard mig om sine aktiviteter med at udvikle et nyt økonomisystem til at afløse Microsofts C5, som de (Microsoft) ikke ville videreføre. Under vores samtaler om tiden med Damgaard Data, måtte Erik af og til lige hen for at genstarte en server eller fikse et netværksproblem. Han ville i øvrigt også meget hellere vise mig [sit nye system](https://www.hpbech.dk/2019/08/20/uniconta-giver-den-endnu-mere-gas/), som dengang havde navn efter en brasiliansk delstat, end at tale om gamle dage 🙂

[![](https://hpbech.com/wp-content/uploads/Damgaard-boghylde.jpg)](https://hpbech.com/wp-content/uploads/Damgaard-boghylde.jpg)Den indbundne udgave er udsolgt, men paperback-versionen kan stadig fås.

Det var helt tydeligt, at han var tilbage i sit rette element.

Med Microsofts farvel til C5, så han et hul i markedet, og baseret på moderne cloud-teknologi havde han en arkitektur i hovedet til et produkt, som kunne hjælpe små og mellemstore virksomheder med at effektivisere deres daglige driftsopgaver og økonomistyringen.

> “Det geniale ved C5 var, at produktet kunne tilpasses kundernes behov,” fortalte Erik mig dengang. “Det gav vores forhandlere muligheder for at tilpasse det til alverdens formål. Den tilpasning tiltrak nye kunder og var en god forretning for forhandlerne.”

I mellemtiden var der sket et teknologiskifte, der gjorde det muligt at levere software som en service. Det var en kæmpe fordel for kunderne, der nu slap for at skulle rode med egne servere og alt det tekniske software, som et økonomisystem bygger på. Erik havde sat sig grundigt ind i den nye teknologi og med et tidligere produkt, Straticator, havde han også høstet værdifulde praktiske erfaringer.

> “At teknologien er skiftet, betyder jo ikke, at alle virksomheder nu er ens og kan klare sig med et og samme system,” tilføjede Erik. “Der er fortsat et ønske om at kunne tilpasse funktionerne til virksomhedernes særlige behov, og det skal mit nye system tilbyde.”

Det krævede en indsats at få Erik til at tale om gamle dage. Det lykkedes (Damgaard-bogen udkom i september 2017), men de mange timers interviews blev konstant krydret med demoer af nye features i det kommende produkt og med troubleshooting af infrastrukturen.

Erik befandt sig bedre i fremtiden end i fortiden.

# Damgaard-modellen om igen

[![](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)Han ville med det nye produkt følge den samme afsætningsmodel, som havde virket så godt for Damgaard Data, nemlig forhandlere.

> “Kunderne vil have stadigvæk have tilpasninger,” understregede Erik, “og ingen er bedre til at løse den opgave end forhandlere.”

Derfor skulle det nye produkt også være et forhandlerprodukt.

Det var en fin anledning til at få Erik til at fortælle hvornår og hvordan, det gik op for ham, at forhandlerne kunne mere end blot sælge produkterne videre.

> “Det skete allerede i slutningen af 1980erne,” kunne Erik huske. “Vores første produkt i Damgaard var Danmax. Det var helt standard.”

Danmax ramte markedet i 1984, nogenlunde samtidigt med IBMs lancering af PCen, som gjorde IT tilgængeligt for de små og mellemstore virksomheder. At Brødrene Damgaard valgte at betjene kunderne via forhandlere, var lidt af en tilfældighed. Men da de nærmest stod i kø for at få lov at sælge produktet, kunne de to brødre, Erik og Preben, hurtigt se, at den model kunne skalere.

I 1986 lancerede Erik produktet Concorde Økonomi, som skulle blive det foretrukne økonomisystem for danske virksomheder i mange år fremover.

[![](https://hpbech.com/wp-content/uploads/concorde-4-og-5.gif)](https://hpbech.com/wp-content/uploads/concorde-4-og-5.gif)C5 var teknisk set en reduceret udgave af Concorde XAL og tænkt som en afløser til Concorde Økonomi. Begge produkter fik imidlertid lov til at leve side om side, så kunderne selv kunne vælge om og hvornår, de ville skifte.

I efteråret 1987 tog han fat på udviklingen af Concorde Økonomi version 4, der skulle imødekomme nogle af de mange ønsker, som strømmede ind fra kunder og forhandlere. Han besluttede derfor at ændre filsystemet, så forhandlerne og kunderne selv kunne tilpasse og udvide produktet. Erik havde nemlig erfaret, at så snart han gav forhandlere og kunder mulighed for selv at rette noget i systemet, så tog de det til sig med lynets hast. Med ændringerne i filsystemet blev det muligt hurtigere at imødekomme særlige ønsker fra eksisterende såvel som fra nye brugere, og forhandlerne kunne samtidigt udvide deres konsulentforretning ved at tilbyde at foretage disse ændringer.

Forhandlerne fik simpelthen en bedre forretning, når de både kunne sælge produkter og konsulenttimer. Samtidigt behøvede Damgaard Data ikke at tage sig af samtlige ønsker til udvidelser, men kunne nøjes med at udvikle de mest generelle forbedringer.

Concorde Økonomi version 4 blev første skridt på vejen til et paradigmeskift for Damgaard Data. Produktet kunne tages i anvendelse uden anden opsætning end kontoplan og standardrapporter. Men nu kunne kunderne også få tilføjet nye datafelter og funktioner til løsning af opgaver, som standardproduktet ikke umiddelbart understøttede. Udover at gøre Concorde mere tilpasningsdygtigt for den enkelte kunde, benyttede forhandlerne den forbedrede fleksibilitet i version 4 til at udvikle funktioner, så de kunne servicere helt nye kundegrupper. Med andre ord kunne forhandlerne nu betjene kunder, som Damgaard Data ikke havde speciel viden om og derfor heller ikke kunne udvikle produkter til.

Concorde XAL, der kom i april 1991, var verdens første økonomisystem med indbyggede udviklingsværktøjer. Det var fra grunden designet som et forhandlerprodukt og blev da også over de næste ti år fundamentet for mange forhandleres store succes. Og dermed Damgaards.

> “Jeg skal bruge en til at opbygge forhandlerkanalen for mit nye produkt,” Erik Damgaard havde igen blikket rettet mod fremtiden. “Kender du nogen?”

# Erfarne folk

[![](https://hpbech.com/wp-content/uploads/Per-Pedersen.jpg)](https://hpbech.com/wp-content/uploads/Per-Pedersen.jpg)Per Pedersen

Med produktet og forretningsmodellen på plads havde Erik brug for en maskinmester til at eksekvere. Til den post fik han overtalt [Per Pedersen](https://www.linkedin.com/in/per-s-pedersen/) til at tage stafetten.

Per stod i mange år i spidsen for salgs- og marketingaktiviteterne i Damgaard, og er nok den i Danmark, der har mest erfaring med netop den partnerkanal, som Uniconta skulle bruge. Det lykkedes langt over forventning, og på kun et halvt år fik Uniconta, som produktet nu hed, [rekrutteret 100 forhandlere](https://tbkconsult.com/recruit-100-resellers-6-months/) spredt over hele landet.

Erik var også klar over at vejen til mange af de små og mellemstore virksomheder går via deres revisorer, og til at løfte den opgave hentede han [Jørn Rejndrup](https://www.linkedin.com/in/jørn-rejndrup/).

Jørn og Per kom til, sammen med Erik, at udgøre direktionen og skulle klare både det udadrettede salgsarbejde og den indadrettede styring. [Casper Guldbrandsen](https://www.linkedin.com/in/casper-guldbrandsen/), der også trådte sine barnesko i Damgaard Data, kom til at stå for marketing. Sammen har kvartetten og de øvrige medarbejdere skabt imponerende resultater.

# Opskriften på årets Gazelle 2023

Jeg har fulgt virksomheden tæt siden den spæde start, og i februar 2020 trådte jeg ind i dens bestyrelse. Nu har de så vundet årets Gazelle-pris i Hovedstaden.

[![](https://hpbech.com/wp-content/uploads/Win-no-text.png)](https://hpbech.com/wp-content/uploads/Win-no-text.png)Fra helt tæt hold har jeg således fulgt tilblivelsen, starten, de første år med investeringer og underskud og siden udviklingen til en helt igennem enestående stjerne.

Succesen bygger på en velkendt og gennemprøvet forretningsmodel, hvor de enkelte elementer i modellen spiller perfekt sammen, og hvor de personer, der er sat til at eksekvere, har relevant viden og erfaring. På den måde er Uniconta også det grå gulds succes. Resultatet af godt håndværk.

Fundamentet er et omfattende produkt, som er designet til at kunne leveres fra skyen, udviklet til at kunne betjene tusindvis af brugere, kan tilpasses til deres individuelle ønsker og som leveres via forhandlere med branche- og kundeindsigt. Til at eksekvere modellen har Erik valgt en række meget erfarne folk, som ved hvordan det skal gøres. Med udgangspunkt i Microsofts beslutning om ikke at videreføre C5 har de har kørt en trestrenget afsætningsstrategi med lige stor vægt på forhandlere, kunder og revisorer.

Uniconta har med stor dygtighed og sikker hånd udnyttet en ændring i markedet til at finde plads til et produkt, om hvilket flere mente, der allerede var alternativer nok. [Positioneringen](https://www.hpbech.dk/2018/10/09/uniconta-gir-den-gas/) var velgennemtænkt og blev effektivt kommunikeret til de tre nøglemålgrupper ved hjælp af afprøvede koncepter. At sælge økonomisystemer til små og mellemstore virksomheder kræver personlig kontakt, hvilket hele [markedsføringsstrategien](https://www.hpbech.dk/2019/08/20/uniconta-giver-den-endnu-mere-gas/) har støttet op om.

# Der er et yndigt land

[![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)](https://hpbech.com/wp-content/uploads/Global-planning-1.png)Jeg skriver ofte om, at Danmark kun repræsenterer 0,25% af verdensmarkedet, hvorfor softwarevirksomheder skal orientere sig internationalt. Det er i de fleste tilfælde også korrekt, men et område som økonomistyringssystemer undgør en undtagelse. Det er der tre grunde til.

1. Trods sin beskedenhed er det danske marked stort nok til at bære en virksomhed, der tilbyder software som alle virksomheder har brug for. Og alle virksomheder har brug for et økonomistyringssystem. Læser du bogen [*Fra Damgaard til Microsoft* ](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)vil du også erfare, at både Damgaard Data og Navision Software (de fusionerede i 2000) i mange år levede af det danske marked inden de internationale aktiviteter kastede noget af sig.
2. Økonomisystemer til små og mellemstore virksomheder skal tilpasses national lovgivning og markedspraksis. Det kræver investeringer og løbende vedligeholdelse allerede inden de første kunder kan gå i drift.
3. At trænge ind på markedet for økonomisystemer til små og mellemstore virksomheder i et nyt land kræver mere end et godt produkt. Det kræver en rigtig timing, hvor der i forvejen er bevægelse i markedet. Det var Microsofts beslutning om at afvikle C5, der skabte bevægelsen i Danmark. At Erik Damgaard netop var arkitekten bag C5 gjorde hans Uniconta til den troværdige afløser. At finde en lignede bevægelse i et andet land kræver tålmodighed.

Jeg er overbevist om, at Uniconta en dag har flere kunder udenfor Danmarks grænser, men hvornår og hvordan det kommer til at ske, beror i høj grad på ydre forhold, som der skal holdes øje med.

**Categories:** Business development, Strategy

**Tags:** Erik Damgaard, ERP

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### [Jubilæum - tyve år som selvstændig](https://hpbech.com/anniversary-twenty-years-as-an-independent-consultant/)

**Published:** December 12, 2023
**Author:** Hans Peter Bech

**Content:**

Den 16. oktober 2003 etablerede jeg mit første ApS, der fortsat danner grundlaget for mit virke som selvstændig.

Udtrykket “selvstændig” er lidt pudsigt. Antonymet er uselvstændig. Sådan er det jo ikke. “Selvstændig” er blot betegnelsen for en person, der driver egen virksomhed og ikke er ansat af andre.

---

Det startede faktisk længe før 2003. Helt præcist i efteråret 1997.

[![](https://hpbech.com/wp-content/uploads/Fired-698x400-1.jpg)](https://hpbech.com/wp-content/uploads/Fired-698x400-1.jpg)Efter at være blevet fyret fra mit job som salgs- og marketingdirektør i RE Technology (nu [Barco](https://www.barco.com/en)), havde jeg lyst til at prøve noget helt andet. Noget hvor jeg hverken skulle have en chef eller medarbejdere. Jeg var med andre ord fuldt afklaret med hvad jeg *ikke* ville. Til gengæld var jeg på helt bar bund med hvad jeg så ville.

Der var brug for en helgardering.

Jeg kontaktede virksomheder, der måtte have behov for international forretningsudvikling, samtidigt med at jeg forhørte mig i netværket, om der var noget overkommeligt til salg. Begge dele gav resultater og i november 1997 havde jeg to konkrete tilbud på bordet.

**Tilbud A:** Et lille PR-bureau med kunder i IT-branchen var til salg til en fornuftig pris. Ejeren ville gerne sælge til mig og var meget imødekommende med både pris og betingelser.

**Tilbud B:** Damgaard Data tilbød mig et job som direktør og områdechef for deres aktiviteter i de tysktalende lande. Jobbet indebar, at jeg og familien skulle flytte til Stuttgart på en treårig udstationeringskontrakt.

Efter mange og lange overvejelser valgte jeg tilbud B. Det gjorde mig ikke selvstændig i ordets juridiske betydning, men efter samtaler med Preben Damgaard og min umiddelbare chef, Per Pedersen, virkede det som om, der i Damgaard Data var højt til loftet. Tilværelsen som fuldgyldig selvstændig måtte vente lidt endnu.

# Fyret igen

I december 2000 fusionerede Damgaard og Navision Software.

[![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)Fusionen kom lige midt i, at jeg var ved at forberede min tilbagevenden til Danmark. Når virksomheder fusionerer, kan alt ske, og den 23. juni 2001 blev jeg fyret fra mit nye job i det fusionerede selskab, hvor jeg var ansvarlig for aktiviterne i Tyskland, Østrig, Schweiz, Holland, Belgien, Polen, Tjekkiet, Slovenien og Rusland. Det kan du læse meget mere om i bogen [*Fra Damgaard til Microsoft*](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/).

Tiden i Damgaard havde været helt fantastisk, og jeg var overbevist om, at det ville blive meget vanskeligt at finde et firma med samme kultur og tilsvarende opgaver.

Nu måtte tiden være inde til at springe ud som selvstændig. Men med hvad?

Under et smuttur fra Stuttgart til Comosøen, inden vi skulle flytte hjem til Danmark, kørte min kone og jeg gennem Lugano i Schweiz. Vi gjorde holdt og tog en sejltur på søen. Lugano! Det skulle firmaet hedde. Fedt navn. Godt at få det på plads.

Men hvad det skulle det beskæftige sig med? Jeg var helt blank.

# Vi skal bruge en administrerende direktør

Mens jeg gik og funderede over hvad mit kommende firma med det fantastiske navn, Lugano ApS, skulle berige menneskeheden med, ringede telefonen.

> “Jeg skal bruge en adm. dir. til et startup,” forklarede headhunteren. “Det er lige noget for dig!”

Vi mødtes og efter ti minutter stod det klart, at det sidste i verden, de 10 ingeniører med den gode idé og 10 millioner på bankbogen havde brug for, var en administrerende direktør. De havde brug for en forretningsudvikler og sælger. Den opgave ville jeg godt påtage mig. Projektet var ekstremt usikkert, men efter de seneste par fyringer havde jeg lært, at tilværelsen som sådan er risikabel.

Læs mere om de 10 ingeniører, de 10 millioner og den gode idé [her](https://www.hpbech.dk/2018/12/12/fake-it-till-you-make-it/).

Efter yderligere et stunt som kontraktansat adm. dir. fik jeg mulighed for at købe mig ind i et firma til en fornuftig pris. Derfor oprettede jeg i oktober 2003 det ApS, der skulle agere holdingselskab for mit medejerskab. Efter et par år besluttede vi at skilles, og jeg solgte mine aktier tilbage til de andre ejere. Skilsmissen foregik i god ro og orden, men nu var jeg fast besluttet på, at det skulle være slut med de monogame arbejdsforhold.

# Med livrem og seler

De to mest kontante forskelle på at have et job og være selvstændig ligger i ansættelsesforholdene.

Som ansat får du hver måned en fast løn overført til din konto, og du kan kun fyres med begrundelse, opsigelsesvarsel eller fratrædelsesgodtgørelse.

Som selvstændig kan du ikke fyres, og du får kun løn, hvis du er i stand til at tiltrække kunder og fakturere dem for udført arbejde. Ud af din omsætning skal du lægge til side til uddannelse, ferie, sygeperioder, pension samt betale omkostninger til lokaler, forsikring, rejser, ophold, markedsføring, IT-udstyr, software og alle de andre omkostninger, der er forbundet med at drive en virksomhed. Af det der bliver til overs, kan du betale dig selv en løn, når blot du husker også at lægge til side til perioder, hvor du ikke har betalende kunder.

[![](https://hpbech.com/wp-content/uploads/Thinking-man-500-802x800.png)](https://hpbech.com/wp-content/uploads/Thinking-man-500.png)Mens jeg igen gik og overvejede, hvad mit firma (der aldrig kom til at hedde Lugano) skulle lave, indløb der et nyt tilbud på et job med international forretningsudvikling. Heldigvis var jobbet uden personaleansvar. Men det var igen et monogamt arbejdsforhold.

Jeg sagde nej tak, med mindre jeg kunne løse opgaverne som konsulent, og måtte have andre opgaver ved siden af. Det blev accepteret, og mit nyslåede konsulentfirma fik sin mening med tilværelsen med i købet. Jeg skulle fremover hjælpe softwarevirksomheder med international forretningsudvikling.

Sådan gik det til, at jeg endelig og efter et meget langt tilløb blev selvstændig og fandt min niche ved samme lejlighed.

Hvorfor havde jeg ikke tænkt på det noget før?

International forretningsudvikling i softwareindustrien var jo min ekspertise. Det var hvad jeg havde gjort, siden jeg i januar 1980 som nyslået salgstrainee trådte ind af døren til Control Data Corporations danske datterselskab på Sønder Boulevard i København. Optakten til det eventyr kan du læse mere om i bogen [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/).

# Endelig fri

[![](https://hpbech.com/wp-content/uploads/Bird-free.jpg)](https://hpbech.com/wp-content/uploads/Bird-free.jpg)Jeg husker stadig den dag, vi skrev under på konsulentkontrakten. Det var en forretningsudviklingsopgave, der både indeholdt strategi og udførelse. Jeg havde adgang til et kontor i virksomheden, men det stod mig frit, hvorfra jeg ville løse opgaverne.

Følelsen af frihed var fantastisk. Min loyalitet var til opgaven. Jeg kunne blande mig helt udenom alle virksomhedens interne intriger og politiske slagsmål og fokusere på at nå de mål som projektet krævede.

Det var langt fra den perfekte konsulentopgave, men det var en god måde at komme i gang på. Den gav nogle praktiske erfaringer med rollen og lærte mig forskellen mellem at være freelancer (som var en stor del af arbejdet) og at være konsulent, der skulle gøre virksomhedens blivende medarbejdere dygtigere.

Da projektet to år senere sluttede, havde jeg fået etableret min forretning med hjemmeside, servicekoncepter, et bredt netværk af kontakter og nye opgaver.

# Forretningsudvikling

[![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)](https://hpbech.com/wp-content/uploads/Global-planning-1.png)Med den første konsulentopgave i hus i 2005 måtte jeg fra bunden lære, hvad det ville sige at være selvstændig konsulent. Andre, der havde taget springet før mig, kom med en venlig advarsel.

> “Pas på! Ellers får du et arbejdsliv, hvor du enten har rygende travlt eller ikke noget at lave.”

Rådet tog udgangspunkt i det faktum, at du ikke har tid til at lave salgsarbejde, når du har rygende travlt. Derfor risikerer du, at ordrebogen er tom, den dag dine projekter slutter. Det råd tog jeg til mig, men røg alligevel i fælden.

Sammen med en række kolleger diskuterede jeg, hvordan vi kunne skabe os et jævnt flow af projekter og gøre indtjeningen uafhængig at tidsindsatsen. Vi prøvede de forskellige ideer af, og erfaringerne mundede i februar 2013 ud i udgivelsen af min første bog, *[Management Consulting Essentials.](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK?)* Emnet optog mig fortsat og førte til en række [artikler](https://www.hpbech.com/proposals-are-the-last-thing-you-do/), som jeg postede på min engelske blog.

En af ideerne var at skrive bøger om sit fagområde, og i april 2015 udgav jeg [*Building Successful Partner Channels*](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160), der med sin smalle målgruppe til trods på kort tid opnåede bestsellerstatus. Denne og efterfølgende bøger genererede omsætning, som var uafhængig af mine timer, og konsulentopgaver der ikke krævede, at jeg skulle bruge tid på marketing og pre-sales.

# Værdi kontra pris

[![](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)For mit vedkommende har friheden og uafhængigheden været de absolut mest værdifulde aspekter af livet som selvstændig konsulent. At kunne arbejde med det jeg har lyst til, når og hvor jeg har lyst, er befriende.

Det kræver, at du har en jævn strøm af projekter og ikke kommer i en situation, hvor en opgave bliver vigtigere for dig end for din klient. Du skal have nok i din pipeline til, at du ikke behøver at tage alle opgaverne, og du skal være overbevist om, at værdien for din klient langt overstiger den betaling, du forlanger. Når man arbejder med international forretningudvikling er det sidste ikke så svært. Hvis jeg kan hjælpe min klient med at finde en funktionsdygtig model for international ekspansion, vil værdien være mere end hundrede gange større end det honorar jeg forlanger.

Prisen er det klienten betaler, værdien er det hun får.

**Categories:** Business development, Globalisation, Society

**Tags:** consulting

---

### [BOOX - Et nyt forlag ser dagens lys](https://hpbech.com/boox-a-new-publisher-sees-the-light-of-day/)

**Published:** December 19, 2023
**Author:** Hans Peter Bech

**Content:**

Jeg har etableret et nyt forlag.

[![](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png)](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png)Formålet med BOOX er at udgive socialrealistisk skønlitteratur og biografier, der foregår i efterkrigstiden (fra 1945 og frem) og som tager udgangspunkt i arbejdslivet. Den første udgivelse fra forlaget er mine egne bøger [*Fra Damgaard til Microsoft*](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/), [*5,460 Miles from Silicon Valley*](https://www.hpbech.dk/boger/5460-miles-from-silicon-valley/) og [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/). De næste bøger i serien om Henrik Bertelsen kommer også på BOOX.

Som forlagets ejer og direktør (og alt muligt andet – der er kun mig samt en række freelancere i butikken) er jeg imidlertid åben overfor at udgive andres bøger også. Modellen er, at jeg bekoster udgivelsen, og så deler vi fortjenesten efter en formel vi aftaler. Forlagets båndbredde er indledningsvis begrænset til et par bøger om året, så nåleøjet er forholdsvis snævert. Hvis du kunne tænke dig at udgive på BOOX, skal du sende mig en synopsis og en læseprøve på omkring 10 sider.

# “Kunst er noget man lever for, ikke af.”

[![](https://hpbech.com/wp-content/uploads/author-female.png)](https://hpbech.com/wp-content/uploads/author-female.png)Ordene kom fra en galleriejer, jeg på et tidspunkt lejede et lokale af. Fordi forlagsverdenen er lidt i samme boldgade, dukker sætningen med jævne mellemrum op i min bevidsthed.

Langt de fleste, der maler, skulpturerer, skriver, spiller eller udøver anden form for kreativ musisk aktivitet, har det ikke som levevej. De bedriver det på hobbyplan og har stor glæde heraf. Andre forsøger at leve af det uden at det lykkes. Kun ganske få finder et hul igennem og får en så stor følgeskare, at det giver smør på brødet, tag over hovedet, tøj på kroppen, benzin til bilen og råd til sommerferie og julegaver.

Boox er ikke filantropisk, men søger heller ikke den sikre kommercielle blockbuster. Det er historien og fortællekvaliteten, der tæller. Kan jeg lide den, udgiver jeg den.

# Hvorfor i alverden opretter jeg et nyt forlag?

Fordi mit andet forlag, [TBK Publishing](https://tbkconsult.com/publishing/), ikke passer til udgivelsen af socialrealistisk skønlitteratur og biografier.

[![](https://hpbech.com/wp-content/uploads/TBK-Publishing-500.png)](https://hpbech.com/wp-content/uploads/TBK-Publishing-500.png)I 2013 udgav jeg min første bog, [*Management Consulting Essentials*](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK), fra min virksomhed TBK Consult. Det er en lille sag på lidt over 100 sider, der er skrevet til personer, som vil eller allerede driver en virksomhed som selvstændig managementkonsulent (ikke freelancer eller operationel kontraktansat). Det havde jeg på det tidspunkt selv gjort i en del år og ville gerne dele mine erfaringer.

Da jeg i 2015 udgav *[Building Successful Partner Channels](https://www.hpbech.dk/foredrag/building-successful-partner-channels/)*, der skulle gå hen og blive en international bestseller, havde jeg oprettet TBK Publishing som en aktivitet under TBK Consult. Udover bøger udgiver TBK Consult også whitepapers, videoer og podcasts. Udgivelserne vedrører emner relateret til forretningsudvikling i B2B softwarevirksomheder.

Ambitionen med TBK Publishing var, og er fortsat, at støtte min konsulentvirksomhed [TBK Consult](https://tbkconsult.com), og det har i den grad været en succes. Talrige opgaver er startet med, at nogen har læst en eller flere af mine værker og derefter kontaktet mig for at få hjælp til deres specifikke udfordringer. Men bøgerne sælger i sig selv så godt, at jeg er blevet yderligere motiveret til at skrive flere. Der er tilsyneladende et behov for en struktureret og letforståelig fremstilling af hvordan målgruppen, B2B softwarevirksomheder, tackler designet og implementeringen af stabile, forudsigelige og skalerbare omsætningsgenereringsprocesser.

Men jeg vil også gerne skrive skønlitteratur, og min debut med [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/) har kun stimuleret motivationen.

Over de sidste par år har jeg været coach og redaktør for andre forfattere og fundet den type opgaver stærkt stimulerende og intellektuelt udfordrende. Også det vil jeg gerne lave mere af, og her behøver bøgerne ikke at udkomme på BOOX, men de kan, hvis de er gode, jeg har kapacitet og emnet passer til forlagets profil og formål.

# Alt det praktiske

[![](https://hpbech.com/wp-content/uploads/Engineers.png)](https://hpbech.com/wp-content/uploads/Engineers.png)Formelt er BOOX ApS et binavn til TBK Consult ApS og opererer under samme CVR nummer, 27402917. Hjemmesiden, boox.nu, viderestiller til hpbech.dk, som i løbet af foråret justeres til kun at indeholde skønlitteratur og biografier.

TBK Publishing ApS er også et binavn til TBK Consult ApS og er derfor juridisk det samme som BOOX ApS. Opdelingen af udgivelserne, der ikke har samme målgruppe, sker alene for at give de to områder en skarpere profil. Det er alene af hensyn til markedsføringen, at jeg fremover kører med to brands.

I løbet af foråret 2024 vil jeg overføre *Balladen i Mekka*, *Fra Damgaard til Microsoft* og *5,460 Miles from Silicon Valley* til BOOX, finjustere og dokumentere forlagets vision og strategi samt oprette en profil på [bogbrancheguiden](https://bogbrancheguiden.dk). Måske kommer der igen en tid, hvor jeg kan findes på efterårets bogmesse i Bellacenter.

PS. [BOOX](https://www.boox.com) er også navnet på et firma, der laver e-læsere, men jeg vurderer, at vores aktiviteter ligger så langt fra hinanden, at det ikke giver anledning til forveksling. Jeg håber de ser det på samme måde. Eller at de sætter pris på den ekstra eksponering.

**Categories:** Book reviews, Business development, Strategy

**Tags:** fixion_en, Publishing

---

### [En republikaners refleksioner ved kongehusets vagtskifte](https://hpbech.com/da/en-republikaners-refleksioner-ved-kongehusets-vagtskifte/)

**Published:** January 9, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Kongekrone.jpg)](https://hpbech.com/wp-content/uploads/Kongekrone.jpg)Monarkiet strider mod samtlige af de værdier vores samfundsmodel bygger på. Det er mange næppe uenige i. Spørg blot hvor vi ellers i vores offentlige og fælles principper for governance ville acceptere, at ledelses- og repræsentationsansvaret gik i arv.

Det kan man gøre i private firmaer, men ikke i den offentlige og nationale fællesforvaltning. Jeg har ikke hørt nogen foreslå, at statsministerembedet fremover burde gå i arv i Mette Frederiksens slægt. Når vi har politikere, der er efterkommere af andre politikere, skyldes det, at de er valgt og ikke udpeget. I et demokrati vælger vi vores ledere og afsætter dem igen, når der er flertal for det.

# Men alligevel…

Når jeg alligevel er lidt vemodig ved afskeden med H.M. Dronning Margrethe og glæder mig til at opleve den kommende H.M. Kong Frederik 10 som landets nye kransekagefigur, så skyldes det, at alternativet er usikkert og uoverskueligt. Jeg så principielt hellere, at vi havde en valgt præsident, men kan ikke gennemskue, hvordan den institution i givet fald skulle indrettes, hvordan vi kommer derhen, og hvilke opgaver den skulle varetage. Desuden er jeg utryg ved de kriterier, som folkehavet i givet fald ville vælge ham eller hende efter.

Jeg sætter pris på Dronning Margrethe som menneske og må tage hatten af for den måde hvorpå, hun har varetaget sin opgave. Faktisk har jeg stor fidus til H.K.H. kronprins Frederik og H.K.H kronprinsesse Mary, og det forekommer mig, at H.K.H prins Christian også er en fornuftig og kvik fyr. Det synes følgeligt mere sikkert at satse på at fortsætte det nuværende kransekagekoncept, hvor vi kender personerne, der skal udfylde rollerne og varetage opgaverne i mange år fremover end at skulle designe et helt nyt og finde ud af, hvem der så skulle sidde på posterne.

[![](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42-880x800.png)](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42.png)Det kongelige våben er forbeholdt monarken, Kongehuset og Hoffet. Det gengives her alene som illustration.

Vores konstitutionelle monarki, hvor regenten ikke har reelle politiske beføjelser, og som siden Christian X har formået at holde sin sti ren, har under Dronning Margrethe leveret et repræsentantskab, der har fået opbakning fra et meget stort flertal af danskerne. Kan den linje fortsættes og moderniseres i et fornuftigt tempo, ser jeg i Frederik og Christian gode muligheder for en fortsat massiv opbakning. Det giver derfor næppe mening at presse på med at finde en løsning på et teoretisk problem, som kun en meget lille minoritet i praksis kan få øje på.

Jeg kan heller ikke undlade at observere den respekt, som vores internationale omgivelser tillægger vores monarki. Helt hvorfor det er sådan, forstår jeg ikke, men må erkende, at en institution med rødder mere end tusind år tilbage i tiden angiveligt kan et eller andet. Det kunne den i hvert fald under Margrethe.

Min gamle chef, daværende arbejdsminister Sven Auken, skulle efter sigende have sagt, at han nok er republikaner, blot ikke praktiserende. Den position kan jeg godt identificere mig med. Vi ved, hvad det nuværende kongehus kan levere, men ikke hvad et eventuelt præsidentembede kan. Så vi holder os til det kendte.

# Det kongelige team

[![](https://hpbech.com/wp-content/uploads/06_agenda.png)](https://hpbech.com/wp-content/uploads/06_agenda.png)En åbenlys fordel ved monarkiet er, at vi dermed har en hel [kongefamilie](https://www.kongehuset.dk/content/den-kongelige-familie-0#arvefoelgen-til-tronen), der kan dele de mange opgaver imellem sig. En præsident kan ikke sende sine forældre, sine børn eller sine søskende til at repræsentere embedet. Det kan en majestæt, og det er en kæmpe fordel. Med et kongehus får vi et helt team, der er opdraget og skolet til at varetage opgaverne, og som fra barnsben er udstyret med de rigtige titler.

Og det er ikke sarkastisk ment.

De fleste af os (mig selv inklusive) har primært kontakt med kongehuset gennem den årlige nytårstale, men opgaverne er langt meget omfattende og vil ikke kunne varetages af en enkelt person.

# Kulturarven

[![](https://hpbech.com/wp-content/uploads/Sculptor-749x800.png)](https://hpbech.com/wp-content/uploads/Sculptor.png)Da jeg forud for udgivelsen af denne artikel diskuterede monarkiet med nogle venner, blev jeg præsenteret for andre vinkler.

Kongehuset skal bevares, fordi det er en kulturarv. Det har ingen reel politisk indflydelse, hvilket er fint, men det repræsenterer forbindelsen til vores historie og er på samme måde som gamle malerier, statuer, bøger og bygninger bevaringsværdigt. Det er nationens fælleseje og så længe nogen (i den kongelige familie) gider og kan, så bør vi bevare institutionen.

Monarkiet er også en slags kunst. Det er en levende installation, som skaber værdi alene via sit eventyragtige udtryk og sin store og uforbeholdne opbakning. Samtidigt tjener det i sin eksterne og interne repræsentation et praktisk formål, der snildt retfærdiggør dens omkostning.

# Republikaneren bakker op om kongehuset

[![](https://hpbech.com/wp-content/uploads/kronprinsfamilien-portraet-640x800.jpg)](https://hpbech.com/wp-content/uploads/kronprinsfamilien-portraet.jpg)Kronprinsfamilien (officielt pressefoto). Foto: Hasse Nielsen ©.

Når analysen således fra flere vinkler fører til en accept af kongehuset, som den p.t. bedste løsning, så skal det også ske med fuld opbakning.

Monarkiet kan kun fungere, hvis vi accepterer, at det ikke hviler på samme præmisser som resten af samfundet. Vores respekt og distance skal begrundes med en taknemmelighed for, at de kongelige evner og vil påtage sig opgaverne samt finder mening i dem. Monarkiet holder nemlig kun så længe, at der er et potentiale, som vi kan acceptere, og at de fra deres side også kan finde mening i projektet. I vores tid er det ikke givet, at et menneske vil tolerere at få sin skæbne beseglet af andre, og selv ikke alle verdens slotte, kareter og juveler kan kompensere for at skulle leve et liv i ubalance med sig selv.

**Derfor:** Kan de kongelige levere potentialet, finde sig til rette med opgavene og den konstante eksponering i offentlig belysning, så skal vi andre til gengæld støtte dem, se igennem fingre med små skæverter og acceptere, at de måske ikke forvalter positionerne helt, som vi forventede.

Vi bør forvente ordentlighed, men ikke perfektion. Og der må være plads til, at de kan løse opgaverne på deres måde.

# Moderniseringsideer

Der er to ting, jeg gerne vil have ændret i forbindelse med tronskiftet. Kongelig Hofleverandør og Gud bevare Danmark.

[![](https://hpbech.com/wp-content/uploads/Mature-no-text.png)](https://hpbech.com/wp-content/uploads/Mature-no-text.png)Kongehuset har allerede meddelt, at prædikatet Kongelig Hofleverandør vil blive genovervejet den 14. januar, så tjek ved den.

Jeg vil gerne være med til at bevare Danmark, og synes ikke vi skal overlade ansvaret til en gud, som meget få af os kan blive enige om hvad egentligt er for ikke at sige tror på. Da dronningen sagde Gud bevare jer alle sammen lød det i mine ører mere som held og lykke eller ha’ det godt.

Hvis Frederik vælger at slutte sine nytårstaler med et Lad os bevare Danmark eller Danmark for altid, så er det fint med mig. Han kan også vælge blot at sige Jeg ønsker alle et godt nytår. Men han skal gøre det allerede første gang, ellers kræver en ændring en lang forklaring.

**Categories:** Society

**Tags:** fixion_en

---

### [Kongeord](https://hpbech.com/da/kongeord/)

**Published:** February 14, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42-880x800.png)](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42.png)Det officielle danske kongevåbnet

Startede vi indretningen af vores samfund i dag, ville vi ikke vælge et arveligt monarki som landets ledelsesform. Med mulighederne for at vurdere de styreformer, andre lande har, ville vi nok vælge noget i retning af den finske.

Men nu har vi et monarki, og med en konge eller dronning i rollen som landets øverste repræsentant og uden reel indflydelse på det politiske niveau, fungerer det godt. Det skyldes alene de personer, som de seneste mange år har varetaget opgaverne og ikke institutionens formelle grundlag, som vi da også forud for Margrethes tiltræden skyndsomst måtte justere. Ellers var hun ikke blevet dronning.

Jeg er som så mange andre i dette land [ikke-praktiserende republikaner](https://www.hpbech.dk/en-republikaners-refleksioner-ved-kongehusets-vagtskifte/). Så længe det fungerer, og de kongelige gider, så er det fint med mig. Den pris, jeg betaler for at leve med en institution, der strider mod alle de principper vores samfund bygger på, er intet at sammenligne med den pris, de kongelige betaler. Set med mine øjne lever de i et forgyldt fængsel.

# Foretrukne formater

Da jeg hørte om bogen, Kongeord, gik jeg øjeblikkeligt på nettet for at købe den elektroniske version. Blot for at erfare at den kun fandtes som papirbog. Sikrer en konge af i morgen ikke at hans undersåtter kan delagtiggøres i hans ord uanset, hvordan de foretrækker at nå dem? På papir, på e-bogslæseren eller i hovedtelefonerne.

Nej, det gjorde han ikke.

Men nu er den kommet som e-bog, så ros for det.

# Kongeord

[![](https://hpbech.com/wp-content/uploads/Kongeord-600x800.jpeg)](https://hpbech.com/wp-content/uploads/Kongeord.jpeg)Bogen er en Readers Digest version af de komplekse tanker, der må være forbundet med at skulle varetage opgaven som landets formelle regent. Det er positivt, for det muliggør, at de fleste kan læse med. Efter salget at dømme kommer det også til at ske. Den bliver nok årets bestseller.

Jeg skal ikke vurdere, om det er en god, en dårlig eller blot en middelmådig bog. Det er jo ikke et værk med litterære ambitioner, men kongens tanker om sin rolle, og hvordan han er nået frem til at glæde sig til den. Til gengæld synes jeg godt, man kan bruge indholdet til at vurdere noget om kongen. Hvad er han for en starut, og hvordan har han tænkt sig at forvalte posten?

Al den stund at det efter hans eget ord business as usual, så lover det vel godt (kongen benytter overraskende mange engelske udtryk, som i bogen er skrevet med kursiv). Fra hvad jeg kender til via medierne, virker han som en fornuftig og sympatisk person. Det forhold, at han havde svært ved at finde sig til rette med sin kommende rolle, taler i min optik også til hans fordel. Jeg foretrækker magthavere, der ikke bryder sig om magten.

# Ham gud er svær at få smidt ud

```
Ham gud
Han er eddermame svær at få smidt ud
Han er streng;
Men så forbandet uerfar′n
Han har aldrig
Nogensinde været barn.
Citat fra Trilles sang Øjet
```

I bogens afsnit om sit forhold til religion understreger kongen indledningsvis, at han er den eneste dansker, der ikke har religionsfrihed. Han skal med andre ord tro på den version af kristendommen som repræsenteres af den Danske Folkekirke, hvis overhoved han også automatisk er.

Forestil dig lige, at der er forhold i dit eget liv, hvor du ikke har lov til at blive klogere eller skifte mening!

Ifølge bogen tror kongen på gud og mener, at vi bygger vores samfund på kristne værdier. Han gør faktisk mere ud af det, end han behøvede, og fortæller også hvordan, han indoktrinerer sine børn om samme. Jeg ved det. Indoktrinering er et stærkt ord. Men, alle kongens og dronningens fire børn skal stå klar til at overtage tronen, og i så fald bliver de også kirkens overhoved. Heller ikke de har reelt den religionsfrihed, som vi andre nyder. De skal med andre ord fra barnsben vænne sig til tanken. Enten tror de på den danske folkekirkes gudsopfattelse, eller også må de melde sig ud af arvefølgen.

Efter min opfattelse bygger vores samfund ikke på kristne værdier, men på sekulær humanisme. De værdier og rettigheder vi værner om, og den velstand og velfærd vi i dag nyder, er skabt ved til stadighed at bekæmpe religionens og kirkens magt. Mon der er en sammenhæng mellem, at de nordiske lande er blandt de rigeste i verden og har de lykkeligste befolkninger, og at det er her religion og kirke fylder mindst?

Hvis noget skal laves om ved monarkiet, så må det være, at kongen ikke behøver at være kirkens overhoved. Ingen bør tvinges til at skulle tro på noget for hvilket, der ikke kan føres nogen som helst beviser, og hvor konsekvensen ved et fravalg i øvrigt er lig med nul. Det påvirker ikke nogen af os, hvad de kongelige måtte vælge at tro på af overnaturlige væsener eller kræfter. Det må være deres eget valg.

# Gud bevare Danmark

[![](https://hpbech.com/wp-content/uploads/hm-dronningens-nytaarstale-1.jpg)](https://hpbech.com/wp-content/uploads/hm-dronningens-nytaarstale-1.jpg)Foto: Keld Navntoft, Kongehuset ©

Vi er blandt de lande i verden, hvis befolkning lægger mindst vægt på religion. Langt de fleste er de facto ateister og blandt dem, der fortsat mener, at der findes et eller andet, kan du ikke få konsistente svar på, hvad det nærmere skulle være. Kun meget få har læst så meget på lektien (Biblen), at de med nogen rette kan hævde, at der skulle være noget der, der er værd at sætte sin lid til.

At religion forgifter sindene får vi dagligt dokumenteret. Jeg skal ikke afvise, at nogen kan finde værdi i at tro på noget overnaturligt, men historien viser, at de fleste har svært ved at holde det for sig selv. Fundamentalistiske muslimer i Mellemøsten, kristne i USA og jøder i Israel forpester dagligt tilværelsen for deres medborgere.

Derfor skuffer det mig, at kongen i bogen proklamerer, at nytårstalen fortsat skal slutte med et “Gud bevare Danmark”. Det er helt og aldeles forkert. Det er danskerne, der skal bevare, men også udvikle Danmark. Det er os, der har ansvaret og pligten.

# Jeg tror på kongen

[![](https://hpbech.com/wp-content/uploads/Kongen-533x800.jpeg)](https://hpbech.com/wp-content/uploads/Kongen.jpeg)Foto: Dennis Stenild, Kongehuset ©

Jeg vil anbefale alle danskere at læse Kongeord. Uanset hvad vi hver især måtte mene om monarkiet, så slipper vi ikke så nemt af med det. Derfor må vi glæde os over at have en monark, vi kan respektere og synes om. Med Kongeord kommer kong Frederik godt fra land. Der er (udover det religiøse) ikke meget man kan være uenig i.

Nu må vi se hvordan, han og familien omsætter ordene til handling. Når alt kommer til alt, er det jo det, der tæller. Og i den kontekst er den virkelige verden alt for kompliceret og uforudsigelig til, at man på forhånd kan snakke sig ud af det.

**Categories:** Book reviews, Society

**Tags:** fixion_en

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### [Sovjetunionens fald](https://hpbech.com/the-fall-of-the-soviet-union/)

**Published:** April 23, 2024
**Author:** Hans Peter Bech

**Excerpt:** Reagans strategi lykkedes, men han havde ikke en plan for hvad, der så skulle ske. Når man tvinger et samfund i knæ, bør man vel have en plan for at hjælpe med at få det op at stå igen?

**Content:**

[![For ussel Mammon i subway](https://hpbech.com/wp-content/uploads/3D_-_FUM_in_the_subway_JG-tall.png)](https://hpbech.com/wp-content/uploads/3D_-_FUM_in_the_subway_JG-tall.png)Hvor [*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/) primært foregik i Saudi-Arabien og kulminerede med det religiøse oprør i den hellige by i november 1979, så er efterfølgeren henlagt til USA og USSR.

Igen er handlingen pakket ind i historiens store vingesus, hvor Aalborg-drengen, Henrik Bertelsen, grundet sin uforsigtighed (risikovillighed) og eventyrlyst lander midt i orkanens øje.

# De varme og kolde krige

Kombinationen af Stalins politik og adfærd, Trumandoktrinen i 1947 og etableringen af NATO i 1949 startede den kolde krig.

USSR havde en ambition om aktivt at sprede kommunismen til resten af verden, og USA havde med sine allierede, herunder Danmark, en ambition om at forhindre det. Sidstnævnte så hellere, at demokrati, menneskerettigheder og frie markeder blev udbredt til alle.

Den kolde krig og den parallelle oprustning var ressourcekrævende, og risikoen for en ødelæggende atomkrig lurede konstant i horisonten.

Proxykrigene, som de to blokke udkæmpede i primært Korea, Vietnam og Afghanistan, kunne ikke vindes, blev hurtigt upopulære hjemme og førte til åbenlyse menneskelige tragedier på begge sider.

# Russerne taber det teknologiske kapløb

Med udviklingen af mainframes i 1960’erne, minicomputerens udbredelse 1970’erne, og den IBM-kompatible PCs succes i 1980’erne, startede der i vesten en IT-revolution, der i løbet af tyve år spredte sig til alle dele af samfundet. Men ikke i Sovjetunionen, hvor planøkonomi, bureaukrati og produktionsproblemer hæmmede innovation og udbredelse. Endvidere hindrede kvaliteten af telefonsystemet, at det kunne anvendes til datakommunikation.

Som et led i den kolde krig indførte amerikanerne begrænsninger på teknologier, som vestlige firmaer måtte sælge til russerne. På trods af at USSR op til slutningen af 1960’erne førte rumkapløbet, og at de også fik en førende position på interkontinentale raketter, så kunne de ikke følge med den teknologiske udvikling i vesten, ligesom de i det hele taget var dårlige til at få ny teknik implementeret bredt i økonomien. Problemet var ikke viden til at udvikle, men evnen til at få kvalitet og kvantitet i produktionen. De russiske ((udtrykkene Rusland og russere benyttes her som synonym for hele Sovjetunionen, der omfattede 15 nationer og deres befolkninger)) ledere troede det var omvendt og besluttede derfor allerede i midten af 1960’erne at stoppe egen udvikling og i stedet satse på tyveri og kopiering af vestlig teknologi.

I perioden fra 1965 til 1985 forsøgte russerne at etablere og fastholde en piratproduktion af IBM-kompatible mainframes. I 1976 stjal de en af de første Cray supercomputere, der med skib var på vej til den franske vejrtjeneste. I starten af 1980’erne forsøgte de at få en VAX superminicomputer smuglet ind via Sydafrika. Hvor nogle af tyveriforsøgene lykkedes og andre ikke gjorde, så kunne russerne ikke få tilstrækkelig kvalitet og kvantitet i piratkopieringen. Desuden tog kopieringen tid, og de kom blot længere og længere bagud.

Omkring 1982 blev CIA bekendt med de KGB aktiviteter, der med indsats af omkring 2.000 agenter målrettet stjal vestlig teknologi for derigennem at indhente forspringet og samtidigt spare udgifterne til egen forskning og udvikling. Som modtræk lancerede amerikanerne et program, som lokkede russerne til at stjæle informationer, der havde indbyggede fejl. Resultatet var, at produkterne, færdigudviklet og sat i produktion på baggrund af de stjålne informationer, ikke virkede eller direkte eksploderede.

Som tiden gik, voksede den teknologiske kløft mellem de to blokke sig stadig større.

# Sovjetunionen er i knæ

[![](https://hpbech.com/wp-content/uploads/USSR.jpg)](https://hpbech.com/wp-content/uploads/USSR.jpg)Med starten af 1980erne havde Sovjetunionen det ikke særlig godt. Militæret beslaglagde næsten en fjerdedel af økonomien, og væksten var gået helt i stå.

USAs præsident, Ronald Reagan (1981-89), var overbevist om, at han kunne køre kommunisternes økonomi i sænk. På den ene side kunne han gennem våbenkapløbet tvinge dem til at øge deres i forvejen ekstremt høje militære udgifter og på den anden side via importrestriktioner forhindre dem adgang til moderne teknologi. Lykkedes det, måtte USSR opgive sin ambition om at sprede kommunisme til resten af verden.

De østeuropæiske vasalstater, der ved flere lejligheder havde forsøgt at frigøre sig fra Moskva, fik med det Polske Solidaritetsinitiativ i 1980 nyt liv. En alliance mellem Reagan og den nye polske pave John Paul II (1979-2005) skabte opbakning hos den polske befolkning til ændringerne, og Moskva tøvede nu med at gribe ind militært.

*Voice of America* og *Radio Free Europe* fik i 1980’erne højere budgetter og øgede deres afspilning af pop og rock’n’roll, der blev megapopulært bag jerntæppet. Myndighederne forsøgte at bekæmpe udbredelsen af vestlig kultur, hvilket blot tegnede et indenrigspolitisk mere klart billedet af meningsløse, undertrykkende og inhumane regimer.

Amerikanernes massive støtte af mujahideerne i Afghanistan medvirkede til at gøre russernes indsats og tilstedeværelse der besværlig og enormt ressourcekrævende. Samtidigt havde soldaterne svært ved at forstå, hvad de egentlig kæmpede for.

# Vendepunktet

[![](https://hpbech.com/wp-content/uploads/Cherneko-Funeral-756x800.jpg)](https://hpbech.com/wp-content/uploads/Cherneko-Funeral.jpg)Chernenkons begravelse. Gorbachev skæver til kameraet. Foto: Boris Yurchenko/AP

I marts 1985 anbefalede politbureauet Mikhail Gorbachev som efterfølger til Konstantin Chernenko, der efter kun et år på posten døde.

På det tidspunkt var Sovjetunionen ved at falde fra hinanden.

Kombinationen af

- Et topstyret økonomisk system, der hæmmede initiativ og innovation og dermed ikke ikke kunne producere hverken vækst, kvalitet og de varer og tjenester som forbrugerne efterspurgte (og som vesten i overflod tilbød).
- Et tungt og korrupt bureakrati, der i sig selv var dyrt, underminerede borgernes tillid til hinanden og som sammen med et politisk system, der undertrykkede den frie meningsdannelse og straffede kritiske røster slørede problemerne for beslutningstagerne.
- Et system baseret på en politisk filosofi med principper og løfter, der nu lå milevidt fra virkeligheden.
- En verdenspolitisk ambition som kostede enorme ressourcer at vedligeholde
- En dyr og fejlslagen krig i Afghanistan
- Frit faldende energipriser

havde ført til at hele østblokken var gået i stå og ikke kunne levere på nogen af sine ambitioner.

I samme periode, 1918-1985, havde vesten med kapitalisme og liberale demokratier produceret samfund, der langt bedre var i stand til at sikre den brede befolkning velstand og velfærd. Trods perioder med kriser, arbejdsløshed og en stigende ulighed havde de markedsbaserede demokratier, der hvilede på privat ejendomsret, sekulær humanisme og respekt for menneskerettighederne, vist sig den sovjetiske model overlegen.

Gorbachev var klar over, at der skulle gøres noget, og hans udgangspunkt var, at systemet kunne repareres, og at principperne om et socialistisk samfund med en planøkonomi kunne bringes til at fungere. I første omgang gennem mere åbenhed og transparens (glasnost).

På lidt længere sigt var han nødt til at få lukket den kolde krig ned. Der skulle afspændes, så han kunne få reduceret de militære udgifter. Han var også nødt til at få adgang til vestlig teknologi. Uden den kunne han ikke få moderniseret økonomien. Strategien med at stjæle og kopiere duede ikke. Der var brug for perestoika – omstrukturering.

# Afspænding

[![](https://hpbech.com/wp-content/uploads/Time-11-1985-613x800.jpeg)](https://hpbech.com/wp-content/uploads/Time-11-1985.jpeg)Forsiden af Time Magazine i november 1985

Modsat sine forgængere havde Gorbachev, nok tvunget af omstændighederne, men også på det principielle plan ikke en ambition om, at den sovjetiske samfundsmodel skulle udbredes globalt, at man skulle støtte socialistiske regimer andre steder i verden og mente heller ikke, at USA og vesten i det hele taget udgjorde en militær trussel mod hans land og union.

Ronald Reagan lancerede i marts 1983 The Strategic Defense Initiativ, SDI (Star Wars programmet), der skulle yde USA total beskyttelse mod et atomangreb. Med SDI implementeret ville USSR miste sit vigtigste militærstrategiske våben (trussel om brug af atomvåben), mens USA ville beholde sit. Russerne havde ikke ressourcer til at udvikle et tilsvarende forsvarssystem, og de var heller ikke overbevist om, at det alene havde et defensivt formål. At få stoppet virkeliggørelsen af DSI blev en sovjetisk topprioritet.

Ved Chernenkos begravelse i marts 1985 mødtes Gorbachev (få dage efter han var udnævnt af Politbureauet) med vicepræsident George Bush og udenrigsminister George Schulz. (Det er umiddelbart i kølvandet på det møde, at Henrik Bertelsen kom ind i billedet.)

I november 1985 mødtes Gorbachev og Reagan i Geneve. Mødet gik godt og partnerne var enige om at starte et nedrustningsforløb på atomvåben. Men kunne de nu helt stole på hinanden, og ville deres efterfølgere være loyale overfor aftalerne?

15\. januar 1986 offentliggjorde Gorbachev en plan for afskaffelse af atomvåben med udgangen af det 20. århundrede med en 50% reduktion indenfor de første 5-8 år. Hermed imødekom han et ønske fra Ronald Reagan.

# Chernobyl

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-600x800.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)Byen Pripyat lå kun få kilometer fra atomkraftværket Chernobyl i Ukraine.

Da Gorbachev blev involveret i miseren omkring nedsmeltningen af reaktoren på Chernobyl den 25. april 1986, gik det for alvor op for ham, hvor råddent det sovjetiske system var blevet, og at reformerne måtte være endnu mere omfattende og skulle gennemføres hurtigere, end han oprindeligt havde forestillet sig. Men hvordan skulle de se ud, ville magtapparatet spille med, og kunne det lykkedes at skabe en human og velfungerende socialisme? Det troede han fortsat på.

Mens Gorbachev havde succes med at bryde med principperne i en samfundsmodel, der ikke fungerede, fejlede han i at erstatte den med noget, der gjorde. Ved slutningen af 1980’erne indså han, at det at redde Sovjetunionen krævede indførelsen af en markedsøkonomi. At gennemføre overgangen var ukendt territorium, og mange fejl blev begået. Han bad gentagne gange om økonomisk hjælp fra vesten for at fuldføre omstruktureringen af økonomien og indføre markedsprincipper og privat ejendomsret, men modtog kun opmuntrende ord som svar.

Reagans strategi lykkedes, men han havde ikke en plan for, hvad der skulle ske derefter. Når man bringer et samfund i knæ, burde man så ikke have en plan for at hjælpe det på fode igen? Er det ikke en smule risikabelt at overlade 300 millioner mennesker til deres egen skæbne og forvente, at de uden demokratiske institutioner og traditioner vil skabe et fredeligt og retfærdigt regime? Hverken Ronald Reagan eller hans efterfølger George H. W. Bush forstod, hvad der foregik, og tilbød at hjælpe, og måske oplever vi konsekvenserne af det i dag?

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Korrektur: [Maria Bech](https://www.linkedin.com/in/mariabech/)

**Categories:** Blog, Book reviews, Globalisation, Society

**Tags:** fixion_en

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### [Tyve år på LinkedIn](https://hpbech.com/celebrating-my-20th-linkedin-anniversary/)

**Published:** January 28, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Birthday_cake_ver1.png)](https://hpbech.com/wp-content/uploads/Birthday_cake_ver1.png)På netop denne dag, den 28. januar 2024, fejrer jeg mit 20 års jubilæum på LinkedIn.

De første ti år lavede jeg meget lidt på platformen. Det var først, da jeg forberedte udgivelsen af min tredje bog, [*Building Successful Partner Channels*](https://www.hpbech.dk/boger/building-successful-partner-channels/), at jeg kom i tanke om, at alle mine potentielle læsere havde profiler på LinkedIn. Ved hjælp af søgefiltrene fandt jeg personer, for hvem bogen ville være relevant og inviterede dem til at connecte. Den 1. april 2015, da bogen udkom og kunne købes på Amazon, underrettede jeg dem alle (dengang 5.000) og tilbød dem Kindle-versionen gratis.

Jeg er sikker på, at det var med til at gøre bogen til en øjeblikkelig bestseller!

Den 11. august 2016 synkroniserede jeg mine kontakter med LinkedIn og begyndte at abonnere på Sales Navigator-versionen. Den 31. juli 2018 brugte jeg første gang API’et til at integrere andre applikationer med platformen. Hvordan jeg bruger LinkedIn ændrer sig løbende, efterhånden som jeg udforsker, hvad der virker for mig. Nedenfor finder du nogle af mine observationer.

Jeg har tidligere skrevet om min positive oplevelse med LinkedIn, og tænkte i dag over afkastet af mit årsabonnement. Er det stadig pengene værd?

# Connections og følgere

[![](https://hpbech.com/wp-content/uploads/LinkedIn-28-01-2024-816x800.png)](https://hpbech.com/wp-content/uploads/LinkedIn-28-01-2024-816x800.png)I dag har jeg 33.480 connections og følgere.

At komme dertil har været slidsomt.

[Læs denne lille bog](https://www.hpbech.dk/boger/building-successful-partner-channels/), hvis du vil lære mere om, hvordan jeg gjorde det.

Jeg skriver om international forretningsudvikling og omsætningsgenerering i B2B-softwareindustrien og ønsker at connecte med og blive fulgt af personer, der kan drage fordel af mit arbejde. Det meste af mit nuværende netværk matcher min målgruppe ganske godt.

Den 15. juni i år udgav jeg min første skønlitterære roman på dansk ([*Balladen i Mekka*](https://www.hpbech.dk/boger/balladen-i-mekka/)). Vi er i øjeblikket ved at oversætte bogen til engelsk (*Tumult in Mecca*) og forventer at få den ud senere i år.

Min nuværende udfordring er, at målgruppen for mine fagbøger og mit skønlitterære forfatterskab adskiller sig ganske væsentligt. Indtil videre har jeg løst problemet ved udelukkende at bruge LinkedIn som platform for fagbøgerne. Jeg bruger Facebook til skønlitteraturen.

# Hvordan får du mest muligt ud af LinkedIn?

[![](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)Hvordan du får mest muligt ud af at bruge LinkedIn og Sales Navigator er tæt relateret til dine ultimative mål, hvilket igen afhænger af din jobtype.

En sælger ønsker at få flere kunder. En HR-medarbejder ønsker at tiltrække kvalificerede kandidater. En marketingmedarbejder ønsker at skabe opmærksomhed. Nogle (nok de fleste!) vil gerne finde et nyt og bedre job.

Mange har ingen anelse om, hvad de vil eller kan få ud af LinkedIn, hvilket bidrager til den massive mængde støj, du finder i dit homefeed. Selvom LinkedIn tilbyder værktøjer til at forbedre feedets relevans, kræver det meget arbejde at holde det rent. Derfor er mit homefeed ikke der, hvor jeg bruger meget tid. Og det skal du nok heller ikke.

Som forfatter er mit primære mål at sælge bøger.

De fleste af mine potentielle læsere har en LinkedIn-profil, hvilket gør platformen så attraktiv for mig. Men blot at poste opslag i håb om, at det dukker op i deres homefeed og fanger deres opmærksomhed, er en tilgang, der ikke virker. LinkedIns algoritme modarbejder organisk distribution (i modsætning til betalt) af kvalitetsindhold til dit netværk. Derudover er det meste af dit netværk ikke aktivt på LinkedIn, når du poster. Det gælder især, hvis du ligesom jeg har et globalt netværk på tværs af alle tidszoner.

Du skal være meget direkte, hvis du vil være sikker på at fange nogens opmærksomhed. Enten ved at engagere dig i deres aktiviteter på LinkedIn, tagge dem eller sende dem personlige beskeder. Hvordan, du gør det og hvor ofte, er afgørende for det afkast, du kan forvente af din indsats. [Læs denne lille bog](https://www.hpbech.dk/boger/balladen-i-mekka/), hvis du vil lære mere om emnet.

# Vær relevant

[![](https://hpbech.com/wp-content/uploads/Lecture-Economy.png)](https://hpbech.com/wp-content/uploads/Lecture-Economy.png)Jeg poster af og til noget, der er fuldstændig uden relation til mine professionelle mål. For eksempel har jeg for nylig [postet en kommentar](https://www.hpbech.dk/boger/balladen-i-mekka/) med et link til en artikel om Trumpisme. Et fænomen jeg har svært ved at forstå og opfatter som farligt. Også for os uden for USA. Indlægget genererede en del trafik og også en hel del aggressive svar (som jeg valgte at rapportere og slette).

Selvom sådanne opslag kan generere visninger, likes, delinger og kommentarer, er det ikke noget, jeg anbefaler at gøre ofte. Hold dig til indlæg og artikler, der indeholder relevant og værdifuld information til din målgruppe. Og koncentrer din interaktion med personer, der tilhører dit nøglesegment.

For nogle år siden introducerede LinkedIn en nyhedsbrevstjeneste, der er tilgængelig for forfattere af lange artikler. Jeg har nu næsten 4.000 abonnenter på mit nyhedsbrev og vil bruge denne kanal mere, mens jeg arbejder på min kommende bog, [*Revenue Generation Fundamentals*](https://www.hpbech.dk/boger/balladen-i-mekka/). LinkedIn-nyhedsbrevet er en glimrende måde at distribuere dine budskaber.

At bruge LinkedIn til forretningsudvikling, markedsføring og salgsformål er en langtsigtet aktivitet. Det fungerer bedst, når du opbygger din indholdsportefølje, dit omdømme og dit netværk tålmodigt. Omsætningsgenerering er facilitering af kunderejsen, så du skal forstå, hvordan din målgruppe interagerer med LinkedIn.

# Kunderejse og beslutningstagere

[![](https://hpbech.com/wp-content/uploads/Buyer_s-Journey_illustration_ver2-828x800.png)](https://hpbech.com/wp-content/uploads/Buyer_s-Journey_illustration_ver2.png)Som forlag, der sælger bøger til ti dollar per styk, er hvert medlem af min målgruppe er en potentiel læser og kunde. Alle på LinkedIn kan træffe en købsbeslutning på ti dollar.

Det er helt anderledes for den målgruppe, der beskæftiger sig med indtægtsgenerering for B2B-softwarevirksomheder. Kritisk B2B-software har meget mere komplekse kunderejser med flere beslutningstagere og influenter, der ønsker deres stemme hørt.

Hvordan du bruger LinkedIn til at facilitere kunderejsen, hvor deltagerns interesser og prioriteter er væsensforskellige, kræver indsigt, overvejelser og test. Vi skal arbejde med Account-Based Marketing-principper og har brug for Sales Navigator-abonnementer til vores teams.

I min kommende bog, [*Revenue Generation Fundamentals*](https://tbkconsult.com/product/revenue-generation-fundamentals/), vil jeg diskutere mere detaljeret, hvordan LinkedIn kan facilitere kunderejsen for B2B-software.

[Tilmeld dig her](https://www.hpbech.dk/boger/balladen-i-mekka/), hvis du vil have Kindle-versionen af bogen gratis.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, social media

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### [Den uvidende kunde og den uheldige sælger?](https://hpbech.com/the-ignorant-customer-and-the-unfortunate-salesman/)

**Published:** November 20, 2024
**Author:** Hans Peter Bech

**Content:**

---

> Det er tillokkende at konkludere, at potentielle kunder, der ikke forstår vores argumenter, må være “uvidende”. Men hvis vi giver kunderne skylden for vores fejlslagne salgsstrategi, kan det forhindre os i at foretage de justeringer, der kan overvinde modstanden. Kig i spejlet. Det er der, alle svarene findes.

---

 [![Crazy Salesman](https://www.hpbech.com/wp-content/Crazy-Salesman-300x200.jpg)](https://www.hpbech.com/wp-content/Crazy-Salesman.jpg) 

Dette billede er blevet lagt ud på LinkedIn flere gange i løbet af de sidste par år.

Baggrunden har altid været, at “nogle gange har virksomhedsledere så travlt (eller er så uvidende), at de ikke tager sig tid til at overveje nye løsninger, der kunne forbedre deres situation dramatisk.”

Da jeg så tegningen første gang, tænkte jeg også, at kongen da måtte være dum. Men da jeg tænkte mig om en ekstra gang, ændrede jeg mening.

Maskingeværsælgeren havde tilsyneladende talt med kongens folk. Han havde tilsyneladende overbevist kongens folk om, at han havde noget af interesse. Men kongens folk var ikke i stand til at formidle værdien af maskingeværet til kongen. I hvert fald ikke i en sådan grad, at kongen er parat til at tage en time-out nu og lytte til sælgerens præsentation.

Er den situation så usædvanlig?

Nej, slet ikke. Det sker hver eneste dag over hele verden i år 2024, og det vil formentlig fortsætte i al evighed.

## Kongen har brug for en sejr

Maskingeværsælgeren forsøger at sælge kongen et produkt i dag. Kongen har brug for en sejr i dag. Fjenden står parat på slagmarken. Kongen er nødt til at kæmpe nu. Han kan ikke aflyse kampen og tilkalde fjenden igen, når han er klar.

Denne forskel i terminologi og tankegang mellem sælgere og kundernes ledere er almindelig.

Sælgerne taler et sprog, som får kundens topchefer til at falde i søvn. De formår ikke at fange deres opmærksomhed. Sælgere sælger et produkt, men ignorerer alle de trænings- og implementeringsproblemer, der er forbundet med at få produktet til at levere værdi. Topchefer vil have noget, der virker, når de har brug for det. De vil have den fulde RoI-analyse og risikovurdering, før de træffer en kritisk investeringsbeslutning.

At få maskingeværer til at vinde kampe er meget mere end bare at købe hardwaren.

 ![](https://hpbech.com/wp-content/uploads/Crazy-Salesman-2016.png)## Crossing the chasm

Jeg er nået til den erkendelse, at kongen er kongen (vi kan ikke ændre ham, vi kan ikke fjerne ham, vi må lære at håndtere ham, eller vi må undgå ham). Så vi har måske den forkerte salgsstrategi i første omgang (er kongen en tidlig innovator?). Måske er det os, der har den forkerte sælger til opgaven (er i dag det bedste tidspunkt for et salgsopkald?).

Vi har en killer-app (undskyld!!), men vi er åbenbart nødt til at navigere i kongens købsproces på en helt anden måde.

I softwarebranchen, hvor jeg arbejder, er vores produkter usynlige. Forestil dig at være sælger med et usynligt produkt. Forestil dig at sælge noget, der er usynligt, OG som kunden aldrig har hørt om før. Noget, som også er virkelig disruptivt.

Denne situation er veldokumenteret af Geoffrey Moore i hans bog[“Crossing the chasm](http://www.amazon.com/Crossing-Chasm-Marketing-High-Tech-Mainstream/dp/0060517123)“.

 [![Crossing_the_chasm](https://www.hpbech.com/wp-content/Crossing_the_chasm.jpg)](https://www.hpbech.com/wp-content/Crossing_the_chasm.jpg) 

Der findes metoder til at overvinde sådanne forhindringer. Jeg er enig i, at disse tilgange nok kke var tilgængelige, da kongen var konge, men de er tilgængelige i dag.

## Giv ikke kunden skylden – tag selv ansvar

Som sælgere lærer vi meget om det område, vi arbejder inden for. Ofte kommer vi til at vide meget mere end vores potentielle kunder. Efterhånden som vi forfiner vores salgstale og vinder nye kunder, bliver vi frustrerede, når potentielle kunder “ikke forstår det”.

Hvordan kan det være, at nogle kunder forstår det, og andre ikke?

Det er let at konkludere, at potentielle kunder, der ikke forstår det, må være “smådumme”. Men hvis vi giver kunderne skylden for vores fejlslagne salgsstrategi, kan det forhindre os i at foretage de ændringer, der kan overvinde modstanden.

Kig i spejlet. Det er der, alle svarene findes.

Udgivet første gang på [LinkedIn den 20. august 2014](https://www.linkedin.com/pulse/article/20140820091527-170840-the-ignorant-customer-and-the-unfortunate-salesman?)

**Categories:** Blog, Marketing

**Tags:** biznes, revenue generation

---

### [Kindle er også en app](https://hpbech.com/kindle-is-also-an-app/)

**Published:** August 20, 2024
**Author:** Hans Peter Bech

**Excerpt:** Kindle kan være en dedikeret bogtablet fra Amazon, men den er også tilgængelig som app til alle operativsystemer.

**Content:**

Jeg er i gang med at promovere min kommende bog, [*Tumult i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/).

En af mine kampagner tilbyder [**Kindle-versionen**](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) af bogen gratis i en begrænset periode (fem dage).

Jeg får jævnligt dette svar: “Jeg har ikke en Kindle.”

> Mens Kindle kan være en dedikeret boglæsningsenhed fra **[Amazon](https://www.amazon.com/b?node=16571048011)**er den også tilgængelig som en app til alle operativsystemer.
> 
> ---

[![](https://hpbech.com/wp-content/uploads/Kindle-App.png)](https://hpbech.com/wp-content/uploads/Kindle-App.png)

---

# Sådan køber du bøger til Kindle-appen.

Du kan ikke købe bøger fra Kindle-appen. Ikke engang dem, der ikke koster noget. For at udnytte mit tilbud skal du have en konto hos Amazon og få den via din browser. Hvordan du gør det, kan du læse her: [Sådan køber du Kindle-bøger.](https://bookriot.com/how-to-buy-kindle-books-guide/) Fremgangsmåden er den samme for alle Kindle-bøger, uanset om de er gratis eller ej.

# Hvorfor begrænser jeg mit gratis tilbud til Kindle-versionen?

Tusindvis af mennesker reagerer på mit tilbud om en gratis Kindle-version. For at holde mit løfte skal jeg blot sende dem et link til bogens Amazon-side. Amazon tager sig af resten. En del af læserne vil bedømme bogen og skrive en kort anmeldelse, hvilket er nyttigt for nye potentielle læsere. Bøger med ratings og anmeldelser sælger bedre end bøger uden. Derfor har det værdi for både læseren og forfatteren at give en Kindle-version væk.

**Categories:** Blog, Book reviews, Marketing

**Tags:** Amazon, fixion_en, Publishing

---

### [Udgivelse til de tysktalende markeder](https://hpbech.com/da/udgivelse-til-det-tysktalende-marked/)

**Published:** October 4, 2024
**Author:** Hans Peter Bech

**Content:**

Lyt til artiklen:



[![](https://hpbech.com/wp-content/uploads/MU-Mekka-table-coffee-square-500.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-table-coffee-square-500.png)I sommerferien traf mit forlag en vovefuld beslutning: Min debutroman, [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/), den første bog i [en serie på otte](https://hpbech.com/da/hvem-er-henrik-bertelsen/), skulle også udkomme på tysk.

Hvorfor vi traf den beslutning, og hvilke konsekvenser det medfører, vil jeg beskrive i en serie artikler, hvoraf denne er den første. Artikelserien vil beskrive de udfordringer, vi støder på og de løsninger, vi valgte og fremover vælger. Da vi er meget tidligt i processen, kan jeg ikke love, at vores tilgang til opgaven er en garanti for succes. Nu må vi se.

# Baggrunden

Ved oversættelsen af bogen til [Engelsk](https://hpbech.com/da/boeger/) havde vi brugt ChatGPT til den første bearbejdning af teksten. Der var åbenlyse misforståelser i oversættelsen, men generelt var kvaliteten langt højere end hvad, jeg kendte fra Google Translate. Arbejdet med at revidere ChatGPTs forslag var også betydeligt mindre, end hvis vi skulle oversætte hele teksten manuelt.

Processen vi fulgte til den engelske oversættelse kan mest overskueligt beskrives således:

1. Den danske tekst M0 køres gennem ChatGPT og resultatet kalder vi M1.
2. M1 sammenlignes med M0, hvor åbenlyse misforståelser og iøjnefaldende sproglige uhensigtsmæssigheder rettes. Resultatet er M2.
3. M2 køres gennem Grammarly, hvor det vurderes hvilke forslag, der skal vælges. Resultatet er M3.
4. Forfatteren, i dette tilfælde mig, gennemgår M3 og foretager yderligere rettelser, der munder ud i M4.
5. M4 gennemgås af en engelsk editor, der har til opgave at gøre teksten compliant med Cambridge engelsk. Resultatet af den bearbejdning kalder vi M5.
6. M5 sendes til en engelsk korrekturlæser, der returnerer M6.
7. M6, der er det færdige manuskript, ombrydes og gøres klar til udgivelse.

[![](https://hpbech.com/wp-content/uploads/Adria-Paradies.jpg)](https://hpbech.com/wp-content/uploads/Adria-Paradies.jpg)Arbejdet med M1 til M4 foregik, mens vi opholdt os i Kroatien, hvor der også var en del tyskere. Min hustru, der er englænder, og som stod for M1 og M2, foreslog, at vi kørte første kapitel af M0 igennem ChatGPT til tysk, rettede de mest oplagte fejl og gav det til nogle af tyskerne, for at få deres mening. Vores ferievært stillede sin printer til rådighed, og snart lå hele tyskerkolonien på deres solsenge og læste første kapitel af *Balladen i Mekka* på tysk.

Tilbagemeldingen var overvældende positiv. De syntes historien var fascinerende, og sproget var tæt på perfekt tysk.

Den første forudsætning for en kommerciel succes er et godt produkt. Med det på plads var min nysgerrighed stimuleret. Hvordan kunne jeg få produktet ud på et marked, der er tyve gange større end det danske, og som udgangspunkt er positivt indstillet overfor nordisk kultur? Det sidste var min erfaring fra de godt tre år, hvor [jeg boede og arbejdede i Tyskland](https://hpbech.com/da/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/).

# Oversættelsen

[![](https://hpbech.com/wp-content/uploads/Budget-icon-458x400.jpg)](https://hpbech.com/wp-content/uploads/Budget-icon.jpg)Budgettet er planens økonomiske repræsentation.

Inden beslutningen blev truffet, undersøgte jeg, hvordan distributionen i Tyskland kunne arrangeres. Til min store lettelse kunne jeg konstatere, at over 60% af tyske boglæsere køber bøger på Amazon, og at resten af markedet kunne nås gennem BoD og IngramSpark.

Den sidste nød, der skulle knækkes, var markedsføringen, men det var jeg overbevist om, at vi nok skulle finde en løsning på.

Selvom tilbagemeldingen fra feriegæsterne var positiv, var jeg ikke sikker på, om ChatGPT-oversættelsen nu også var god nok. Desuden havde jeg heller ikke tid til at involvere mig i oversættelsens M3, da jeg var i gang med at skrive bind 2. På den baggrund kontaktede vi en oversætter, der efter at have sammenlignet kapitel 1 i M0 med M1, konkluderede, at det ikke var godt nok. ChatGPTs oversættelse var ikke grammatisk forkert, men den stemning, som teksten i M0 skabte, var forsvundet. Oversætteren udarbejdede en M1b, som vi sendte til en række tyske læsere sammen med M1 og bed dem vurdere, hvilken var bedst.

Alle som én pegede på M1b som den bedste.

Altså, hvis vi skulle lave et kvalitetsprodukt til det tyske marked, måtte vi lade bogen oversætte manuelt. Det ville medføre en langt højere investering end den, som vi foretog til den engelske oversættelse, der tillige har et langt større marked. Efter at have arbejdet lidt med regnearket og estimeret nulpunktsomsætningen, besluttede vi at kaste os ud i det.

Oversættelsen ville tage tre måneder, og med en forventet publicering i juni 2025, havde vi otte måneder til at få markedsføringen på plads. Det burde kunne lade sig gøre.

# Alt det andet

Markedsføring går i al sin enkelhed ud på at fange potentielle læseres opmærksomhed, fastholde den, så de bliver bevidste om ens tilbud og stimulere deres interesse så meget, at de skrider til handling og køber. Processen kaldes AIDA:

[![](https://hpbech.com/wp-content/uploads/AIDA-1.png)](https://hpbech.com/wp-content/uploads/AIDA-1.png)

Man skal have potentielle læsere igennem de tre førte trin, før man kan forvente, at de køber.

Hvordan du gør det, er en videnskab i sig selv, men et website, der informerer om produktet, er det første skridt. Interesserede potentielle læsere skal kunne gå et sted hen for at få den information, der kan lede til et køb.

Altså var trin et at få et tysk website op at stå.

Jeg havde et dansk (hpbech.dk) og et engelsk (hpbech.com). Nu købte jeg hpbech.de og bad min webmaster om at kopiere strukturen fra de to andre (der var identiske) over.

> “Hvorfor slår du dem ikke sammen?” spurgte hun. “Så skal du ikke vedligeholde tre sites og betale tre abonnementer.”
> 
> “Fantastisk idé, det gør vi,” svarede jeg, og vi gik i gang.

Det site, du nu læser på, er det konsoliderede. Vi er ikke helt igennem med alle de tyske elementer, men vi er godt på vej. Der er også en masse børnesygdomme, men dem fikser vi efterhånden, som vi støder på dem.

# Bogens brochure

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)AIDA processens eksistens er ikke en ny observation. Det var angiveligt amerikaneren Elias St. Elmo Lewis, der i slutningen af 1800-tallet observerede, at alle fulgte disse trin, når de skulle købe noget. Lewis overvejede derefter, hvordan man som sælger kunne tilrettelægge sine aktiviteter, så flere kunder hurtigere kunne træffe en købsbeslutning, Det er det, vi i dag kalder marketing.

Min og mange andres observation er, at det ikke kan svare sig at investere i opmærksomhedsskabende aktiviteter, før der et fundament for de efterfølgende trin. Men det er heller ikke nødvendigt, at produktet kan købes, før der investeres i processen. Derfor udarbejder stort set alle virksomheder markedsføringsmaterialet længe før, produktet kan købes. Det gælder også for bøger.

Tidligere udarbejdede man en brochure, men i dag foregår det på nettet, og det første, der er brug for, er et billede af bogen, samt en beskrivelse af indholdet. Når der er tale om en oversættelse, kan vi tage udgangspunkt i originalmaterialet, med de modifikationer, der er nødvendige for et ikke-dansk publikum. Foreligger bogen allerede på andre sprog, kan vi også oversætte anmeldelserne.

Når [bogens digitale brochure](https://hpbech.com/de/buecher/tumult-in-mekka-de/) er klar inklusive et sted, hvor potentielle læsere kan skrive sig op til en gratis udgave, kan den udgående markedsføring begynde. Det vil jeg skrive mere om i næste artikel.

**Categories:** Blog, Book reviews, Business development, Globalisation

**Tags:** Publishing

---

### [For Ussel Mammon](https://hpbech.com/da/for-ussel-mammon/)

**Published:** February 11, 2025
**Author:** Hans Peter Bech

**Content:**



---

Midten af 1980’erne repræsenterer en periode i vores tid, hvor historiens store tandhjul tog nogle gevaldige omdrejninger.

[![](https://hpbech.com/wp-content/uploads//3D-Mammon-in-subway4-tall-184x400.png)](https://hpbech.com/wp-content/uploads//3D-Mammon-in-subway4-tall-184x400.png)I marts 1985 blev Mikhail Gorbachev udpeget til generalsekretær for Sovjetunionens Kommunistiske Parti. Det var den mest magtfulde position på de kanter og gjorde ham dermed til unionens reelle leder. Lederskiftet skete fordi hans forgænger, Konstantin Tjernenko, var afgået ved døden efter kun 13 måneder på posten. Sidstnævnte havde afløst Jurij Andropov, der efter 15 måneder på posten også var afgået ved døden. De hurtige skift i ledelsen, som udnævnelse af skrøbelige gamle mænd forårsagede, illustrerede fundamentale svagheder i den sovjetiske samfundsmodel. Gorbachev var manden, der skulle revitalisere systemet, få den økonomiske vækst tilbage og sikre, at den kommunistiske platform kunne levere velfærd og velstand til sine borgere på samme niveau, som det var tilfældet i vesten, samtidigt med at USSR fastholdt sin position som stormagt.

I 1981 satte Ronald Reagan sig til rette i det Hvide Hus og sammen med Margaret Thatcher, der kom til i Storbritannien i 1979, gik de to i gang med at nedbryde de spirende velfærdsstater, der efter anden verdenskrig var ved at blomstre op i deres respektive lande. Neoliberalismen var opskriften på øget økonomisk vækst, og glasuren, der skulle få kagen til at glide ned hos vælgerne, var, at det dryppede på degnen, når det regnede på præsten. Og så ville der også falde lidt af til menigheden.

I min branche, computerindustrien, slog minicomputeren allerede i begyndelsen af 1980’erne de gamle mainframefirmaer til tælling. I midten af årtiet var det så PCen, der slog minicomputerfirmaerne i gulvet. Til gengæld skød nye virksomheder hele tiden op, der uden tøven ansatte de mennesker, der mistede deres job i de nødlidende eller selv valgte at skifte. I løbet af 1980’erne skiftede millioner af mennesker, i det vi i dag kaldet IT-branchen, job og kun få af dem nåede at være arbejdssøgende ret længe.

# Bind to i *Sagen om Henrik Bertelsen* foregår i perioden juli 1985 til maj 1986.

[![](https://hpbech.com/wp-content/uploads//3D-Mammon-in-hands2-S-800x400.png)](https://hpbech.com/wp-content/uploads//3D-Mammon-in-hands2-S-800x400.png)Aalborg-drengen Henrik Bertelsen, som i bind 1, [*Tumult in Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/), var fuldmægtig i det daværende Arbejdsministerium og underviste på Københavns Universitet, blev ved tilfældighedernes spil involveret i et hospitalsprojekt i Saudi-Arabien. Projektet førte ham i andet halvår af 1979 til den hellige by, Mekka, netop som et oprør brød ud og han var tæt på at få skudt hovedet af. Bind 1 sluttede med, at han sagde jobbet i ministeriet op for den 2. januar 1980 at starte som salgselev i det store amerikanske computerfirma Control Data.

I bind 2, [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), er han fem år senere, igen lidt ved tilfældighedernes spil, blevet underdirektør og global supersælger. Da amerikanerne i kølvandet på Gorbachevs ønsker om afspænding og nedrustning, overvejer at lempe på eksportrestriktionerne for teknologi, sendes Henrik Bertelsen til Moskva for at sondere terrænet.

Behovet for computere bag jerntæppet viser sig at være gigantisk, og Control Data, der i mellemtiden har fået store økonomiske problemer, ser en mulighed for at kapre sig nogle store ordrer. Men ikke alle synes, at lempelser på eksportrestriktionerne er en god ide, og Henrik må forsøge at navigere mellem venner og fjender uden at hans moralske kompas bliver slået helt i stykker.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics, Travelling &amp; Leisure, Society, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Oversættelse af danske romaner](https://hpbech.com/da/oversaettelse-af-danske-romaner/)

**Published:** December 17, 2024
**Author:** Hans Peter Bech

**Excerpt:** At genskabe en bogs fortællestil og atmosfære i en oversættelse er ikke nogen triviel opgave. For nærværende kan maskinoversættelser ikke løse opgaven. At det bliver bedre, er der næppe nogen tvivl om.

**Content:**

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-with-book.jpg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-with-book.jpg)I november i år (2024) udgav vi romanen [*Tumult in Mecca,*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) som er den engelske oversættelse af [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/).

I denne artikel vil jeg fortælle hvordan, vi fik den oversat og hvilke udfordringer, vi løb ind i.

# Stort set alle verdens potentielle læsere forstår ikke dansk

Hvorfor overhovedet binde an med at oversætte en bog? Det er en investering uden nogen som helst garanti for at tjene sig hjem.

Forud for mit udspring som skønlitterær forfatter havde jeg skrevet [tre fagbøger på engelsk](https://tbkconsult.com/publishing/) og en erhvervsbiografi på dansk, som senere blev oversat til engelsk. Helt på bar bund var jeg altså ikke forud for beslutningen.

De engelske fagbøger sælger godt, og det kræver heller ikke den store regnemaskine at konstatere, at markedet for bøger på hovedsprogene er gigantisk meget større end det danske. Samtidigt udkommer der så også astronomisk mange titler på de sprog, så konkurrencen om læsernes opmærksomhed og pengepung er tilsvarende stor.

Oversættelsen af erhvervsbiografien [*Fra Damgaard til Microsoft*](https://hpbech.com/da/boeger/fra-damgaard-til-microsoft/) var et kæmpe projekt. Bogen er på 544 sider med en del illustrationer, hvilket gjorde projektet dyrt. Da jeg er god til engelsk, valgte jeg at påtage mig opgaverne som redaktør og projektleder. Oversættelsen tog knap et år og krævede mange timer af min tid.

Jeg burde altså have oparbejdet en vis respekt og ydmyghed overfor opgaven. Men det var nu alligevel fristende at prøve med en roman også.

# Kunstig Intelligens

[![](https://hpbech.com/wp-content/uploads/ChatGPT-300x282-1.png)](https://hpbech.com/wp-content/uploads/ChatGPT-300x282-1.png)Damgaard-bogen udkom på engelsk i juni 2018, og siden er der sket en hel del på oversættelsesfronten.

Med de nye Large Language Models er computeroversættelserne blevet markant bedre. Også korrekturværktøjer som Grammarly og LanguageTool, som jeg er en flittig bruger af, gav håb om, at oversættelsesarbejdet kunne gøres hurtigere og billigere.

Vi tog de første ti sider af *Balladen i Mekka* og kørte dem igennem ChatGPT.

Resultatet var ved første gennemlæsning overraskende godt. Hvis man efterfølgende satte Grammarly til at komme med forbedringsforslag, blev teksten endnu bedre.

Men ved nærmere eftersyn viste det sig, at træerne alligevel ikke vokser ind i himlen.

Maskinoversættelsen lavede helt åbenlyse fejl. Som forfatter spottede jeg dem øjeblikkeligt. En oversætter ville være nødt til at sammenligne oversættelse og original linje for linje for at finde dem.

*Balladen i Mekka* handler om en dansk babyboomer, der i slutningen af 1970’erne etablerer bofællesskab og kaster sig ud i et erhvervseventyr i Saudi-Arabien. Sidst i bogen tager han med sin engelskfødte hustru til Indonesien for at adoptere et barn. Bogens kulturelle fundament er således Danmark i den periode.

Det udgangspunkt og min måde at skrive historien på kunne maskinoversættelsen ikke fange. Efter at være kommet mig over benovelsen over den grammatisk næsten korrekte oversættelse opdagede jeg, at teksten havde mistet sin nerve, stemning og atmosfære.

# En process med mange trin

Efter erfaringerne med de første 10 sider besluttede vi at køre en proces, der endte med at komme til at se således ud:

1. Vi tog et kapitel ad gangen gennem ChatGPT og kaldte teksten for M0
2. Herefter gennemgik jeg M0 og rettede åbenlyse forståelsesfejl. Den version fik betegnelsen M1
3. Min hustru, der er englænder, gennemgik herefter teksten og forsøgte at genskabe atmosfæren fra den danske original. Til det formål benyttede hun Grammarly. Resultatet kaldte vi M2.
4. Jeg gennemgik M2 og foretog yderligere justeringer. -> M3
5. Vi hyrede en engelsk redaktør til at gennemgå M3. Hendes opgave var at gøre teksten britisk Cambridge engelsk. -> M4
6. Jeg gennemgik alle ændringerne i M4, justerede og gemte som M5.
7. M5 blev korrekturlæst af en engelsk korrekturlæser -> M6
8. Jeg gennemgik igen rettelser -> M7
9. M7 blev læst af ti betalæsere. Herfra kom kun ganske få forslag til ændringer, men dog nok til at vi lavede et M8, som vi sendte i trykken.

Hele forløbet tog fem måneder og kostede omkring kr. 15.000 plus en hulens masse timer.

# Resultatet er tilfredsstillende

[![](https://hpbech.com/wp-content/uploads/Amazon-Ratings-w-shadow.png)](https://hpbech.com/wp-content/uploads/Amazon-Ratings-w-shadow.png)[*Tumult in Mecca*](https://www.prlog.org/13048260-tumult-in-mecca-from-civil-servant-to-global-business-adventurer-henrik-bertelsens-unexpected-journey.html) udkom officielt den 15. november 2024, og der er indtil videre solgt omkring 3.000 eksemplarer. Anmeldelserne, også fra personer som ikke kender mig på forhånd, er meget positive. Udover at læserne kan lide historien, så hæfter jeg mig også ved, at de finder den godt skrevet og nem at læse.

Netop læsbarheden er et forhold, jeg lægger mange kræfter i.

*Balladen i Mekka* er den første af en planlagt række af otte bøger om danskeren Henrik Bertelsens liv i perioden fra 1950 og til i dag. Jeg kalder serien for [*Sagaen om Henrik Bertelsen*](https://hpbech.com/da/hvem-er-henrik-bertelsen/) og bruger bogformatet til at perspektivere den lomme i historien, som jeg selv lever og har levet i.

Overraskelserne og dilemmaerne står i kø i Henrik Bertelsens liv, og læseren drives derfor frem af spændingen om hvordan, han håndterer dem. Min ambition om, at læseren skal føle sig hjemme i sproget skal både øge fornemmelse af realisme (at det beskrevne er sket i virkeligheden) og identifikation (det kunne lige så godt have været mig). Det er min antagelse, at det giver en god læseoplevelse. Det synes anmeldelserne at bekræfte.

# Kunstig intelligens er fortsat lidt for kunstig

At genskabe en bogs fortællestil og atmosfære i en oversættelse er ikke nogen triviel opgave. For nærværende kan maskinoversættelser ikke løse opgaven. At det bliver bedre, er der næppe nogen tvivl om. Men hvordan jeg som forfatter skal sikre kvaliteten af oversættelsen til et sprog, som jeg ikke har indgående kendskab til er forsat et åbent spørgsmål. Det kan være svært nok, selv når oversættelsen varetages af en professionel oversætter, der netop har erfaring med opgaven.

Vi er for tiden ved at oversætte *Balladen i Mekka* til tysk, og her har vi efter et par forsøg valgt at køre helt udenom maskinoversættelse. I stedet har vi engageret en oversætter og tilknyttet alfa- og betalæsere, der skal sikre, at vi når samme kvalitetsniveau som den engelske oversættelse.

**Categories:** Blog, Book reviews, Business development, Marketing, Strategy

**Tags:** Publishing

---

### [Sådan laver du bogtrailere – uden at sprænge budgettet](https://hpbech.com/da/saadan-laver-du-bogtrailere-uden-at-spraenge-budgettet/)

**Published:** November 4, 2025
**Author:** Hans Peter Bech

**Content:**

## En praktisk guide til at skabe promotionvideoer med simple midler.

At lave en promotionvideo for sin bog behøver hverken kræve et filmhold eller et stort budget. Det kræver først og fremmest planlægning, grundighed og sans for fortælling. Og tålmodighed.

I denne artikel deler jeg, hvordan jeg selv laver mine videoer – med enkle midler, men med et tæt på professionelt resultat.

# God lyd er vigtigere end et dyrt kamera

Selvom meget kan klares med en smartphone, er lyden det element, man ikke må gå på kompromis med. En god mikrofon er en nødvendig investering. Dårlig lyd virker forstyrrende, uanset hvor perfekt billedsiden er.

Jeg bruger et [RØDE Link](https://rode.com/en-int/products/rodelink-filmmaker-kit) trådløst system med en lavaliermikrofon, som sikrer klar og stabil lyd, også når jeg bevæger mig under optagelsen.[![](https://hpbech.com/wp-content/uploads/Videooptagelse-1-S-469x400.png)](https://hpbech.com/wp-content/uploads/Videooptagelse-1-S.png)

Hvis man – som de fleste – ikke har let ved at huske længere tekster udenad, kan en teleprompter være en stor hjælp. Jeg bruger en [TeleprompterPAD](https://teleprompterpad.com/), hvor min iPad viser teksten via appen iAutocue. Det gør det muligt at tale roligt, naturligt og direkte til kameraet, uden at man mister øjenkontakten med publikum. Med en trådløs fjernbetjening kan jeg styre hastigheden, så jeg kan holde de kunstpauser der kræves.

Skulle lyden trods alle forberedelser ikke være tilfredsstillende, kan du måske redde den ved at anvende et optimeringsgprogram. Jeg benytter [Adobe Enhance Speech,](https://podcast.adobe.com/en/enhance) der udmærker sig ved at være cloudbaseret og meget nemt at anvende. Det kan også optimere lyden på videofiler, så man ikke behøver at skille dem ad.

# Billeddelen

Mine hovedoptagelser laver jeg med et [Canon 70D-kamera](https://www.canon.dk/for_home/product_finder/cameras/digital_slr/eos_70d/) med en 50mm linse monteret på et [Manfrotto-stativ](https://www.manfrotto.com/global-en/504-fluid-video-head-535-cf-single-leg-tripod-504hd-535k/), der er hurtigt at stille op og giver god stabilitet.

Det er vigtigt at være opmærksom på autofokusfunktionen: på Canon 70D (og alle andre kameraer af denne type) bør den enten punktfikseres eller helt slås fra, så kameraet ikke begynder at ændre fokus under optagelsen. Små bevægelser kan ellers få det til at “jage” efter fokus, hvilket ødelægger det rolige indtryk.

Jeg står op under optagelsen – typisk ved døren ud til min have – hvor det naturlige lys falder ind fra siden og giver et blødt, jævnt lys uden hårde skygger.

Det bedste lys opnås i overskyet vejr; direkte sollys skaber for skarpe kontraster og uønskede skygger. Et diffust dagslys gør billedet mere behageligt og kræver minimal efterbehandling.

Kameraerne på moderne smartphones er i dag fuldt tilstrækkelige til denne type optagelser. De leverer en imponerende billedkvalitet, især under gode lysforhold. Jeg overvejer selv at bruge den løsning som supplement – især til korte, spontane optagelser, hvor det skal gå hurtigt. Men også her gælder: tilslut en [ekstern mikrofon](https://rode.com/en-int/products/wireless-me). God lyd er stadig halvdelen af oplevelsen.

**TIP:** Nye Smartphones har som regel autofokus, ikke fixed fokus. For at undgå fokusændringer midt i optagelsen bør fokus låses manuelt:

- iPhone: Tryk og hold på motivet, indtil der står AE/AF Lock.
- Android: Tryk og hold på motivet (eller vælg manuel fokus i kameraets Pro- eller Video-indstillinger).

Inden udstyret pakkes væk, bør man altid kvalitetstjekke optagelserne – både billede og lyd. Der er næsten intet, der føles mere ærgerligt end at opdage en fejl, når alt er pakket sammen. At sætte hele molevitten op igen blot for at rette en lille fejl er, mildt sagt, træls.

# To typer promotionvideoer

Jeg arbejder med to forskellige formater:

## Den lange version (6–8 minutter)

Her gennemgår jeg bogens tema, formålet med at skrive den, hvem den henvender sig til, og hvad læseren kan forvente at få ud af oplevelsen – hvad enten det er som trykt bog, e-bog eller lydbog.

Den lange version er en såkaldt “talking head” produktion. For at variere oplevelsen bruger jeg Ken Burns funktionen i iMovie (redigeringsprogrammet) til at zoome ind og ud under visningen.

Denne version fungerer bedst på min hjemmeside, på YouTube og som baggrundsmateriale til presse, samarbejdspartnere og potentielle læsere, som har brug for mere information, inden de endeligt købsbeslutter.

## Den korte version (ca. 1 minut)

Denne er langt mere dramatisk og visuelt intens. Den skal vække nysgerrighed – ikke forklare. Her udnytter jeg såkaldt B-roll: korte klip, stemningsbilleder og symbolske scener, der illustrerer atmosfæren i bogen uden at vise forfatteren hele tiden.

B-roll betyder ganske enkelt billedklip, der supplerer hovedoptagelsen. Det kan være alt fra ørkenlandskaber og bybilleder til hænder, der bladrer i en bog eller et kort glimt af et ansigt i eftertanke.

# Billeder, musik og illustrationer

[![](https://hpbech.com/wp-content/uploads/Guitarjagt5-267x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt5.png)Jeg henter en stor del af mit B-roll-materiale og underlægningsmusik fra [Pixabay](https://pixabay.com/), hvor meget er gratis, eller køber specifikke klip og musikstykker på [iStock](https://www.istockphoto.com/) og lignende platforme. Når noget er gratis, donerer jeg ofte et beløb til kunstneren.

Mange af de illustrationer, der bruges i mine videoer, bliver genereret af OpenAI’s DALL·E, hvor jeg kan skabe billeder, der passer præcist til bogens tid, stemning og univers.

Illustrationer med bogen i forskellige situationer (mockups) generere jeg på [Placeit](https://placeit.net/).

**TIP:** Brug teksten fra dit videoscript til at få ChatGPT (eller en anden generativ AI-tjeneste) til at foreslå B-roll motiver. Generer herefter et ad gangen.

**VIGTIGT:** Anvend **aldrig** billeder, lyd eller video uden at sikre dig brugsretten. Udover at det er ulovlig og uetisk, så kan det komme til at koste dig dyrt. Der er mange bureauer, der specialiserer sig i at håndhæve ophavsretten, og de er dyre at komme i kløerne på.

# Redigering og undertekster

Alt mit materiale samles i Apple iMovie, som giver fine resultater, hvis man arbejder systematisk. Det kræver øvelse at klippe rytmisk, men man lærer det hurtigt. Programmet følger gratis med når man køber en Mac eller iPad. Microsoft tilbyder Clipchamp men et program som [Movavi Video Editor](https://www.movavi.com/) er efter sigende også anvendeligt for den ikke-tekniske videograf.

Til sidst bruger jeg [Clideo](https://clideo.com/) til at tilføje undertekster – et vigtigt element, da mange ser videoer uden lyd, især på sociale medier.

# Genbrug konceptet på flere sprog

[![](https://hpbech.com/wp-content/uploads/De-tre-Mekka-books.png)](https://hpbech.com/wp-content/uploads/De-tre-Mekka-books.png)

Da jeg udgiver mine bøger på flere sprog, planlægger jeg produktionen, så kun speak’en skal udskiftes. Ved at holde struktur og billedmateriale ens kan jeg reducere arbejdet med sprog nummer to og tre til omkring 10% af tidsforbruget for den første version. Det kræver lidt planlægning, men sparer meget tid bagefter.

Da optagelsen af speak-delen kræver et teknisk setup med lys, lyd og kamera, optager jeg som regel flere speaks i samme omgang. Det gør produktionen mere effektiv og sikrer ensartet kvalitet. Du kan eventuelt skifte skjorte eller trøje undervejs, hvis der skal være lidt variation i udtrykket.

# [![](https://hpbech.com/wp-content/uploads/Time_is_running-1-242x300.jpg)](https://hpbech.com/wp-content/uploads/Time_is_running-1.jpg)Tid og planlægning

Det kan lyde simpelt, og jeg vil da heller ikke mene, at det er svært. Men man skal ikke undervurdere tidsforbruget.

Selv en video på ét minut kan sagtens tage en hel dag at producere, når man tæller forberedelse, B-roll-produktion, optagelse, optimering, redigering og undertekster med.

Hvis man synes, det er dyrt at få produceret en reklamevideo professionelt, skyldes det altså ikke, at fotografer og producenter skal have finansieret deres strandvejsvillaer – det skyldes ganske enkelt, at det tager tid. Meget tid. Hver detalje – skrivning af manuskriptet, indsamling af b-roll, opsætning, lyd, lys, optagelse, klipning og efterarbejde – kræver tålmodighed og præcision.

# Publicering

Når videoerne er færdige, uploader jeg dem til YouTube og Vimeo, hvor de kan integreres på min hjemmeside og deles på sociale medier. Begge platforme giver mulighed for statistik, så man kan se, hvad der virker, og forbedre næste produktion.

# Afslutning

At lave bogtrailere handler ikke kun om teknik, men lige så meget om formidling. Videoen skal fange stemningen i bogen, vække nysgerrighed og efterlade seeren med lyst til at vide mere.

Med lidt forberedelse, en god mikrofon og tålmodighed kan mange forfattere skabe levende, professionelle videoer – uden at bruge mange penge. Og som med alting: øvelse gør mester.

**TIP:** YouTube bugner med videor, der forklarer alle dele af processer inklusive, hvordan man benytter de enkelte programmer.

**Categories:** Blog, Business development, Marketing

**Tags:** Publishing

---

### [Du behøver ikke en Kindle for at læse Kindle-bøger – og hvorfor det er vigtigt (også i Danmark)](https://hpbech.com/you-dont-need-a-kindle-to-read-kindle-books-and-why-that-matters/)

**Published:** March 19, 2026
**Author:** Hans Peter Bech

**Content:**

Når jeg udgiver en ny bog, forsøger jeg at gøre det så let som muligt for læsere at opdage den. Et af de værktøjer, jeg ofte bruger, er en Kindle-lanceringskampagne på Amazon – typisk med en meget lav pris eller endda gratis i en begrænset periode.

Og næsten hver gang får jeg den samme besked fra nogle potentielle læsere:

> “Jeg vil gerne læse din bog, men jeg har ikke en Kindle.”

Det er en helt forståelig reaktion – men den bygger også på en udbredt misforståelse.

**En Kindle er ikke kun en fysisk ebogslæser fra Amazon.**

# Kindle er også en gratis app

[![](https://hpbech.com/wp-content/uploads/Read-Kindle-anywhere-on-any-device-s-2.png)](https://hpbech.com/wp-content/uploads/Read-Kindle-anywhere-on-any-device-s-2.png)

---

De fleste forbinder Kindle med Amazons dedikerede e-bogslæser – den fysiske enhed med e-ink-skærm. Og ja, det er én måde at bruge Kindle på.

Men Kindle er også en **gratis app,** som fungerer på stort set alle de enheder, du allerede har.

Du kan læse Kindle-bøger på:

- Smartphones (iPhone og Android)
- Tablets (iPad og Android)
- Laptops og stationære computere (Windows og Mac)
- I nogle tilfælde direkte i din browser

Med andre ord: Hvis du har en telefon eller en computer, så har du allerede adgang til Kindle – du mangler bare at installere appen.

Du kan hente den her:

- [Amazon Kindle apps](https://www.amazon.com/kindle-dbs/fd/kcp)
- [Google Play (Android)](https://play.google.com/store/apps/details?id=com.amazon.kindle)
- [Apple App Store (iPhone/iPad)](https://apps.apple.com/app/id302584613)

Det tager kun få minutter, og så er du klar til at læse.

# En særlig dansk udfordring

Her i Danmark er situationen lidt anderledes end i mange andre lande.

Amazon er ikke officielt til stede på det danske bogmarked på samme måde som i fx USA, Canada, Australien, Storbritannien, Holland, Spanien eller Tyskland. Vi har stærke lokale boghandlere, gode biblioteker og danske streamingtjenester til bøger.

Det er alt sammen positivt.

Men det betyder også, at mange danske læsere ikke er vant til at bruge Amazon – og derfor heller ikke til Kindle. For mange føles det som noget “udenlandsk” eller teknisk besværligt.

I praksis er det hverken svært eller begrænset.

Tværtimod giver Kindle danske læsere adgang til **et enormt internationalt bogmarked** – også til bøger, der måske ikke findes i danske butikker eller på danske platforme.

# Du behøver ikke købe dine bøger hos Amazon

En anden bekymring, jeg nogle gange møder, er denne:

> “Hvis jeg begynder at bruge Kindle, betyder det så, at jeg skal købe alle mine bøger hos Amazon?”

Det korte svar er: **Nej**.

Kindle er en åben læseplatform – ikke et lukket system.

Selvom Amazon naturligvis promoverer sin egen boghandel, kan du i Kindle-appen sagtens læse e-bøger købt andre steder. Så længe dine bøger er i et standardformat som **EPUB**, kan de nemt overføres.

[![](https://hpbech.com/wp-content/uploads/Upload-EPUB-to-Kindle-guide-s-2.png)](https://hpbech.com/wp-content/uploads/Upload-EPUB-to-Kindle-guide-s-2.png)

---

Du kan f.eks.:

- Sende filen til din Kindle-mailadresse
- Bruge Amazons “Send to Kindle”-funktion
- Overføre manuelt fra din computer

Når først bogen er lagt ind, fungerer den som enhver anden Kindle-bog: den synkroniserer mellem dine enheder, husker, hvor du er nået til, og giver mulighed for noter og markeringer.

# Hvorfor bruge Kindle ved lanceringer?

Så hvorfor vælger jeg – og mange andre forfattere – at bruge Kindle og Amazon ved boglanceringer?

Det handler først og fremmest om praktik.

**For det første er det logistisk enkelt.**
En bog kan gøres tilgængelig globalt med det samme. Der er ingen tryk, lager eller fysisk distribution.

**For det andet er det meget billigt.**
En lanceringskampagne – med lav pris eller gratis tilbud – kan gennemføres uden store omkostninger. Det gør det også muligt for mindre forlag og selvudgivere at arbejde professionelt med lanceringer.

**For det tredje – og vigtigst – skaber det synlighed.**
Amazon er en af verdens største bogplatforme. Her søger og finder millioner af læsere nye bøger hver dag.

Ved at samle de første læsere ét sted kan man:

- Få ratings hurtigt
- Få anmeldelser i gang
- Øge synligheden i Amazons anbefalingssystem

Det betyder noget. En bog med anmeldelser og stjerner bliver langt oftere valgt end en uden.

# At fjerne forhindringerne

Set fra læserens side handler det om at gøre det nemt.

En lav pris (eller gratis) sænker den økonomiske barriere.
En gratis app sænker den tekniske barriere.

Sammen gør det beslutningen enkel.

Derfor er det lidt ærgerligt, når nogen siger nej til et tilbud, fordi de **“ikke har en Kindle”**. I virkeligheden er de kun få minutter fra at have én.

# En fælles mulighed

At udgive bøger i dag kræver ikke kun at man skriver dem. Det kræver også, at man kan nå frem til læserne i en verden med enorm konkurrence om opmærksomheden.

Kindle er ikke den eneste vej – men det er en af de mest enkle og effektive.

[![](https://hpbech.com/wp-content/uploads/How-the-Kindle-app-works-s-2.png)](https://hpbech.com/wp-content/uploads/How-the-Kindle-app-works-s-2.png)

---

For danske læsere kan det samtidig være en måde at åbne døren til et langt større internationalt bogmarked.

For forfattere betyder det:

- Global rækkevidde
- Enkle kampagner
- Direkte kontakt med læsere

Så næste gang du ser et Kindle-tilbud, så lad ikke ordet “**Kindle**” afholde dig.

Du behøver ikke en særlig enhed.
Du behøver ikke ændre dine læsevaner.
Du skal bare installere en app – og være lidt nysgerrig.

# At skelne mellem personen og platformen

[![](https://hpbech.com/wp-content/uploads/amazon-best-selling-book-280x280.jpeg)](https://hpbech.com/wp-content/uploads/amazon-best-selling-book.jpeg)Afslutningsvis er det værd at nævne, at en lille gruppe læsere – måske under én procent – vælger Amazon og Kindle fra, fordi de ikke bryder sig om Jeff Bezos. Det kan jeg godt forstå. Jeg er heller ikke selv nogen stor fan.

Men der er en forskel, som er værd at holde fast i.

Uanset hvad man mener om personen, har Amazon skabt en platform, som er særdeles effektiv – især for uafhængige forfattere og mindre forlag. Den giver global rækkevidde, enkle arbejdsgange og direkte adgang til læsere på en måde, der tidligere var meget svær at opnå.

Så jeg kan godt have mine forbehold over for personen – men jeg sætter pris på platformen. For som forfatter handler det i sidste ende om at få historierne ud til læserne. Og her er Amazon svær at komme uden om. I hvert fald uden for Danmark.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Amazon, fixion_en

---

### [Königsworte](https://hpbech.com/de/koenigsworte/)

**Published:** February 14, 2024
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42-880x800.png)Das offizielle Wappen des dänischen Königshauses

Wenn wir heute mit der Gestaltung unserer Gesellschaft beginnen würden, würden wir uns nicht für eine Erbmonarchie als Regierungsform des Landes entscheiden. Mit unserer Möglichkeit, die Regierungsformen anderer Länder zu bewerten, würden wir uns wahrscheinlich für etwas wie das finnische System entscheiden.

Aber jetzt haben wir eine Monarchie, und mit einem König oder einer Königin als höchstem Repräsentanten des Landes und ohne wirklichen Einfluss auf die politische Ebene funktioniert sie gut. Das liegt einzig und allein an den Menschen, die in den vergangenen Jahren die Aufgaben wahrgenommen haben, und nicht an der formalen Grundlage der Institution, die wir vor Margrethes Amtsantritt dringend anpassen mussten. Sonst wäre sie nicht Königin geworden.

Ich bin, wie so viele andere in diesem Land, ein [nicht praktizierender Republikaner](https://www.hpbech.dk/en-republikaners-refleksioner-ved-kongehusets-vagtskifte/). Solange es funktioniert und die Royals es nicht satt haben , habe ich kein Problem damit. Der Preis, den ich dafür zahle, dass ich mit einer Institution lebe, die jedem Prinzip unserer Gesellschaft zuwiderläuft, ist nichts im Vergleich zu dem Preis, den die Royals zahlen. In meinen Augen leben sie in einem vergoldeten Gefängnis.

# Bevorzugte Formate

Als ich von dem Buch “Kongeord” hörte, ging ich sofort online, um die elektronische Version zu kaufen. Nur um festzustellen, dass es nur als Papierbuch erhältlich war. Sorgt ein König von morgen nicht dafür, dass seine Untertanen an seinen Worten teilhaben können, egal wie sie sie am liebsten erreichen? Auf Papier, auf dem E-Book-Reader oder in ihren Kopfhörern.

Nein, das tat er nicht.

Aber jetzt ist es als E-Book erhältlich, also Hut ab dafür.

# Königsworte

[![](https://hpbech.com/wp-content/uploads/Kongeord-600x800.jpeg)](https://hpbech.com/wp-content/uploads/Kongeord-600x800.jpeg)Das Buch ist eine Readers-Digest-Version der komplexen Gedanken, die mit der Aufgabe verbunden sein müssen, der offizielle Regent des Landes zu sein. Das ist gut so, denn es ermöglicht den meisten Menschen, mitzulesen. Nach den Verkaufszahlen zu urteilen, wird das auch geschehen. Es wird wahrscheinlich der Bestseller des Jahres werden.

Ich werde nicht darüber urteilen, ob es ein gutes, ein schlechtes oder nur ein mittelmäßiges Buch ist. Es ist kein Werk mit literarischen Ambitionen, sondern die Gedanken des Königs über seine Rolle und wie er sich auf sie freut. Andererseits denke ich, dass Sie den Inhalt nutzen können, um etwas über den König zu erfahren. Was für ein Typ ist er und wie gedenkt er, seine Position zu verwalten?

Wenn man bedenkt, dass es nach seinen eigenen Worten “business as usual” ist, verheißt das Gutes (der König verwendet eine erstaunliche Anzahl englischer Ausdrücke, die im Buch kursiv gedruckt sind).

Nach dem, was ich aus den Medien weiß, scheint er ein vernünftiger und sympathischer Mensch zu sein. Auch die Tatsache, dass es ihm schwer fiel, sich in seine zukünftige Rolle einzuleben, spricht meiner Meinung nach für ihn. Ich bevorzuge Machthaber, die die Macht nicht mögen.

# Diesen Gott wird man nur schwer wieder los

```
Ham gud
Han er eddermame svær at få smidt ud
Han er streng;
Men så forbandet uerfar′n
Han har aldrig
Nogensinde været barn.
Citat fra Trilles sang Øjet
```

In dem Abschnitt des Buches über sein Verhältnis zur Religion betont der König zunächst, dass er der einzige Däne ist, der keine Religionsfreiheit hat. Mit anderen Worten, er muss an die Version des Christentums glauben, die von der Kirche von Dänemark vertreten wird, deren Oberhaupt er automatisch ist.

Stellen Sie sich vor, dass es in Ihrem eigenen Leben Umstände gibt, unter denen es Ihnen nicht erlaubt ist, etwas zu lernen oder Ihre Meinung zu ändern!

Dem Buch zufolge glaubt der König an Gott und meint, dass wir unsere Gesellschaft auf christlichen Werten aufbauen. Er macht sogar mehr daraus, als nötig wäre, und erzählt auch, wie er seine Kinder darüber indoktriniert. Ich weiß. Indoktrination ist ein starkes Wort. Aber alle vier Kinder des Königs und der Königin müssen bereit sein, den Thron zu besteigen, und in diesem Fall werden sie auch das Oberhaupt der Kirche. Sie haben auch nicht wirklich die Religionsfreiheit, die der Rest von uns genießt. Mit anderen Worten: Sie müssen sich von Kindheit an an den Gedanken gewöhnen. Entweder sie glauben an die Gottesvorstellungen der dänischen Nationalkirche, oder sie müssen aus der Erbfolge aussteigen.

Meiner Meinung nach basiert unsere Gesellschaft nicht auf christlichen Werten, sondern auf dem säkularen Humanismus. Die Werte und Rechte, die wir hochhalten, und der Wohlstand und die Wohlfahrt, die wir heute genießen, sind durch den ständigen Kampf gegen die Macht der Religion und der Kirche entstanden. Könnte es einen Zusammenhang geben zwischen der Tatsache, dass die nordischen Länder zu den reichsten Ländern der Welt gehören und die glücklichsten Bevölkerungen haben, und der Tatsache, dass Religion und Kirche hier den geringsten Einfluss haben?

Wenn etwas an der Monarchie geändert werden muss, dann, dass der König nicht das Oberhaupt der Kirche sein muss. Niemand sollte gezwungen werden, an etwas zu glauben, für das es keinerlei Beweise gibt und bei dem die Folgen eines Ausstiegs gleich Null sind. Es geht niemanden von uns etwas an, an welche übernatürlichen Wesen oder Kräfte die Royals glauben wollen. Das muss ihre eigene Entscheidung sein.

# Gott schütze Dänemark

[![](https://hpbech.com/wp-content/uploads/hm-dronningens-nytaarstale-1.jpg)](https://hpbech.com/wp-content/uploads/hm-dronningens-nytaarstale-1.jpg)Foto: Keld Navntoft, Das Königshaus ©

Wir gehören zu den Ländern in der Welt, deren Bevölkerung der Religion am wenigsten Bedeutung beimisst. Die große Mehrheit ist de facto Atheisten und von denen, die noch glauben, dass es etwas Übernatürliches gibt, bekommen Sie keine konsistenten Antworten auf die Frage, was dieses Etwas ist. Nur sehr wenige haben ihre Hausaufgaben (die Bibel) so weit gemacht, dass sie mit Fug und Recht behaupten können, dass es dort etwas gibt, an das es sich zu glauben lohnt.

Dass Religion den Verstand vergiftet, wird täglich dokumentiert. Ich will nicht bestreiten, dass es für manche Menschen von Nutzen sein kann, an etwas Übernatürliches zu glauben, aber die Geschichte zeigt, dass es den meisten Menschen schwer fällt, das für sich zu behalten. Fundamentalistische Muslime im Nahen Osten, Christen in den Vereinigten Staaten und Juden in Israel machen ihren Mitbürgern tagtäglich das Leben zur Hölle.

Deshalb enttäuscht es mich, dass der König in dem Buch verkündet, die Neujahrsansprache solle doch weiterhin mit “Gott schütze Dänemark” enden. Das ist völlig und völlig falsch. Es sind die Dänen, die Dänemark bewahren, aber auch weiterentwickeln müssen. Wir sind diejenigen, die die Verantwortung und die Pflicht haben.

# Ich glaube an den König

[![](https://hpbech.com/wp-content/uploads/Kongen-533x800.jpeg)](https://hpbech.com/wp-content/uploads/Kongen-533x800.jpeg)Foto: Dennis Stenild, Das Königshaus ©

Ich würde allen Dänen empfehlen, Kongeord zu lesen. Was auch immer jeder von uns über die Monarchie denken mag, wir können sie nicht einfach loswerden. Deshalb sollten wir froh sein, dass wir einen Monarchen haben, den wir respektieren und mögen können.

Mit Kongeord hat König Frederik einen guten Start hingelegt. Abgesehen von den religiösen Aspekten gibt es nicht viel, womit man nicht einverstanden sein kann. Jetzt werden wir sehen, wie er und seine Familie seine Worte in die Tat umsetzen. Das ist schließlich das, was zählt. Und in diesem Zusammenhang ist die reale Welt viel zu kompliziert und unvorhersehbar, als dass man sich im Voraus herauszureden könnte.

**Categories:** Book reviews, Society

**Tags:** fixion_en

---

### [Die Reflexionen eines Republikaners beim Schichtwechsel in der königlichen Familie](https://hpbech.com/de/die-reflexionen-eines-republikaners-beim-schichtwechsel-in-der-koeniglichen-familie/)

**Published:** December 22, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Kongekrone.jpg)](https://hpbech.com/wp-content/uploads/Kongekrone.jpg)Die Monarchie widerspricht allen Werten, auf denen unser Gesellschaftsmodell beruht. Viele würden dem kaum widersprechen. Fragen Sie sich nur, wo sonst in unseren öffentlichen und gemeinsamen Grundsätzen des Regierens wir akzeptieren würden, dass Verwaltungs- und Repräsentationsaufgaben vererbt werden.

Das kann man in privaten Unternehmen tun, aber nicht in der öffentlichen und nationalen Verwaltung. Ich habe niemanden gehört, der vorgeschlagen hat, dass das Amt des Ministerpräsidenten durch die Familie von Mette Frederiksen vererbt werden sollte. Wenn wir Politiker haben, die Nachkommen anderer Politiker sind, dann deshalb, weil sie gewählt und nicht ernannt wurden. In einer Demokratie wählen wir unsere Politiker und setzen sie ab, wenn es eine Mehrheit dafür gibt.

# Aber trotzdem…

Wenn ich immer noch ein wenig traurig bin, mich von Königin Margrethe zu verabschieden, und mich auf den zukünftigen König Frederik den 10. als die neue Vorzeigefigur des Landes freue, dann deshalb, weil die Alternative unsicher und unüberschaubar ist. Im Prinzip wäre mir ein gewählter Präsident lieber, aber ich kann mir nicht vorstellen, wie diese Institution organisiert sein sollte, wie wir dorthin kommen, und welche Aufgaben sie erfüllen sollte. Auch die Kriterien, nach denen das Volk ihn oder sie wählen würde, sind mir nicht geheuer.

Ich schätze Königin Margrethe als Menschen und muss meinen Hut vor der Art und Weise ziehen, wie sie ihre Aufgabe wahrgenommen hat. In der Tat habe ich großes Vertrauen in Seine Königliche Hoheit Kronprinzen Frederik und Ihre Königliche Hoheit Kronprinzessin Mary, und ich habe den Eindruck, dass auch Seine Königliche Hoheit Prinz Christian ein vernünftiger und gescheiter Kerl ist. Folglich scheint es sicherer zu sein, mit dem derzeitigen Vorzeigekonzept fortzufahren, bei dem wir die Personen kennen, die noch viele Jahre die Rollen ausfüllen und die Aufgaben erfüllen werden, als ein völlig neues Konzept zu entwerfen und herauszufinden, wer dann die Positionen besetzen sollte.

[![](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42-880x800.png)](https://hpbech.com/wp-content/uploads/Screenshot-2024-01-05-at-16.54.42-880x800.png)Das königliche Wappen ist dem Monarchen, dem Königlichen Haushalt und dem Hofstaat vorbehalten. Es wird hier nur zu Illustrationszwecken wiedergegeben.

Unsere konstitutionelle Monarchie, in der der Regent keine wirklichen politischen Befugnisse hat und die es seit Christian X. geschafft hat, einen sauberen Weg zu gehen, hat in Königin Margrethe eine Vertretung gefunden, die von einer sehr großen Mehrheit der Dänen unterstützt wird. Wenn es gelingt, diese Linie fortzusetzen und in einem angemessenen Tempo zu modernisieren, sehe ich gute in Frederik und Christian gute Möglichkeiten einer weiterhin massiven Unterstützung. Es macht kaum Sinn, auf eine Lösung eines theoretischen Problems zu drängen, das nur eine sehr kleine Minderheit in der Praxis sieht. Ich kann auch nicht den Respekt übersehen, den unser internationales Umfeld unserer Monarchie entgegenbringt.

Ich verstehe nicht ganz, warum dem so ist, aber ich muss anerkennen, dass eine Institution, deren Wurzeln mehr als tausend Jahre zurückreichen, angeblich irgendetwas vermag. Zumindest vermochte sie das unter Margrethe.

Mein alter Chef, der damalige Arbeitsminister Sven Auken, soll gesagt haben, dass er zwar ein Republikaner, aber kein praktizierender sei. Mit dieser Position kann ich mich identifizieren. Wir wissen, was die derzeitige Königsfamilie leisten kann, aber nicht, wozu eine mögliche Präsidentschaft fähig wäre. Also halten wir uns an das Bekannte.

# Das königliche Team

[![](https://hpbech.com/wp-content/uploads/06_agenda.png)](https://hpbech.com/wp-content/uploads/06_agenda.png)Ein offensichtlicher Vorteil der Monarchie ist, dass wir eine ganze [königliche Familie](https://www.kongehuset.dk/content/den-kongelige-familie-0#arvefoelgen-til-tronen) haben, die die vielen Aufgaben unter sich aufteilen kann. Ein Präsident kann nicht seine Eltern, Kinder oder Geschwister schicken, um das Amt zu vertreten. Eine Majestät kann das, und das ist ein großer Vorteil. Mit einer königlichen Familie erhalten wir ein ganzes Team von Menschen, die zur Erfüllung ihrer Aufgaben erzogen und ausgebildet wurden, und die von Kindheit an mit den richtigen Titeln ausgestattet sind.

Und das ist nicht sarkastisch gemeint.

Die meisten von uns (mich eingeschlossen) interagieren in erster Linie durch die jährliche Neujahrsansprache mit der königlichen Familie, aber die Aufgaben sind viel umfangreicher und können nicht von einer einzelnen Person bewältigt werden.

# Das kulturelle Erbe

[![](https://hpbech.com/wp-content/uploads/Sculptor-749x800.png)](https://hpbech.com/wp-content/uploads/Sculptor-749x800.png)Als ich vor der Veröffentlichung dieses Artikels mit einigen Freunden über die Monarchie diskutierte, wurde mir eine andere Sichtweise präsentiert.

Die königliche Familie sollte erhalten werden, weil sie ein kulturelles Erbe ist. Sie hat keinen wirklichen politischen Einfluss, was in Ordnung ist, aber sie stellt die Verbindung zu unserer Geschichte dar und ist, wie alte Gemälde, Statuen, Bücher und Gebäude, erhaltenswert. Sie ist Allgemeingut der Nation und solange jemand (in der königlichen Familie) willens und fähig ist, sollten wir die Institution erhalten.

Die Monarchie ist auch eine Art von Kunst. Sie ist eine lebendige Installation, die allein durch ihren märchenhaften Ausdruck und ihre große und vorbehaltlose Unterstützung Werte schafft. Gleichzeitig dient sie durch ihre äußere und innere Repräsentation einem praktischen Zweck, der ihre Kosten leicht rechtfertigt.

# Der Republikaner unterstützt die königliche Familie

[![](https://hpbech.com/wp-content/uploads/kronprinsfamilien-portraet-640x800.jpg)](https://hpbech.com/wp-content/uploads/kronprinsfamilien-portraet-640x800.jpg)Die Kronprinzenfamilie (offizielles Pressefoto). Foto: Hasse Nielsen ©.

Wenn die Analyse aus mehreren Blickwinkeln zu einer Akzeptanz der königlichen Familie als der derzeit besten Lösung führt, muss dies auch mit voller Unterstützung geschehen.

Die Monarchie kann nur funktionieren, wenn wir akzeptieren, dass sie nicht auf den gleichen Prämissen beruht wie der Rest der Gesellschaft. Unser Respekt und unsere Distanz müssen auf der Dankbarkeit beruhen, dass die Royals in der Lage und bereit sind, die Aufgaben zu übernehmen und darin einen Sinn zu finden. Die Monarchie hat nur so lange Bestand, wie es ein Potenzial gibt, das wir akzeptieren können, und sie ihrerseits auch einen Sinn in dem Projekt finden können. In der heutigen Zeit ist es nicht selbstverständlich, dass ein Mensch duldet, dass sein Schicksal von anderen besiegelt wird, und nicht einmal alle Schlösser, Kutschen und Juwelen der Welt können dafür entschädigen, dass er ein Leben führen muss, das nicht im Einklang mit sich selbst steht.

Wenn die Royals **also** das Potenzial liefern und mit den Aufgaben und der ständigen Präsenz in der Öffentlichkeit zurechtkommen können, dann sollen wir anderen sie unterstützen, über die kleinen Macken hinwegsehen und akzeptieren, dass sie ihre Position vielleicht nicht ganz so verwalten, wie wir es erwartet haben.

Wir sollten Ordentlichkeit erwarten, aber keine Perfektion. Und es muss Raum dafür geben, dass sie die Dinge auf ihre eigene Weise tun können.

# Ideen für die Modernisierung

Es gibt zwei Dinge, die ich im Zusammenhang mit dem Thronwechsel gerne geändert sehen würde. Königliche Hoflieferanten und Gott schütze Dänemark. [![](https://hpbech.com/wp-content/uploads/Mature-no-text.png)](https://hpbech.com/wp-content/uploads/Mature-no-text.png)

Das Königshaus hat bereits angekündigt, dass der Titel des königlichen Hoflieferanten am 14. Januar neu überdacht wird, also ist das abgehakt. Ich möchte dazu beitragen, Dänemark zu bewahren, und ich denke nicht, dass wir die Verantwortung einem Gott überlassen sollten, über den sich nur wenige von uns einig sind, was er wirklich ist, ganz zu schweigen davon, dass wir an ihn glauben. Als die Königin sagte, Gott segne Sie alle, klang das für mich eher wie viel Glück oder viel Spaß.

Wenn Frederik seine Neujahrsansprachen mit einem “Lasst uns Dänemark bewahren” oder “Dänemark für immer” beenden möchte, ist das für mich in Ordnung. Er kann auch einfach sagen: Ich wünsche allen ein gutes neues Jahr. Aber er muss es bereits beim ersten Mal tun, sonst erfordert eine Änderung eine lange Erklärung.

**Categories:** Society

**Tags:** fixion_en

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### [Der Untergang der Sowjetunion](https://hpbech.com/the-fall-of-the-soviet-union/)

**Published:** December 21, 2024
**Author:** Hans Peter Bech

**Excerpt:** Während Gorbatschow erfolgreich mit den Prinzipien eines Gemeinschaftsmodells brach, das nicht funktionierte, scheiterte er an dessen Ersatz durch ein funktionierendes.

**Content:**



---

[![](https://hpbech.com/wp-content/uploads/MU-DBD-In-Subway1_sharp_ver_Tall.png)](https://hpbech.com/wp-content/uploads/MU-DBD-In-Subway1_sharp_ver_Tall.png)Während die Handlung in [*Tumult in Mekka*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) in erster Linie in Dänemark, Indonesien und Saudi-Arabien stattfand und in dem religiösen Aufstand in der heiligen Stadt im November 1979 gipfelte, spielt die Fortsetzung in den USA und der UdSSR.

Auch hier ist die Erzählung in dem großen Wurf der Geschichte eingebettet, wo der Babyboomer Henrik Bertelsen aufgrund seiner Neugier und Abenteuerlust im Auge des Sturms landet.

# Der heiße und der kalte Krieg

Die Kombination aus Stalins Politik, der Truman-Doktrin von 1947 und der Gründung der NATO im Jahre 1949 war der Beginn des Kalten Krieges.

Die UdSSR hatte den Ehrgeiz, ihre Version des Kommunismus aktiv im Rest der Welt zu verbreiten, während die USA und ihre Verbündeten, darunter auch Dänemark, dies zu verhindern suchten. Letztere zogen es vor, Demokratie, Menschenrechte und freie Märkte für alle zu verbreiten.

Der Kalte Krieg und das parallele Wettrüsten waren ressourcenintensiv, mit der ständigen Gefahr eines verheerenden Atomkriegs.

Die Stellvertreterkriege, die von den beiden Blöcken vor allem in Korea, Vietnam und Afghanistan geführt wurden, konnten nicht gewonnen werden und wurden im eigenen Land schnell unpopulär, was zu offensichtlichen menschlichen Tragödien auf beiden Seiten führte.

# Die Russen verlieren das Technologie-Rennen

Mit der Entwicklung von Großrechnern in den 1960er Jahren, der Verbreitung von Minicomputern in den 1970er Jahren und dem Erfolg des IBM-kompatiblen PCs in den 1980er Jahren begann im Westen eine IT-Revolution, die innerhalb von 20 Jahren alle Teile der Gesellschaft erfasste. Nicht aber in der Sowjetunion, wo Planwirtschaft, Bürokratie und Produktionsprobleme Innovation und Verbreitung erschwerten. Außerdem verhinderte die Qualität des Telefonsystems, dass es für die Datenkommunikation genutzt werden konnte.

Im Rahmen des Kalten Krieges erließen die Amerikaner Beschränkungen für die Technologien, die westliche Unternehmen an die Russen verkaufen durften. Obwohl die UdSSR bis Ende der 1960er Jahre im Wettlauf um die Raumfahrt führend war und eine führende Position bei Interkontinentalraketen einnahm, konnte sie mit der technologischen Entwicklung im Westen nicht mithalten. Auch bei der allgemeinen Einführung neuer Technologien in die Wirtschaft war sie nicht erfolgreich. Die Schwierigkeit lag nicht an mangelndem Wissen, sondern an den fehlgeschlagenen Versuchen, Qualität in der Massenproduktion zu erreichen. Die russische Führung glaubte das Gegenteil und beschloss Mitte der 1960er Jahre, ihre Forschungs- und Entwicklungsbemühungen einzustellen und stattdessen auf den Diebstahl und das Kopieren westlicher Technologie zu setzen.

Von 1965 bis 1985 versuchten die Russen, eine Piratenproduktion von CDC- und IBM-kompatiblen Mainframes aufzubauen und aufrechtzuerhalten. Im Jahre 1976 stahlen sie einen der ersten Cray-Supercomputer, der für den französischen Wetterdienst bestimmt war. In den frühen 1980er Jahren versuchten sie, einen VAX-Superminicomputer über Südafrika einzuschmuggeln. Während einige Diebstahlversuche erfolgreich waren und andere nicht, konnten die Russen keine ausreichende Qualität und Quantität bei der Herstellung der Raubkopien erreichen. Außerdem dauerte das Kopieren lange, und sie gerieten immer weiter ins Hintertreffen.

Um 1982 wurde die CIA auf die massiven KGB-Aktivitäten aufmerksam, an denen etwa 2.000 Agenten beteiligt waren, die darauf abzielten, westliche Technologie zu stehlen, um aufzuholen und gleichzeitig Kosten für die eigene Forschung und Entwicklung zu sparen. Als Reaktion darauf starteten die Amerikaner ein Programm, das die Russen dazu brachte, Informationen zu stehlen, die mit eingebauten Fehlern behaftet waren. Das Ergebnis war, dass die Produkte, die auf der Grundlage der gestohlenen Informationen entwickelt und in Produktion genommen wurden, nicht funktionierten oder sogar explodierten.

Mit der Zeit wurde die technologische Kluft zwischen den beiden Blöcken immer größer.

# Die Sowjetunion liegt in den Knien

[![](https://hpbech.com/wp-content/uploads/USSR.jpg)](https://hpbech.com/wp-content/uploads/USSR.jpg)In den frühen 1980er Jahren ging es der Sowjetunion nicht gut. Das Militär verschlang fast ein Viertel der Wirtschaft, und das Wachstum war zum Stillstand gekommen.

US-Präsident Ronald Reagan (1981-89) war davon überzeugt, dass er die kommunistische Wirtschaft in den Ruin treiben konnte. Einerseits konnte er sie durch das Wettrüsten dazu zwingen, ihre bereits extrem hohen Militärausgaben zu erhöhen, und andererseits konnte er sie durch Importbeschränkungen am Zugang zu moderner Technologie hindern. Sollte er Erfolg haben, müsste die UdSSR ihre Ambitionen aufgeben, den Kommunismus im Rest der Welt zu verbreiten.

Die osteuropäischen Vasallenstaaten, die mehrfach versucht hatten, sich von Moskau zu lösen, wurden 1980 mit der polnischen Solidarnosc-Initiative wiederbelebt. Ein Bündnis zwischen Reagan und dem neuen polnischen Papst Johannes Paul II. (1979-2005) sorgte dafür, dass die polnische Bevölkerung die Veränderungen unterstützte und Moskau nun zögerte, militärisch zu intervenieren.

Voice of America und Radio Free Europe erhielten in den 1980er Jahren höhere Budgets und spielten verstärkt Pop- und Rock ‘n’ Roll-Sendungen, die hinter dem Eisernen Vorhang sehr populär wurden. Die Versuche der Behörden, die Verbreitung westlicher Kultur zu bekämpfen, zeichneten nur ein deutlicheres innenpolitisches Bild von sinnlosen, unterdrückerischen und unmenschlichen Regimen.

Die massive Unterstützung der Amerikaner für die Mudschaheddin in Afghanistan trug dazu bei, dass die Bemühungen und die Präsenz der Russen dort schwierig und äußerst ressourcenintensiv waren. Gleichzeitig fiel es den Soldaten schwer, zu verstehen, wofür sie eigentlich kämpften.

# Der Wendepunkt

[![](https://hpbech.com/wp-content/uploads/Cherneko-Funeral.jpg)](https://hpbech.com/wp-content/uploads/Cherneko-Funeral.jpg)Tschernenkos Beerdigung. Gorbatschow blickt in die Kamera. Foto: Boris Yurchenko/AP

Im März 1985 empfahl das Politbüro Michail Gorbatschow als Nachfolger von Konstantin Tschernenko, der nach nur einem Jahr im Amt starb.

Zu diesem Zeitpunkt war die Sowjetunion zusehends am Auseinanderfallen.

Die Kombination aus den folgenden Faktoren:

- Ein Wirtschaftssystem von oben nach unten, das Initiative und Innovation unterdrückte und daher kein Wachstum, keine Qualität und nicht die Waren und Dienstleistungen hervorbringen konnte, die die Verbraucher verlangten (und die der Westen im Überfluss anbot)
- Eine schwerfällige und korrupte Bürokratie, die an sich schon teuer war, das Vertrauen der Bürger ineinander untergrub und zusammen mit einem politischen System, das die freie Meinungsäußerung unterdrückte und kritische Stimmen bestrafte, den Entscheidungsträgern die Probleme verschleierte
- Ein System, das auf einer politischen Philosophie mit Prinzipien und Versprechungen beruhte, die jetzt weit von der Realität entfernt waren
- Ein weltpolitischer Ehrgeiz, dessen Aufrechterhaltung einen enormen Ressourcenaufwand erforderte
- Ein teurer und gescheiterter Krieg in Afghanistan
- Sinkende Energiepreise

führte dazu, dass der gesamte Ostblock zum Stillstand kam und keine seiner Ambitionen verwirklichen konnte.

Im gleichen Zeitraum, 1918-1985, hat der Westen mit dem Kapitalismus und den liberalen Demokratien Gesellschaften hervorgebracht, die weitaus besser in der Lage waren, Wohlstand und Wohlfahrt auf breiter Basis zu gewährleisten. Trotz Zeiten von Krisen, Arbeitslosigkeit und zunehmender Ungleichheit erwiesen sich marktwirtschaftliche Demokratien, die sich auf private Eigentumsrechte, säkularen Humanismus und die Achtung der Menschenrechte stützen, dem sowjetischen Modell überlegen.

Gorbatschow war sich bewusst, dass etwas getan werden musste, und sein Ausgangspunkt war, dass das System repariert werden konnte und dass die Prinzipien einer sozialistischen Gesellschaft mit einer Planwirtschaft zum Funktionieren gebracht werden konnten. Zunächst einmal durch mehr Offenheit und Transparenz (Glasnost).

Längerfristig musste er den Kalten Krieg beenden. Es musste eine Entspannung geben, damit er die Militärausgaben reduzieren konnte. Außerdem brauchte er Zugang zu westlicher Technologie. Ohne sie konnte er die Wirtschaft nicht modernisieren. Die Strategie des Stehlens und Kopierens funktionierte nicht. Er brauchte eine Perestroika – eine Umstrukturierung.

# Entspannung

[![](https://hpbech.com/wp-content/uploads/Time-11-1985.jpeg)](https://hpbech.com/wp-content/uploads/Time-11-1985.jpeg)Das Cover des Time Magazine im November 1985

Anders als seine Vorgänger hatte Gorbatschow, wahrscheinlich durch die Umstände gezwungen, aber auch aus prinzipiellen Gründen, nicht den Ehrgeiz, das sowjetische Gesellschaftsmodell weltweit zu verbreiten. Er war auch nicht der Meinung, dass sozialistische Regime in anderen Teilen der Welt finanziell unterstützt werden sollten, und er glaubte auch nicht, dass die USA und der Westen im Allgemeinen eine militärische Bedrohung für sein Land und seine Union darstellten.

Der damalige US-Präsident Ronald Reagan startete im März 1983 die Strategische Verteidigungsinitiative (SDI, auch bekannt als Star Wars-Programm), die den USA einen vollständigen Schutz vor einem Atomangriff bieten sollte. Mit der Umsetzung von SDI würde die UdSSR ihre wichtigste militärisch-strategische Waffe (die Drohung mit dem Einsatz von Atomwaffen) verlieren, während die USA in allen anderen Bereichen ihren Vorsprung behalten würden. Die Russen hatten nicht die Ressourcen, um ein ähnliches Verteidigungssystem zu entwickeln, und waren auch nicht davon überzeugt, dass es ausschließlich der Verteidigung diente. Die Verwirklichung von SDI zu verhindern, wurde zu einer der obersten Prioritäten der Sowjetunion.

Bei Tschernenkos Beerdigung im März 1985 traf Gorbatschow (nur wenige Tage nach seiner Ernennung durch das Politbüro) mit Vizepräsident George W. Bush und Außenminister George Schultz zusammen. (Unmittelbar nach diesem Treffen kam Henrik Bertelsen ins Spiel.)

Im November 1985 trafen sich Gorbatschow und Reagan in Genf. Das Treffen verlief gut, und die Partner kamen überein, einen Abrüstungsprozess in Bezug auf Atomwaffen einzuleiten. Aber konnten sie einander wirklich vertrauen, und würden sich ihre Nachfolger an die Vereinbarungen halten?

Am 15. Januar 1986 stellte Gorbatschow einen Plan für die Abschaffung der Atomwaffen bis zum Ende des 20. Jahrhunderts vor, mit einer Reduzierung um 50% innerhalb der ersten 5 bis 8 Jahre. Damit erfüllte er eine Forderung von Ronald Reagan.

# Tschernobyl

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)Die Stadt Pripyat lag nur wenige Kilometer vom Kernkraftwerk Tschernobyl in der Ukraine entfernt.

Als Gorbatschow am 25. April 1986 in die Krise um die Kernschmelze des Reaktors in Tschernobyl verwickelt wurde, wurde ihm klar, wie marode das sowjetische System geworden war. Er erkannte, dass die Reformen noch umfassender und schneller durchgeführt werden mussten, als er es sich ursprünglich vorgestellt hatte. Aber wie sollten sie aussehen, würde der Machtapparat kooperieren, und konnte es gelingen, einen humanen und gut funktionierenden Sozialismus zu schaffen?

Er glaubte es.

Während Gorbatschow erfolgreich mit den Prinzipien eines Gemeinschaftsmodells brach, das nicht funktionierte, scheiterte er an dessen Ersatz durch ein funktionierendes. Ende der 1980er Jahre wurde ihm klar, dass die Rettung der Sowjetunion die Einführung der Marktwirtschaft erforderte. Der Übergang war Neuland, und es wurden viele Fehler gemacht. Er bat ständig um finanzielle Hilfe aus dem Westen, um die Umstrukturierung der Wirtschaft abzuschließen und Marktprinzipien und Privateigentum einzuführen, erhielt aber nur ermutigende Worte zurück.

Reagans Strategie war erfolgreich, aber er hatte keinen Plan, wie es weitergehen sollte. Wenn man eine Gesellschaft in die Knie zwingt, sollte man dann nicht auch einen Plan haben, wie man ihr wieder auf die Beine hilft? Ist es nicht ein wenig riskant, 300 Millionen Menschen ihrem Schicksal zu überlassen und zu erwarten, dass sie ohne demokratische Institutionen und Traditionen ein friedliches und gerechtes Regime schaffen werden? Weder Ronald Reagan noch sein Nachfolger George H. W. Bush hat verstanden, was vor sich ging, und Hilfe angeboten, und vielleicht erleben wir heute die Folgen davon?

**Categories:** Blog, Book reviews, Society, Globalisation

**Tags:** fixion_en

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### [Wer ist Henrik Bertelsen?](https://hpbech.com/who-is-henrik-bertelsen/)

**Published:** December 21, 2024
**Author:** Hans Peter Bech

**Content:**

Hören Sie sich den Artikel an.

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Er ist die Hauptfigur in meiner neuen Romanserie, *Die Saga von Henrik Bertelsen.*

Er wurde am 4. Juli 1951 auf Amager (einer Insel in Kopenhagen) geboren und ist der jüngste von vier Jungen. 1954 zog die Familie nach Aalborg im nördlichen Teil Jütlands, wo er aufwuchs, ein Teenager wurde, einen Job hatte, zur Schule ging, Fußball spielte, Gitarre lernte, auf Partys ging und seinen Abschluss machte. Nach einem Jahr an der Universität Aarhus zog er nach Kopenhagen, wo er 1977 seinen Abschluss als cand.polit. machte.

Als wir ihn in Band 1, [*Tumult in Mekka,*](https://hpbech.com/books/tumult-in-mecca/) zum ersten Mal treffen, ist Henrik Beamter im Arbeitsministerium mit einem Teilzeitjob als Lehrassistent an der Universität Kopenhagen. Es geht ihm gut und er hat eine Karriere in der öffentlichen Verwaltung fest im Blick. Aber dazu wird es nicht kommen.

# Trauma- und schmerzfreie Literatur

Im Gegensatz zu vielen anderen literarischen Figuren ist Henrik nicht von einer traumatischen und schmerzhaften Kindheit geprägt. Ganz im Gegenteil. Er hatte liebevolle, fürsorgliche und aufgeschlossene Eltern. Während seiner Teenagerzeit, die mit der Jugendrebellion der späten 1960er Jahre zusammenfiel, wurde die Beziehung zu seinen Eltern auf die Probe gestellt, aber die Harmonie wurde wiederhergestellt, als er im Alter von 19 Jahren von zu Hause auszog. Auch die Beziehungen zu und zwischen seinen Brüdern sind gut und insgesamt sind die Familie und die Freunde frei von größeren Konflikten und Traumata. [![](https://hpbech.com/wp-content/uploads//MU-TIM_on_table_square_S-400x400.png)](https://hpbech.com/wp-content/uploads//MU-TIM_on_table_square_S-400x400.png)

Nach einem hektischen Junggesellendasein lernte der junge Bertelsen 1973 die Engländerin Samantha kennen, und 1975 heirateten sie im Kopenhagener Rathaus. Gemeinsam beschließen sie, eine Wohngemeinschaft zu gründen, und im Juli 1979 ziehen sie in ihr kleines Reihenhaus in der Wohngemeinschaft Leerbjerg Lod in Ny Hammersholt südlich von Hillerød, nördlich von Kopenhagen. Im November des folgenden Jahres reisen sie nach Indonesien, um ihr erstes Kind, einen Jungen, zu adoptieren, und 1985 adoptieren sie ihr zweites Kind, ein Mädchen, aus Korea.

Am Ende des ersten Bandes kündigt Henrik seine guten Jobs in der staatlichen Verwaltung und an der Universität, um als Verkäufer für eine große amerikanische Computerfirma zu arbeiten. Höhere Bezahlung und weniger Arbeitsstunden haben ihn zu diesem Wechsel verleitet. Was er nicht ahnte, war, dass er in einer Branche landen würde, die in den folgenden Jahren enorme Veränderungen erfahren sollte. Veränderungen, die ihm parallel zu gesellschaftlichen Entwicklungen und weltpolitischen Verschiebungen den Boden unter den Füßen wegziehen und ihn mit neuen Abenteuern locken.

In den acht Bänden, die ich bisher für die Serie über das Leben und die Zeit von Henrik Bertelsen geplant habe, werden die Dinge nie so laufen, wie er sie plant. Irgendetwas kommt ihm immer in die Quere. Manchmal ändern sich die Pläne auf seine Initiative hin, aber oft tun es andere oder die Umstände für ihn. Sein Appetit auf Abenteuer und Abwechslung bringt ihn immer wieder in Konflikte und Dilemmas, aus denen er nicht so leicht wieder herauskommt.

In der Chronik von Henrik Bertelsen geht es nicht um tiefen menschlichen Schmerz und große Tragödien. Es geht darum, wie die Suche nach dem guten Leben in einer sich ständig verändernden Welt aussehen kann und wie Mut und Glück der Rettungsanker sein können, wenn es am düstersten aussieht. Vielleicht steckt auch eine gute Dosis stoischer Philosophie in der Handlung. Was auch immer die Ursache für die Probleme ist, in die Henrik ständig gerät, übernimmt er immer die Verantwortung.

> “Was hätte ich anders machen können?” fragt er sich. “Was kann ich lernen?” fügt er hinzu.

# In Dänemark wurde ich geboren …

[![Kopenhagen - Nyhavn](https://hpbech.com/wp-content/uploads/Danmark.jpg)](https://hpbech.com/wp-content/uploads/Danmark.jpg) Obwohl die Handlung der *Henrik-Bertelsen-Saga* in die ganze Welt führt, ist Dänemark der Ausgangspunkt. Hier ist er aufgewachsen, hier wurden seine Werte und seine Lebensauffassung geprägt. Als erster Akademiker in seiner Familie führt er seinen Erfolg nicht auf sich selbst zurück.

> “Ich stehe auf den Schultern anderer”, ist einer seiner Lieblingssprüche. “Ich bin nicht besser oder klüger als andere”, sagt er, “aber ich wurde an einem glücklichen Ort und zu einer glücklichen Zeit geboren. Ich begann mein Leben mit Sonnenschein und Rückenwind, und wenn es stürmte, standen Gummistiefel bereit, und ein Regenmantel lag auf der Kommode. Selbst in den schlimmsten Zeiten habe ich nicht das Gefühl, dass das Leben und Wohlergehen meiner Familie bedroht ist”.

Dank der Sicherheit, die das dänische Sozialmodell bietet, kann sich Henrik kopfüber in waghalsige geschäftliche Abenteuer stürzen, ohne groß darüber nachzudenken, dass etwas schiefgehen könnte. Und meistens geht es auch schief. Keiner der Pläne geht auf. Aber das macht nichts, denn es ergeben sich immer neue Möglichkeiten. Manchmal muss er sie nur erst suchen.

# Überblick über den Inhalt der Serie

In ***[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/)*** befinden wir uns im Jahr 1979. Henrik, 28 Jahre alt, hat einen guten Job als Wirtschaftswissenschaftler im Arbeitsministerium. Zweimal pro Woche unterrichtet er an der Universität Kopenhagen Wirtschaftswissenschaften.
Zusammen mit seiner englischen Frau Sammy baut er eine Wohngemeinschaft in Nordseeland auf, während sie sich außerdem darauf vorbereiten, ein Kind aus Indonesien zu adoptieren. Aus heiterem Himmel wird er eingeladen, an einem Geschäftsprojekt zur Renovierung und Verwaltung von Krankenhausküchen in Taif, östlich von Mekka, teilzunehmen. Die Arbeit an einem Wirtschaftsprojekt im Nahen Osten unterscheidet sich sehr von seinem Job als Beamter, aber sie gefällt ihm. So sehr, dass er am Ende des ersten Buches ein Jobangebot der Control Data Corporation, einer großen und erfolgreichen amerikanischen Computerfirma, annimmt.

[![Angetrieben von Dollars in der U-Bahn](https://hpbech.com/wp-content/uploads//3D_-_FUM_in_the_subway_JG-tall-185x400.png)](https://hpbech.com/wp-content/uploads//3D_-_FUM_in_the_subway_JG-tall-185x400.png)Buch 2, ***Von Dollars getrieben*** (Arbeitstitel für die Jahre 1980 bis 1986) handelt von Henriks Aufstieg vom Verkaufstrainee zum Verkaufsleiter in einer sich rasch verändernden Branche.

Sein Appetit auf internationale Abenteuer führt ihn in die Sowjetunion, als Michail Gorbatschow gerade Glasnost und Perestroika einführt und Ronald Reagan das Rezept findet, um die kommunistischen Ambitionen für eine globale ideologische Expansion zu zähmen. Ein intensives Reiseprogramm kollidiert mit der Möglichkeit, mit seiner neuen Rockband zu spielen, wovon er seit seiner Teenagerzeit träumt, und der Adoption eines zweiten Kindes. Diesmal ein kleines Mädchen aus Korea. Er muss einen Weg finden, sein Familienleben, seine musikalischen Ambitionen und seinen Appetit auf geschäftliche Herausforderungen unter einen Hut zu bringen.

In Buch 3, ***Von Grund auf neu*** (Arbeitstitel für die Jahre 1986 bis 1989) verlässt Henrik eine vielversprechende Karriere in einem großen amerikanischen Unternehmen und nimmt stattdessen ein Angebot eines neu gegründeten dänischen Unternehmens an.

Auch Samantha will Karriere machen, so dass Henrik seinen Teil zur Betreuung der beiden kleinen Kinder der Familie beitragen muss. Neben einer zunehmenden Anzahl von Auftritten mit seiner Rockband ist Henrik nun auch für den Umsatz des neu gegründeten Unternehmens verantwortlich. Nachdem er den kleinen dänischen Markt in den Griff bekommen hat, macht er sich daran, die internationalen Märkte zu erschließen. Die Dinge laufen wirklich gut für Henrik, bis externe Investoren, die zur Verstärkung der internationalen Expansion hinzugezogen wurden, plötzlich beginnen, das Management und die Kultur des Unternehmens zu verändern. Henrik läuft weg, bekommt einen Job bei einem anderen Start-up-Unternehmen, nur um festzustellen, dass dessen Produkt nicht marktreif ist. Je mehr er verkauft, desto mehr Probleme tauchen auf. Was kommt als Nächstes?

In Buch 4, ***Eitelkeitsgipfel*** (Arbeitstitel für die Jahre 1989 bis 1997) wird Henrik Bertelsen von einem Headhunter gelockt, der einen Ländermanager für die Tochtergesellschaft eines kleinen und etwas angeschlagenen amerikanischen Computerunternehmens sucht.

Geblendet von dem Titel und einem attraktiven Gehaltspaket mit Aktienoptionen, bricht er sein Versprechen, nie wieder für ein amerikanisches Unternehmen zu arbeiten. Aufgrund von Umständen, die sich seiner Kontrolle entziehen, übertrifft sein Tochterunternehmen jedoch seine Budgets und leistet besser als seine Kollegen in den Schwesterunternehmen. Er wird als Held gefeiert und mit Boni und Aktienoptionen überschüttet. Als ihn die Realität einholt und er für ein konservatives Budget kämpfen muss, hört ihm niemand zu. Zum ersten Mal in seiner Karriere wird er gefeuert.

In Band 5, ***Mit starkem Rückenwind*** (Arbeitstitel für die Jahre 1997 bis 2001) bekommt Henrik einen Job in einem sehr erfolgreichen Softwareunternehmen und zieht nach Deutschland, um das Geschäft in den deutschsprachigen Ländern aufzubauen und zu führen.

Es ist 1997, und die Kunden ersetzen ihre alte Software, um das Jahrtausendrisiko zu vermeiden. Bei der Vorbereitung auf einen Börsengang muss das Unternehmen im Ausland hohe Wachstumsraten vorweisen, und Henrik wird gebeten, einen aggressiven Marketingplan zu erstellen und umzusetzen. Während er damit beschäftigt ist, sein Budget einzuhalten, kämpft die Familie damit, sich an ihre neue Umgebung in Süddeutschland anzupassen. Er schafft es, die Bedürfnisse der Familie und die Erwartungen des Unternehmens unter einen Hut zu bringen, als eine Fusion plötzlich alle seine Pläne und Ambitionen durchkreuzt.

In Buch 6, ***Nur auf Leihbasis*** (Arbeitstitel für dire Jahre 2001 bis 2004), wird Henrik Bertelsen erneut gefeuert, kehrt nach Dänemark zurück und beschließt, sein eigenes Unternehmen zu gründen.

Keine Firmenpolitik und keine Überraschungen mehr. Aber welche Art von Unternehmen soll er gründen? Während er über seine Optionen nachdenkt, bieten ihm Headhunter neue Möglichkeiten an, aber er lehnt ab. Er hat den Appetit auf monogame Arbeitsbeziehungen verloren. Als ein neu gegründetes Unternehmen ihm den Job des Geschäftsführers zu Beraterbedingungen anbietet, sagt er zu. Aber Unternehmertum ist riskant und ohne Sicherheitsnetz, und zum ersten Mal in seinem Leben muss er ein Unternehmen in den Konkurs führen.

In Band sieben, ***Auf eigene Faust*** (Arbeitstitel für die Jahre 2004 bis 2013), gelingt es Henrik schließlich, sich von seiner monogamen Arbeitsbeziehung zu lösen und ein Beratungsunternehmen zu gründen.

Obwohl das Geschäft wächst, wird ihm schnell klar, dass er sich vom Verkauf von Stunden lösen muss. Das Einkommen zu erhöhen, indem man einfach mehr Stunden arbeitet, scheint nicht attraktiv zu sein. Er möchte lieber mehr Zeit mit seiner Familie und seinen Freunden verbringen und sich seinen Hobbys widmen. Die Idee, ein Beratungsunternehmen mit gleichberechtigten Partnern zu Franchise-Bedingungen aufzubauen, gewinnt etwas an Schwung, wird aber seinen Ambitionen nicht gerecht. Er muss andere Wege finden.

In Buch 8, ***Unabhängigkeit*** (Arbeitstitel für die Jahre 2013 bis heute) beginnt Henrik zu bloggen und Anleitungsbücher über internationale Geschäftsentwicklung zu schreiben.

Das ist sein Kernfachgebiet. Das vierte Buch wird ein internationaler Bestseller, und sein Telefon klingelt immer öfter. Er möchte mehr Zeit mit dem Schreiben von Büchern verbringen und sich vor allem einen alten Traum erfüllen: Belletristik zu schreiben. Erneut überarbeitet er sein Geschäftsmodell und schafft es, die Zeit und das Geld aufzubringen, um seinen ersten Roman zu schreiben, dem er den Titel ***Tumult in Mekka*** gibt.

# Autobiographie?

Nein, ist es nicht! Aber über etwas zu schreiben, mit dem Sie bereits vertraut sind, ist der Schlupfweg des faulen Schriftstellers zu einer guten Geschichte. Natürlich habe ich aus meiner eigenen Welt und meinen eigenen Erfahrungen geschöpft. Inspiriert von Forrest Gump taucht in den Büchern eine Reihe von realen Personen und Institutionen auf. Sie werden jedoch so historisch genau wie möglich beschrieben. Technisch gesehen handelt es sich um ein Genre, das als Autofiktion bezeichnet wird, und in dem Realität und Fantasie so vermischt werden, dass die Unterscheidung dem Leser schwerfallen kann. Ich rate dem Leser, alles als Fantasie zu betrachten. Mein Ziel ist es, beim Leser den Eindruck zu erwecken, dass es in der Realität passiert sein könnte.

“Basierend auf einer wahren Geschichte”, sagt man in Hollywood.

# Und warum?

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)Warum in aller Welt habe ich mir vorgenommen, acht Romane zu schreiben?

Weil ich es will, und weil ich so viel zu erzählen habe. So einfach ist das.

Das Buch als Medium, in dem ich die volle Aufmerksamkeit des Lesers habe, und in dem sich die Geschichte über ein paar hundert Seiten entfalten kann, ist das perfekte Medium für das, was ich erzählen möchte.

**Categories:** Book reviews, Society, Globalisation, Politics

**Tags:** The Henrik Bertelsen Saga, fixion_en

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### [Das Schreiben und die Veröffentlichung eines Buches sind zwei völlig unterschiedliche Disziplinen](https://hpbech.com/de/das-schreiben-und-die-veroeffentlichung-eines-buches-sind-zwei-voellig-unterschiedliche-disziplinen/)

**Published:** December 22, 2024
**Author:** Hans Peter Bech

**Excerpt:** Die große Frage ist, ob man als Autor den Wunsch und den Mut hat, sich mit den vielen verschiedenen Disziplinen vertraut zu machen, die ein komplettes Buchprojekt erfordert.

**Content:**

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In diesem [Interview mit Bogmarkedet](https://bogmarkedet.dk/hans-peter-bech-det-at-skrive-og-udgive-en-bog-er-to-helt-forskellige-discipliner/) erkläre ich meine Haltung zum Schreiben und Veröffentlichen von Büchern, die kommerzielle Ambitionen haben. Ich nenne sie zwei verschiedene Disziplinen, aber in Wirklichkeit sind es wahrscheinlich viel mehr.

Wie ein Triathlon. Oder vielleicht ein Zehnkampf. Wenn Sie sowohl Schriftsteller als auch Verleger sein wollen, müssen Sie in einer Vielzahl von Aufgaben gut sein.

## **Bootstrapping oder Anschubfinanzierung**

 [![](https://hpbech.com/wp-content/uploads/Thinking.png)](https://hpbech.com/wp-content/uploads/Thinking.png)Lassen Sie mich mit einer Analogie beginnen.

Wenn Sie ein Unternehmen gründen, können Sie zwei Wege gehen.

Entweder Sie machen sich selbstständig, gewinnen Kunden und erwirtschaften mit Ihrem Unternehmen Gewinne, damit Sie Ihre Familie ernähren und Ihre Rechnungen bezahlen können. Dieser Ansatz wird **Bootstrapping** genannt.

Oder Sie beschreiben Ihre Geschäftsidee und machen sich auf die Suche nach Investoren, die Geld in Ihr Unternehmen stecken, Ihre Familie unterstützen und Ihre Rechnungen bezahlen, bis es genug verdient. Dieser Ansatz wird als **Startfinanzierung** bezeichnet.

Wenn Sie sich entscheiden, Ihr Unternehmen zu vergrößern, können Sie entweder den Weg des Bootstrapping weitergehen oder zu einer Risikofinanzierung wechseln. Das Gleiche gilt für ein Unternehmen, das in der Startphase finanziert wird. Es kann sich entscheiden, das Wachstum selbst zu finanzieren oder mehr Fremdkapital zu suchen.

Es mag so klingen, als hätten Sie die freie Wahl zwischen Bootstrapping und Finanzierung, aber das ist nicht der Fall.

Die große Mehrheit der Unternehmen bootstrappt aus zwei Gründen:

1. Sie brauchen keine externe Finanzierung oder wollen sie aus anderen Gründen nicht. (Diese Gruppe umfasst wahrscheinlich 80-90% aller Startups.)
2. Sie können keinen Investor finden und müssen ohne auskommen.
 
 [![](https://hpbech.com/wp-content/uploads/money-small.png)](https://hpbech.com/wp-content/uploads/money-small.png)Es ist schwierig, Investoren zu finden und zu überzeugen, Geld in ein Projekt zu stecken, das noch keine Ergebnisse gezeigt hat. Von den Unternehmen, die diesen Weg gehen, gelingt es weniger als 10%, eine Finanzierung zu finden. Investoren, die in Start-ups investieren, sagen zu weit mehr Menschen Nein als Ja. Vielleicht 50-100 Nein auf jedes Ja.

Nein zu sagen, bedeutet nicht unbedingt, dass die Idee schlecht ist. Viele Investoren sind auf bestimmte Branchen oder Technologien spezialisiert und lehnen alles ab, was nicht dazu gehört. Es könnte auch daran liegen, dass der Investor derzeit mit seinen anderen Investitionen alle Hände voll zu tun hat und keine neuen Beteiligungen eingeht. Oder die Idee ist unvollständig beschrieben und präsentiert.

Wenn der Prospekt es bis zur Evaluierung schafft, kann eine Ablehnung darauf zurückzuführen sein, dass die Idee kein ausreichendes Wachstumspotenzial hat, dass der Investor nicht glaubt, dass das dahinter stehende Team der Aufgabe gewachsen ist, oder dass man sich nicht auf die kommerziellen Bedingungen einigen kann.

Die obige Analogie erklärt, warum die meisten Erstautoren von den Verlagen, an die sie sich wenden, abgelehnt werden. Ich weiß nicht, wie viel Prozent aller Autoren versuchen, einen Verlag zur Veröffentlichung ihres Werks zu bewegen, aber ich vermute, dass es immer weniger werden. Ich schätze, dass die überwiegende Mehrheit der Bücher heute außerhalb der traditionellen Verlagshäuser veröffentlicht wird. Entweder veröffentlichen die Autoren mit ihrem eigenen Verlag oder sie entscheiden sich für eine Co-Finanzierung durch einen Mitherausgeber.

## **Sachbuch oder Belletristik**

Aus der Ferne betrachtet gibt es keinen großen Unterschied zwischen der Veröffentlichung von Sachbüchern und Belletristik. Ein Manuskript muss geschrieben, redigiert, korrigiert, umgesetzt, gedruckt, zu einem E-Book zusammengestellt und als Hörbuch aufgenommen werden. Es muss ein Cover entworfen und eine Markteinführung vorbereitet werden, und das Buch muss auf den Kanälen und Plattformen erhältlich sein, auf denen die Leser es normalerweise kaufen. In diesen Bereichen gibt es keinen Unterschied zwischen den beiden Arten von Literatur.

 [![](https://hpbech.com/wp-content/uploads//Inbound_outbound_ver3-1024x550.png)](https://hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Der entscheidende Unterschied liegt auf der Marketingseite. Es ist in der Regel viel einfacher, die Zielgruppe eines Sachbuchs zu identifizieren und die Wertbotschaft kurz zu formulieren. Der Grund, warum ich im vorigen Satz einen kleinen Vorbehalt habe, ist, dass es auch Sachbücher gibt, bei denen die Zielgruppe nicht so leicht zu erkennen ist. Kochbücher und Selbsthilfebücher zum Beispiel.

Je einfacher es ist, das Zielpublikum anhand demografischer Kriterien zu identifizieren, desto einfacher ist es, das Buch [bekannt zu machen](https://www.hpbech.dk/2019/12/24/jeg-har-naet-linkedins-graense-pa-30-000-connections-hvad-nu/).

## **Ein Mythos – und dann doch nicht – Teil 1**

Veröffentlichen Autoren ihre Bücher im Selbstverlag, weil sie keinen Verleger dafür gewinnen können?

Ja, natürlich. Es ist nicht der einzige Grund, aber definitiv einer davon.

 [![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)Den ersten Entwurf des Buchmanuskripts [*Fra Damgaard til Microsoft*](https://hpbech.com/de/buecher/) habe ich an Gyldendal und People’s geschickt, und beide haben abgelehnt.

Ich hatte auf ein Ja gehofft, weil ich es auf diese Weise versuchen wollte, ein Buch zu veröffentlichen. Und weil ich dachte, dass das Projekt dadurch ein wenig Sternenstaub bekommen würde. Es war mein erstes Buch auf Dänisch, und Dänemark ist ein sehr kleiner Buchmarkt. Ich war mit einem neuen Buch neu auf einem neuen Markt und konnte ein wenig Rückenwind gebrauchen. Aus verlegerischer Sicht war es ein sehr riskantes Projekt. Ich war daher bereit für ein Joint Venture mit dem Verlag, aber das kam nicht in Frage.

Also habe ich meine Autorenmütze abgelegt, meine Verlegermütze aufgesetzt und es in meinem eigenen Verlag veröffentlicht.

Warum habe ich nicht mehr Verleger gefragt?

Weil es Zeit braucht und weil ich die (vielleicht unbegründete) Angst hatte, dass sie sich zu sehr in mein Projekt einmischen würden. Vom Temperament her gehöre ich wahrscheinlich zu den Menschen, die es vorziehen, zu bootstrappen.

Ich hatte nicht vor, einen spekulativen Bestseller zu schreiben, der mit pikanten Geschichten über das Privatleben der Protagonisten gewürzt ist. Mein Projekt war es, die Geschichte eines Unternehmens von der Wiege bis zur Bahre zu erzählen, mit all den Details, die oft übergangen werden, die aber in der Summe einen großen Unterschied machen. Es gibt keinen großen Markt für ein Buch wie dieses, also habe ich nicht erwartet, dass die Rechner der Verlage schwarze Zahlen anzeigen.

Wenn Sie einen Bestseller in diesem Genre schreiben wollen, sollte er das Rezept enthalten, wie man schnell reich wird. Ohne ins Schwitzen zu kommen. Von einem Autor, der reich geworden ist, und vorzugsweise in Eile. Das Buch wird sich gut verkaufen, aber keiner der Leser wird schnell reich werden. Nur der Autor.

Nun, zurück zu dem Buch über Damgaard, wo ich Recht hatte.

Es hat sich bisher 3.000 Mal verkauft, was meine direkten Kosten gut gedeckt hat, aber gar nicht die Zeit, die ich in das Projekt investiert hatte. Ein Verlag kann kein Geld mit einem Buch verdienen, das sich nur 3.000 Mal verkauft.

Wie habe ich eine finanzielle Entschädigung für die Zeit erhalten, die ich für das Projekt aufgewendet habe?

Indem ich Vorträge hielt, Workshops abhielt und Beratungsdienste an Unternehmen verkaufte, die von den Erkenntnissen des Buchautors profitieren wollten.

Diese Art von Einnahmen stehen dem Verlag nicht zu und können daher nicht in ihre Berechnung einbezogen werden. Aber sie konnten in meiner Berechnung berücksichtigt werden.

## **Ein Mythos – und dann doch nicht – Teil 2**

Veröffentlichen Autoren ihre Bücher im Selbstverlag, weil ihre Manuskripte oder Ideen nicht gut genug sind?

Ja, natürlich. Es ist nicht der einzige Grund, aber definitiv einer davon.

Aber wann ist ein Drehbuch oder eine Idee gut oder schlecht?

Bevor ich diese Frage beantworte, möchte ich Ihnen ein paar grundlegende Dinge erläutern.

Ein Verlag ist ein Unternehmen, das seine Mitarbeiter und Eigentümer mit den Einnahmen aus den von ihm veröffentlichten Büchern bezahlen muss. Dabei spielt es keine Rolle, ob der Verlag die Bücher der Eigentümer oder die eines anderen verlegt. Wenn Sie als Autor Ihre Bücher im Selbstverlag veröffentlichen und nicht genug Einkommen erzielen können, um davon leben zu können, müssen Sie entweder auf Ihr Vermögen zurückgreifen oder andere Einkommensquellen erschließen.

Bevor ich Romanautor wurde, war ich Berater und Sachbuchautor (bin ich immer noch).

 [![](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)](https://hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1.png)Obwohl ich über 30.000 Exemplare meines Buches verkauft habe, *[Building Successful Partner Channels ](https://www.hpbech.dk/foredrag/building-successful-partner-channels/)*sind die Tantiemen nur ein Tropfen auf dem heißen Stein im Vergleich zu den Rechnungen, die ich für die Beratungsleistungen schreiben konnte, die das Buch erbracht hat und weiterhin erbringt.

Bei Sachbüchern, die dem Leser Anregungen zur Lösung eines kritischen Problems geben (z.B. wie man Vertriebspartner anwirbt und sie dazu bringt, mehr von Ihrem Produkt zu verkaufen), ist die literarische Qualität des Manuskripts nicht entscheidend. Ich würde sogar behaupten (und viele Leser bestätigen dies), dass die einfache Sprache des Buches, die leichte Lesbarkeit, die geringe Seitenzahl (222 Seiten) und die sehr prägnanten Empfehlungen zu seiner Beliebtheit beigetragen haben.

Wäre ich in der Lage gewesen, einen Verlag zu finden, der es veröffentlicht hätte?

Nein, das glaube ich nicht. Mit dem Buch war ich ein neuer Autor, in einem neuen Markt mit einem neuen Buch. Für ein sehr schmales Segment. Ein riskantes Projekt.

Aber wofür sollte ich einen Verleger brauchen?

Den Lesern war es egal, welcher Verlag das Buch veröffentlichte, und ich brauchte keine Mitfinanzierung. Ich kannte das Zielpublikum und konnte es über LinkedIn erreichen. Ich habe keine Zeit damit verbracht, Verlagen hinterherzujagen, sondern habe meinen eigenen gegründet und es dort veröffentlicht.

Bei belletristischen Büchern besteht der erste Schritt darin, nach einschlägigen Verlagen zu suchen. Das heißt, solche, die sich auf die betreffende Art von Literatur spezialisiert haben. Außerdem müssen Sie einen Verlag zu einem Zeitpunkt finden, zu dem dieser noch Kapazitäten hat. Und schließlich muss die Idee oder das Manuskript eine ausreichend große Zielgruppe ansprechen. Erst dann ist es wichtig, dass das Manuskript eine gewisse literarische Qualität aufweist.

## Autoren und Verleger teilen sich die erste Silbe

Aber das ist so ziemlich das einzige, was sie gemeinsam haben. Autoren schreiben Bücher. Verleger kaufen die Rechte und veröffentlichen sie.

[Das Schreiben eines Buches](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/) ist ein riesiges Projekt. Es verschlingt den Autor über einen langen Zeitraum. Redakteure, Korrekturleser und ein oder mehrere Grafikdesigner werden benötigt, um ein solides Endmanuskript zu gewährleisten. Vielleicht auch eine Gruppe von Testlesern.

Sobald das endgültige Manuskript vorliegt, ist es dank technologischer Entwicklungen ganz einfach, es in ein gedrucktes Buch und ein E-Book [umzuwandeln](https://www.hpbech.dk/2023/04/25/udgivelsesprocessen/). Die Produktion des [Hörbuchs](https://www.hpbech.dk/2023/07/18/lydbogen-1/) ist technisch etwas komplizierter, aber doch zu verkraften.

Die große Frage ist, ob Sie als Autor den Wunsch und den Mut haben, sich mit den vielen verschiedenen Disziplinen vertraut zu machen, die ein komplettes Buchprojekt erfordert. Wenn nicht, ist es wahrscheinlich besser, einen traditionellen Verlag oder einen Mitherausgeber zu finden. Letzteres ist bei weitem das Einfachste und Schnellste.

Wenn Sie den Mut haben, als Verleger für Ihre eigenen Bücher (und später vielleicht auch für die anderer) aufzutreten, können Sie die Lücken in Ihren Fähigkeiten mit externer Hilfe füllen. [Bogbrancheguiden](https://bogbrancheguiden.dk) ist in Dänemark die geeignete Anlaufstelle dafür.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** fixion_en, Publishing

---

### [Ein Roman wird geboren](https://hpbech.com/a-novel-is-born/)

**Published:** October 24, 2025
**Author:** Hans Peter Bech

**Excerpt:** In einem Wirtschaftsroman ist das Arbeitsleben des Protagonisten die Haupthandlung. Alles andere ist auch Teil der Geschichte, aber es ist die geschäftliche Seite, die die Handlung vorantreibt.

**Content:**



---

[![](https://hpbech.com/wp-content/uploads/Guitarjagt3-267x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt3-267x400.png)Dir geht eine Geschichte nicht mehr aus dem Kopf. Sogar eine aus dem wahren Leben. Dann teilst du Ausschnitte davon mit deinen Lieben.

> „Du musst diese Geschichte aufschreiben und veröffentlichen“, sagen alle.

Das würde ich gerne, aber ist es nicht nur eine von tausenden anderen tollen Geschichten da draußen? Hat sie eine tiefere Bedeutung und lohnt es sich wirklich, sie mit jemandem zu teilen, den man gar nicht kennt?

Ich habe mich viele Jahre lang mit solchen und ähnlichen Fragen herumgeschlagen.

Und haben dann stattdessen [Sachbücher](https://tbkconsult.com/publishing/) geschrieben. Auf Englisch. Ich hatte viel[ Erfolg](https://www.hpbech.dk/2020/10/06/sadan-laver-du-internationale-bestsellere/) und mein kleines Beratungsunternehmen florierte prächtig damit.

Und die Geschichte plätscherte weiter vor sich hin. In meinem Kopf.

[(Klicken Sie hier](https://hpbech.com/da/min-opskrift-paa-internationale-bestsellere/), wenn Sie mehr darüber lesen möchten, wir meine Sachbücher entstanden sind.)

## Berufliche Biografien

Ich bin von der Realität fasziniert. Es zeigt sich sich immer wieder, dass sie die Fantasie in allen Belangen übertrifft. Brutal. Wunderschön. Ergreifend. Traurig. Fröhlich. Unberechenbar. Menschlich. Unmenschlich.

[![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1-267x400.png)](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1-267x400.png)

 Als ich die Anfrage erhielt, eine Unternehmensbiographie über das IT-Unternehmen Damgaard Data zu schreiben, habe ich sofort zugesagt. Das Ziel war, die Geschichte dieser Zeit, der Branche und des gesamten Business zu erzählen und die Figuren in den Hintergrund treten zu lassen. Das war ein Balanceakt, denn es sind ja Menschen, die ein Unternehmen führen.

Wenn man es jedoch aus der Vogelperspektive betrachten, sieht man, dass auch diese Menschen der Spielball von etwas Größerem sind. Etwas, das sie nicht kommen sehen und das sie nicht beeinflussen können. Mächtige Wellen, auf denen sie anmutig surfen oder von ihnen niedergerissen werden.

Dies gilt insbesondere für die globale IT-Branche, in der die technologische Entwicklung in nur wenigen Jahren die Grundmauern selbst großer und gut etablierter Unternehmen zum Wanken bringen und Platz für ganz neue Unternehmen schaffen kann.

Geht es also den Guten gut? Oder sind es die Glücklichen? Oder ist es eine Mischung aus beidem? Und in welchem Mischungsverhältnis?

Ich habe keine Antwort darauf, aber die Unternehmensbiographie [5,460 Miles from Silicon Valley](https://hpbech.com/de/keynotes/5460-miles-from-silicon-valley/) deutet darauf hin, dass es vor allem das Letztere ist, eine Mischung aus beidem. Vielleicht mit der Tendenz, dass das Glück immer das Können übertrumpft. Doppeltes Glück ist natürlich das Größte. Mit ein wenig Geschick und Fleiß kann man Freude in allem finden.

Bis heute wurden mehr als 3.000 Damgaard-Bücher verkauft und jede Woche bestellen Buchhandlungen weitere Exemplare. Anscheinend bin ich nicht der Einzige, der die Realität faszinierend findet.

## Autofiktion und Wirtschaftsromane

In der Zwischenzeit wurde die Geschichte in meinem Kopf immer größer und größer. Wie eine Art von Schwangerschaft. Irgendwann gibt es kein Zurück mehr und man will das Baby auch bekommen. Auch wenn es schmerzhaft und anstrengend ist und man weiß, dass man vielleicht die einzige Person auf der Welt ist, die es lieben wird.

Und jetzt ist es da. Fast.

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)

 Die Manuskriptversion M2 wurde soeben an den Herausgeber geschickt. Bereit, auseinandergenommen zu werden. Damit muss ich rechnen. Das ist die Aufgabe meines Lektors. Auch wenn es wehtun wird.

Wer neugierig ist, wie das Verlagswesen im 21. Jahrhundert funktioniert und weitere Artikel über die Entstehung eines Buches lesen möchten, sollte wissen, dass ich Wirtschaftsromane auf auto-fiktionaler Grundlage schreibe.

Ein Wirtschaftsroman dreht sich hauptsächlich um das Arbeitsleben des Protagonisten. Alles andere ist ebenfalls Teil der Geschichte, doch sind es die arbeitsbezogenen Themen, die die Handlung vorantreiben.

Autofiktion bedeutet, dass der Autor von seinen eigenen Erfahrungen ausgeht. Das ist ein bekannter Trick, der ihm stundenlange Recherchen erspart. Was er oder sie erlebt, ist so detailliert, dass es in nuancierten und realistischen Bildern wiedergegeben werden kann.

# Aber Autofiktion ist keine Autobiographie.

Es hat mir viel Spaß gemacht, die Geschichte über Damgaard und Navision zu schreiben, aber ich kann mir nicht vorstellen, dass es Spaß macht, meine eigene Geschichte aufzuschreiben. Auch wenn ich das Leben lebe, das ich mir wünsche, sehe ich keinen Sinn, anderen zu erzählen, wie ich das geschafft habe. Ich möchte jedoch über meine Erfahrungen nachdenken und einige Punkte beleuchten, denen westliche Medien beim Thema Erfolg und ein gutes Leben meiner Meinung nach viel zu wenig Beachtung schenken. Hier stehen Prominente, Betrüger, Bankrotteure und Multimilliardäre im Mittelpunkt. Und dabei verdienen sie es nicht einmal.

Ich möchte, dass meine Bücher die Wasserträger feiern. Alle diejenigen, die Gutes für ihre Lieben tun. Die Hilfsbereiten, die Fürsorglichen und die Treuen. Diejenigen, die erkennen, dass das gute Leben genau hier und jetzt stattfindet und im Wesentlichen darin besteht, der eigenen Intuition zu folgen, Chancen zu ergreifen und sich dabei an seinen Werten zu orientieren und auf andere zu achten.

## Kunst und Handwerk

Ein Buch zu schreiben und zu veröffentlichen bedeutet nicht nur, Gedanken in Worte zu fassen. Es ist zu einem Viertel Kunst (oder kreativer Ausdruck) und zu drei Vierteln Handwerk. In einer Reihe von Artikeln – von denen dieser der erste ist – möchte ich meinen Arbeitsprozess vorstellen. Es ist viel umfassender, als die meisten Menschen denken, wenn sie das fertige Buch in den Händen halten.

[Nächster Artikel: Wie man ein gutes Buch schreibt](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

**Categories:** Book reviews, Business development

**Tags:** The Henrik Bertelsen Saga, fixion_en, Publishing

---

### [Wie eine Entlassung meine Karriere voranbrachte](https://hpbech.com/how-getting-fired-advanced-my-career/)

**Published:** November 17, 2025
**Author:** Hans Peter Bech

**Excerpt:** Es hat sich für mich als äußerst wertvoll erwiesen, meine nächsten beruflichen Schritte nicht als „Jobs“, sondern als Projekte zu betrachten. Ich war es, der die Gespräche initiierte, die Agenda festlegte und die Treffen leitete Schließlich suchte ich keine Position, die andere für mich definiert hatten, sondern ein Projekt, das zu meinen eigenen Ambitionen passte. Nicht selten war das Projekt noch gar nicht konkret formuliert, als ich an die Tür klopfte.

**Content:**

---

> Es hat sich für mich bewährt, meinen nächsten Auftrag als ein Projekt und nicht als einen Job zu betrachten. Die Interviews wurden von mir initiiert, ich legte die Tagesordnung fest und leitete die Sitzungen. Schließlich war ich auf der Suche nach einem Projekt, das meinen Ambitionen entsprach, und nicht nach einem Job, der von jemand anderem definiert wurde. Einige Male war das Projekt, das ich an Land zog, noch nicht einmal definiert, als ich an die Tür klopfte.

---

 ![](https://hpbech.com/wp-content/uploads/Fired-698x400-300x172.jpg) 

Im Laufe meiner mehr als 35 Jahre im Geschäft bin ich fünfmal gefeuert worden, und ich habe tatsächlich enorm davon profitiert und eine Menge gelernt, als ich “pink-slipped” wurde, wie man in den USA sagt.

In dieser Zeit habe ich für 11 Unternehmen gearbeitet, außerdem hatte ich eine Reihe von Lehrtätigkeiten und Vorstandsposten inne, bis ich 2003 mein eigenes Unternehmen gründete.

Ich wurde aus den folgenden Gründen gefeuert:

- M&A-Situationen: Zweimal (ich passte schlecht in die neue Situation)
- Uneinigkeit über Strategie und Operationen: Dreimal (ich will es *so*machen und sie wollen es *so* machen)
 
Die Lektionen, die ich aus meiner Entlassung gelernt habe, waren:

- Es ist sicherlich nicht das Ende der Welt (nach dem 2. Mal werden Sie ein PRO)
- Es kann sehr gut bezahlt werden (die Abfindung auf die Bank bringen und ein neues Projekt finden)
- Vielleicht hätte ich die Pause selbst einleiten sollen
- Es hat mich in neue Richtungen getrieben, in denen ich neue Dinge lernen, wertvoller werden und zufriedener sein konnte.
 
Ich wurde nie ohne guten Grund gefeuert, und auch wenn ich mich einen Moment lang wie der Verlierer einer Schlacht fühlte, die ich beschlossen hatte, zu kämpfen, war das Ergebnis immer besser als die Situation, in der ich mich befand. Es zwang mich, sorgfältig zu überlegen, was ich wirklich mit meinem Leben anfangen wollte. Ich lernte, was ich in einem Unternehmen schätze und was nicht, viel kritischer und wählerischer zu sein, bessere und härtere Fragen zu stellen, die Vergütung herunterzuspielen (ich würde sowieso immer aufholen, wenn ich Ergebnisse vorweisen könnte), zu prüfen, ob ich mich mit der neuen Projektmission identifizieren kann und ob ich meine neuen Kollegen respektieren und mit ihnen zusammenarbeiten kann.

Ich habe mich nur EINMAL auf eine Stelle beworben, die offiziell ausgeschrieben war, und zu der Zeit war ich noch erwerbstätig. Ich bin auch schon von Headhuntern angesprochen worden, aber nur einmal habe ich ein Projekt über diesen Weg angenommen. Es ist schmeichelhaft, von Headhuntern angesprochen zu werden, aber was sie mitbringen, liegt natürlich außerhalb unserer Kontrolle. Die meiste Zeit war ich in Projekten, bei denen ich nicht vorhatte, sie zu verlassen, und wenn ich zwischen den Projekten war, stimmte das, was sie mitbrachten, selten mit meinen Plänen überein.

## Auszeit nehmen

 ![](https://hpbech.com/wp-content/uploads/Bird-free-portrait-238x300.jpg) 

Als ich entlassen wurde, nahm ich mir immer einen Monat frei, um den neuen Kurs meines Lebens zu definieren, einige Nachforschungen anzustellen, die Unternehmen aufzulisten, die meinen Ambitionen entsprechen würden, und dann mit den CEOs oder Vorsitzenden (des Verwaltungsrats) in Kontakt zu treten, um den “Verkaufsprozess” zu starten. Mit diesem Ansatz hatte ich immer alternative Projektangebote zur Auswahl.

## Suchen Sie nach Projekten, nicht nach Jobs

Es hat sich für mich bewährt, meinen nächsten Auftrag als Projekt und nicht als Job zu betrachten. Die Interviews wurden von mir initiiert, ich legte die Tagesordnung fest und leitete die Sitzungen. Schließlich war ich auf der Suche nach einem Projekt, das meinen Ambitionen entsprach, und nicht nach einem Job, der von jemand anderem definiert wurde. Einige Male war das Projekt, das ich an Land zog, noch nicht einmal definiert, als ich an die Tür klopfte.

Im Jahr 2003 beschloss ich, mein eigenes Unternehmen zu gründen, und ich habe mich nur ein paar Mal gefeuert, weil ich in die falsche Richtung gelaufen bin. Ich habe es geschafft, mich wieder einzuschalten, nachdem ich das Projekt neu definiert hatte.

*PS. Ich weiß, dass ich das Glück habe, an einem Ort zu leben, an dem es immer Projekte gibt, und dass ich nur sehr wenige Konkurrenten für die Projekte habe, die ich anstrebe. Ich bin mir darüber im Klaren, dass es Umgebungen und Situationen gibt, die sich völlig von der meinen unterscheiden und in denen Arbeitslosigkeit eine schwer zu überwindende Tragödie ist.*

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en

---

### [Tumult in Mekka – jetzt auf Deutsch!](https://hpbech.com/tumult-in-mecca-is-out-in-german-🎉/)

**Published:** December 3, 2025
**Author:** Hans Peter Bech

**Content:**

#### [![](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)Die deutsche Veröffentlichung von [*Tumult in Mecca*](https://hpbech.com/de/buecher/tumult-in-mekka-de/) ist für mich ein wichtiger persönlicher Meilenstein – und der Beginn eines literarischen Projekts, das ich schon seit langem mit mir herumtrage. Die Ambitionen sind hoch (auch wenn meine Erwartungen noch recht bescheiden sind).

Mit großer Freude – und ja, auch mit etwas Nervosität – kann ich verkünden, dass *Tumult in Mecca* heute unter dem Titel *[Tumult in Mekka – Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette](https://hpbech.com/de/buecher/tumult-in-mekka-de/) erscheint.*

Für mich ist das mehr als „nur“ eine Veröffentlichung. Es ist das Ergebnis mehrjähriger Arbeit und auch die Erfüllung eines lang gehegten Wunsches.

# Das erste Buch einer größeren Reihe

*Tumult in Mekka* ist der erste Roman einer Reihe, die sich von 1979 bis in die Gegenwart erstreckt. Im Kern geht es um moderne Menschen, die nach dem guten Leben suchen. In einer Welt, die ihnen durch Globalisierung, Technologie und wachsenden Wohlstand alle Türen öffnen – und genauso schnell wieder zuschlagen kann.

[Die englische Version](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) erschien im September 2024, und nun ist auch die deutsche Ausgabe fertig.

Die Veröffentlichung des Buches auf Deutsch ist ein großes Ereignis, und ich bin allen, die dazu beigetragen haben, zutiefst dankbar.

# Große Ambitionen, bescheidene Erwartungen

Wenn ich von „bescheidenen Erwartungen” spreche, meine ich damit vor allem die Vermarktung.

Erfahrene Buchfachleute kümmern sich um die Bearbeitung und Veröffentlichung – und sie sind fantastisch, aber trotzdem kann es sich anfühlen, als würde man in einen riesigen Wald hineinrufen, in dem nicht viele Menschen antworten. Ich kann den Schreibprozess und die Buchproduktion kontrollieren. Aber die Sichtbarkeit? Die hängt von Netzwerken, Algorithmen und Budgets ab, die ich nicht kontrollieren kann.

Rezensionen und Anerkennung kommen selten von selbst. Ohne sie können Bücher unsichtbar bleiben, egal wie viel Arbeit in ihnen steckt.

Ich plane eine Reihe von 6–8 Büchern, also ist der Ehrgeiz definitiv da. Ob die Bücher ihre Leser finden … nun, dieser Teil liegt weitgehend außerhalb meiner Kontrolle.

# Warum eine Saga über den modernen Menschen?

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2-1.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2-1.png)

Die Geschichte von Henrik Bertelsen, einem jungen dänischen Ökonomen aus dem Jahr 1979, beschäftigt mich schon seit Jahren. Ich wollte Romane schreiben, die den Geist einer Zeit voller Chaos und Umbrüche einfangen – aber auch einen fast unaufhaltsamen Glauben an die Zukunft.

Henrik beginnt mit einem scheinbar soliden, vielversprechenden Leben:

- eine Karriere in der staatlichen Verwaltung
- eine stabile Ehe
- ein bevorstehender Umzug in eine Wohngemeinschaft auf einem schönen Hügel in Nordseeland
- und ein Adoptionsverfahren für ein Kind aus Indonesien

Dann verändert ein Anruf aus Saudi-Arabien alles.

Was als zuverlässiges Geschäftsprojekt beginnt, verwandelt sich langsam in eine existenzielle Prüfung. Und als im November 1979 in Mekka ein religiöser Aufstand ausbricht, findet sich Henrik plötzlich inmitten eines wahren Infernos wieder – wo es nicht mehr um Karriere oder Abenteuer geht, sondern ums Überleben.

Der dramatische Kern basiert auf realen historischen Ereignissen. Aber der Roman handelt ebenso sehr von der Person hinter diesen Ereignissen: Henriks Idealismus, seine blinden Flecken und sein moralischer Kompass werden in einer Welt auf die Probe gestellt, die sich schneller dreht, als er mithalten kann.

# Die Saga von Henrik Bertelsen

[![](https://hpbech.com/wp-content/uploads//Henrik-Bertelsen-pa-cykel-400x400.jpeg)](https://hpbech.com/wp-content/uploads//Henrik-Bertelsen-pa-cykel-400x400.jpeg)Tumult in Mekka ist der erste Band einer mehrbändigen Saga.

Die Serie begleitet Henrik durch vier Jahrzehnte – von der Sicherheit des Wohlfahrtsstaates zu internationalen Märkten, technologischen Revolutionen, persönlichen Risiken, Versuchungen und einer ständigen Suche nach dem Sinn.
Er möchte erleben, wie das ist, als ganz normaler Mensch aus einem kleinen nordischen Land von den Kräften der Globalisierung herumgeschubst zu werden.

Henrik ist kein Genie und kein Held. Er ist neugierig, gutmütig und (wie viele von uns) wird er zu leicht von den neuen Möglichkeiten verführt. Er reitet auf der Welle des Optimismus seiner Zeit – und wird von ihrer dunklen Seite mitgenommen.

# Ein Buch ist niemals ein Solo-Projekt

Auch wenn mein Name als einziger auf dem Cover steht, mache ich das nicht alleine.

Ein großes Dankeschön an: **Tina Krüger, Ole Møller-Jensen, Katharina Paul, Jelena Galkina und Udo Sieberg**.

Ohne euch wäre die deutsche Ausgabe nicht das, was sie ist. Eure Arbeit in den Bereichen Übersetzung, Lektorat, Design, Sparring – sowie bei hunderten kleinen, aber wegweisenden Entscheidungen – war von unschätzbarem Wert. Das Buch trägt in vielerlei Hinsicht eure Handschrift.

# Nach wie vor relevante Themen

Obwohl die Geschichte im Jahr 1979 spielt, bin ich immer wieder überrascht, wie modern die Themen wirken:

- Wie bringt man Integrität und Ehrgeiz unter einen Hut?
- Wie handelt man verantwortungsbewusst in einer globalen Wirtschaft?
- Was passiert, wenn man auf eine Kultur mit völlig anderen Normen trifft?
- Und wie führt man ein gutes Leben, wenn die Möglichkeiten endlos erscheinen – aber jede Entscheidung Konsequenzen hat?

Henriks Kampf um einen festen Standpunkt erinnert uns daran, dass menschliche Dilemma nicht zu einer bestimmten Epoche oder an einen bestimmten Ort gehören.

# Bezugsquellen + Weiteres

Die deutsche Ausgabe ist ab sofort online und im Buchhandel erhältlich als:

- Taschenbuch
- Hardcover
- E-Book

Als Nächstes:

- Hörbuch Anfang 2026, gelesen von Jan Orth
- Band zwei (Der Dollar-Kompass) in deutscher Sprache voraussichtlich im Herbst 2026

# Was ich mir für die Leser wünsche

Wenn ich meine größte Hoffnung zusammenfassen müsste, wäre es diese: Dass die Leser Henrik so kennenlernen, wie er ist – gutmütig, mit Fehlern, optimistisch, manchmal naiv, aber immer neugierig und auf der Suche und bemüht, das Richtige zu tun in einer Welt, die nicht stillsteht.

Ich hoffe, dass die Geschichte unterhält und zum Nachdenken anregt. Dass sie bei einigen Lesern Anerkennung, bei anderen Neugier weckt – und dass vielleicht ein paar Menschen ein Stück von sich selbst in Henriks Suche nach Orientierung, Mut und Sinn wiedererkennen.

# Ein neuer Anfang

Diese Veröffentlichung fühlt sich wie der Beginn einer neuen Phase an – sowohl für Henrik als auch für mich. Ich freue mich darauf, den Rest der Saga einem internationalen Publikum vorzustellen und zu erfahren, wie die Geschichte in anderen Sprachen und Kulturen ankommt.

Danke, dass ihr Teil dieser Reise seid. Es kommt noch mehr.

**Categories:** Blog, Book reviews

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Das Wertangebot des Buches](https://hpbech.com/the-books-value-proposition/)

**Published:** December 6, 2025
**Author:** Hans Peter Bech

**Excerpt:** Bei der Serie gehe ich davon aus, dass Sie das Buch selbst schreiben und veröffentlichen. Wenn Sie stattdessen einen Verleger und vielleicht sogar einen Ghostwriter beauftragen, gelten andere Bedingungen.

**Content:**

---

Während ich im [vorigen Artikel](https://hpbech.com/de/wie-man-ein-gutes-buch-schreibt/ "Wie man ein gutes Buch schreibt") die Buchzusammenfassung vorgestellt habe, werden wir in diesem Artikel die ersten paar Absätze ausführlicher besprechen.

---

Bei der Serie gehe ich davon aus, dass Sie das Buch selbst schreiben und veröffentlichen. Wenn Sie stattdessen einen Verleger und vielleicht sogar einen Ghostwriter beauftragen, gelten andere Bedingungen. Die Prozesse sind die gleichen, aber die Aufteilung der Verantwortlichkeiten zwischen Ihnen als Autor und dem Verlag als Rechteinhaber und Verleger wird zu einer anderen Arbeitsteilung und Dynamik führen.

Ich schreibe auch unter der Prämisse, dass Sie Ihr Buch zu einem kommerziellen Erfolg machen wollen. Dass es mehr als 3.000 Exemplare verkaufen muss.

Die Buchzusammenfassung enthält wie beschrieben die folgenden zwölf Elemente:

1. [![](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-female-S-259x400.png)](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-female-S.png)Titel, Untertitel und Einband (Vorderseite, Rücken und Rückseite des Buches)
2. Zweck
3. Zusammenfassend
4. Zielpublikum
5. Ähnliche Bücher
6. Magnete
7. Der Manuskriptprozess
8. Der Veröffentlichungsprozess
9. Vermarktung und Kommerzialisierung
10. Details zum Produkt
11. Zeitplan und Finanzen
12. Über den Autor
 
aber es wird in einer anderen Reihenfolge zubereitet:

## Details zum Produkt

     **Name des Projekts** Die Henrik-Bertelsen-Saga.   **Titel** Tumult in Mekka   **Untertitel** Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette   **Datum der Veröffentlichung** 3. Dezember 2025   **Formate** Gedrucktes geheftetes Buch. E-Book im Mobi-Format. Hörbuch.   **Deckt ab.** Farbiger Einband, auf 260g Chromokarton, matt laminiert ohne Klappen   **Drucken** Inhalt in s/w auf 80 Gramm Munken Creme   **Seitenzahl** 316/336 Seiten (ca. 80.000 Wörter), einschließlich Vorder- und Leerseiten.   **Autor** Hans Peter Bech   **Verlag** BOOX Publishing®.   **Vertrieb** Amazon.de, IngramSpark, BoD und Libri.de   **ISBN** Softcover: 978-87-93116-79-5
Hardcover: 978-87-93116-75-7
E-Book: 978-87-93116-76-4
Audio: 978-87-93116-77-1   **Preise (inkl. MwSt.):** Druck: €19/36
E-Book: €10
Audio: €19   **Format** Hardcover: 140x216mm
Softcover: 127x203mm   **BISAC-Kategorien und Thema**  Scandinavian Literature
Historical Thrillers (Kindle Store)
Historical Thrillers (Books)    Der Abschnitt mit den Produktdetails des Buches ist am besten in einer Tabelle wie oben dargestellt.

Die Informationen stammen aus meinem Roman *[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/ "Tumult in Mekka – DE"), dem ersten Band der Henrik-Bertelsen-Saga. Ich arbeite daher auch mit einer Projektbeschreibung.*

Die Daten der gedruckten Ausgabe wurden von [IngramSpark](https://www.ingramspark.com/) übernommen.

**Trim Size** bezeichnet die physischen Abmessungen des gedruckten Buches. Normalerweise veröffentliche ich meine Bücher im Format 155 × 230 mm, was nahe an 6″ × 9″ liegt – diesem Format bediene ich mich für die englischsprachigen Märkte.

In Deutschland sind die Buchformate jedoch anders. Die gebundene Ausgabe hat das Format **140 × 216 mm**, während die Paperback-Ausgabe **127 × 203 mm** misst. Die gebundene Ausgabe wird zudem in zwei Varianten angeboten: eine mit Schutzumschlag, der von IngramSpark geliefert wird, und eine ohne Schutzumschlag, die über Amazon.de erhältlich ist.

Für die physische Distribution in Deutschland habe ich vier Kanäle gewählt: [Amazon.de](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) und BoD.de direkt an die Leserinnen und Leser sowie die Buchhandelsplattformen Libri.de und IngramSpark.

Ich betreibe den Verlag BOOX Publishing und verfüge daher über eine eigene ISBN-Reihe. Jedes Format benötigt eine eigene ISBN.

Meine Bücher sind – so bilde ich mir zumindest ein – nicht besonders preisempfindlich, daher habe ich die Preise auf Marktniveau angesetzt. Dasselbe gilt für die Buchhandelsmarge, die auf 40 % festgelegt ist.

Die Anlage der Bücher auf den genannten Portalen erfordert eine Menge Metadaten. Es lohnt sich, darüber sehr gründlich nachzudenken und sie äußerst sorgfältig vorzubereiten. Zu einem späteren Zeitpunkt werde ich einen eigenen Artikel zu diesem Thema schreiben.

## Zweck (das Nutzenversprechen)

Wenn ein Unternehmen mit der Entwicklung eines Produkts beginnt, wird viel Zeit in die Formulierung des Wertversprechens investiert. Es ist eine qualitative und quantitative Beschreibung des Wertes, den das Produkt für den Kunden schafft. In der Regel wird das Nutzenversprechen Bedürfnisse ansprechen, die der Kunde bereits erkannt hat und anerkennt.

 ![](https://hpbech.com/wp-content/uploads//Value-Proposition-300x178.jpg)Heute wird diese Übung in der Regel vor Beginn der Produktentwicklung durchgeführt. Das war früher nicht so. Es war durchaus üblich, zuerst das Produkt zu entwickeln und anschließend die Marketingabteilung mit der Erstellung von Produktbeschreibungen und Einführungskampagnen zu beauftragen. Diese Methode hat jedoch zu viele Flops zur Folge.

Die Beschreibung des Produkts und des Wertversprechens wird heute erstellt *, bevor* die Entwicklung beginnt. Die Präsentation wird dann potenziellen Kunden präsentiert, um zu beurteilen, inwieweit sie auf Resonanz stößt.

Ein Buch mit kommerziellen Ambitionen ist ein Produkt und muss daher ein Wertversprechen bieten. In der Buchzusammenfassung sind Zweck und Zielpublikum zwei verschiedene Abschnitte. Da jedes Produkt für bestimmte Kundentypen mehr Wert hat als für andere, werden sie in der Praxis in Wechselwirkung miteinander entwickelt.

Sie können mit der Frage beginnen: Was soll der Leser von der Lektüre meines Buches haben? Wenn Sie fünf bis zehn Punkte haben, fragen Sie? Welche Art von Lesern wird den größten Nutzen aus diesen Punkten ziehen? Die Beschreibung des Wertversprechens und der Zielgruppe sollte so präzise und erkennbar wie möglich sein.

Meiner Meinung nach ist es von großem Vorteil, den Zweck (Nutzenversprechen) und die Zielgruppe im Kopf zu haben, bevor Sie mit dem Drehbuch beginnen. Die bewusste Auswahl von Figuren, Episoden, Blickwinkeln und Erzählungen wird mein Wertversprechen untermauern. Wenn Sie mehr über die Entwicklung des Wertversprechens erfahren möchten, finden Sie zahlreiche Artikel und Videos dazu. Das Buch [*„Testen Sie Ihre Ideen“*](https://tales.dk/test-dine-ideer_alexander-osterwalder_9788702296921) von Alexander Osterwalder wird empfohlen.

## Zusammenfassend

Können Sie ein Buch zusammenfassen, das noch nicht geschrieben worden ist?

[![](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-500-400x400.png)](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-500.png)Ja, das können Sie, und es wird die Qualität des Endprodukts sogar erheblich verbessern. Die Zusammenfassung ist eine kürzere und nach außen gerichtete Version der Buchsynopse. Die Zusammenfassung umfasst zwei bis fünf Seiten über die Charaktere, die Schauplätze, die Handlung und die Botschaft.

Natürlich kann sich das Buch während des Schreibens in eine völlig andere Richtung entwickeln, und die Zusammenfassung – und vielleicht auch alles andere darin – muss korrigiert werden. Das Anhalten und Überarbeiten der Zusammenfassung auf der Grundlage der neuen Ausrichtung des Buches wird das Projekt voranbringen.

Je früher Sie korrigieren, desto wahrscheinlicher ist es, dass Sie es am Ende richtig machen. Das bedeutet auch, dass die Zusammenfassung möglicherweise mehrmals überarbeitet werden muss, aber das ist allemal überschaubarer als das gesamte Buch neu zu schreiben. Die meisten Menschen tun das nicht. Stattdessen leben sie mit ihrem Flop.

Es ist ein guter Lackmustest, wenn Sie einige Tage damit verbringen, den Zweck und den Inhalt des Projekts zu überdenken und zu formulieren und es dann an einer Auswahl der Zielgruppe (20-30 Personen) zu testen. Hören Sie sich ihre spontanen Reaktionen an. Die Zusammenfassung wird Teil des Pakets sein, das Sie zur Testphase Ihrer Buchidee verwenden.

Zusätzliche Anpassungen können erforderlich sein, wenn Sie Alpha-Leser, Lektoren und Beta-Leser einsetzen. Ich werde darauf zurückkommen.

Nächster Artikel: Zielpublikum

---

- Artikel 1: [Ein Roman wird geboren](https://www.hpbech.dk/2023/03/07/en-roman-kommer-til-verden/)
- Artikel 2: [Wie man ein gutes Buch schreibt](https://www.hpbech.dk/2023/03/14/saadan-skriver-du-en-god-bog/)

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** Publishing

---

### [Zielgruppe](https://hpbech.com/target-group/)

**Published:** December 14, 2025
**Author:** Hans Peter Bech

**Excerpt:** Sie können sich sicher vorstellen, welchen enormen Nutzen Ihre Marketingaktivitäten haben, wenn Sie Ihre Zielgruppe mit Namen identifizieren können.

**Content:**



---

## Ein Roman ist geboren – Teil 4

In dieser Serie gehe ich davon aus, dass Sie das Buch selbst schreiben und veröffentlichen. Wenn Sie stattdessen einen Verleger und vielleicht sogar einen Ghostwriter beauftragen, gelten andere Bedingungen. Die Prozesse sind die gleichen, aber die Aufteilung der Verantwortlichkeiten zwischen Ihnen als Autor und dem Verlag als Rechteinhaber und Verleger wird zu einer anderen Arbeitsteilung und Dynamik führen.

Ich gehe auch davon aus, dass Sie wollen, dass Ihr Buch ein kommerzieller Erfolg wird. Dass es mehr als 3.000 Exemplare verkaufen muss. Und ich nehme an, Sie haben kein großes Budget.

In den Artikeln wird zunächst beschrieben, wie Sie eine Zusammenfassung Ihres bevorstehenden Buches erstellen, bevor Sie ein einziges Wort an dem Manuskript schreiben.

---

[![](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-500-400x400.png)](https://hpbech.com/wp-content/uploads/mockup-of-summary-DE-500.png)

 Die Zusammenfassung enthält die folgenden zwölf Elemente:

1. Titel, Untertitel und Einband (Vorderseite, Buchrücken und Rückseite des Buches)
2. Ziel
3. Zusammenfassung
4. Zielgruppe
5. Ähnliche Bücher
6. Magneten
7. Der Manuskriptprozess
8. Der Veröffentlichungsprozess
9. Vermarktung und Kommerzialisierung
10. Format, Preise, ISBN und Kategorien
11. Zeitplan und Finanzen
12. Über den Autor
 
Im [vorherigen Artikel](https://www.hpbech.dk/2023/03/21/bogens-vaerditilbud/) habe ich die Punkte 10, 2 und 3 besprochen. In diesem Artikel gehe ich nur auf die Zielgruppe ein.

## Zielgruppe

Auf der ersten Seite jedes Buches über effektives Marketing wird betont, dass Sie Ihre Zielgruppe sorgfältig auswählen müssen, dass Sie sie gut kennen lernen müssen und dass Sie wissen müssen, wie groß sie ist.

Dies gilt auch für Bücher.

Ihr Buch ist nicht für jeden geeignet. Wenn Sie das glauben, kann ich Ihnen verraten, dass er sich an niemanden richtet.

Zielgruppen lassen sich grob aus zwei Blickwinkeln beschreiben:

- Demografische Daten
- Situation
 
**Der demografische Blickwinkel** verwendet Kriterien wie Alter, Geschlecht, Familienstand, Position, Anzahl der Kinder, Wohnort, Bildung, Einkommen, Beruf, Interessen, Lesegewohnheiten, Reisegewohnheiten und viele andere Kriterien.

**Der Situationswinkel** nutzt alle anderen Kriterien, die dauerhaft oder vorübergehend sein können. Es könnte sich um einen Arbeitsplatzwechsel, eine Scheidung, einen Trauerfall, Arbeitslosigkeit, Untreue oder andere Umstände handeln, die sich nicht aus den demografischen Daten ablesen lassen, die aber den Fokus einer Person beeinflussen.

Wenn Sie die Demografie mit der Situation kreuzen, können Sie eine sehr gute Übereinstimmung zwischen dem, was Sie schreiben, und dem, was der Leser wissen oder erleben möchte, erzielen.

 [![](https://hpbech.com/wp-content/uploads//Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads//Target-audience-400x400.png)## Wer muss wen finden?

Für diejenigen unter Ihnen, die noch kein bekannter Name sind oder über ein großes Marketingbudget verfügen, wäre es von Vorteil, wenn Sie sich für eine der beiden folgenden Aussagen entscheiden, die am besten auf Ihre Situation passt.

A. Möchten Sie, dass die Leser Sie finden?
B. Dass Sie Leser finden müssen?

Meine eigene Erwartung ist immer, dass ich der erste bin, der die Leser findet. Sobald ich auf diese Weise eine gewisse Dynamik aufgebaut habe (ich werde darauf zurückkommen, wie man das macht), werden mich mehr und mehr Leser finden.

Bei meiner Definition der Zielgruppe gebe ich mir daher große Mühe, durchsuchbare Kriterien zu finden. Da ich mich entschieden habe, für ein Geschäftspublikum zu schreiben, kann ich LinkedIn als primäre Datenquelle nutzen. Etwa 1,4 Millionen Dänen haben hier ein Profil und ich kann sie anhand einer Vielzahl von Kriterien finden.

Facebook ist größer und hat mehr Suchkriterien zur Verfügung. Im Gegenzug muss ich jedes Mal bezahlen, wenn ich eine Nachricht in ihrem Feed veröffentlichen möchte.

## Genre-Leser als Zielpublikum

Wenn Sie einen Kriminalroman schreiben wollen, kann es verlockend sein, die Zielgruppe als jeden zu definieren, der diese Art von Buch liest. Eine Biographie richtet sich dann an jeden, der Biographien liest. Kinderbücher richten sich an Erwachsene, die Kindern vorlesen.

Zielgruppen sind nicht so homogen, wie sie klingen, und es ist fast unmöglich, sie zu identifizieren.

Der einzige Bereich, in dem es Sinn macht, an Genre-Leser zu denken, ist, wenn Sie zusammen mit einem Buchportal in Marketingaktivitäten investieren wollen. Hier können Sie Ihr Buch Lesern vorstellen, die ähnliche Bücher kaufen. Ich werde auf diese Möglichkeit zurückkommen, wenn ich über Marketing spreche.

## LinkedIn

Wenn 1,4 Millionen erwachsene Dänen ein Profil auf LinkedIn haben, wird auch ein großer Teil Ihrer Zielgruppe darunter sein.

 [![](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)](https://www.hpbech.dk/wp-content/uploads/linkedin_heart-264x300-1.jpg)Die Frage ist, welche Suchkriterien Sie verwenden sollten, um sie zu identifizieren? Auf die nächste Frage, wie Sie sie zum Reden bringen, komme ich im Rahmen der Diskussion über Marketing zu sprechen.

Ich begann meine Karriere als Autorin mit dem Schreiben von englischsprachigen Sachbüchern. Deshalb habe ich den LinkedIn Sales Navigator abonniert, der mir Zugang zu einer Fülle von Suchkriterien gibt und mir die Möglichkeit bietet, personalisierte Nachrichten an jeden einzelnen zu schreiben.

Laut der Cultural Habits Survey von Statistics Denmark lesen 66 Prozent der erwachsenen Dänen (über 20 Jahre alt) Romane oder andere Belletristik. Mit 34 Prozent hat das Krimi-Genre einen großen Anteil an der Bevölkerung, aber das Lesen historischer Romane verzeichnet den größten Zuwachs.

Die Serie Henrik Bertelsen, eine geschäftsbezogene zeitgenössische Chronik, richtet sich an ein breites Zielpublikum. Ich schätze, dass etwa die Hälfte der 66 Prozent, d.h. etwa 1 Million Menschen, an dem Thema interessiert sein könnten.

Die Serie ist vor allem für Personen relevant, die mit Management- und Vertriebsaufgaben arbeiten oder gearbeitet haben. Allein in Dänemark umfasst diese Gruppe auf LinkedIn etwa 750.000 Personen. Wenn wir davon ausgehen, dass die 66%-Regel auch hier gilt, sind das fast eine halbe Million Menschen, deren Namen und Kontaktdaten ich auf LinkedIn finden kann.

Sie können sich vorstellen, welchen enormen Nutzen Ihre Marketingbemühungen haben, wenn Sie Ihre Zielgruppe als namentlich genannte Personen identifizieren können.

## Rezensenten und Buchblocker

Wenn ich in späteren Artikeln über Marketing spreche, werde ich viel mehr über Rezensionen schreiben, aber hier möchte ich nur betonen, dass Rezensenten, Buchblogger und andere Influencer nicht Ihr Zielpublikum sind. Natürlich möchten Sie deren Aufmerksamkeit erregen, aber sie sind nicht diejenigen, die 3.000 Exemplare Ihres Buches kaufen werden.

Es besteht ein großer Unterschied zwischen den Motiven, die einen Rezensenten dazu bringen, in eine Rezension Ihres Buches zu investieren, und den Motiven, die einen Leser dazu bringen, es zu kaufen.

Rezensenten, Buchblogger und andere Einflussnehmer sind Kommunikationskanäle. Ich werde darauf zurückkommen, wie Sie ihr Interesse wecken können.

[Nächster Artikel: Der Magnet, der Leser und Rezensenten anlockt](https://www.hpbech.dk/magneten-der-tiltraekker-laesere-og-anmeldere/)

---

## Frühere Artikel in dieser Serie:

Artikel 1: [Ein Roman wird geboren](https://hpbech.com/de/ein-roman-ist-geboren/)
Artikel 2: [Wie man ein gutes Buch schreibt](https://hpbech.com/de/wie-man-ein-gutes-buch-schreibt/)
Artikel 3: [Das Wertangebot des Buches](https://hpbech.com/de/das-wertangebot-des-buches/)

**Categories:** Book reviews, Business development, Strategy

**Tags:** Publishing

---

### [Leipziger Buchmesse 2026](https://hpbech.com/leipziger-book-fair-2026/)

**Published:** January 25, 2026
**Author:** Hans Peter Bech

**Content:**

> ## [![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)Ich nehme an der Leipziger Buchmesse 2026 teil.

Das Frühjahr 2026 wird etwas ganz Besonderes.

Am Donnerstag, dem 18. März 2026, bin ich auf der [Leipziger Buchmesse](https://fb.me/e/7K1I7XbUZ), einer der wichtigsten Buchmessen Europas, wo ich um 13:30 Uhr am Nordischen Gemeinschaftsstand einen Vortrag halten werde. Dort werde ich über meine Romanserie *Die Henrik-Bertelsen-Saga* sprechen – über den Weg auf den deutschsprachigen Buchmarkt und die umfassende Arbeit, die hinter der Vorbereitung, Übersetzung, Produktion, Distribution und dem Marketing über Grenzen hinweg steckt.

Ich freue mich sehr darauf, sowohl meine literarische Erzählung als auch meine geschäftlichen Erfahrungen mit einem Publikum zu teilen, das sich für nordische Literatur, internationale Veröffentlichungen und neue Stimmen auf dem europäischen Buchmarkt interessiert.

# **Leipziger Buchmesse** 

### – eine Messe mit einer besonderen Rolle

Die Leipziger Buchmesse unterscheidet sich in vielerlei Hinsicht von anderen internationalen Buchmessen. Während die Frankfurter Buchmesse stark branchenorientiert ist und sich auf Rechteverhandlungen konzentriert, ist Leipzig als Lesermesse bekannt. Hier treffen Autoren, Verlage, Buchhändler und Publikum auf Augenhöhe aufeinander. Lesungen, Gespräche und Debatten stehen im Mittelpunkt, und die Messe ist eng verbunden mit dem [*Literaturfestival Leipzig liest*,](https://www.leipziger-buchmesse.de/en/experience/leipzig-reads/about-leipzig-liest/) das jährlich hunderttausende Besucher anzieht.

Für einen Autor und Verleger wie mich ist Leipzig daher ein idealer Ort, um die Geschichte hinter einer Buchserie zu erzählen, die bereits ihre ersten Leser in Deutschland gefunden hat – und nun vor dem nächsten Schritt steht.

# **Der Nordische Gemeinschaftsstand** 

### – starke Zusammenarbeit im Ausland

[![](https://hpbech.com/wp-content/uploads/Norden-in-Leipzig-2026-1-397x800.png)](https://hpbech.com/wp-content/uploads/Norden-in-Leipzig-2026-1.png)Mein Auftritt findet am [Nordischen Gemeinschaftsstand](https://www.nordischebotschaften.org/veranstaltungen/nordisches-forum-auf-der-leipziger-buchmesse-3/) statt, einer gemeinsamen Initiative der nordischen Länder. Der Stand dient als kultureller Treffpunkt, an dem nordische Autoren und Verlage einem deutschsprachigen Publikum ihre Literatur, Werte und Erzähltraditionen präsentieren.

Die nordische Marke ist in Deutschland stark. Es gibt ein großes Interesse an nordischer Kriminalliteratur, Gesellschaftsromanen und Thrillern mit politischer und kultureller Tiefe. Die Präsentation *Die Affäre Henrik Bertelsen* in diesem Kontext ist daher sowohl strategisch als auch bedeutungsvoll.

# **Die Henrik-Bertelsen-Saga** 

### – internationale Spannung mit nordischem Einschlag

Meine Buchserie [*Die Henrik-Bertelsen-Saga*](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/) verknüpft Politik, Wirtschaft, Macht und persönliche Entscheidungen in einem zeitgenössischen, global verständlichen Universum. Man könnte sie als nordische Variation des Forrest Gump-Formats bezeichnen. Die Serie wurde von Anfang an mit einem internationalen Publikum im Blick geschrieben – sowohl thematisch als auch dramaturgisch.

Der erste Band, *Tumult in Mekka*, erschien im Dezember 2025 auf Deutsch. Der Roman verbindet geopolitische Spannung mit charaktergetriebener Dramatik und führt die Leser in ein komplexes Spiel um Macht, Interessen und Konsequenzen. Zurzeit wird die Hörbuchfassung fertiggestellt, wodurch sich neue „Leser“ erschließen – insbesondere auf dem deutschsprachigen Markt, auf dem Hörbücher in den letzten Jahren stark an Bedeutung gewonnen haben.

Der zweite Band, *Der Dollar-Kompass*, soll vor dem Sommer 2026 auf Deutsch erscheinen. Hier wird die Erzählung fortgeführt und Tempo sowie Komplexität erhöht. Die Serie ist von Beginn an als mehrbändiges Werk gedacht, das über die Zeit eine stabile Leserschaft aufbauen kann.

# Positive Leserrezensionen als Fundament

[![](https://hpbech.com/wp-content/uploads/Amazon-Reviews-1-1218x800.png)](https://hpbech.com/wp-content/uploads/Amazon-Reviews-1-scaled.png)

---

Ein entscheidender Faktor bei der Arbeit mit einem neuen Markt sind die Reaktionen der Leser. [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) hat bereits sehr positive Rezensionen von deutschen Lesern erhalten, unter anderem auf Amazon.de. Die Rezensionen heben das Spannungsniveau, die Aktualität und die internationale Perspektive der Serie hervor.

Für mich sind diese Rezensionen nicht nur persönliche Freude – sie sind auch ein strategisches Fundament für die weitere Vermarktung. In einem Markt wie dem deutschen, in dem das Angebot enorm ist, spielen soziale Belege und Leserempfehlungen eine zentrale Rolle für die Sichtbarkeit neuer Titel.

# Der deutsche Buchmarkt – groß, kompetitiv und professionell

[![](https://hpbech.com/wp-content/uploads/Det-tyske-bogmarked-S-1.png)](https://hpbech.com/wp-content/uploads/Det-tyske-bogmarked-S-1.png)Der deutschsprachige Buchmarkt zählt zu den größten und am stärksten strukturierten weltweit. Allein in Deutschland gibt es tausende Verlage, ein engmaschiges Netzwerk von Buchhändlern und eine gut ausgebaute Vertriebsinfrastruktur. Gleichzeitig ist der Markt durch hohe Professionalität, etablierte Standards und starke Konkurrenz geprägt.

Die Digitalisierung hat den Markt deutlich verändert. E-Books – und insbesondere Hörbücher – gewinnen weiter an Boden, während Online-Plattformen eine immer wichtigere Rolle im Verkauf und Marketing spielen. Für ausländische Autoren bedeutet dies, dass die Eintrittsbarrieren zwar in einigen Hinsichten niedriger geworden sind, die Anforderungen an Qualität, Konsistenz und Sichtbarkeit jedoch umso höher sind.

# Vom Manuskript zum Markt – unser Ansatz

[![](https://hpbech.com/wp-content/uploads/PoetsplumbersPortrait.png)](https://hpbech.com/wp-content/uploads/PoetsplumbersPortrait.png)Bei meinem Vortrag in Leipzig werde ich nicht nur über die Buchserie selbst sprechen, sondern auch über den Prozess dahinter:

**Vorbereitung**: Von der Ideenentwicklung bis zur Strukturierung der Serie mit internationalen Lesern im Blick.

**Übersetzung**: Professionelle, zielgerichtete Übersetzung, bei der sprachliche Präzision und kulturelle Anpassung Hand in Hand gehen.

**Produktion**: Hohe technische Qualität bei E-Book, Print und Hörbuch — angepasst an deutsche Standards und Lesegewohnheiten.

**Distribution**: Strategische Auswahl von Plattformen und Partnern für maximale Reichweite.

**Marketing**: Langfristiger Aufbau von Sichtbarkeit über Rezensionen, Metadaten, Leserfeedback und Buchmessen wie Leipzig.

Es ist eine Arbeit, die Geduld, Investitionen und eine klare Strategie erfordert – aber auch eine Arbeit, die lehrreich und zutiefst befriedigend ist. Besonders, weil der Markt so groß ist.

# Warum Leipzig für die Zukunft wichtig ist

[![](https://hpbech.com/wp-content/uploads/lbm-wbm-gross-sw-gelb-zusatz-datum-rgb-1-1232x800.png)](https://hpbech.com/wp-content/uploads/lbm-wbm-gross-sw-gelb-zusatz-datum-rgb-1-scaled.png)Meine Teilnahme an der Leipziger Buchmesse 2026 ist kein Abschluss, sondern ein Meilenstein auf einer längeren Reise. Die Serie hat gerade erst ihr Leben auf dem deutschsprachigen Markt begonnen, und das Treffen mit Lesern, Branchenprofis und potenziellen Partnern in Leipzig ist ein wichtiger Orientierungspunkt.

Ich freue mich darauf, Erfahrungen auszutauschen, Feedback zu erhalten und den Dialog darüber fortzusetzen, wie nordische Geschichten neue Leser in ganz Europa finden können. Letztendlich geht es mir darum, Brücken zu bauen – zwischen Sprachen, Märkten und Menschen – durch Literatur.

Ich hoffe, wir sehen uns in Leipzig.

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** fixion_en, Publishing

---

### [Die Besetzung der Großen Moschee von Mekka](https://hpbech.com/the-siege-in-mecca/)

**Published:** February 3, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S.png)Als ich [*Die* *Henrik Bertelsen Saga*](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/) plante, war mir schnell klar: Das erste Buch, *[Tumult in Mekka](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M)*, musste im Jahr 1979 liegen. Dieses Jahr markierte für mich persönlich einen Wendepunkt: Ich schloss ein Projekt in Saudi-Arabien ab, quittierte meinen Staatsdienst und begann als Vertriebspraktikant bei einem amerikanischen Computerunternehmen. Es war auch das Jahr, in dem meine Frau und ich gemeinsam mit Freunden eine Wohngemeinschaft gründeten – und in dem wir ein Kind aus Indonesien adoptierten.

So vieles geschah 1979, dass es sich als perfekter Ausgangspunkt für die achtteilige Serie anfühlte, die ich damals zu schreiben plante.

Henrik Bertelsens Geschichte sollte sich vor einem historischen Panorama entfalten, ähnlich wie in *Forrest Gump*. Als ich die globalen Ereignisse des Jahres 1979 recherchierte, stieß ich auf eine Fülle von Inspirationen.

In jenem Jahr wurde der ägyptisch-israelische Friedensvertrag unterzeichnet, durch den Ägypten als erstes arabisches Land Israel offiziell anerkannte. In Nicaragua stürzte die Sandinistische Nationale Befreiungsfront (FSLN) Anastasio Somoza Debayle und beendete damit die 43-jährige Diktatur der Familie Somoza. Zugleich nahmen die USA und China offiziell diplomatische Beziehungen auf und überwanden damit Jahrzehnte der Entfremdung nach dem chinesischen Bürgerkrieg.

1979 brachte zudem einen zweiten großen Ölpreisschock, der die weltweite Produktion beeinträchtigte und die Ölpreise in die Höhe trieb. Dies führte in vielen westlichen Ländern zu Energiekrisen und wirtschaftlicher Instabilität – auch in Dänemark. Gleichzeitig leiteten das Vereinigte Königreich und die USA unter Margaret Thatcher beziehungsweise Ronald Reagan eine wirtschaftspolitische Wende hin zu stärkerer Deregulierung ein und entfernten sich vom keynesianischen Modell der Nachkriegszeit.

Auf geopolitischer Ebene marschierte die Sowjetunion in Afghanistan ein, und im Iran kehrte Ayatollah Khomeini aus dem Exil zurück und errichtete ein theokratisches Regime. Dies kulminierte in der Besetzung der US-Botschaft in Teheran, bei der 52 amerikanische Diplomaten und Staatsbürger als Geiseln genommen wurden.

Ebenfalls in jenem Jahr wurde die [*Große Moschee in Mekka* ](https://vimeo.com/ondemand/siegeofmecca)von bewaffneten religiösen Extremisten besetzt, was – trotz fehlender direkter Beteiligung der USA – gewaltsame Proteste gegen die Vereinigten Staaten auslöste.

Diese Ereignisse, insbesondere im Nahen Osten, bildeten den idealen Hintergrund für Henrik Bertelsens geschäftliches Vorhaben in Saudi-Arabien, sodass ich beschloss, sie in die Handlung einzuweben. Der Titel [*Tumult in Mekka*](https://www.thalia.de/shop/home/artikeldetails/A1077984695) drängte sich dabei geradezu von selbst auf.

---

Dieser Beitrag wurde erstmals im [Blog von Gina Ray Mitchell](https://ginaraemitchell.com/tumult-in-mecca/) veröffentlicht.

**Categories:** Blog, Book reviews, Globalisation, Marketing, Politics

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Man braucht keinen Kindle, um Kindle-Bücher zu lesen – und warum das wichtig ist](https://hpbech.com/you-dont-need-a-kindle-to-read-kindle-books-and-why-that-matters/)

**Published:** March 19, 2026
**Author:** Hans Peter Bech

**Content:**

Jedes Mal, wenn ich ein neues Buch veröffentliche, versuche ich, es den Leserinnen und Lesern so einfach wie möglich zu machen, es zu entdecken. Eines der Instrumente, die ich dabei häufig nutze, ist eine **Kindle-Launchkampagne auf Amazon** – in der Regel wird das E-Book für einen begrenzten Zeitraum sehr günstig angeboten oder sogar kostenlos.

Und fast jedes Mal erhalte ich von einigen potenziellen Leserinnen und Lesern die gleiche Nachricht:

> „Ich würde Ihr Buch gern lesen, aber ich habe keinen Kindle.“

Das ist eine vollkommen verständliche Reaktion – beruht aber auch auf einem weit verbreiteten Missverständnis.

Denn ein Kindle ist nicht nur ein Gerät.

# Kindle ist auch eine kostenlose App

[![](https://hpbech.com/wp-content/uploads/Read-Kindle-anywhere-on-any-device-s-1.png)](https://hpbech.com/wp-content/uploads/Read-Kindle-anywhere-on-any-device-s-1.png)Die meisten Menschen verbinden Kindle mit dem speziellen E-Reader von Amazon – also mit dem physischen Gerät mit E-Ink-Display. Und ja, das ist eine Möglichkeit, Kindle zu nutzen.

Aber Kindle ist auch eine **kostenlose App**, die auf nahezu jedem Gerät funktioniert, das Sie bereits besitzen.

Sie können Kindle-Bücher lesen auf:

- Smartphones (iPhone und Android)
- Tablets (iPad und Android)
- Laptops und Desktop-Computern (Windows und Mac)
- In manchen Fällen sogar direkt im Browser

Mit anderen Worten: Wenn Sie ein Smartphone oder einen Computer haben, haben Sie bereits einen Kindle – Sie haben ihn nur noch nicht installiert.

Sie können die App hier herunterladen:

- [Amazon Kindle Apps](https://www.amazon.com/kindle-dbs/fd/kcp)
- [Google Play (Android)](https://play.google.com/store/apps/details?id=com.amazon.kindle)
- [Apple App Store (iPhone/iPad)](https://apps.apple.com/app/id302584613)

Die Installation dauert nur wenige Minuten, und sobald alles eingerichtet ist, können Sie sofort mit dem Lesen beginnen.

# Sie müssen Ihre E-Books nicht alle bei Amazon kaufen

Ein weiterer Einwand, den ich gelegentlich höre, ist dieser:

Wenn ich Kindle nutze, muss ich dann alle meine E-Books bei Amazon kaufen?

Die kurze Antwort lautet: “Nein, ganz und gar nicht.”

Kindle ist eine Leseplattform – kein Gefängnis.

Auch wenn Amazon natürlich seinen eigenen Shop in den Vordergrund stellt, ermöglicht die Kindle-App das Lesen von E-Books aus anderen Quellen. Solange Ihr E-Book in einem gängigen Format wie **EPUB** vorliegt, können Sie es problemlos in Ihre Kindle-Bibliothek übertragen.

[![](https://hpbech.com/wp-content/uploads/Upload-EPUB-to-Kindle-guide-s-1.png)](https://hpbech.com/wp-content/uploads/Upload-EPUB-to-Kindle-guide-s-1.png)Dafür gibt es mehrere einfache Möglichkeiten:

- Senden Sie die Datei an Ihre Kindle-E-Mail-Adresse
- Laden Sie sie über die Funktion „Send to Kindle“ von Amazon hoch
- Übertragen Sie sie manuell von Ihrem Computer

Nach dem Hochladen verhält sich das Buch wie jedes andere Kindle-Buch: Es synchronisiert sich zwischen Geräten, merkt sich Ihre Leseposition und ermöglicht Markierungen und Notizen.

Die Nutzung von Kindle bindet Sie also nicht an ein einzelnes Ökosystem – sie bietet Ihnen lediglich eine bequeme und flexible Art zu lesen.

# Warum Autoren Kindle für Launchkampagnen nutzen

Damit komme ich zur nächsten Frage:

Warum nutzen Autorinnen und Autoren – und Verlage – so häufig Kindle auf Amazon, wenn sie ein Buch veröffentlichen?

Die Antwort ist pragmatisch.

**Erstens ist es logistisch einfach.** Amazon bietet eine globale Plattform, auf der Bücher sofort weltweit verfügbar sind. Es braucht keinen Versand, keine Lagerhaltung und keine komplexen Vertriebsvereinbarungen.

**Zweitens ist es sehr kostengünstig**. Eine Launchkampagne – ob das Buch für 0,99 Dollar angeboten oder für einige Tage kostenlos bereitgestellt wird – lässt sich mit minimalem finanziellem Aufwand umsetzen. Das macht sie nicht nur für große Verlage interessant, sondern auch für unabhängige Autorinnen und Autoren.

**Drittens – und vielleicht am wichtigsten – hilft sie, Sichtbarkeit aufzubauen.**

Amazon ist einer der größten Buchmarktplätze der Welt. Millionen von Leserinnen und Lesern suchen, stöbern und entdecken dort täglich neue Bücher. Wenn man die ersten Leserinnen und Leser auf einer Plattform bündelt, kann eine Launchkampagne:

- Schnell Bewertungen generieren
- Rezensionen anstoßen
- Die Sichtbarkeit im Empfehlungsalgorithmus von Amazon verbessern

Diese frühen Signale sind entscheidend. Ein Buch mit Bewertungen und Rezensionen wird von neuen Leserinnen und Lesern sehr viel eher ernst genommen als eines ohne.

In diesem Sinne geht es bei einer Kindle-Launchkampagne nicht nur um Verkäufe – sondern darum, Dynamik aufzubauen.

# Die Einstiegshürde senken

Aus Sicht der Leserinnen und Leser ist das Ziel solcher Kampagnen einfach: Hürden abbauen.

Ein niedriger Preis (oder ein kostenloses Angebot) senkt die finanzielle Hürde.
Eine weit verbreitete App senkt die technische Hürde.

Zusammen machen sie es leicht, Ja zu sagen.

Deshalb bin ich immer ein wenig enttäuscht, wenn mir jemand sagt, er oder sie könne ein Launchangebot nicht nutzen, weil „kein Kindle vorhanden“ sei. In Wirklichkeit fehlt nur noch ein kurzer Download.

# Eine gemeinsame Chance

Veröffentlichen bedeutet heute nicht mehr nur Bücher zu schreiben und zu drucken. Es geht darum, Leserinnen und Leser in einer überfüllten und schnelllebigen digitalen Welt zu erreichen.

Kindle ist nicht der einzige Weg – aber einer der einfachsten und effektivsten.

[![](https://hpbech.com/wp-content/uploads/How-the-Kindle-app-works-s-1.png)](https://hpbech.com/wp-content/uploads/How-the-Kindle-app-works-s-1.png)Für Leserinnen und Leser bedeutet es Flexibilität: lesen, wann und wo man will, auf verschiedenen Geräten und aus unterschiedlichen Quellen.

Für Autorinnen und Autoren bedeutet es Reichweite: sofortige Verfügbarkeit, kostengünstige Kampagnen und Zugang zu einem globalen Publikum.

Wenn Sie also das nächste Mal ein Kindle-Angebot sehen, lassen Sie sich vom Wort „Kindle“ nicht abschrecken.

Sie brauchen kein spezielles Gerät.
Sie müssen Ihr Kaufverhalten nicht ändern.
Sie brauchen nur eine App – und ein wenig Neugier.

# Die Person vom System trennen

[![](https://hpbech.com/wp-content/uploads//amazon-best-selling-book-280x280.jpeg)](https://hpbech.com/wp-content/uploads/amazon-best-selling-book.jpeg)Abschließend noch ein Punkt: Eine kleine Zahl von Leserinnen und Lesern – wahrscheinlich weniger als ein Prozent – zögert, Amazon oder Kindle zu nutzen, weil sie Jeff Bezos nicht mögen. Das kann ich nachvollziehen. Ehrlich gesagt bin ich auch kein besonderer Fan von ihm.

Aber hier lohnt sich eine Unterscheidung.

Unabhängig davon, wie man die Person beurteilt, hat Amazon eine Plattform geschaffen, die außerordentlich effektiv ist – insbesondere für unabhängige Autorinnen und Autoren sowie für kleinere Verlage. Sie bietet globale Reichweite, einfache Abläufe und einen direkten Zugang zu Leserinnen und Lesern, wie er vor wenigen Jahrzehnten kaum vorstellbar war.

Ich mag die Person also vielleicht nicht – aber ich schätze die Plattform. Und als Autor, der seine Geschichten zu Leserinnen und Lesern bringen möchte, ist diese Plattform kaum zu ignorieren.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Amazon, fixion_en

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### [Der gefeierte Roman "Tumult in Mekka" ist jetzt als Hörbuchausgabe erhältlich!](https://hpbech.com/de/tumult-in-mekka-hoerbuchausgabe-erhaeltlich/)

**Published:** February 24, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-23-at-09.11.31.png)](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-23-at-09.11.31.png) [![](https://hpbech.com/wp-content/uploads/Tumult-in-Mekka-hoerbuch-381x800.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mekka-hoerbuch.png)

---

Mit großer Freude geben wir bekannt, dass die deutsche [Hörbuchversion](https://bwlnk.com/9788793116771) von [*Tumult in Mekka*](https://hpbech.com/de/tumult-in-mekka-jetzt-auf-deutsch/) jetzt offiziell erschienen ist. Die lang erwartete Audioausgabe der ersten Band [*der Henrik-Bertelsen-Saga*](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/) bietet ein intensives und fesselndes Hörerlebnis für Fans von Literatur mit Tiefgang, Spannung und internationaler Resonanz.

Die deutsche Bearbeitung und Übersetzung des Romans stammt von [Tina Krüger](https://www.linkedin.com/in/martina-kr%C3%BCger-26b7a1395/), die mit großer sprachlicher Sensibilität den Originaltext nicht nur übertragen, sondern ihm auch eine eigene klangliche Stärke für den deutschsprachigen Raum verliehen hat. Für die Hörbuchproduktion konnte mit [Jan Orth](https://www.linkedin.com/in/orthjan/) ein herausragender Sprecher gewonnen werden, dessen Stimme und Interpretation die emotionalen und dramatischen Momente der Geschichte wirkungsvoll zum Leben erwecken. Die Erzählung entfaltet sich bei seiner Lesung mit eindringlichem Rhythmus und großer Präsenz.

Die Distribution übernimmt [Kunstwerk Hören/Piet Henry](https://piethenryrecords.de/kunstwerk-hoeren/), ein Spezialist für hochwertige Hörbuchveröffentlichungen. Über diesen Partner ist das Hörbuch auf mehr als 70 Portalen verfügbar, auf denen Hörbuch-Fans es sowohl kaufen als auch streamen können. Von großen Streaming-Plattformen bis hin zu spezialisierten Audio-Shops sorgt dieses Netzwerk dafür, dass *Tumult in Mekka* für ein breites Publikum zugänglich ist.

# Leser- und Kritikstimmen: spannend, facettenreich, inspirierend

Zahlreiche Online-Besprechungen und Stimmen aus der Leserschaft zeigen, wie positiv [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M#averageCustomerReviewsAnchor) wahrgenommen wird. Die Bestseller-Position des Romans auf Amazon.de zeugt von großer Leser-Resonanz und einem starken Start in Deutschland.

Rezensenten heben dabei vor allem die vielschichtige Mischung aus historischer Tiefe, persönlicher Entwicklung und kultureller Reflexion hervor. In einer Buchvorstellung heißt es, der Roman verbinde „wirtschaftliche Realität, kulturelle Fremdheit und menschliche Selbstprüfung miteinander“ und zeichne ein eindrucksvolles Bild davon, wie Menschen auf Extremsituationen reagieren, wenn ihre gewohnten Werte an Grenzen stoßen.

Andere Stimmen beschreiben die Geschichte als “spannungsreichen Mix aus persönlicher Reise und globaler Erzählung” und betonen, wie die Handlung traditionelle Erwartungen an einen historischen Roman sprengt, indem sie auch zwischenmenschliche Fragen und moralische Herausforderungen in den Mittelpunkt rückt.

Auch aus dem englischsprachigen Raum gibt es Stimmen, die die Erzählkunst des Autors loben: Ein Buchblog bezeichnete die Geschichte als eine „fesselnde Reise“, die Projekt- und Kulturkonflikte in einem historischen Kontext mit persönlicher Transformation verbindet.

# Warum dieses Hörbuch jetzt wichtig ist

[![](https://hpbech.com/wp-content/uploads/Kunstwerk-Horen-1.png)](https://hpbech.com/wp-content/uploads/Kunstwerk-Horen-1.png)Die Veröffentlichung der Hörbuchausgabe durch [**Kunstwerk Hören/Piet Henry**](https://piethenryrecords.de/kunstwerk-hoeren/) eröffnet *[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/)* eine neue Dimension, insbesondere für alle, die Geschichten lieber hören als lesen oder die intensiven Erzählwelten unterwegs erleben möchten. Die Kombination aus starker Übersetzung, herausragender Lesung und breiter digitaler Verfügbarkeit macht dieses Hörbuch zu einem Highlight im deutschsprachigen Audiomarkt.

Die Themen des Romans – von globalen Umbrüchen über kulturelle Begegnungen bis hin zur individuellen Sinnsuche – sind heute so aktuell wie zur Zeit der Handlung selbst. Die Geschichte regt an, über Identität, Moral und Lebenswege nachzudenken, während man sich mit Henrik Bertelsen unerwarteten Herausforderungen stellt.

# Kurzes Resümee der Handlung (ohne Spoiler)

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2-1-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2-1.png)Henrik Bertelsen ist ein dänischer Ökonom mit einem stabilen Leben in Kopenhagen: Er lehrt, arbeitet im Staatsdienst und träumt von einer sicheren Zukunft mit seiner Frau und ihrem gemeinsamen internationalen Adoptionsprojekt. Doch dann ändert ein berufliches Angebot sein ganzes Leben.

Er wird engagiert, um ein Projekt in Saudi-Arabien zu betreuen – zunächst ein rein professionelles Vorhaben, das sich jedoch bald zu einem komplexen Abenteuer entwickelt. In einer Region, die politisch und gesellschaftlich im Umbruch ist, sieht sich Henrik plötzlich nicht nur mit geschäftlichen Herausforderungen konfrontiert, sondern auch mit Existenzfragen, kulturellen Spannungen und persönlichen Risiken.

Als ein bewaffneter Aufstand ausbricht, wird Henrik mit einer Realität konfrontiert, die nichts mehr mit seinem bisherigen Alltag zu tun hat. Diese Erfahrung verändert ihn – nicht nur beruflich, sondern vor allem als Mensch. Der Roman begleitet ihn durch diese Wandlung und eröffnet einen Blick auf eine Zeit und einen Ort, an denen jede Entscheidung Gewicht hat.

# Leipziger Buchmesse 2026

[![](https://hpbech.com/wp-content/uploads/Leipziger-Bechmesse-2026-280x280.png)](https://hpbech.com/wp-content/uploads/Leipziger-Bechmesse-2026-scaled.png)Ein besonderes Highlight in diesem Frühjahr wird meine Teilnahme an der Leipziger Buchmesse 2026 sein, die vom 19. bis 22. März 2026 stattfindet. Die Messe zählt zu den wichtigsten Treffpunkten der europäischen Buch- und Medienbranche und bringt Autoren, Verlage, Literaturinteressierte und Branchenexperten aus dem In- und Ausland zusammen.

Ich werde dort die Gelegenheit haben, [*die Henrik-Bertelsen-Saga*](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/) – insbesondere *Tumult in Mekka* – einem breiten Publikum vorzustellen. Geplant sind Gespräche über die Entstehung des Romans, die Zusammenarbeit mit der Übersetzerin Tina Krüger sowie die strategischen Schritte rund um die Veröffentlichung und Distribution im deutschsprachigen Raum.

Die Leipziger Buchmesse bietet eine ideale Plattform, um den Dialog mit Leserinnen und Lesern zu vertiefen, neue Kontakte zu knüpfen und nordische Erzähltraditionen im internationalen Kontext zu präsentieren. Ich freue mich auf inspirierende Begegnungen, spannende Gespräche und den Austausch über Literatur, die kulturelle und geografische Grenzen überschreitet.

---

Wenn du [*Tumult in Mekka*](https://bwlnk.com/9788793116771) noch nicht gehört hast, bietet dir die neue Hörbuchausgabe die perfekte Gelegenheit, in diese fesselnde Geschichte einzutauchen – mit herausragender Übersetzung, beeindruckender Lesung und großem erzählerischem Tiefgang.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Der Dollar-Kompass](https://hpbech.com/the-dollar-compass/)

**Published:** March 14, 2026
**Author:** Hans Peter Bech

**Content:**

## Supercomputer, Machtspiele und Abgründe im Spätherbst des Kalten Krieges

[![](https://hpbech.com/wp-content/uploads//Henirk-ved-havnen-S-267x400.png)](https://hpbech.com/wp-content/uploads//Henirk-ved-havnen-S-267x400.png)Im Herbst 2026 erscheint [*Der Dollar-Kompass* ](https://hpbech.com/de/buecher/der-dollar-kompass/)– als E-Book, Hardcover, Paperback und Hörbuch. Er ist der zweite Band [*Die Henrik-Bertelsen-Saga*](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/) – eine Geschichte über Ehrgeiz, Macht und die Suche nach Sinn in einer Welt, in der Globalisierung, Technologie und wachsender Wohlstand scheinbar alle Türen weit öffnen.

Im Mittelpunkt der Serie steht Henrik Bertelsen, ein dänischer Babyboomer aus Aalborg, der in einer Zeit aufwächst, in der Globalisierung, technologische Innovation und zunehmender Wohlstand unbegrenzte Möglichkeiten zu versprechen scheinen.

Wie viele seiner Generation ist Henrik begierig darauf, die Welt zu entdecken und eine erfolgreiche Karriere aufzubauen. Gleichzeitig wünscht er sich ein Familienleben, enge Freundschaften und die kreative Freiheit, die er in der Musik findet. Doch diese Welten miteinander in Einklang zu bringen, erweist sich als weit komplizierter, als er es sich vorgestellt hat.

*Der Dollar-Kompass* spielt Mitte der 1980er-Jahre, in der letzten Phase des Kalten Krieges – einer Zeit, in der politische Spannungen, wirtschaftliche Rivalität und technologische Durchbrüche die Weltordnung neu formten.

# Eine Karrierechance – und eine gefährliche Mission

[![](https://hpbech.com/wp-content/uploads//Den-gyldne-facade4-2-280x280.png)](https://hpbech.com/wp-content/uploads//Den-gyldne-facade4-2-280x280.png)Als die Geschichte im Juli 1985 beginnt, arbeitet Henrik für ein amerikanisches Technologieunternehmen, das in einer sich rasant wandelnden Computerindustrie ums Überleben kämpft. Nur wenige Jahre zuvor hatte seine Karriere einen steilen Aufstieg erlebt. Nachdem er seine Stelle im dänischen Arbeitsministerium aufgegeben hatte, begann er als Verkaufstrainee in dem Unternehmen – und machte schnell Karriere.

Bereits Anfang der 1980er-Jahre zählte er zu den erfolgreichsten Verkäufern weltweit und wurde später zum Vertriebsleiter für das Privatkundengeschäft befördert. Der Erfolg brachte ihm Prestige, finanziellen Wohlstand und wachsenden Einfluss.

Doch Erfolg kann trügerisch sein.

Die Unternehmensführung erkennt die technologischen Umbrüche im Computermarkt zu spät. Die Produkte verlieren zunehmend an Wettbewerbsfähigkeit, und das einst florierende Geschäft gerät unter immer stärkeren finanziellen Druck. Als Henrik Gefahr läuft, seine ambitionierten Verkaufsziele zu verfehlen, beginnt er, seine Zukunft zu hinterfragen: Soll er dem Unternehmen treu bleiben – oder sich nach neuen Möglichkeiten umsehen?

Dann ergibt sich eine außergewöhnliche Gelegenheit.

Henrik wird gebeten, ein groß angelegtes Projekt in der Sowjetunion zu leiten – ein potenzieller Milliardendeal über die Lieferung umfangreicher Computersysteme für den sowjetischen Energiesektor. Sollte das Vorhaben gelingen, könnte es seinem Arbeitgeber helfen, die finanzielle Krise zu überwinden.

Der Auftrag verspricht Abenteuer, Einfluss und erhebliche Belohnungen. Doch zugleich führt er Henrik in eine Welt, in der die Regeln von Wirtschaft und Politik ganz anders funktionieren als in der, die er kennt.

# Moskau, Korruption und die Intrigen des Kalten Krieges

[![](https://hpbech.com/wp-content/uploads//Henrik-pa-Hotellet-2-280x280.png)](https://hpbech.com/wp-content/uploads//Henrik-pa-Hotellet-2-280x280.png)

Als Henrik in der Sowjetunion ankommt, erkennt er schnell, dass der Weg zum Vertragsabschluss durch ein Labyrinth aus Bürokratie, politischen Machtkämpfen und Korruption führt.

Beamte erwarten kostspielige Studienreisen in die Vereinigten Staaten. Konkurrenzunternehmen sind bereit, Regeln zu beugen und Gefälligkeiten anzubieten. Hinter den Kulissen ringen unterschiedliche Fraktionen um Einfluss auf das Projekt.

Gleichzeitig gerät Henrik in den Fokus des KGB.

Eine scheinbar zufällige Begegnung bringt ihn in eine gefährliche Lage: Ein Hotelangestellter bittet ihn um Hilfe bei der Flucht aus der Sowjetunion – doch die Anfrage könnte Teil einer perfiden Erpressungs- und Korruptionsfalle sein. Lehnt Henrik ab, riskiert er den Verlust des gesamten Projekts – und womöglich auch seiner Karriere.

Stimmt er zu, könnte er in etwas weitaus Gefährlicheres hineingezogen werden.

Henrik ist gezwungen, ständig zwischen Ethik und Ehrgeiz abzuwägen – auf der Suche nach einem Weg, der sowohl die Interessen seines Unternehmens als auch seine eigene Integrität und Zukunft bewahrt.

# Das Leben zu Hause – und die Anziehungskraft der Musik

[![](https://hpbech.com/wp-content/uploads/Band-med-Gerner-S-280x280-2.png)](https://hpbech.com/wp-content/uploads/Band-med-Gerner-S-280x280-2.png)

Während Henrik im Ausland politische Intrigen durchsteht, stellt auch das Leben zu Hause in Dänemark hohe Anforderungen an ihn.

Gemeinsam mit seiner Frau Sammy und den beiden Kindern lebt er in einer Wohngemeinschaft in Hillerød. Beide verfolgen anspruchsvolle Karrieren, und Henriks häufige Reisen belasten das Familienleben zunehmend.

Gleichzeitig verfolgt er einen alten Traum aus seiner Jugend: das Spielen in einer Rockband.

Die Band gewinnt an Popularität, und die Auftritte an den Wochenenden dauern oft bis tief in die Nacht. Was einst als jugendliche Leidenschaft begann, ist inzwischen zu einer weiteren Verpflichtung geworden – eine, die ebenfalls Zeit und Energie fordert.

Für Henrik ziehen drei starke Kräfte in unterschiedliche Richtungen: der berufliche Erfolg, die Liebe zur Familie und die Freude an der Musik.

# Eine Geschichte vor dem Hintergrund historischer Umbrüche

[![](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-2.png)](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-2.png)

Die Ereignisse von *Der Dollar-Kompass* spielen sich in einem entscheidenden Moment der Weltgeschichte ab.

In der Sowjetunion leitet Michail Gorbatschow mit Glasnost und Perestroika tiefgreifende Reformen ein. In den Vereinigten Staaten verfolgt die Regierung unter Ronald Reagan eine neue strategische Linie im Kalten Krieg. Das politische Klima beginnt sich zu verändern – doch die alten Systeme von Geheimhaltung und Macht sind tief verwurzelt.

Die Geschichte erreicht ihren dramatischen Höhepunkt während eines Besuchs im Kernkraftwerk Tschernobyl. Henrik und eine kleine Gruppe ausländischer Gäste halten sich dort auf – kurz vor der katastrophalen Explosion, die zur schwersten Nuklearkatastrophe der Geschichte werden wird.

In der Folge ist Henrik gezwungen, sich den weitreichenden Konsequenzen von Korruption, Geheimhaltung und Machtmissbrauch zu stellen – nicht nur für einzelne Menschen, sondern für die gesamte Menschheit.

# Die entscheidenden Fragen

[![](https://hpbech.com/wp-content/uploads/Henrik-and-family-280x280-2.png)](https://hpbech.com/wp-content/uploads/Henrik-and-family-280x280-2.png)

Obwohl *Der Dollar-Kompass* Elemente eines Thrillers aus der Zeit des Kalten Krieges enthält, erzählt der Roman letztlich eine zutiefst persönliche Geschichte.

Im Verlauf der Handlung steht Henrik vor einer Frage, die viele Menschen irgendwann in ihrem Leben beschäftigt:
Was soll unsere Entscheidungen leiten?

Geld ist ein einfaches Kompassinstrument. Es sendet klare Signale: höheres Gehalt, größere Geschäfte, bessere Titel, mehr Anerkennung. Wer diesem Kompass folgt, hat scheinbar stets eine eindeutige Richtung.

Doch genau darin liegt das Problem.

Ein Dollar-Kompass zeigt selten auf das, was wirklich zählt.

Am Anfang sind die Kompromisse klein. Eine Entscheidung, die vernünftig erscheint. Eine Abkürzung, die harmlos wirkt. Eine Wahl, die neue Möglichkeiten eröffnet. Doch mit der Zeit summieren sich diese Entscheidungen – und verändern unmerklich die Richtung.

Henrik kann den Erfolg erreichen, nach dem er strebt. Er kann Geld verdienen und Anerkennung gewinnen. Doch unterwegs verschiebt sich etwas Grundlegendes.

Denn wenn Geld zum Nordstern wird, der unsere Entscheidungen bestimmt, entfernt es uns Schritt für Schritt von unseren Werten, unseren Beziehungen und dem Leben, das wir eigentlich führen wollten.

Das ist die zentrale Idee von *Der Dollar-Kompass*: Ein Kompass, der sich am Geld orientiert, kann dir helfen, Vermögen aufzubauen.
Aber er wird dir nicht helfen, den Weg zu einem sinnvollen Leben zu finden.

# Über die Reihe

[![](https://hpbech.com/wp-content/uploads//Hans-Peter-Bech-with-book-280x280.jpg)](https://hpbech.com/wp-content/uploads//Hans-Peter-Bech-with-book-280x280.jpg)*Der Dollar-Kompass* ist der zweite Roman der Serie über Henrik Bertelsen, die das Leben eines dänischen Unternehmers verfolgt, der sich in einer von Technologie und Globalisierung veränderten Welt bewegt.

Die Bände greifen das kulturelle und gesellschaftliche Umfeld der nordischen Länder auf – geprägt von starken öffentlichen Institutionen und sozialen Sicherungssystemen. Sie bilden das Fundament, auf dem Menschen Risiken eingehen und ihre Ambitionen verfolgen können, ohne Angst vor einem existenzielle Absturz, der das Leben und Wohlergehen ihrer Familie gefährdet.

# Veröffentlichungsplan 2026

[*Tumult in Mekka* ](https://www.thalia.de/shop/home/artikeldetails/A1077984695)erschien auf Deutsch im Herbst 2025. Am 18. juni 2026 erscheint *The Dollar Compass* auf Englisch und später auch auf Deutsch unter dem Titel [*Der Dollar-Kompass*](https://hpbech.com/de/buecher/der-dollar-kompass/).

Der dritte Band der Reihe, *Alles auf Anfang*, erscheint 2027 auf Deutsch.

Alle Ausgaben werden als Paperback, Hardcover, E-Book und Hörbuch erhältlich sein.

Ich freue mich darauf, Henriks Geschichte mit Leserinnen und Lesern auf der ganzen Welt zu teilen.

Denn der Weg zum Erfolg wird weder von einer Landkarte noch vom Geld bestimmt – sondern von etwas viel Einfacherem. Und oft auch vom reinen Zufall.

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Book reviews, Business development, Society, Globalisation, Marketing, Politics, Strategy, Uncategorized

**Tags:** fixion_en

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### [Tschernobyl – Als Technik und Urteilsvermögen versagten](https://hpbech.com/chernobyl-when-technology-and-judgment-failed/)

**Published:** March 24, 2026
**Author:** Hans Peter Bech

**Content:**



[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-300x400.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S-300x400.jpg)Historisches Ortsschild von Prypjat, verlassene Stadt nach der Nuklearkatastrophe von Tschernobyl, Ukraine

---

Am 26. April 1986 explodierte Reaktor 4 des Kernkraftwerks Tschernobyl in der ehemaligen Sowjetunion. Der Vorfall war nicht nur eine Tragödie für Tausende von Menschen, sondern auch eine globale Warnung davor, was geschehen kann, wenn technologische Ambitionen von einem politischen System gesteuert werden, das gegenüber Kritik immun ist und nicht von einer freien und kritischen Presse kontrolliert wird.

Tschernobyl gilt bis heute als eine der schlimmsten von Menschen verursachten Katastrophen der Geschichte. Sie war das Ergebnis einer Reihe technischer Fehler, von Führungsversagen und eines Systems, das offene Kritik und Verantwortlichkeit unterdrückte.

# Verborgene Mängel und Schwächen

Das Kernkraftwerk Tschernobyl, offiziell bekannt als W. I. Lenin-Kernkraftwerk, liegt weniger als fünf Kilometer südlich der Stadt Prypjat in der damaligen Sowjetunion (heute Ukraine) und am gleichnamigen Fluss. Die Stadt wurde errichtet, um die Beschäftigten des Kraftwerks unterzubringen, und hatte rund 50.000 Einwohner.

Der Bau des Kraftwerks begann 1970, und der erste Reaktor nahm im Dezember 1977 den Betrieb auf. Der Reaktortyp RBMK-1000 war eine sowjetische Konstruktion, die Graphit als Moderator und Wasser als Kühlmittel verwendete. Dieses sehr effiziente Design wies mehrere grundlegende Sicherheitsprobleme auf, darunter eine Tendenz zur Instabilität bei niedriger Leistung. Zudem hatte sich die Sowjetunion entschieden, auf eine vollständige Schutzhülle zu verzichten, wie sie in westlichen Anlagen üblich war.

Zum Zeitpunkt der Katastrophe waren vier Reaktoren in Betrieb, zwei weitere befanden sich im Bau. Tschernobyl war Teil des großen Engagements der Sowjetunion für die Kernenergie, das die Industrialisierung und Energieunabhängigkeit sichern sollte. Auf dem kürzlich abgehaltenen Parteitag war sogar grünes Licht für den Bau eines Schwesterkraftwerks auf der anderen Flussseite mit ebenfalls sechs Reaktoren gegeben worden.

Im April 1986 wurde beschlossen, an Reaktor 4 einen Sicherheitstest durchzuführen. Dieser sollte einen Stromausfall simulieren, um sicherzustellen, dass die Turbinen noch genügend Strom liefern konnten, um die Kühlpumpen zu betreiben, bis die Notstromgeneratoren ansprangen. Das W.-I.-Lenin-Kernkraftwerk war dafür bekannt, relativ störungsarm zu arbeiten und über Plan zu produzieren – was attraktive Prämien und Anerkennung für die Leitung bedeutete.

# Die Nacht, in der alles schiefging

[![](https://hpbech.com/wp-content/uploads/Chernobyl-town-S.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-town-S.jpg)Kernreaktor von Tschernobyl und Geisterstadt Prypjat. Foto: Andrew Kravtschenko

Am Nachmittag des 25. April 1986 begannen die Vorbereitungen für den Test. Die Reaktorleistung wurde reduziert, doch aufgrund unerwarteter Probleme und eines Schichtwechsels verzögerte sich der Test. Dadurch lief der Reaktor mehrere Stunden lang bei sehr niedriger Leistung in einem instabilen Zustand.

Um den Betrieb aufrechtzuerhalten, wurden mehrere automatische Sicherheitssysteme abgeschaltet oder umgangen – ein klarer Verstoß gegen die Sicherheitsvorschriften.

Gegen 1:23 Uhr Ortszeit am 26. April begann der Test. Die Betreiber stellten die Dampfzufuhr zu den Turbinen ein, wodurch sich der Kühlwasserdurchfluss verringerte. Gleichzeitig begann sich aufgrund der besonderen Eigenschaften des Reaktors bei niedriger Leistung und des reduzierten Kühlmittelflusses große Mengen Dampf im Reaktorkern zu bilden. Dies führte zu einem drastischen Anstieg der Reaktorleistung.

Ein verzweifelter Versuch, alle Steuerstäbe einzufahren – die eigentlich zur Abschaltung des Reaktors dienten – führte aufgrund eines Konstruktionsfehlers an ihren Spitzen ironischerweise zu einer weiteren Leistungssteigerung. Sekunden später sprengte eine gewaltige Dampfexplosion den rund 1.000 Tonnen schweren Reaktordeckel. Ein anschließender Graphitbrand schleuderte radioaktive Partikel hoch in die Atmosphäre.

Niemand im Kraftwerk konnte sich vorstellen, dass die Explosion im Reaktor selbst stattgefunden hatte. Die Feuerwehr wurde alarmiert und begann – ohne Schutz und ohne Kenntnis der Art des Unfalls – mit den Löscharbeiten. In den Berichten an die Behörden in Kiew und Moskau war zunächst nicht von einer Kernschmelze die Rede. Es dauerte daher lange, bis man widerwillig einräumte, dass das Ausmaß der Katastrophe weitaus größer war als zunächst angenommen.

# Die Opfer der Katastrophe

Die Evakuierung von Prypjat begann fast zwei Tage nach der Explosion. Den Bewohnern wurde gesagt, sie würden ihre Häuser nur „für ein paar Tage“ verlassen – eine Botschaft, die sich als tragischer Irrtum erwies. Niemand kehrte zurück. In den folgenden Wochen wurden weitere Zehntausend Menschen aus der Umgebung evakuiert.

Die ersten Opfer waren Feuerwehrleute und Kraftwerksmitarbeiter, die ohne ausreichenden Schutz versuchten, Brände zu löschen und Kollegen zu retten. Viele von ihnen erhielten innerhalb weniger Minuten tödliche Strahlendosen und starben unter qualvollen Umständen. Die sogenannten „Liquidatoren“, die zur Eindämmung der Katastrophe eingesetzt wurden, galten als Helden – oft jedoch ohne vollständiges Wissen über die Risiken, denen sie sich aussetzten.

Die gesundheitlichen Folgen von Tschernobyl sind bis heute spürbar. Besonders in der Ukraine, in Belarus und in Russland wurde ein Anstieg von Schilddrüsenkrebs bei Kindern und Jugendlichen festgestellt. Langfristige Folgen wie genetische Schäden und psychische Traumata sind schwerer zu quantifizieren, aber unbestreitbar vorhanden.

# Politische Folgen

Tschernobyl wurde zu einem Symbol für die systemischen Schwächen der Sowjetunion. Die Katastrophe zeigte, wie Geheimhaltung, Bürokratie und technologischer Größenwahn zu nationalen und globalen Tragödien führen können. Viele sehen in Tschernobyl einen Katalysator für „Glasnost“ – Michail Gorbatschows Politik der größeren Offenheit – sowie einen indirekten Faktor für den Zerfall der Sowjetunion im Jahr 1991.

Darüber hinaus veränderte Tschernobyl die globale Debatte über Kernenergie. Während einige Länder an ihrer Nutzung festhielten, entschieden sich andere – insbesondere in Westeuropa – den Ausbau von Kernkraftwerken zu verlangsamen oder ganz einzustellen. Die Katastrophe markierte einen Wendepunkt für die internationale Zusammenarbeit im Bereich nukleare Sicherheit sowie für Vorschriften, die heute deutlich mehr Transparenz, Redundanz und Verantwortlichkeit verlangen.

# Was wir daraus lernen können

[![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1-267x400.png)](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png)Tschernobyl ist mehr als eine technologische Katastrophe – es ist eine moralische Lehre. Das Potenzial der Technik muss stets von Demut und Respekt gegenüber den realen Risiken begleitet werden. Wenn komplexe Systeme wie Kernkraftwerke ohne eine Kultur der Transparenz, der Kritik und der Verantwortlichkeit betrieben werden, werden sie zu potenziellen Instrumenten der Zerstörung.

Die Katastrophe erinnert uns auch daran, dass echte Sicherheitsstandards nicht nur eine Frage der Technik sind, sondern ebenso stark von politischer und unternehmerischer Kultur abhängen. Wenn der Informationsaustausch unterdrückt wird, Fehler vertuscht werden und Entscheidungsträger Warnungen von Experten ignorieren, werden Grundsteine für Unglücke im Ausmaß von Tschernobyl gelegt.

Heute, fast 40 Jahre später, sollten wir Tschernobyl weiterhin als Warnung betrachten – nicht nur in Bezug auf Kernenergie, sondern im Hinblick auf alle technologischen Systeme, bei denen Fehler fatale und globale Folgen haben können. Das Gespenst von Tschernobyl erinnert uns daran, dass Verantwortung, Offenheit und der Mut, die Wahrheit zu sagen, die Grundlage jeder technologischen Entwicklung sein müssen.

Denn wenn wir hier versagen, versagen nicht nur Maschinen – sondern die Zivilisation selbst.

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics, Strategy

**Tags:** fixion_en

---

### [Leserreaktionen auf "Tumult in Mecca"](https://hpbech.com/what-readers-are-saying-about-tumult-in-mecca/)

**Published:** March 17, 2026
**Author:** Hans Peter Bech

**Content:**

Für einen Autor gibt es kaum etwas Befriedigenderes, als von Leserinnen und Lesern zu hören, die sich die Zeit genommen haben, ein Buch zu lesen und ihre Eindrücke zu teilen. Schreiben ist oft ein sehr einsamer Prozess. Man verbringt Monate – manchmal Jahre – mit seinen Figuren, formt Szenen, feilt an Dialogen und versucht, eine Geschichte zum Leben zu erwecken. Wenn das Buch schließlich veröffentlicht wird, beginnt es ein Eigenleben zu führen.

Umso mehr bedeutet mir das Feedback von Leserinnen und Lesern auf Goodreads zu meinem Roman Tumult in Mecca.

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*[![](https://hpbech.com/wp-content/uploads/Goodreads-Tumult-in-Mecca-03-2026-2.png)](https://hpbech.com/wp-content/uploads/Goodreads-Tumult-in-Mecca-03-2026-2.png)*

---

[*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) ist die englische Ausgabe meines Romans [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M). Während das Buch ursprünglich auf [Dänisch](https://www.saxo.com/dk/balladen-i-mekka_bog_9788793116573) erschienen ist, hat die englische Version inzwischen ein eigenes Publikum gefunden – nicht zuletzt, weil der englischsprachige Buchmarkt andere Möglichkeiten bietet, Leser zu erreichen und Resonanz sichtbar zu machen.

Das Buch hat auf Goodreads eine sehr freundliche Aufnahme gefunden, mit einer durchschnittlichen Bewertung von rund **4,5 Sternen (von 5)** und vielen durchdachten Kommentaren von Menschen, die sich intensiv mit der Geschichte und ihren Figuren beschäftigt haben. Besonders wertvoll sind dabei nicht nur die Sternebewertungen, sondern die konkreten Aspekte, die Leser als besonders gelungen oder erinnerungswürdig hervorheben.

# Eine lebendige und persönliche Erzählstimme

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2-1-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2-1.png)Ein Thema, das in den Rezensionen immer wieder auftaucht, ist **die lebendige und unterhaltsame Erzählweise**. Mehrere Leser schreiben, dass sich die Geschichte persönlich und unmittelbar anfühlt – fast so, als säße der Protagonist neben ihnen und erzähle selbst von seinen Erlebnissen.

Ein Rezensent schrieb, er habe sich ***„durchgehend bestens unterhalten gefühlt“*** und den Eindruck gehabt, der Hauptcharakter erzähle ihm seine Geschichte direkt. Für einen Romanautor ist eine solche Rückmeldung besonders schön, denn sie zeigt, dass die Erzählstimme genau das erreicht hat, was sie sollte: die Illusion von Nähe.

# Abenteuer und Reflexion

Ein weiterer Aspekt, den Leser häufig hervorheben, ist **die Mischung aus Abenteuer und Reflexion**.

Die Geschichte folgt Henrik Bertelsen, einem dänischen Ökonomen, der 1979 unerwartet in geschäftliche Aktivitäten in Saudi-Arabien hineingezogen wird – in eine Zeit großer geopolitischer Umbrüche. Viele Leser kommentieren, dass die Handlung spannende Ereignisse mit nachdenklicheren Passagen über Entscheidungen, Risiken und persönliche Werte verbindet.

Ein Rezensent beschrieb das Buch als eine Geschichte darüber, „Chancen zu ergreifen, wenn sie sich bieten“ – und den Mut zu haben, ins Unbekannte aufzubrechen.

# Humor und Spannung

[![](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3-280x280.png)](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3.png)Auch der Humor wird in vielen Leserreaktionen erwähnt. Mehrere Kommentare heben hervor, dass das Buch gleichzeitig spannend und humorvoll ist – keine einfache Kombination, besonders wenn historische und politische Ereignisse eine Rolle spielen.

Gerade das Zusammenspiel aus ernsteren Themen – kulturelle Unterschiede, politische Spannungen, berufliche Entscheidungen – und Momenten von Ironie oder Leichtigkeit scheint bei vielen Lesern gut anzukommen.

# Ein Blick auf eine sich verändernde Welt

Viele Rezensionen erwähnen auch den kulturellen und historischen Hintergrund der Geschichte. Die Handlung bewegt sich zwischen Dänemark, Saudi-Arabien und Indonesien und spielt in einer Zeit, in der die Globalisierung gerade Fahrt aufnahm und westliche Fachkräfte zunehmend in neue internationale Geschäftsumfelder eintraten.

Leser schreiben häufig, dass ihnen die Einblicke in internationales Business, kulturelle Begegnungen und die Realität des Arbeitens im Ausland besonders gefallen. Dadurch wird der Roman nicht nur zu einer Abenteuergeschichte, sondern auch zu **einer Erkundung dessen, wie Menschen sich in unbekannten Welten orientiere**n.

Auch die Struktur des Buches wird von Lesern erwähnt. Die Geschichte entfaltet sich in relativ kurzen Kapiteln und mit wechselnden Zeitebenen, was das Tempo hoch hält. Einige Leser merken an, dass sich **das Buch dadurch sehr flüssig lesen lässt und schwer aus der Hand zu legen ist** – ein Kompliment, über das sich jeder Autor freut.

# Ein „Kind der 60er“

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-280x280.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg)Ein wiederkehrendes Thema in den Rezensionen ist auch die Hauptfigur selbst. Henrik Bertelsen wird oft als jemand beschrieben, der den Geist seiner Generation verkörpert – ein „Kind der 60er“, das versucht, Ideale mit praktischen Realitäten zu verbinden.

Leser verfolgen gern seinen Weg von einem relativ stabilen Leben in Kopenhagen in ein deutlich unberechenbareres internationales Abenteuer. Seine Mischung aus Neugier, Pragmatismus und gelegentlicher Naivität macht ihn für viele nachvollziehbar und menschlich.

Besonders ermutigend finde ich, dass Leser aus unterschiedlichen Hintergründen jeweils andere Aspekte der Geschichte hervorheben. Einige interessieren sich besonders für den historischen Kontext und die Darstellung eines entscheidenden Moments im Nahen Osten. Andere fühlen sich stärker von der persönlichen Entwicklung des Protagonisten angesprochen – **dem Wandel vom Beamten zum internationalen Geschäftsmann**. Wieder andere schätzen die Einblicke in Wirtschaft und interkulturelle Begegnungen.

Diese unterschiedlichen Lesarten erinnern mich an etwas Grundlegendes am Schreiben von Romanen: Sobald ein Buch seine Leser erreicht, gehört es ein Stück weit auch ihnen. Jeder bringt seine eigenen Erfahrungen und Perspektiven mit.

# Der Vorteil des englischen Buchmarktes

[![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-280x280.jpg)](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S.jpg)Die Resonanz auf *Tumult in Mecca* macht auch einen strukturellen Unterschied zwischen Buchmärkten sichtbar.

Der englischsprachige Buchmarkt hat natürlich den offensichtlichen Vorteil seiner Größe. Doch mindestens ebenso wichtig sind Plattformen wie [**Amazon**](https://www.amazon.com/stores/Hans-Peter-Bech/author/B00V902RXS) und [**Goodreads**](https://www.goodreads.com/author/show/7953149.Hans_Peter_Bech), auf denen Leser Bewertungen hinterlassen und ihre Eindrücke teilen können. Für neue Leser entsteht dadurch schnell ein Gesamtbild davon, wie ein Buch aufgenommen wurde.

Gerade bei *Tumult in Mecca* ist deutlich zu sehen, wie hilfreich solche Plattformen sein können. Wer sich für das Buch interessiert, kann sofort sehen, wie andere Leser es erlebt haben, welche Aspekte ihnen besonders gefallen haben und welche Themen sie daraus mitgenommen haben.

Die deutsche Ausgabe – [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) – hat ebenfalls sehr positive Rezensionen erhalten. Doch diese Stimmen sind stärker verstreut, und es ist für potenzielle Leser deutlich schwieriger, sich einen schnellen Überblick über die Reaktionen anderer Leser zu verschaffen.

# Die größte Herausforderung: Sichtbarkeit

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-705x400.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)Beim Lesen dieser großzügigen Rezensionen werde ich gleichzeitig an eine der größten Herausforderungen für Autorinnen und Autoren erinnert: Sichtbarkeit.

Ein gutes Buch zu schreiben ist nur der erste Schritt. Es in die Hände von Lesern zu bringen – und potenzielle Leser überhaupt darauf aufmerksam zu machen, dass es existiert – ist oft die weitaus größere Herausforderung.

Die Buchwelt ist heute voller Neuerscheinungen, und selbst ein gut aufgenommenes Buch kann leicht im Strom der jährlich veröffentlichten Titel untergehen.

Deshalb bin ich nicht nur für Rezensionen und Bewertungen dankbar, sondern auch für Empfehlungen, Gespräche und Diskussionen über das Buch. Mundpropaganda ist nach wie vor eine der stärksten Kräfte im Buchmarkt.

# Ideen willkommen

Gleichzeitig weiß ich, dass es viele kreative Wege gibt, die Sichtbarkeit eines Buches zu erhöhen – sowohl organisch als auch durch gezielte Promotion.

Deshalb würde ich mich sehr freuen, von Leserinnen und Lesern, Kolleginnen und Kollegen oder anderen Autorinnen und Autoren zu hören, die Ideen haben, wie ein Roman wie *Tumult in Mecca* ein noch größeres Publikum erreichen könnte.

Vielleicht kennen Sie Buchgemeinschaften, Podcasts, Newsletter, Blogs oder Veranstaltungen, in denen eine solche Geschichte Anklang finden könnte. Vielleicht haben Sie Erfahrungen mit Strategien, die für andere Bücher gut funktioniert haben.

# Ein herzliches Dankeschön

Sichtbarkeit entsteht immer gemeinsam. Leser, Rezensenten, Blogger und Buchgemeinschaften tragen alle dazu bei, dass Bücher neue Leser finden.

Deshalb gilt mein Dank allen, die *Tumult in Mecca* gelesen, eine Rezension geschrieben, das Buch empfohlen oder es einfach auf ihre Leseliste gesetzt haben.

Ihre Unterstützung bedeutet mehr, als Sie vielleicht ahnen.

Und wenn Sie Ideen haben, wie diese Geschichte noch weiter in die Welt hinausgetragen werden kann, freue ich mich sehr, von Ihnen zu hören.

---

### Tumult in Mekka in unter 2 Minuten:

**Categories:** Blog, Book reviews, Marketing

**Tags:** fixion_en

---

### [Wenn kleine Kompromisse zur Katastrophe führen](https://hpbech.com/when-small-compromises-become-catastrophes/)

**Published:** April 28, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Henrik-og-Oleg-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Oleg.png)Korruption beginnt selten mit einem Koffer voller Bargeld.

Sie beginnt viel früher. In dem stillen Augenblick, in dem jemand sich selbst sagt, diese kleine Ausnahme sei harmlos. Ein Gefallen. Eine Abkürzung. Eine pragmatische Anpassung an lokale Verhältnisse. Eine Geste, die offenbar alle akzeptieren. Ein kleiner Kompromiss, der zu unbedeutend erscheint, um eine Rolle zu spielen.

Genau das macht Korruption so gefährlich. Sie kündigt sich selten als moralischer Verfall an. Sie kommt verkleidet als unschuldige Geste.

# Der erste Kompromiss wirkt immer vernünftig

In [*Der Dollar-Kompass*](https://hpbech.com/de/buecher/der-dollar-kompass/) wird Henrik Bertelsen in den letzten Jahren des Kalten Krieges nach Moskau geschickt, um seinem krisengeschüttelten amerikanischen Arbeitgeber dabei zu helfen, einen großen Technologievertrag zu sichern. Auf dem Papier wirkt die Mission legitim, beinahe visionär: Amerikanische Supercomputer sollen dazu beitragen, den sowjetischen Energiesektor zu modernisieren, Devisen zu erwirtschaften und die politische Öffnung zwischen Ost und West zu unterstützen. Die Sprache rund um das Projekt ist geschliffen und optimistisch. Die Rede ist von Glasnost, Zusammenarbeit, Handel, Effizienz und gemeinsamen Vorteilen.

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-2-280x280.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-2.png)Doch Henrik erkennt schnell, dass unter der offiziellen Sprache ein ganz anderes System existiert: verborgene Agenden, bürokratische Rivalitäten, Geheimdienstoperationen, persönliche Bereicherung, institutionelle Angst und Korruption.
Bereits die Beschreibung des Romans deutet ihn als eine Erzählung, in der kleine Kompromisse zu großem Verrat eskalieren können. Darin liegt das moralische Zentrum des Buches.

Henrik beginnt nicht als korrupter Mann. Er ist ehrgeizig, neugierig, intelligent und vom Abenteuer angezogen. Außerdem ist er gut bezahlt und von der Aussicht auf Erfolg verführt. Er möchte das Richtige tun, oder zumindest nah genug daran bleiben, um sich selbst noch wiederzukennen. Doch die Umstände um ihn herum verschieben ständig die Grenze zwischen akzeptabler Pragmatik und moralischer Kapitulation.

An dieser Grenze liegt die Gefahr.

Als Henrik in Moskau ankommt, ist er sofort von Mehrdeutigkeit umgeben. Er erhält im Hotel ein Upgrade. Ihm wird informelle Hilfe angeboten. Er begegnet Menschen, die aufrichtig, kompromittiert, verzweifelt oder gefährlich sein können. Man warnt ihn davor, dass man ihn als Quelle für Dollar betrachten werde. Selbst ein kleines Trinkgeld, ein hilfreicher Vermittler, ein diskreter Austausch von Gefälligkeiten oder eine scheinbar harmlose lokale Regelung können Folgen haben, die er nicht überblickt.

# Wenn Werte zu Hindernissen werden

[![](https://hpbech.com/wp-content/uploads/Henrik-og-Alexander-paa-restaurant-2-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Alexander-paa-restaurant-2.png)Der erste Kompromiss fühlt sich oft vernünftig an, weil er klein ist. Niemand kommt zu Schaden. Nichts Entscheidendes ist geschehen. Die Papiere können später in Ordnung gebracht werden. Jeder weiß, wie das System funktioniert.
Außerdem kann ein Nein bedeuten, dass der Auftrag an Konkurrenten geht, die weniger zimperlich sind. In Henriks Welt ist dieses Argument nie theoretisch. Andere Anbieter finden Wege, Studienreisen zu finanzieren, Beamte zu umwerben oder Prozesse zu „schmieren“. Wenn er sich weigert, kann sein Unternehmen verlieren. Wenn das Unternehmen verliert, können Arbeitsplätze verschwinden. Und wenn Arbeitsplätze verschwinden, leiden Menschen.
So beginnen moralische Kompromisse wie Verantwortungsbewusstsein zu klingen.

Doch genau diese Logik lässt Korruption wachsen. Sie macht Werte zu Hindernissen und Regeln zu lästigen Formalitäten. Sie belohnt diejenigen, die sich zuerst beugen, und bestraft diejenigen, die zögern. Wenn das geschieht, kann der freie Markt das Problem nicht beheben, weil der Markt selbst vergiftet ist.

Ein freier Markt funktioniert nur, wenn die Teilnehmer nach Regeln handeln, die transparent, durchsetzbar und allgemein akzeptiert sind. Er setzt voraus, dass Käufer Alternativen vergleichen können, dass Verkäufer über Qualität und Preis konkurrieren, dass Verträge halten, was sie versprechen, und dass illegitime Vorteile aufgedeckt und bestraft werden. Fallen diese Bedingungen weg, belohnt der Markt nicht länger das beste Produkt, den besten Preis oder die nützlichste Innovation. Er belohnt Zugang, Manipulation, Geheimhaltung, Einschüchterung und Bestechung.

Deshalb kann der freie Markt Korruption nicht selbst regulieren.

Der Markt hat kein eigenes Gewissen. Er folgt Anreizen. Wenn Korruption einem Unternehmen hilft, einen Vertrag zu gewinnen, den Umsatz zu steigern, Marktanteile zu sichern oder Aktionäre zufriedenzustellen, wird sie früher oder später als Kostenfaktor des Geschäftslebens dargestellt. Ist die Durchsetzung von Regeln schwach, wird Korruption kosteneffizienter. Geht man davon aus, dass die Konkurrenz betrügt, wird Betrug zur Selbstverteidigung. Können lokale Partner tun, was das Unternehmen selbst nicht tun darf, wird Outsourcing zur Maschine moralischer Geldwäsche. Am Ende können alle behaupten, saubere Hände zu haben, während das System immer schmutziger wird.

# Die Sprache des moralischen Selbstbetrugs

[![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1-267x400.png)](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png)In „[Der Dollar-Kompass“](https://hpbech.com/de/buecher/der-dollar-kompass/) versteht Henrik das Risiko. Er weiß, dass eine direkte Beteiligung an Bestechung ihn und Control Data nach dem amerikanischen Foreign Corrupt Practices Act ernsthaften rechtlichen Konsequenzen aussetzen könnte. Aber er weiß auch, dass er ohne die Fähigkeit, sich im sowjetischen System zurechtzufinden, alles verlieren kann. Die Versuchung besteht darin, Distanz zum schmutzigen Geschäft zu schaffen: lokale Partner „das Praktische“ erledigen zu lassen, sie für ihre Unterstützung zu bezahlen und nicht zu viele Fragen zu stellen.

Das ist eines der bekanntesten Muster realer Korruption.

Der Entscheidungsträger sagt nicht: „Ich genehmige Bestechung.“ Er sagt: „Ich brauche lokale Expertise.“

Er sagt nicht: „Wir kaufen Einfluss.“ Er sagt: „Wir brauchen Zugang.“

Er sagt nicht: „Wir kompromittieren unsere Werte.“ Er sagt: „Wir müssen lokale Gepflogenheiten respektieren.“

Die Sprache wird zum ersten Versteck.

Von dort kann die schiefe Ebene steil werden. Wenn die erste Ausnahme akzeptiert ist, wird die zweite leichter. Wenn die zweite akzeptiert ist, fühlt sich die dritte nicht mehr wie eine große Entscheidung an. Menschen passen sich an. Verfahren werden angepasst. Warnsignale werden zu Hintergrundgeräuschen. Die Organisation entwickelt ein Vokabular, das das Falsche professionell klingen lässt.

Und dann kommt die Katastrophe.

# Wenn Korruption zur Katastrophe wird

Historisches Schild von Prypjat, der verlassenen Stadt nach der Nuklearkatastrophe von Tschernobyl in der Ukraine

Der dramatische Höhepunkt des Romans ist mit Tschernobyl verbunden, wo Henrik die Folgen eines Systems erlebt, das von Geheimhaltung, Angst, Machtmissbrauch, Korruption und mangelnder Transparenz geprägt ist. Der Punkt ist nicht nur, dass Bestechung unmoralisch ist. Korruption zerstört Feedback. Sie verhindert, dass schlechte Nachrichten nach oben gelangen. Sie bestraft Ehrlichkeit und belohnt Gehorsam. Sie verbirgt technische Fehler, bis sie zu Katastrophen werden.

Wenn Menschen nicht frei sprechen können, bleiben Risiken verborgen. Wenn Führungskräfte durch die Hierarchie geschützt werden, werden Fehler begraben. Wenn Institutionen sich selbst mehr dienen als der Öffentlichkeit, wird Sicherheit zweitrangig. Wenn alle Angst haben, Verantwortung zu übernehmen, handelt niemand rechtzeitig.

Deshalb ist Korruption niemals nur eine private Transaktion zwischen zwei unehrlichen Parteien. Sie wälzt die Kosten auf die Gesellschaft ab. Eine in einem Büro gezahlte Bestechung kann eine Beschaffungsentscheidung verzerren. Eine verzerrte Beschaffungsentscheidung kann dazu führen, dass minderwertige Ausrüstung installiert wird. Minderwertige Ausrüstung kann versagen. Ein solches Versagen kann Arbeiter, Familien, lokale Gemeinschaften, Nachbarländer oder kommende Generationen treffen. Wenn die Folgen schließlich sichtbar werden, sind die Menschen, die den ersten kleinen Kompromiss eingegangen sind, oft längst weit entfernt.

Deshalb ist das Argument, der Markt werde das schon regeln, gefährlich naiv. Märkte bestrafen Fehler erst, wenn sie sichtbar werden. Korruption jedoch ist darauf ausgelegt, genau diese Sichtbarkeit zu verhindern. Sie verbirgt Informationen. Sie fälscht Dokumente. Sie schüchtert Whistleblower ein. Sie belohnt Insider. Sie verlagert die Verluste auf Menschen, die nie Teil der Transaktion waren.

# Warum starke Kontrolle notwendig ist

Starke Regulierung und wirksame Aufsicht sind keine Hindernisse für ehrliches Wirtschaften. Sie sind die Voraussetzungen dafür, dass ehrliches Wirtschaften überhaupt möglich ist.

Regulierung setzt Grenzen. Die Aufsicht prüft, ob diese Grenzen eingehalten werden. Transparenz gibt Bürgern, Konkurrenten, Journalisten, Wirtschaftsprüfern, Gerichten und Behörden die Möglichkeit, zu sehen, was vor sich geht. Durchsetzung sorgt dafür, dass Regelverstöße Konsequenzen haben, die größer sind als der Gewinn durch Betrug.

Ohne diese Elemente werden ethisch handelnde Unternehmen benachteiligt. Der ehrliche Bieter verliert gegen den Korrupten. Der sorgfältige Ingenieur verliert gegen den politisch vernetzten Lieferanten. Das öffentliche Interesse unterliegt privater Bereicherung. Am Ende zerbricht das Vertrauen, und mit ihm die Legitimität des Systems.

Die Lehre aus *Der Dollar-Kompass* ist daher nicht, dass Menschen schwach sind, auch wenn sie es oft sind. Es ist auch nicht so, dass die Wirtschaft an sich unmoralisch ist, denn das ist sie nicht. Die tiefere Lehre lautet, dass Werte eine Struktur benötigen. Persönliche Integrität zählt, aber sie reicht nicht aus, wenn Anreize, Geheimhaltung und Druck alle in die falsche Richtung weisen.

# Ein Kompass, der in die falsche Richtung zeigt

[![](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-2.png)Henriks Dilemma ist so eindringlich, weil er kein Bösewicht ist. Er ist ein Mensch, der versucht, sich in einer Welt zurechtzufinden, in der alle Wege kompromittiert erscheinen. Er will Erfolg, aber er will auch anständig bleiben. Er will sein Unternehmen schützen, aber auch sich selbst. Er will glauben, dass sich kleine Abweichungen kontrollieren lassen.

Das ist die Illusion.

Ein Kompass, der Geld als Nordstern benutzt, wird Menschen früher oder später von ihren Werten wegführen. Zuerst nur ein wenig. Dann weiter. Und schließlich so weit, dass sie den Weg zurück nicht mehr finden.

Die Antwort besteht nicht darin, darauf zu hoffen, dass jeder Mensch jeder Versuchung widerstehen kann. Manche können es. Viele können es nicht. Die Antwort besteht darin, Systeme zu schaffen, in denen die Versuchung kleiner wird, Risiken sichtbar werden, Regeln durchgesetzt werden und diejenigen geschützt werden, die widersprechen.

Korruption beginnt nicht mit einem Koffer voller Bargeld.

Sie beginnt mit dem kleinen Geschenk.

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Die Methoden des KGB: Erpressung, Sex, Geld und langfristige Einflussnahme](https://hpbech.com/de/die-methoden-des-kgb-erpressung-sex-geld-und-kuenftige-einflussnahme/)

**Published:** May 12, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-1.png)Die gefährlichste Falle in [“*Der Dollar-Kompass“* ](https://hpbech.com/de/buecher/der-dollar-kompass/)ist keine körperliche Gewalt in einem schmutzigen Kellerraum, keine Pistole an der Schläfe und keine dramatische Forderung, Staatsgeheimnisse preiszugeben. Sie ist wesentlich subtiler: ein Gefallen für einen Freund, eine Geschäftsreise, eine scheinbar harmlose Regelverletzung, etwas Geld unter dem Tisch oder eine persönliche Schwäche, die erkannt wird, bevor das Opfer sie selbst begreift.

Der psychologische Kern des Romans liegt darin, dass Geheimdienste nicht einfach Spione rekrutieren. Sie rekrutieren potenzielle Einflussmöglichkeiten. Sie suchen nach Menschen, die eines Tages nützlich werden könnten, und sammeln geduldig kleine Verfehlungen, die sich später gegen sie verwenden lassen.

Die Hauptfigur Henrik Bertelsen ist nicht wertvoll, weil er militärische Geheimnisse kennt; das tut er nicht. Wertvoll ist er, weil er ehrgeizig ist, international unterwegs war, das Vertrauen der Amerikaner genießt, für sowjetische Beamte interessant wirkt und sich an der Schnittstelle von Technologie, Geld und Politik des Kalten Krieges bewegt.

Im Herbst 1985 kommt er als Verkäufer nach Moskau, nicht als Agent. Dieser Unterschied ist ihm wichtig — allen anderen deutlich weniger. Er vertritt das amerikanische Computerunternehmen Control Data bei einer potenziellen Milliardenofferte, die durch Glasnost möglich geworden ist. Die Sowjetunion braucht westliche Rechenleistung, insbesondere für Energie, Rohstoffe und wissenschaftliche Berechnungen. Die Öffnung offenbart ein enormes Marktpotenzial ohne nennenswerte lokale Konkurrenz.

Der Roman beschreibt, wie Henrik mit offenen Armen in einer Welt empfangen wird, die von realen Bedürfnissen und legitimen Interessen geprägt ist, aber ebenso von versteckten Absichten, erbitterter Rivalität, Bestechung und moralischer Täuschung. Genau in einem solchen Umfeld funktionieren die weichen Fallen des KGB am besten.

## Überwachung als psychologische Vermessung

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-1.png)Die erste Lektion, die Henrik lernt, lautet: Das sowjetische System beobachtet, bevor es handelt. Sein Hotelzimmer wird diskret durchsucht. Seine Bewegungen werden überwacht. Er wird gewarnt, dass Hotelangestellte, Beamte und hilfsbereite Fremde nicht unbedingt die sind, für die sie sich ausgeben.

Das Ziel ist nicht, ihn sofort ins Gefängnis zu werfen. Das Ziel ist, ihn zu durchleuchten. Was hat er bei sich? Wen trifft er? Welche Regeln ist er bereit zu beugen? Welche Art von Schmeichelei wirkt bei ihm? Wann besiegt die Neugier die Vorsicht?

Überwachung wird zu psychologischer Recherche.

Deshalb ist Alexander, der englischsprachige Akademiker, dem Henrik während seines ersten Aufenthalts in Moskau begegnet, so schwer einzuordnen. Er könnte ein wertvoller kultureller Vermittler sein, ein junger Sowjetbürger mit Hunger nach westlicher Musik, ein harmloser Opportunist auf der Suche nach Dollar, oder Teil eines routinemäßigen Tests.

Sein Wunsch nach Jeans und Kassetten wirkt harmlos. Im Westen ist Musik Unterhaltung. Im sowjetischen Kontext des Romans dagegen ist westliche Musik zugleich Währung, Statussymbol, stiller Widerstand und Schmuggelware.

Henrik spürt das Risiko und bietet dennoch an, Kassetten mitzubringen. Er tut es, weil ihm die Regel absurd erscheint. Warum sollten Aufnahmen der Rolling Stones, von David Bowie oder den Eagles als politisch gefährliche Propaganda gelten? Das Missverständnis entspringt einer naiven, kulturell geprägten Arroganz: Weil die Regel lächerlich wirkt, hält Henrik auch die möglichen Konsequenzen für harmlos.

## Die kleine Grenzüberschreitung

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-3-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-3-1.png)Das ist eine der Stärken des KGB. Potenzielle Informanten wie Henrik müssen nach westlichen Maßstäben kein schweres Verbrechen begehen. Es genügt, sie dazu zu verleiten, eine scheinbar unbedeutende Regel zu brechen, die später umgedeutet und aufgeblasen werden kann.

Henrik ist gewarnt worden, doch anfangs versteht er den Mechanismus nicht vollständig. Er glaubt an Verhältnismäßigkeit. Das sowjetische System tut das nicht.

Ein banales Vergehen kann zum Beweis für schwerwiegende Dinge werden: Schmuggel, ideologische Zersetzung, illegaler Handel oder Kontakte zu verdächtigen Bürgern. Sobald es registriert ist, kann es archiviert werden. Es muss nicht heute verwendet werden. Es kann später hervorgeholt, poliert und auf den Tisch gelegt werden, wenn Henrik wertvoller geworden ist und mehr zu verlieren hat.

Sex funktioniert auf dieselbe Weise. Im Buch erzählt eine Rezeptionistin im Moskauer Hotel Henrik, sie sei lesbisch und wünsche sich seine Hilfe bei der Flucht ins Ausland und der Beantragung von Asyl. Der Appell ist präzise kalkuliert. Er richtet sich an sein Mitgefühl, seine liberalen Werte, seine Abneigung gegen die sowjetische Unterdrückung und sein Bedürfnis, sich selbst als anständigen Menschen zu sehen.

Zunächst ist die Falle keine plumpe Erpressung, sondern eine moralische Verführung. Henrik wird dazu verleitet, sich als anständigen Menschen zu begreifen — als jemanden, der einem Verfolgten hilft, einem unmenschlichen System zu entkommen.

Erst später wird deutlich, dass die Rezeptionistin möglicherweise für den KGB arbeitet und in eine Verschwörung verwickelt ist, bei der Geld fließen soll, wenn Henrik seinen Anteil an den Aufträgen sichern will. Sie kann ihn unter Druck setzen, weil er bei dem Versuch, ihr zu helfen, bereits eine Grenze überschritten hat.

Das ist die Stärke der schleichenden Falle. Sie verführt das Opfer dazu, sich auf eine Weise zu kompromittieren, die sich weiterhin mit dem eigenen Selbstbild vereinbaren lässt. Henrik hält sich nicht für korrupt, wenn er einem anderen Menschen hilft. Er hält sich nicht für leichtsinnig, wenn er einem Bekannten Musik mitbringt. Und er hält sich nicht für korrupt, wenn er Zahlungen über Mittelsmänner diskutiert.

Für jeden Schritt hat er eine Erklärung. Die Regeln sind dumm. Die Sache ist menschlich. Das System braucht Schmierung. Die Konkurrenten tun vermutlich dasselbe, oder Schlimmeres. Der Preis ist enorm, und so funktioniert das System nun einmal.

## Geld, Ehrgeiz und der Korruptionsplan

[![](https://hpbech.com/wp-content/uploads/CDC-in-trouble-1-280x280.png)](https://hpbech.com/wp-content/uploads/CDC-in-trouble-1.png)Geld ist die wirkungsvollste subtile Falle, weil sie unter nahezu allen Umständen funktioniert. Henriks Arbeitgeber, Control Data, steckt in einer Krise. Das Unternehmen hat technologisch an Boden verloren, steht vor einem sich wandelnden Markt und betrachtet das sowjetische Projekt als mögliche Rettung. Henrik selbst ist gut bezahlt und ehrgeizig, aber auch rastlos. Die sowjetische Möglichkeit verspricht Herausforderung, Lernen, Abenteuer, Status, und vielleicht auch eine Form der Wiedergutmachung.

Die potenziellen Aufträge umfassen Hunderte Millionen Dollar, möglicherweise sogar mehrere Milliarden. In einer solchen Atmosphäre lässt sich Korruption leicht als Pragmatismus umdeuten.

***Warum ist Henrik bereit, sich auf einen Korruptionsplan mit mutmaßlichen KGB-Leuten einzulassen?***

Weil er zu der Überzeugung gelangt, dass das System nun einmal so funktioniert — und dass es um gewaltige Summen geht.

Der sowjetische Beschaffungsprozess ist keine transparente Markttransaktion. Ministerien, hohe Bürokraten, Sicherheitsdienste und politische Fraktionen haben jeweils eigene Interessen am Geldfluss — Interessen, die sie mit allen verfügbaren Mitteln verfolgen. Das System belohnt Ergebnisse und drückt bei den Methoden ein Auge zu.

Wenn Henrik sich weigert, nach den realen, ungeschriebenen Regeln zu spielen, könnte er das Projekt an flexiblere Konkurrenten verlieren. Wenn er sich direkt beteiligt, riskiert er einen Verstoß gegen den Foreign Corrupt Practices Act, den Verlust seiner Karriere — und vielleicht sogar das Gefängnis.

Seine Lösung ist der klassische moralische Kompromiss: Formal hält er seine Hände sauber, während die sowjetischen Partner die praktische Abwicklung übernehmen.

Henrik weiß sehr genau, dass Korruption sowohl falsch als auch gefährlich ist. Er versteht, warum Antikorruptionsregeln existieren. Dennoch redet er sich ein, dass die sowjetische Seite die schmutzige Arbeit übernehmen könne und seine eigene Rolle lediglich kommerziell sei.

Hier zeigt der Roman, wie gute Menschen falsche Entscheidungen treffen, ohne jemals bewusst den Entschluss zu fassen, schlecht zu werden. Die Grenzen verschieben sich in kleinen Schritten. Die Frage lautet nicht mehr: „Ist das richtig?“ Sondern: „Lässt sich das sicher arrangieren?“

Die ethische Frage wird zu einer logistischen Angelegenheit.

## Warum Henrik nicht stärker kompromittiert wird

***[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-4-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-4-1.png)Warum wird Henrik also nicht noch stärker kompromittiert, als er es bereits ist?***

Erstens, weil er gewarnt wurde.

Die Amerikaner, seine CIA-Kontakte und sein Freund Jesper bereiten ihn darauf vor, was ihn erwartet: Geld, Sex, Erpressung, inszenierte Gefälligkeiten, Überwachung und Versuche, Abhängigkeiten zu erzeugen. Er folgt ihren Ratschlägen nicht immer, aber die Warnungen geben ihm eine Art Landkarte. Er bewegt sich in die Gefahrenzonen hinein, aber nicht völlig blind.

Zweitens hat Henrik stabilisierende Anker außerhalb des Spiels. Seine Frau Sammy, die Kinder, die Wohngemeinschaft und seine Rockband halten ihn an einer Identität fest, die sich nicht vollständig auf das sowjetische Projekt reduzieren lässt. Er will Erfolg, Geld und Abenteuer, aber er will auch nach Hause. Das ist wichtig.

Ein Mensch wird nicht schon dadurch kompromittiert, dass er etwas tut, das das Licht des Tages nicht verträgt. Ernst wird es, wenn illegale Handlungen unvermeidlich, oder sogar gerechtfertigt, zu erscheinen beginnen. Man kann sich einreden, dass die Welt eben so funktioniert: Die Starken gewinnen, Regeln sind für die Naiven, und der Zweck heiligt die Mittel. Bei Menschen mit psychopathischen Zügen kann das noch weiter gehen, weil sie nicht dasselbe Mitgefühl für diejenigen empfinden, die am Ende den Preis zahlen.

So weit geht Henrik nie. Er beugt sich den Regeln und versucht, seine Kompromisse zu rechtfertigen, verliert dabei jedoch nicht den Kontakt zu seiner eigenen Moral, seiner Familie oder seinem Leben außerhalb seiner Arbeit.

Drittens wird Henrik nicht entlarvt, weil der KGB mehr von einem funktionierenden als von einem zerstörten Henrik hat. Ein verängstigter, ausgewiesener oder gebrochener Henrik wäre weniger wert als ein vorsichtiger, aber weiterhin handlungsfähiger Henrik, der Türen öffnen, Geld bewegen, Angebote beeinflussen und Informationen zwischen Systemen übertragen kann.

Der Druck auf ihn ist daher sorgfältig kalibriert. Er wird gedrückt, aber nicht zerquetscht.

## Die Falle, die die nächste leichter macht

[![Man in a blue shirt sits at a table in a hotel room, studying two stamped documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-2.png)Die psychologische Stärke von “*[Der Dollar-Kompass](https://hpbech.com/de/buecher/der-dollar-kompass/)“* liegt in genau dieser Kalibrierung. Die weichen Fallen des KGB handeln nicht in erster Linie von Ideologie. Sie handeln davon, wozu Menschen bereit sind und welchen Risiken sie sich aussetzen, wenn rohe Macht frei wirken darf.

Eine Kassette, ein Abendessen, eine helfende Hand, ein Beratungshonorar, ein Versprechen auf Zugang, ein sexuelles Geheimnis, ein unschuldiger Gefallen — jede einzelne Handlung ist klein genug, um weg erklärt zu werden, aber groß genug, um später gegen jemanden verwendet zu werden.

Henrik entkommt der Zwangslage, in die er sich selbst verstrickt hat. Nicht wegen seines eigenen Urteilsvermögens, sondern weil äußere Ereignisse die Kräfteverhältnisse in einem Moment verschieben, in dem das Spiel viel schlimmer hätte enden können. Er wird nicht entlarvt, ausgewiesen oder zerstört. Seine Karriere geht weiter. Sein Name bleibt nicht in Personalakten, Zeitungsartikeln oder diplomatischen Skandalen hängen.

Aber das bedeutet nicht, dass er ungeschoren davonkommt.

[![](https://hpbech.com/wp-content/uploads/Henirk-ved-havnen-S-267x400.png)](https://hpbech.com/wp-content/uploads/Henirk-ved-havnen-S.png)Das ist die dunklere Pointe des Romans: Die Falle trifft nicht nur Menschen mit schlechter Moral oder zynischen Absichten. Sie wirkt auch bei Menschen, die sich für anständig halten, und die unter normalen Umständen abgestritten hätten, jemals in so etwas hineingelockt werden zu können.

Genau deshalb ist sie so gefährlich. Sie beginnt nicht mit einem großen moralischen Zusammenbruch, sondern mit einer Reihe kleiner Ausnahmen, die jeweils unbedeutend erscheinen. Man tut es, weil die Regeln absurd wirken, das System ohnehin verrottet ist, weil andere dasselbe tun oder weil der Preis zu wichtig erscheint, um ihn zu verlieren.

Der Makel steht nicht in seinem Lebenslauf. Er liegt in dem Blick, dem er morgens im Spiegel begegnet, wenn er sich die Zähne putzt. In der kurzen Verzögerung, bevor er sich selbst davon überzeugen kann, getan zu haben, was die Situation verlangte. In der Erkenntnis, dass er nicht nur von einem brutalen System unter Druck gesetzt wurde, sondern auch selbst eine Grenze überschritten hat, weil der Preis hoch war, die Regeln absurd erschienen und sich jeder einzelne Kompromiss erklären ließ. Er liegt in der kleinen Umschreibung der Wirklichkeit, die nötig wird, wenn er Freunden und Bekannten von seinen Erlebnissen erzählt.

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics, Travelling &amp; Leisure

**Tags:** fixion_en

---

### [Romane verkaufen sich über den Namen des Autors](https://hpbech.com/novels-are-sold-on-the-authors-name/)

**Published:** May 21, 2026
**Author:** Hans Peter Bech

**Content:**

## *Während Geschäftsbücher über den Titel gekauft werden*

[![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)Als ich „[Building Successful Partner Channels (in the software industry)](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)“ veröffentlichte, wurde mir bewusst, wie stark ein präzises Thema ein Buch tragen kann. Der Titel machte sofort klar, welches Problem das Buch behandelte. Die Zielgruppe konnte sich in diesen wenigen Worten unmittelbar wiedererkennen.

Softwareunternehmen, die über Vertriebspartner verkaufen, stehen häufig vor derselben Herausforderung: Wie bringt man Partner dazu, Vertriebsprozesse aufzubauen, die berechenbare und wachsende Umsätze ermöglichen? Für Unternehmen, deren Wachstum vom indirekten Vertrieb abhängt, ist das keine akademische Frage. Es ist eine existenzielle.

Als das Buch erschien, gab es kein anderes Werk, das genau dieses Thema für die Softwareindustrie behandelte. Der Markt war groß, der Bedarf offensichtlich und der Wettbewerb gering. Der Titel funktionierte fast wie eine Anzeige. Er versprach keine Unterhaltung, keine Atmosphäre und keine literarische Qualität. Er versprach Hilfe bei der Lösung eines konkreten Problems.

Hinzu kam mein eigener Hintergrund. Ich konnte viele Jahre praktischer Erfahrung auf diesem Gebiet vorweisen. Das erleichterte die Kaufentscheidung zusätzlich.
Ein Sachbuchkäufer stellt sich typischerweise vier Fragen: Habe ich dieses Problem? Sieht dieses Buch so aus, als könne es mir bei der Lösung helfen? Kennt sich der Autor auf diesem Gebiet aus? Ist der Preis angemessen? Wenn die Antworten überwiegend „Ja“ lauten, ist der Weg zum Kauf meist kurz.

Das Buch wurde schnell zu einem internationalen Bestseller.

# Ein fast absurder Nutzen

[![](https://hpbech.com/wp-content/uploads/Bag_of_Money-280x280.png)](https://hpbech.com/wp-content/uploads/Bag_of_Money-280x280.png)Auch der Preis spielte eine Rolle. Ein E-Book für 10 Dollar und eine gedruckte Ausgabe für knapp 20 Dollar waren für eine professionelle Zielgruppe ein Kauf mit geringem Risiko.
Doch das Verhältnis zwischen Preis und möglichem Nutzen war eigentlich erstaunlich.

Wenn ein Unternehmen auch nur einige der Anregungen aus dem Buch erfolgreich umsetzte, konnte dies seinen Umsatz steigern und damit seinen Unternehmenswert um Millionen oder sogar Milliarden erhöhen. Vor diesem Hintergrund waren 10 oder 20 Dollar keine Ausgabe. Sie waren eine sehr günstige Option auf einen potenziell enormen Gewinn.

So funktionieren viele Sachbücher. Sie verkaufen sich über den Titel, das Thema, die Relevanz und die Glaubwürdigkeit des Autors. Die Leserin sucht nicht in erster Linie ein Erlebnis. Sie sucht Wissen, Orientierung, Methoden, Erklärungen oder Anregungen, die ihr helfen, ein Problem zu lösen oder eine Chance zu nutzen. Deshalb kann auch ein völlig unbekannter Autor erfolgreich sein, wenn sein Buch einen klaren Bedarf in einem identifizierbaren Markt trifft.

# Der Roman folgt anderen Regeln

[![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1-267x400.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1-267x400.png)Als ich später meinen Roman [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) veröffentlichte, wurde mir der Unterschied deutlich. Ein Roman löst kein konkretes Geschäftsproblem. Er verspricht dem Leser weder eine Methode noch eine Checkliste noch einen direkten finanziellen Gewinn. Stattdessen verlangt er etwas weit Kostbareres: Zeit, Aufmerksamkeit und emotionale Beteiligung.

Deshalb verkauft sich ein Roman in hohem Maße über den Namen des Autors. Nicht nur, weil bekannte Autoren automatisch mehr Aufmerksamkeit erhalten, sondern weil ihr Name das Risiko für den Leser reduziert. Wer einen Roman von John Grisham, Elena Ferrante,
J. K. Rowling oder Haruki Murakami kauft, kauft nicht nur eine Geschichte. Er kauft eine begründete Erwartung. Man weiß ungefähr, auf welche Art von Erlebnis man sich einlässt. Vielleicht hat man den Autor bereits gelesen. Vielleicht hat man Rezensionen, Interviews, Verfilmungen oder Empfehlungen wahrgenommen. Vielleicht haben Freunde von seinen Büchern geschwärmt. Der Name steht für eine bestimmte Erfahrung.

Der unbekannte Romanautor verfügt über dieses Vertrauenskapital nicht. Sein Name auf dem Umschlag sagt dem Leser nichts. Der Titel kann Neugier wecken, aber selten allein Vertrauen schaffen. Das Cover kann professionell sein, der Klappentext gut geschrieben und das Thema interessant. Trotzdem bleibt eine entscheidende Frage: Warum sollte ich gerade diesem Buch zehn, fünfzehn oder zwanzig Stunden meines Lebens widmen?

Diese Frage ist für einen Roman deutlich schwerer zu beantworten als für ein Sachbuch. Das Sachbuch kann sagen: Hier ist das Problem. Hier sind mögliche Lösungen. Hier ist meine Erfahrung. Hier ist der Preis. Kauf es.

Der Roman kann das nicht.

# Vertrauen ist die Währung des Romans

Für einen unbekannten Romanautor sind Bekanntheit und Vertrauen die eigentliche Währung. Sie müssen aufgebaut werden, bevor sich ein Buch in größerem Umfang verkaufen kann. Und sie entstehen langsam. Rezensionen helfen. Leserurteile helfen. Interviews, Vorträge, Artikel, Podcasts und Erwähnungen helfen. Aber nichts davon wirkt so unmittelbar wie ein präziser Sachbuchtitel, der ein dringendes Problem anspricht.

[![](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)Auch die Zielgruppe ist anders beschaffen. Für *Building Successful Partner Channels* ließ sie sich relativ leicht bestimmen. Channel Manager, Vertriebsleiter, Berater und Investoren in Softwareunternehmen hatten alle ein Interesse an diesem Thema. Ich konnte sie auf LinkedIn, in Branchenforen, auf Konferenzen und in beruflichen Netzwerken finden. Sie sprachen bereits die Sprache des Buches.

Romanleser sind schwerer zu fassen. Selbst wenn ein Roman in einem bestimmten Milieu spielt oder bestimmte Themen behandelt, besteht die Zielgruppe nicht automatisch aus allen Menschen, die sich für diese Themen interessieren. Ein Roman über Mekka, Geschäft, Kultur, Religion, geopolitische Konflikte und persönliche Dilemma spricht nicht automatisch alle an, die über den Nahen Osten, den Islam, Politik oder internationale Beziehungen lesen. Manche suchen Spannung. Andere suchen literarische Vertiefung. Einige wollen historische Authentizität. Andere interessieren sich vor allem für Sprache, Figuren oder psychologische Komplexität.

Der Romanmarkt ist deshalb zugleich riesig und zersplittert. Das ist ein Vorteil, weil es irgendwo immer Leser für ein Buch gibt. Es ist aber auch ein Nachteil, weil es schwierig ist, diese Leser überhaupt zu erreichen.

# Die Zeit des Lesers ist die grösste Hürde

[![](https://hpbech.com/wp-content/uploads/Stop-watch-Small-280x280.png)](https://hpbech.com/wp-content/uploads/Stop-watch-Small-280x280.png)Hinzu kommt der Wettbewerb. Jedes Jahr erscheinen sehr viele Romane, nicht zuletzt auf Englisch. Ein neuer Roman konkurriert nicht nur mit anderen neuen Romanen. Er konkurriert mit Klassikern, Bestsellern, Streamingdiensten, sozialen Medien, Podcasts, Newslettern, Computerspielen und Arbeit. Die Zeit des Lesers ist begrenzt. Der Preis des Buches ist selten die grösste Hürde. Die Zeit ist es.

Das bedeutet, dass Rabatte und niedrige Preise allein nicht unbedingt viel bewirken. Ein professioneller Leser kann ein Sachbuch kaufen, weil es eine Lösung verspricht, die sich schnell in Wert verwandeln lässt. Ein Romanleser entscheidet nicht nur nach dem Preis. Auch ein kostenloser oder billiger Roman verlangt viele Stunden Lektüre. Wenn der Leser nicht im Voraus an das Erlebnis glaubt, ist selbst null Euro ein hoher Preis.

Das ist eine der am meistunterschätzten Herausforderungen im Marketing von Romanen. Man verkauft kein Papier und keine digitale Datei. Man verkauft ein künftiges Erlebnis, das der Käufer erst richtig beurteilen kann, wenn die Zeit bereits investiert ist.

Deshalb wird sozialer Nachweis entscheidend. Ein unbekannter Roman braucht Signale von aussen: Rezensionen auf Amazon und Goodreads, Zitate glaubwürdiger Leser, Erwähnungen in relevanten Medien, Empfehlungen von Buchbloggern, Bookstagrammern, Lesegruppen und literarischen Netzwerken. Nicht weil jeder dieser Kanäle für sich grosse Verkaufszahlen erzeugt, sondern weil sie gemeinsam jene Glaubwürdigkeit aufbauen, die der Name des Autors noch nicht besitzt.

# Zwei unterschiedlichen Aufgaben

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-1.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-1.png)Der unbekannte Romanautor muss deshalb akzeptieren, dass das Marketing nicht mit der Veröffentlichung beginnt. Es beginnt viel früher, weil Autor und Verlag vor unterschiedlichen Aufgaben stehen.

Die erste Aufgabe besteht darin, in der Zielgruppe Bekanntheit zu schaffen. Die Leser müssen überhaupt wissen, dass das Buch existiert, und sie brauchen einen Anlass, es wahrzunehmen. Ein Sachbuch kann in bestimmten Fällen direkt in ein bestehendes Problemfeld hinein veröffentlicht werden. Die Leser suchen selbst nach Lösungen, weil sie ein konkretes Problem haben und weil der Gewinn durch die Lektüre im Verhältnis zum Preis enorm sein kann.

Der Roman funktioniert anders. Romanleser suchen seltener nach Problemen, die sie lösen wollen, und häufiger nach Büchern, die bereits von vielen anderen gelesen, besprochen oder empfohlen werden. Deshalb muss der Autor oft zuerst eine Beziehung zu möglichen Lesern aufbauen. Das kann durch Anzeigen, Essays, Artikel, Newsletter, Vorträge und Gespräche über die Themen oder den Inhalt des Buches geschehen.

Die zweite Aufgabe besteht darin, zum Kauf zu motivieren. Das ist nicht dasselbe wie Bekanntheit zu schaffen. Dass ein Leser von einem Buch gehört hat, bedeutet nicht, dass er bereit ist, es zu kaufen. Es reicht nicht zu sagen: Hier ist mein Roman, kauf ihn. Man muss den Lesern Gründe geben, sich für die Welt zu interessieren, die der Roman öffnet. Man muss zeigen, warum die Geschichte sie angeht. Man muss Neugier schaffen, ohne den Roman auf ein Produktversprechen zu reduzieren. Und man muss dies immer wieder tun, ohne die eigene Begeisterung aufzubrauchen.

Die beiden Aufgaben hängen zusammen, aber sie sind nicht identisch. Ohne Erfolg bei der ersten gelingt die zweite nur selten. Ein Leser kann kein Verlangen entwickeln, ein Buch zu kaufen, von dessen Existenz er nichts weiss oder für das er keinen Grund bekommen hat, sich zu interessieren.

# Problem-Märkte und Vertrauensmärkte

Für mich wurde der Kontrast zwischen [*Building Successful Partner Channels*](https://hpbech.com/de/workshops/building-successful-partner-channels-2/) und [*Tumult in Mekka* ](https://hpbech.com/de/buecher/tumult-in-mekka-de/)deshalb zu einer Lektion über den Unterschied zwischen Problem-Märkten und Vertrauensmärkten.

Das Sachbuch trat in einen Problem-Markt ein. Es hatte einen klaren Nutzwert, eine identifizierbare Zielgruppe und einen Titel, der einen grossen Teil der Verkaufsarbeit leistete. Es kostete fast nichts im Verhältnis zu dem Wert, den es potenziell schaffen konnte.

Der Roman trat in einen Vertrauensmarkt ein. Hier musste der Leser zunächst davon überzeugt werden, dass das fiktionale Universum eines unbekannten Autors es wert war, betreten zu werden. Ein Roman verkauft sich, wenn der Leser bereit ist, ein Wagnis einzugehen.

Das bedeutet nicht, dass unbekannte Romanautoren nicht den Durchbruch schaffen können. Sie können es. Aber es geschieht selten allein durch Anzeigen, Preisnachlässe oder eine einzelne Veröffentlichungskampagne. Es erfordert einen langen, beharrlichen Einsatz, ein Budget und etwas Glück. Zuerst müssen die ersten neugierigen Leser erreicht werden. Erst später folgt der Massenmarkt. Das geschieht durch den dauerhaften Aufbau von Bekanntheit, Glaubwürdigkeit, Leserbeziehungen und Mundpropaganda. Es geschieht, wenn die ersten Leser so engagiert sind, dass sie das Buch an die nächsten weitertragen.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing

**Tags:** fixion_en

---

### [Die notwendige Tyrannei der Kategorien](https://hpbech.com/the-necessary-tyranny-of-categories/)

**Published:** May 29, 2026
**Author:** Hans Peter Bech

**Excerpt:** Die Wirklichkeit mischt Genres, ohne um Erlaubnis zu fragen. Sie kann spannend sein wie ein Thriller, lehrreich wie ein Wirtschaftsbuch, persönlich wie eine Erinnerung, enthüllend wie ein Schlüsselroman und strukturiert wie eine Fallstudie.

**Content:**

[![](https://hpbech.com/wp-content/uploads/Kasse-civilisation-S-280x280.png)](https://hpbech.com/wp-content/uploads/Kasse-civilisation-S-280x280.png)

Es liegt etwas zutiefst Menschliches darin, Dinge in Schubladen einzuordnen. Wir tun es ständig. So schaffen wir Ordnung in der Welt. Ohne Kategorien würden wir im Chaos versinken. Wir könnten uns nicht im Supermarkt zurechtfinden, die Steuererklärung verstehen, ein Krankenhaus bauen, ein Unternehmen führen oder ein Buch in einer Bibliothek finden. Kategorien sind das Mobiliar der Zivilisation. Sie ermöglichen es uns, Dinge so zu ordnen, dass wir sie schnell finden und sinnvoll nutzen können.

Ein großer Teil unseres Wohlstands und Fortschritts beruht auf unserer Fähigkeit, zu systematisieren, zu kategorisieren und zu standardisieren. Wir teilen ein, sortieren, messen und vergleichen. Das macht uns effizient. Es ermöglicht uns, viele Menschen zumindest annähernd gleich und annähernd gerecht zu behandeln. Perfekt ist dieses System nicht. Die Alternative wäre jedoch schlechter.

Ich habe selbst erlebt, wie stark eine Schublade sein kann, wenn sie funktioniert.

Im dänischen Gesundheitssystem gibt es für Krebserkrankungen klar definierte Abläufe. Sie beruhen auf festgelegten Kriterien. Wenn man in einen solchen Ablauf fällt, geht alles sehr schnell. Schon der Verdacht setzt einen Prozess in Gang. Das System weiß, was als Nächstes geschehen muss. Jemand hat im Voraus entschieden, welche Symptome in welche Kategorie gehören und welche Behandlung diese Kategorie erfordert Wenn man als Patient in einer solchen Situation steht, ist das eine enorme Erleichterung. Man muss sich nicht selbst einen Weg durch das System suchen. Man wird auf eine vorgegebene Schiene gesetzt, und der Zug setzt sich in Bewegung. Schnell.

Ich habe es probiert. Es funktioniert.

# Wann Schubladen hilfreich sind

Deshalb ist es zu einfach, Kategorien einfach nur zu belächeln oder zu verurteilen. Sie retten Leben. Sie sparen Zeit. Sie schaffen Übersicht. Sie ermöglichen es komplexen Organisationen, handlungsfähig zu sein. Niemand wünscht sich eine Welt ohne Kategorien.

Doch dafür zahlen wir einen Preis.

**Denn was nicht in die Kategorie passt, fällt durchs Raster.**

In einer Bibliothek können Bücher nicht einfach alphabetisch nach dem Namen des Autors aufgestellt werden. Das wäre unpraktisch. Leser suchen nicht nur nach Autoren, auch wenn viele das tun. Sie suchen nach einer bestimmten Art von Information oder Erlebnis. Sie möchten wissen, ob ein Buch ein Krimi, Thriller, eine Biografie, Fantasy-, Liebes- oder Wirtschaftsroman, ein Kochbuch oder ein Kinderbuch ist. Sie suchen nach etwas, von dem sie glauben, dass es ihnen gefallen oder nützlich sein könnte. Oder sie möchten etwas vermeiden, von dem sie bereits wissen, dass es sie nicht interessiert.

Das ist leicht nachvollziehbar. Wir alle haben nur begrenzt Zeit. Kategorien helfen uns, das Risiko zu verringern, diese Zeit zu verschwenden. Wenn ich eine Buchhandlung betrete, orientiere auch ich mich an den Schildern. Auch ich habe meine Gewohnheiten, Vorlieben und Vorurteile. Ich gehe nicht unvoreingenommen an die Regale heran. Ich komme mit Erwartungen.

# Die Schublade des Buches ist nicht immer das Zuhause der Erzählung

[![](https://hpbech.com/wp-content/uploads/Bogen-pa-tvaers-S-280x280.png)](https://hpbech.com/wp-content/uploads/Bogen-pa-tvaers-S-280x280.png)

Doch hier beginnt mein Problem.

Denn ein Buch ist nicht immer nur eine Sache. Ein Leben ist nicht nur eine Sache. Und eine wahre Geschichte ist selten so rücksichtsvoll, sich an die Regalbeschriftungen der Buchbranche zu halten.

Die Wirklichkeit mischt Genres, ohne um Erlaubnis zu fragen. Sie kann spannend sein wie ein Thriller, lehrreich wie ein Wirtschaftsbuch, persönlich wie eine Erinnerung, enthüllend wie ein Schlüsselroman und strukturiert wie eine Fallstudie. Sie kann von Arbeit und Familie handeln, von Krankheit und Strategie, von Betrug und Loyalität, von Geld und Moral, von Liebe und Macht – und all das innerhalb derselben Erzählung.

Das passt schlecht zu einem System, das am liebsten alles mit einem einzigen Etikett versehen würde.

Manche Autoren haben diese Realität verstanden und schreiben bewusst für eine bestimmte Kategorie.

Das kann professionell, diszipliniert und künstlerisch überzeugend sein. Ein Krimiautor weiß, dass es ein Rätsel, eine Ermittlung, Spuren, falsche Fährten und eine Auflösung geben muss. Eine Romance-Autorin weiß, welche emotionalen Höhen und Tiefen ihre Leser erwarten. Ein Autor von Wirtschaftsbüchern weiß, dass seine Leser nach Modellen, Erfahrungen, Ratschlägen und Schlussfolgerungen suchen, die sie bereits am Montagmorgen anwenden können.

Wenn man für eine Kategorie schreibt, schließt man einen Standardvertrag mit dem Leser. Der Leser weiß ungefähr, was gekauft wird. Der Autor weiß ungefähr, was geliefert werden muss. Der Verlag weiß, wie das Buch präsentiert werden soll. Der Buchhändler weiß, wo es stehen soll. Der Rezensent weiß, mit welchen anderen Büchern es verglichen werden kann. Der Algorithmus weiß, wem es gezeigt werden soll.

Das ist effizient. Es ist kommerziell sinnvoll. Es macht das Marketing sehr viel einfacher.

# Wenn die Geschichte sich weigert zu gehorchen

[![](https://hpbech.com/wp-content/uploads/Forfatteren-arbejder-S-280x280.png)](https://hpbech.com/wp-content/uploads/Forfatteren-arbejder-S-280x280.png)

Was tut man, wenn man nicht mit der Frage schreibt: „In welche Kategorie muss dieses Buch passen?“ Sondern aus einer Unruhe heraus, aus einer Erfahrung, aus einer Geschichte, die einen nicht loslässt? Was tut man, wenn der Stoff aus dem wirklichen Leben kommt und sich weigert, sich ordentlich in eine einzige Schublade einordnen zu lassen?

Ich kann nicht für eine Kategorie schreiben. Ich habe es versucht. Es funktioniert nicht.
Wenn ich es versuche, wird der Text leblos. Er verliert seine Notwendigkeit. Sobald ich beginne, für ein vermeintliches Bedürfnis des Marktes zu schreiben statt für das, was die Geschichte verlangt, höre ich die Figuren, Situationen und Konflikte nicht mehr klar. Ich höre nur noch die Frage: „Was erwartet der Leser von meinem Buch?“

Natürlich muss ich an den Leser denken. Ich schreibe keine privaten Tagebücher mit Schloss. Meine Texte müssen von anderen gelesen werden können. Sie brauchen Form, Rhythmus, Klarheit und Zugkraft. Sie müssen sich darum bemühen, etwas zu vermitteln. Aber es ist ein Unterschied, ob man mit dem Leser an der Hand schreibt oder mit der Marketingabteilung auf der Schulter.

# Der Preis, den man für das Schreiben zwischen den Kategorien zahlt

Ich muss über das schreiben, womit mein Herz und mein Kopf gefüllt sind. Auch wenn das Ergebnis über mehr Kategorien hinwegführt, als Bibliotheken und Buchportale zulassen. Ich muss dem Stoff folgen, so wie er sich tatsächlich zeigt.

Wenn die Spannung eines Thrillers in der Geschichte steckt, muss sie ihren Platz haben. Wenn die Einsichten eines Wirtschaftsbuchs über Organisationen, Führung, Vertrieb oder Macht darin liegen, müssen auch sie ihren Platz haben. Wenn autobiografische Elemente vorhanden sind, dürfen sie nicht versteckt werden. Wenn gesellschaftskritische Gedanken dazugehören, dürfen sie nicht entfernt werden, nur weil das Buch dadurch schwerer einzuordnen oder zu vermarkten ist.

Der Preis kommt später.

Er kommt, wenn das Buch erklärt werden muss.

> „Ist es ein Thriller?“, fragt ein Bekannter.
> 
> „Ja, in gewisser Weise“, antworte ich.
> 
> „Schade“, sagt die Person. „Ich lese keine Thriller.“
> 
> Ein anderer fragt:
> 
> „Ist es ein Wirtschaftsbuch?“
> 
> „Ja, das ist es tatsächlich“, antworte ich.
> 
> „Ich habe keine Lust, in meiner Freizeit Wirtschaftsbücher zu lesen.“

Beide Reaktionen sind völlig verständlich. Und beide sind ein wenig tragisch. Denn sie lehnen das Buch nicht wegen seines Inhalts, seiner Qualität, seiner Sprache oder seiner Relevanz ab. Sie lehnen es wegen der Schublade ab. Nicht das konkrete Buch, sondern das Etikett. Nicht die Geschichte, sondern das Regal.

# Erst das Buch, dann die Schublade

[![](https://hpbech.com/wp-content/uploads/Pa-tvaers-af-kasser-S-280x280.png)](https://hpbech.com/wp-content/uploads/Pa-tvaers-af-kasser-S-280x280.png)

Hier wird die Stärke der Kategorien zu ihrer Begrenzung. Sie schützen uns vor dem Unerwünschten, können uns aber auch vor dem Überraschenden schützen. Sie helfen uns, das zu finden, wonach wir suchen. Gleichzeitig können sie uns daran hindern, etwas zu entdecken, von dem wir nicht wussten, dass wir es brauchen – oder von dem wir zumindest profitieren könnten.

Die Herausforderung des Autors besteht daher nicht nur darin, das Buch zu schreiben. Sie besteht auch darin, anschließend eine Sprache für das Buch zu finden. Eine Sprache, die seine Komplexität nicht verrät, den Leser aber auch nicht mit Vorbehalten überfordert. „Es ist eine Mischung aus …“ ist selten ein starker Verkaufssatz. „In gewisser Weise“ ist es ebenfalls nicht. Der Markt belohnt Klarheit. Schubladen belohnen Klarheit. Das, was sich nicht eindeutig einordnen lässt, steht sich dabei oft selbst im Weg.

Trotzdem müssen manche Bücher darauf bestehen, genau das zu sein: quer zu den Kategorien.

Vielleicht, weil das Leben selbst quer zu den Kategorien verläuft.

Wir leben mit Kategorien, aber wir sind keine Kategorien. Wir sind Menschen. Wir sind Sportler, Musiker, Freunde, Kunden, Patienten, Eltern, Helfer, Kollegen, Führungskräfte, Leser, Konkurrenten, Opfer, Lügner und Zeugen – oft alles zugleich. Unsere Geschichten enthalten mehr als ein Motiv. Deshalb muss Literatur manchmal Widerstand gegen die Systeme leisten, die uns sonst helfen, sie zu finden.

Ich akzeptiere die Schubladen. Ich weiß, warum es sie gibt. Ich habe selbst von ihnen profitiert, besonders dann, wenn es wirklich darauf ankam. Aber als Autor kann ich nicht immer in ihnen wohnen.

Ich muss zuerst das Manuskript schreiben.

# Wenn das Manuskript gejätet wird

Vielleicht werden an ein Buch, das sich quer zu den Schubladen legt, höhere Anforderungen gestellt. Ich halte das für angemessen. Deshalb habe ich beschlossen, den folgenden Prozess zu nutzen:

Wenn das Manuskript zunächst geschrieben ist, ist das Buch noch lange nicht fertig. Es hat lediglich die Stufe M0 erreicht: den ersten Entwurf, in dem die Geschichte herauskommen durfte, auch wenn sie dabei in mehrere Richtungen zugleich ausbricht.

Hier kommen die Alpha-Leser ins Spiel.

Sie lesen kein fertiges Buch. Sie lesen den ersten Entwurf mit offenen Augen und der nötigen Distanz. Sie erkennen, wo der Text lebt, wo er die Richtung verliert, wo er sich wiederholt und wo etwas Wichtiges noch nicht ausreichend entfaltet ist. Mit ihren Rückmeldungen im Hinterkopf schreibe ich M1.

Erst danach beginnt die Arbeit mit dem Lektor. Nicht, um das Buch in eine bestimmte Schublade zu zwingen, sondern um ihm zu helfen, das Buch zu werden, das es zu sein versucht.

Gemeinsam schauen wir genauer auf Struktur, Rhythmus, Zugkraft, Unklarheiten und Überflüssiges.

Aus diesem Dialog entsteht M2 – die Grundlage für das Hörbuch.

Und dann geschieht etwas Besonderes: Wenn der Text laut gelesen wird, offenbart er seine eigenen sprachlichen Knoten. Sätze, die auf dem Bildschirm vernünftig aussahen, können im gesprochenen Wort plötzlich stolpern. Der Rhythmus kann ins Stocken geraten. Wiederholungen werden auf einmal hörbar. Die daraus entstehenden Korrekturen führen zu M3, das lektoriert und schließlich zu M4 wird: dem fertigen Manuskript.

So wird Chaos Schritt für Schritt lesbar gemacht. Nicht dadurch, dass die Geschichte ihren Willen verliert, quer zu den Kategorien zu gehen, sondern dadurch, dass sie genug Widerstand erfährt, um einen Leser über die gesamte Strecke hinweg tragen zu können. Auch wenn sie weiterhin in keine Schublade passt.

[![](https://hpbech.com/wp-content/uploads/Ukrudtsbekaempelse-S.png)](https://hpbech.com/wp-content/uploads/Ukrudtsbekaempelse-S.png)

**Categories:** Blog, Book reviews, Society, Marketing

**Tags:** fixion_en

---

### [Als dänische Technologie die Welt erobern wollte](https://hpbech.com/when-danish-technology-wanted-to-conquer-the-world/)

**Published:** June 10, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/MU-AAA-standard-S-267x400.png)](https://hpbech.com/wp-content/uploads/MU-AAA-standard-S.png)Ende der 1980er Jahre hatte die Vorstellung von dänischer Hochtechnologie noch immer etwas beinahe Heroisches. Wir waren ein kleines Land, aber wir konnten etwas bewirken. Wir hatten fähige Ingenieure, flache Organisationen, kurze Wege zwischen Idee und Entscheidung sowie eine starke Tradition darin, praktische Lösungen für komplexe Probleme zu finden. Wenn man nicht auf Diamantminen und Ölreserven sitzt, müssen Produkte, die aus menschlicher Intelligenz hervorgehen, Dänemarks Trumpfkarte sein.

Das war das Selbstverständnis, das viele dänische Unternehmen mit in die Welt hinausnahmen. Wir konnten vielleicht nicht bei Größe, Kapital oder Heimatmarkt konkurrieren, aber bei Einfallsreichtum, Qualität, Glaubwürdigkeit und Anpassungsfähigkeit. Wenn das Produkt gut war, würde unser Gespür für internationalen Handel es schon in die Welt hinaustragen.

In meinem kommenden Roman *Alles auf Anfang* steht die Hauptfigur, Henrik Bertelsen, mitten in genau dieser Erzählung. Er wird Direktor für Marketing und Vertrieb in einem neu gegründeten dänischen Technologieunternehmen, Printonix, das einen fortschrittlichen Drucker mit internationalem Potenzial entwickelt hat. Der Drucker ist nicht einfach nur eine weitere Maschine auf dem Markt. Er ist schnell, flexibel und auf eine Zeit hin konzipiert, in der Unternehmen beginnen, ihre Dokumentenverarbeitung zu digitalisieren. Und er soll im Werk in Brøndby produziert werden.

Auf dem Papier sieht es nach einem dänischen Wirtschaftsmärchen aus. Die Ambitionen sind groß, und nach einigen Anfangsschwierigkeiten – und wer erlebt die nicht? – kommt der Verkauf in ganz Europa in Gang. Mit seiner großen Kapazität ist der Drucker eine Goldgrube für die Händler, die Verbrauchsmaterialien und Serviceverträge verkaufen können, und bald kann Henrik Bertelsen zufrieden feststellen, dass das Unternehmen die Budgetziele deutlich übertrifft.

# Nationaler Stolz als Geschäftsstrategie

[![](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces-280x280.png)](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces-280x280.png)

Ein dänisches Unternehmen, das ein fortschrittliches Technologieprodukt entwickelt, erzielt nicht nur Umsatz. Es schafft Kompetenzen, Arbeitsplätze und Deviseneinnahmen. Es ist eine Erzählung, in der sich institutionelle Investoren und Mitarbeiter mit Stolz wiedererkennen können. Und über die die Wirtschaftspresse gern schreibt.

Es bedeutet etwas, sagen zu können: “Das hier wurde in Dänemark entwickelt und produziert.”

In Alles auf Anfang ist diese Erzählung ein wichtiger Teil des Selbstverständnisses von Printonix. Das Unternehmen ist nicht nur eine Handelsgesellschaft, die die Technologie anderer importiert und verkauft. Es entwickelt sie. Es baut sie. Es exportiert sie. Es ist “Made in Denmark”.

Doch nationaler Stolz wird zu einer strategischen Sackgasse, wenn er mit Wettbewerbsfähigkeit verwechselt wird.

Kunden kaufen keine Maschine, weil sie in Brøndby hergestellt wurde. Sie kaufen sie, weil sie ein Problem besser, schneller und kostengünstiger löst als die Alternativen. Sie achten auf Betriebssicherheit, Service, Preis, Leistung und Risiko. Nur wenige Kunden zahlen extra für eine Erzählung nationaler Überlegenheit.

Erfolg setzt voraus, dass es einen einfachen Zugang zu einem Netzwerk von Zulieferern und spezialisierten Kompetenzen gibt, denn kein Unternehmen kann alle Aspekte abdecken, die sein Produkt erfordert. Hat es diesen Zugang nicht, kann es sich nicht schnell genug bewegen.

Das gilt besonders, wenn ein Startup wie Printonix den Schritt vom Prototypen zur industriellen Produktion und zum globalen Absatz gehen muss.

# Japan und der Unterschied zwischen Idee und Betriebssicherheit

[![](https://hpbech.com/wp-content/uploads/Gloabl-challenge-Printonix-S-280x280.png)](https://hpbech.com/wp-content/uploads/Gloabl-challenge-Printonix-S-280x280.png)

Eine gute Idee ist nicht dasselbe wie ein gutes Produkt. Ein Prototyp kann beeindrucken. Eine Vorführung kann begeistern. Ein Verkaufsgespräch kann Türen öffnen. Doch wenn das Produkt erst einmal beim Kunden steht, zählt die Zuverlässigkeit im Betrieb.

Der Printonix-Drucker ist technologisch vielversprechend. Er verfügt über Funktionen, die der Markt nachfragt. Er eröffnet neue Anwendungsmöglichkeiten. Er kann etwas, was die Konkurrenz nicht kann. Aber er hat auch eine Achillesferse: den elektrofotografischen Prozess, also die Art und Weise, wie die Druckfarbe auf dem Papier haften soll. Hier entscheidet sich das Unternehmen dafür, auf eine alternative Technologie zu setzen, und hält gerade diese für den wesentlichen Wettbewerbsparameter.

Im Roman begeht Printonix damit zwei grundlegende Fehler.

Der erste besteht darin zu glauben, dass die Art und Weise, wie Toner auf das Papier übertragen wird, ein Wettbewerbsparameter sei. Das ist sie nicht. Dem Kunden ist der elektrofotografische Prozess gleichgültig, solange der Ausdruck scharf ist, die Maschine stabil läuft und der Preis wettbewerbsfähig ist. Für den Kunden ist die Technologie hinter dem Ergebnis nicht an sich interessant. Sie ist nur relevant, wenn sie das Produkt besser, billiger oder betriebssicherer macht.

Der zweite Fehler besteht darin zu übersehen, wo sich die Expertise auf diesem Gebiet tatsächlich befindet. In den 1980er Jahren sind Entwicklung und Produktion der Elektrofotografie praktisch nach Japan verlagert worden. Dort sind die Kompetenzen, die Zuliefernetzwerke, die Prozesserfahrung und die industrielle Kapazität gebündelt. Zu glauben, ein kleines Unternehmen in Brøndby könne diese Entwicklung allein herausfordern, ist naiv.

Denn Japan war in den 1980er Jahren nicht einfach ein Niedriglohnland oder ein bequemer Zulieferer. Japan war auf vielen Gebieten zum Weltmeister industrieller Verfeinerung geworden. Während der Westen oft die ursprünglichen Erfindungen besaß, haben japanische Unternehmen sie nach Ablauf der Patente kleiner, billiger, stabiler und produktionsfreundlicher gemacht.

Das gilt für Autos. Das gilt für Elektronik. Das gilt für Kameras. Und das gilt für Drucker und Kopiergeräte.

Die japanische Stärke lag nicht unbedingt in der ersten Idee, sondern in der systematischen Verbesserung. In der Fähigkeit, Komponenten, Prozesse, Zulieferer und Produktion zusammenspielen zu lassen. In der Geduld für Qualität. Im Respekt vor Betriebssicherheit. Diese Kultur verwandelte Japan auf vielen Gebieten vom Komponenten- zum Systemlieferanten. Vielleicht hätte die Führung von Printonix etwas gründlicher darüber nachdenken sollen, warum der amerikanische Tech-Gigant HP beschlossen hatte, seinen erfolgreichen LaserJet auf ein Produkt des japanischen Unternehmens Canon zu stützen?

Für ein dänisches Startup ist es verführerisch zu glauben, die große Innovation liege im Konzept. Kunden lassen sich vielleicht davon überzeugen, ein Konzept zu kaufen. Geliefert werden muss am Ende jedoch ein betriebssicheres Produkt.

# China und die Verlockung der Skalierung

[![](https://hpbech.com/wp-content/uploads/Global-Supply-Chain-S.png)](https://hpbech.com/wp-content/uploads/Global-Supply-Chain-S.png)

Wenn Japan im Universum des Romans für Qualität, Prozess und technologische Disziplin stand, lockte China mit anderen Versuchungen: kurzen Lieferzeiten, niedrigen Kosten und Skalierung.

Ende der 1980er Jahre begann China, sich als Produktionsland ernsthaft zu öffnen. Shenzhen war noch nicht die globale Technologiemetropole, zu der die Stadt später werden sollte, aber die Entwicklung ist in Gang. Fabriken schießen aus dem Boden. Infrastruktur, Kapital und Arbeitskraft sammeln sich in einem Tempo, das beinahe schwer zu begreifen ist.

Für ein europäisches Technologieunternehmen ist diese Rechnung schwer zu ignorieren. Wenn die Produktion nach China verlagert werden kann, halbieren sich die Kosten. Die Lieferzeiten können deutlich verkürzt werden. Die Kapazität kann schnell erhöht werden. Ein Produkt, das in der dänischen Fabrik teuer herzustellen und schwer zu skalieren ist, kann plötzlich zu einem weit besseren Geschäft werden. Vor allem, wenn die Transportkosten von China zu den großen Märkten von Tag zu Tag sinken.

Doch das kollidiert mit der Selbsterzählung des Unternehmens und mit der Grundlage, auf die die institutionellen Investoren gesetzt haben. Und es wird zahlreiche Mitarbeiter überflüssig machen.

Wie reagiert eine Organisation, wenn Neuankömmlinge zu Recht darauf hinweisen, dass das, was die Kernkompetenz des Unternehmens sein sollte, es nicht mehr ist? Wenn die Ausschöpfung des globalen Potenzials ein grundlegendes Neudenken der Lieferkette, der Unternehmensorganisation und der Wertebasis erfordert?

Will und kann sie sich schnell genug umstellen?

# Not invented here

[![](https://hpbech.com/wp-content/uploads/Printonix-Krise-S-280x280.png)](https://hpbech.com/wp-content/uploads/Printonix-Krise-S-280x280.png)

Was muss ein Unternehmen unbedingt selbst können? Was kann es zu seinem Vorteil anderen überlassen? Wann ist Outsourcing der richtige strategische Schritt? Und wann beginnt ein kritischer Kontrollverlust?

Es gibt kein universelles Rezept. Aber es ist ein gefährlicher Instinkt, Stolz mit Strategie zu verwechseln.

Wenn die tatsächliche Stärke von Printonix im Produktkonzept, im Verständnis künftiger Kundenbedürfnisse, in der Software, in der Papierhandhabung und im Vertriebsmodell liegt, ist es nicht sicher, dass das Unternehmen die kritischste Drucktechnologie selbst entwickeln muss. Vielleicht besteht die klügste Strategie gerade darin, andere dies tun zu lassen.

Das erfordert Demut und Führungsmut. Denn es ist viel leichter, Investoren, Mitarbeitern und Kunden zu erzählen, man habe alles im Griff, als einzugestehen, dass ein Teil der Lösung außerhalb des eigenen Hauses liegt. Es ist leichter, an der ursprünglichen Erzählung festzuhalten, als sie umzuschreiben.

Doch Unternehmen überleben nicht allein von Erzählungen. Sie überleben durch Produkte, die funktionieren, durch Kunden, die bleiben, und durch Entscheidungen, die rechtzeitig getroffen werden.

Alles auf Anfang spielt im Jahr 1989, aber das Dilemma ist weiterhin aktuell. Heute sprechen wir über Abhängigkeit von China, strategische Autonomie, Versorgungssicherheit und die Rückverlagerung von Produktion. Damals standen die Unternehmen vor der entgegengesetzten Bewegung: hinaus in die Welt. Hinaus zu niedrigen Kosten. Hinaus zur Skalierung.

Beide Bewegungen enthalten dieselbe Herausforderung.

Man muss wissen, worin man selbst am besten ist. Man muss anerkennen, was andere besser machen. Und man muss den Mut haben, den Kurs zu ändern, bevor der Markt diese Entscheidung für einen trifft.

# Das erste Unwetter der Globalisierung

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)Heute verstehen wir globale Wertschöpfungsketten, Outsourcing, Nearshoring und geopolitische Risiken. Wir haben die Sprache dafür. Wir haben die Erfahrungen. Wir haben gesehen, wie Abhängigkeit von entfernten Produktionsstufen sowohl eine Stärke als auch eine Schwäche werden kann.

1989 war vieles davon noch neu.

Globalisierung war kein Begriff, der routinemäßig über den Mittagstisch in der Kantine ging. Doch ihre Mechanismen waren bereits in vollem Gang. Produktion, Technologie, Kapital und Märkte begannen sich aus nationalen Rahmen zu lösen. Ein Produkt konnte in Dänemark erdacht, in Japan entwickelt, in China produziert und über Distributoren in Europa, Fernost und den USA verkauft werden.

Henrik Bertelsen steht mitten in dieser neuen Möglichkeit. Er ist kein Techniker. Er ist auch kein Eigentümer. Er ist Verkäufer, Führungskraft und strategischer Mitspieler. Er sieht, dass der Markt positiv reagiert. Er sieht, dass die Kunden das Potenzial des Produkts verstehen. Aber er sieht auch, dass die lokale technische Wirklichkeit mit der kommerziellen Begeisterung nicht Schritt halten kann.

Denn je besser der Verkauf läuft, desto größer wird das Risiko. Jede neue Bestellung ist sowohl ein Sieg als auch eine künftige Verpflichtung. Jeder neue Distributor erhöht das Potenzial, aber auch das Risiko. Jede gelieferte Maschine kann zum Beweis des Erfolgs werden – oder zu einer späteren Reklamation.

Soll das Unternehmen die neuen Möglichkeiten in Japan und China nutzen, die stabile Qualität, niedrigere Kosten und kürzere Lieferzeiten versprechen, oder soll es daran festhalten, alles selbst können zu wollen? Und wie finanzieren wir diese Umstellung?

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en

---

### [Tumult in Mekka jetzt als eBook für den Tolino erhältlich!](https://hpbech.com/de/tumult-in-mekka-jetzt-als-ebook-fuer-den-tolino-erhaeltlich/)

**Published:** June 23, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S-267x400.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S.png)

Mein geopolitischer Thriller ***Tumult in Mekka*** ist nun auch als eBook für den **Tolino-Reader** erhältlich.

Wer lieber digital liest, kann die EPUB-Version ab sofort bei [**Hugendubel**](https://www.hugendubel.de/de/ebook_epub/hans_peter_bech-tumult_in_mekka-52820886-produkt-details.html) und [**Thalia**](https://www.thalia.de/shop/home/artikeldetails/A1078741260) beziehen und auf allen Tolino-Geräten sowie in der Tolino-App lesen.

Tolino ist im deutschsprachigen Buchmarkt besonders verbreitet. Die Plattform wurde 2013 von führenden Buchhändlern als offene Alternative zum Kindle-System gestartet und ist heute eng mit Buchhandlungen wie Thalia, Hugendubel, Osiander sowie zahlreichen unabhängigen Buchhandlungen verbunden.

Nach Angaben der Tolino-Allianz hält Tolino im deutschsprachigen E-Reading-Markt einen Marktanteil von rund **44 Prozent**; die Geräte und Shops sind damit vor allem in Deutschland, aber auch in Österreich und der Schweiz eine feste Größe.

In Österreich ist Tolino über Thalia stark präsent, in der Schweiz unter anderem über [Orell Füssli](https://www.orellfuessli.ch/shop/home/artikeldetails/A1078741260), wo aktuelle Tolino-Modelle ebenfalls regulär angeboten werden.

Außerdem ist das eBook bei Amazon für [Kindle](https://www.amazon.de/dp/B0GRSBXN1T) erhältlich.

**Categories:** Blog, Book reviews, Marketing

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Warum 3,7 Sterne genau richtig sind](https://hpbech.com/why-four-stars-may-be-the-perfect-rating-for-tumult-in-mecca/)

**Published:** July 14, 2026
**Author:** Hans Peter Bech

**Excerpt:** Ich bin mit 3,7 von 5 Sternen zufrieden. Das zeigt mir, dass das Buch viele seiner Leser gefunden hat, ohne dabei harmlos zu werden.

**Content:**

---

## Ich habe das Buch nicht geschrieben, um allen zu gefallen

[![](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mekka-German-version-476x400.png)](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mekka-German-version.png)

Auf den ersten Blick mag eine Bewertung von **3,7 von 5 Sternen** wie ein Ergebnis erscheinen, das nur beinahe gelungen ist. Autoren träumen schließlich von Fünf-Sterne-Rezensionen, uneingeschränktem Lob und Lesern, die ein Buch für vollkommen erklären.

So sehe ich das nicht.

Für [***Tumult in Mekka***](https://www.amazon.de/dp/B0FZTGJ37M), die deutsche Ausgabe von [*Balladen i Mekka*](https://hpbech.com/de/buecher/tumult-in-mekka-de/), halte ich 3,7 von 5 Sternen für ein ausgesprochen passendes Ergebnis. Die derzeit **19 weltweiten Bewertungen** verteilen sich auf 44 Prozent mit fünf Sternen, 20 Prozent mit vier Sternen, 14 Prozent mit drei Sternen, 8 Prozent mit zwei Sternen und 14 Prozent mit einem Stern.

Diese Verteilung zeigt mir, dass das Buch viele seiner Leser erreicht hat, ohne harmlos geworden zu sein.

Nicht, dass ich Fünf-Sterne-Rezensionen nicht zu schätzen wüsste. Natürlich tue ich das. Jeder Autor freut sich, wenn eine Geschichte einen Leser berührt, ihn unterhält und dazu bewegt, sich die Zeit für eine positive Rezension zu nehmen.

Aber [**Tumult in Mekka**](https://www.thalia.de/shop/home/artikeldetails/A1077984695) wurde nicht geschrieben, um allen zu gefallen. Es ist eine Geschichte, die zugleich humorvoll, unbequem, historisch fundiert, moralisch ambivalent und stellenweise bewusst herausfordernd ist. Solche Bücher sollten polarisieren. Täten sie es nicht, hätte ich mein Ziel verfehlt.

Die Geschichte beginnt mit einem beinahe absurden Zufall. Drei Dänen werden innerhalb kürzester Zeit in einen Auftrag hineingezogen, der sich als äußerst lukratives Beratungsprojekt in Saudi-Arabien erweist. Dabei geht es um die Renovierung und den Betrieb von Krankenhausküchen in Taif, unweit von Mekka.

Einer der drei Dänen verfügt über beträchtliche fachliche Erfahrung auf diesem Gebiet. Die beiden anderen, darunter die Hauptfigur Henrik Bertelsen, tun es nicht. Sie sind aufgeweckt, lernfähig und tatkräftig, aber keine Experten.

Die Lage wird noch prekärer, weil der eigentliche Fachmann ein Alkoholproblem hat. In einem entscheidenden Moment ist er nicht mehr in der Lage, die Aufgabe zu erfüllen, derentwegen er mitgereist ist. Henrik und sein Bruder Jakob müssen deshalb einspringen. Sie improvisieren, beobachten, analysieren, schreiben, verhandeln und treten mit mehr Selbstvertrauen auf, als ihre tatsächliche Erfahrung rechtfertigt.

## Die moralische Grauzone

[![](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png)](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png)

---

Bereits hier wirft die Geschichte eine Reihe von Fragen auf.

Hätten die drei Dänen den Auftrag ablehnen sollen? Hätten sie offener eingestehen müssen, dass sie sich auf unbekanntem Terrain bewegten? Oder funktioniert internationales Geschäft häufig genau so: unvollkommene Menschen, unvollständige Informationen, unrealistische Fristen und eine gewisse Portion Schauspiel?

Das Buch liefert darauf keine eindeutige moralische Antwort, weil auch die Wirklichkeit dies nur selten tut.

Manche Leser werden Henrik und Jakob vielleicht als Opportunisten wahrnehmen. Andere sehen in ihnen pragmatische, mutige und unternehmerisch denkende Menschen. Einige amüsieren sich über ihre Fähigkeit, während des Projekts dazuzulernen. Andere empfinden Unbehagen darüber, dass sie sich durch Situationen bluffen, in denen vielleicht mehr Demut angebracht gewesen wäre.

All diese Reaktionen sind berechtigt.

Das ist einer der Gründe, weshalb mich eine makellose Durchschnittsbewertung beinahe beunruhigen würde. Wenn alle Leser das Buch als unproblematisch und angenehm empfänden, wären die Dilemmata nicht scharf genug gezeichnet.

Als Autor gerät man leicht in Versuchung, die Figuren eindeutiger darzustellen, als Menschen es in der Wirklichkeit sind. Man kann sie zu Helden oder Schurken machen, sodass der Leser keinen Zweifel daran hat, wer Recht und wer Unrecht hat. Daraus kann eine angenehmere Geschichte mit klaren moralischen Orientierungspunkten entstehen.

Doch so ist das Leben nur selten. Menschen sind oft zugleich mutig und selbstbezogen, loyal und opportunistisch, sympathisch und irritierend. Sie treffen Entscheidungen unter Druck, mit begrenztem Wissen und aus Beweggründen, die sie möglicherweise selbst nicht vollständig verstehen. Soll ein Roman wahrhaftig wirken, muss er Raum für diese Widersprüche lassen.

Das mag unterwegs einige Leser kosten. Dafür entsteht eine ehrlichere Geschichte.

## Kultur, Religion und das Urteil des Lesers

*[![](https://hpbech.com/wp-content/uploads/Mecca-meeting.png)](https://hpbech.com/wp-content/uploads/Mecca-meeting.png)*

---

**Tumult in Mekka** handelt auch von kulturellen Unterschieden, und das ist niemals ein neutrales Thema. Die Geschichte wird aus der Perspektive eines jungen Dänen im Jahr 1979 erzählt. Henrik reist mit skandinavischen Vorstellungen von Demokratie, Religion, Geschlechterrollen, Bürokratie, Offenheit, Gleichheit und persönlicher Freiheit nach Saudi-Arabien.

Er beobachtet, was er sieht. Manchmal ist er neugierig. Manchmal amüsiert er sich. Mitunter ist er verwirrt. Oft ist er kritisch.

Ist die Darstellung der verschiedenen Kulturen fair und ausgewogen? Sind die Überlegungen zur Religion angemessen? Zeigt das Buch genügend Verständnis für Saudi-Arabien, wie das Land damals war? Oder offenbart es zugleich die Grenzen und Vorurteile des dänischen Beobachters?

Darauf kann ich als Autor nicht stellvertretend für den Leser antworten. Das sollte ich auch nicht.

Ein Roman ist kein Gerichtsurteil. Er ist kein ausgewogenes politisches Gutachten. Er ist eine Einladung, in eine Situation einzutreten und sie durch ein bestimmtes Bewusstsein zu erleben. Henrik ist keine neutrale Kamera. Er bringt seine eigene Herkunft, seine Werte, seine blinden Flecken, seinen Humor, seine Ungeduld und sein Unbehagen mit.

Der Leser muss selbst entscheiden, ob er ihm vertraut, ihm widerspricht, mit ihm lacht oder sich bisweilen von ihm distanziert.

Das gehört zum Leseerlebnis.

## Warum sich 3,7 Sterne richtig anfühlen

Die vielleicht umstrittenste Entscheidung des Romans besteht darin, die religiöse Besetzung der Großen Moschee in Mekka im November 1979 zum dramatischen Mittelpunkt der Geschichte zu machen.

Das Ereignis hat tatsächlich stattgefunden. Es war gewaltsam und von großer historischer Bedeutung. Es erschütterte Saudi-Arabien und beeinflusste religiöse und politische Entwicklungen weit über die Grenzen des Königreichs hinaus. Drei gewöhnliche Dänen in die Nähe dieses Geschehens zu versetzen, wirft zwangsläufig Fragen auf.

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)

---

Warum sollte eine so ernste historische Episode in einem Roman verwendet werden, der zugleich Humor, geschäftliche Improvisation, Familienleben und gesellschaftliche Beobachtungen enthält? Warum sollten ein dänisches Wohnprojekt, eine Ausschreibung für saudische Krankenhausküchen, Alkoholmissbrauch, religiöser Konservatismus, Ölgeld, Adoption, Ehrgeiz und bewaffneter Extremismus in ein und derselben Geschichte zusammentreffen?

Weil das Leben sich nicht in sauberen Kategorien organisiert.

Komik und Gefahr existieren häufig nebeneinander. Menschen treffen berufliche Entscheidungen, während sich um sie herum Geschichte ereignet. Moralische Dilemma kündigen sich selten mit Warnschildern an. Und gewöhnliche Menschen können sich plötzlich sehr viel näher an bedeutenden Ereignissen wiederfinden, als sie es sich jemals vorgestellt hätten.

Manche Leser werden das faszinierend finden. Andere empfinden es vielleicht als verstörend. Einige mögen die Mischung aus erinnerungsgeprägter Erzählung, geopolitischer Spannung, Kulturbeobachtung und zurückhaltendem Humor. Andere hätten lieber einen geradlinigeren Thriller, einen heldenhafteren Protagonisten oder eine eindeutigere moralische Botschaft.

Das ist vollkommen legitim.

Eine Drei-Sterne-Bewertung kann von einem Leser stammen, der etwas anderes erwartet hatte. Eine Zwei-Sterne-Bewertung kann von jemandem kommen, den die Hauptfigur, der Ton, der Blick auf die Kultur oder die moralischen Grauzonen irritiert haben. Selbst eine Ein-Sterne-Bewertung kann Ausdruck einer ehrlichen Reaktion sein.

Nicht jedes Buch ist für jeden Leser geschrieben.

# Warum die englische Ausgabe besser abschneidet

[![Customer reviews: 4 of 5 stars from 30 ratings; 5★ 50%, 4★ 24%, 3★ 15%, 2★ 7%, 1★ 4%.](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mecca-452x400.png)](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mecca-452x400.png)Warum die englische Ausgabe etwas besser bewertet wird, lässt sich nicht eindeutig sagen. Die größere Zahl an Bewertungen kann den Durchschnitt stabilisieren, während bei der deutschen Ausgabe einzelne Ein- oder Zwei-Sterne-Bewertungen stärker ins Gewicht fallen. Möglich ist auch, dass englischsprachige Leser mit geopolitischen Spannungen, kulturellen Konflikten und moralisch ambivalenten Figuren vertrauter sind oder das Genre anders einordnen. Ebenso können Erwartungen, Übersetzung, Cover, Klappentext und die Art, wie das Buch vermarktet wurde, eine Rolle spielen. Wahrscheinlich ist es kein einzelner Grund, sondern eine Mischung aus Stichprobengröße, Lesererwartungen und unterschiedlichen kulturellen Lesegewohnheiten.

**Categories:** Blog, Book reviews, Business development, Society, Globalisation, Marketing, Politics, Travelling &amp; Leisure

**Tags:** The Henrik Bertelsen Saga, fixion_en

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### [Wenn das Geld nach Norden weist – wohin führt dich dann der Kompass?](https://hpbech.com/when-the-money-points-north-where-does-the-compass-take-you/)

**Published:** August 5, 2026
**Author:** Hans Peter Bech

**Excerpt:** Der Dollar-Kompass ist zweifellos ein Thriller aus der Zeit des Kalten Krieges. Zugleich ist der Roman aber auch ein Wirtschaftsroman über alltägliche Geschäftsentscheidungen, internationalen Vertrieb, unangenehme Abhängigkeiten, unverhohlene Korruption, das Überleben eines Unternehmens, familiäre Belastungen und moralischen Verfall.

**Content:**

Mit der Veröffentlichung von *[**Der Dollar-Kompass**](https://www.amazon.de/dp/B0H7R84DP8)*, dem zweiten Band der Saga um Henrik Bertelsen, kehre ich zu einer Frage zurück, die uns im Berufsleben ebenso begegnet wie im Privaten:

> Was geschieht, wenn Abenteuerlust, Ehrgeiz, Geld, Politik und moralische Kompromisse gleichzeitig an unsere Tür klopfen?

Im ersten Band der Reihe, [***Tumult in Mekka***](https://www.amazon.de/dp/B0FZTGJ37M), lernen wir Henrik Bertelsen im Jahr 1979 kennen. Er ist ein junger Beamter im dänischen Arbeitsministerium, als er eher zufällig gemeinsam mit seinem Bruder Jakob in ein Krankenhausprojekt in Saudi-Arabien hineingezogen wird.

Was zunächst wie ein überschaubarer Beratungsauftrag aussieht, entwickelt sich schnell zu einem lukrativen, komplizierten und gefährlichen Abenteuer.

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)

Diese Erfahrung weckt in Henrik die Lust auf das internationale Geschäft. Als ihm später eine wesentlich besser bezahlte Stelle mit Aussicht auf eine Karriere im Vertrieb beim amerikanischen Computerunternehmen Control Data angeboten wird, zögert er nicht lange.

Zu Beginn von [***Der Dollar-Kompass***](https://www.thalia.de/shop/home/artikeldetails/A1081020592) schreiben wir das Jahr 1985. Henrik ist inzwischen erfolgreicher Vertriebsleiter. Beruflich hat er in wenigen Jahren einen beachtlichen Aufstieg hingelegt. Er versteht sein Geschäft, ergreift die Initiative und profitiert gelegentlich von jenen glücklichen Zufällen, die in späteren Erfolgsgeschichten gern unerwähnt bleiben.

Henrik hat Erfolg. Doch das Unternehmen, für das er arbeitet, steckt in Schwierigkeiten.

Die Computerindustrie befindet sich im Umbruch. Neue Wettbewerber treten auf den Markt, Technologien verändern sich, und die einst starke Position von Control Data beginnt zu bröckeln.

Dann öffnet die Weltgeschichte plötzlich eine Tür.

Michail Gorbatschow ist zum Generalsekretär der Kommunistischen Partei der Sowjetunion gewählt worden. Mit Glasnost und Perestroika versucht er, das erstarrte sowjetische System zu reformieren. Der Kalte Krieg beginnt sich langsam zu entspannen.

Die Sowjetunion benötigt vor allem zwei Dinge: niedrigere Militärausgaben und Zugang zu moderner westlicher Technologie.

[![Collage showing Earth from space, two vintage TV screens with politicians, a hazy cityscape with a church spire, and red Soviet flags in front of poles.](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)

Das eine schafft Möglichkeiten für die Diplomatie.

Das andere weckt das Interesse westlicher Unternehmen.

Für Control Data – und für Henrik persönlich – könnte sich die Sowjetunion als die Chance ihres Lebens erweisen.

Doch hinter der äußeren Handlung verbirgt sich die eigentliche Frage:

> Wie weit sind wir bereit zu gehen, wenn der mögliche Gewinn groß genug ist?

# Geopolitik schafft neue Geschäftsmöglichkeiten

Wir stellen uns Märkte gern als einfache Begegnung zwischen Angebot und Nachfrage vor: Ein Kunde hat ein Problem, ein Unternehmen bietet die passende Lösung.

Manchmal funktioniert die Wirtschaft tatsächlich so.

Doch große Geschäftsmöglichkeiten entstehen häufig erst dann, wenn sich die politischen Verhältnisse verändern.

Gorbatschows Reformversuche schaffen 1985 eine völlig neue geopolitische Situation. Die sowjetische Wirtschaft benötigt dringend moderne Technologie. Fabriken, Ministerien, Forschungseinrichtungen, Infrastruktur und Verwaltungssysteme sind gegenüber dem Westen ins Hintertreffen geraten.

Besonders wichtig sind die Energie- und Rohstoffindustrien. Sie bieten der Sowjetunion die beste Möglichkeit, jene harten Devisen zu erwirtschaften, mit denen westliche Technologie bezahlt werden kann.

Damit rücken sie ganz oben auf die politische Prioritätenliste.

Hochleistungscomputer für Wissenschaft, Industrie und Energiewirtschaft gehören ausgerechnet zu den Kerngebieten von Control Data. Das Unternehmen erkennt daher eine seltene und möglicherweise gigantische Chance.

Für Control Data ist die Sowjetunion nicht nur ein weiterer Exportmarkt. Ein großes sowjetisches Projekt könnte dem angeschlagenen Unternehmen Zeit verschaffen, sich auf die Veränderungen im westlichen Computermarkt einzustellen.

[![Man in a suit presents a poster labeled 'SUPERCOMPUTER' showing a tall computer tower and monitor to a suited audience in a wood-paneled room on an easel.](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)

Doch wenn Geschäftsmöglichkeiten aus geopolitischen Verschiebungen entstehen, gelten niemals ausschließlich kaufmännische Regeln.

Jede Begegnung hat mehrere Ebenen. Jeder Händedruck kann mehr bedeuten, als es zunächst scheint. Regierungen, Unternehmen, Ministerien, Geheimdienste und lokale Vermittler verfolgen jeweils ihre eigenen Interessen.

Henrik reist nach Moskau in dem Glauben, dort Computer verkaufen zu sollen.

Schon bald erkennt er das gewaltige wirtschaftliche Potenzial. Gleichzeitig begreift er, dass er ein System betreten hat, in dem Technologie, Diplomatie, staatliche Interessen und persönliche Ambitionen untrennbar miteinander verbunden sind.

# Wenn ein einziges Projekt das Unternehmen retten soll

Die technologische Entwicklung, die das sowjetische Geschäft so attraktiv macht, bedroht gleichzeitig Henriks eigenes Unternehmen.

Control Data hat wichtige Veränderungen im Computermarkt zu spät erkannt. Die Produkte verlieren an Wettbewerbsfähigkeit. Das Unternehmen braucht dringend neue Einnahmen, und ein umfangreiches Projekt in der Sowjetunion könnte zur Rettungsleine werden.

Genau darin liegt die Gefahr.

Wenn ein Unternehmen von wenigen großen Aufträgen abhängig wird, verändert sich die Wahrnehmung der Verantwortlichen.

Risiken, die unter normalen Umständen als inakzeptabel gelten würden, erscheinen plötzlich beherrschbar. Warnsignale werden zu vorübergehenden Schwierigkeiten umgedeutet. Grenzen verschieben sich, weil die Alternative – der wirtschaftliche Niedergang – noch bedrohlicher wirkt.

Eine gesunde Auftragslage macht es leicht, von Werten, Compliance und strategischer Disziplin zu sprechen.

Wenn jedoch die Zukunft des gesamten Unternehmens von einem einzigen Geschäft abhängen könnte, verändert sich das Gespräch.

Die Zahlen beginnen, alle anderen Argumente zu übertönen.

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)

Je mehr auf dem Spiel steht, desto größer wird die Bereitschaft, Hindernisse aus dem Weg zu räumen. Was gestern noch fragwürdig erschien, gilt heute als notwendiger Pragmatismus. Was früher eine unüberschreitbare Grenze war, wird zu einer weiteren Barriere, die man im Interesse des Unternehmens überwinden muss.

Henrik versteht, dass das sowjetische Projekt Control Data retten könnte.

Er versteht aber auch, dass es ihn in Situationen bringen wird, in denen sowohl die Regeln des Unternehmens als auch seine persönlichen Werte unter Druck geraten.

Ist er bereit, bis zum Äußersten zu gehen?

# Die offiziellen Regeln sind nicht die wirklichen Regeln

In einem autoritären und bürokratischen System wie der Sowjetunion bilden die offiziellen Vorschriften nur einen Teil der Wirklichkeit.

Es gibt Ministerien, Genehmigungsverfahren, Ausschüsse, Zuständigkeiten und schriftliche Regeln.

Daneben existiert jedoch ein zweites System: persönliche Beziehungen, Gefälligkeiten, informelle Zahlungen, Vermittler und stille Vereinbarungen.

Korruption ist nicht lediglich eine Abweichung vom System. Sie ist zu einem Bestandteil seiner Funktionsweise geworden.

Beamte haben Wege gefunden, die Vorschriften zu umgehen. Vermittler wissen, welche Türen wirklich wichtig sind. Entscheidungen werden offiziell begründet, doch die tatsächlichen Verhandlungen finden häufig an anderen Orten und unter anderen Bedingungen statt.

[![Two suited men in a wood-paneled office discuss documents; a red flag with a hammer and sickle looms behind.](https://hpbech.com/wp-content/uploads/Henrik-and-Oleg-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-and-Oleg.png)

Für westliche Unternehmen entsteht daraus ein brutales Dilemma.

Wer sich weigert mitzuspielen, kann den Auftrag verlieren. Wer sich anpasst, riskiert, juristische, ethische und persönliche Grenzen zu überschreiten.

Und wenn die Konkurrenz bereit ist, Dinge zu tun, die man selbst ablehnt, kann moralische Konsequenz plötzlich wie ein Luxus erscheinen, den sich das Unternehmen nicht leisten kann.

Henrik hat ähnliche Mechanismen bereits in Saudi-Arabien erlebt. Er weiß, dass ein stures Beharren auf offiziellen Verfahren in einem Umfeld, das nach ganz anderen Regeln funktioniert, geschäftlich verheerend sein kann.

Doch er weiß ebenso, dass der erste Kompromiss fast nie der letzte bleibt.

Sobald man akzeptiert hat, dass die Dinge an einem bestimmten Ort eben so funktionieren, beginnt man möglicherweise schon bald, Handlungen zu verteidigen, die man zuvor entschieden verurteilt hätte.

# Geheimdienste verfolgen ihre eigenen Ziele

Wo Politiker Reformen sehen und Unternehmen Aufträge wittern, erkennen Geheimdienste sowohl Chancen als auch Bedrohungen.

In [***Der Dollar-Kompass***](https://www.hugendubel.de/de/ebook_epub/hans_peter_bech-der_dollar_kompass-53893762-produkt-details.html) muss Henrik nicht nur zwischen sowjetischen Ministerien und den Erwartungen seines amerikanischen Arbeitgebers navigieren. Er gerät zugleich in das Blickfeld des KGB und der CIA.

Beide Organisationen handeln nach ihrer eigenen Logik. Beide suchen Informationen, Einfluss und Menschen, die sich irgendwann als nützlich erweisen könnten.

Henrik ist kein Spion. Er ist Geschäftsmann.

Doch im Herbst des Kalten Krieges lässt sich diese Grenze nicht immer eindeutig ziehen.

Ein ausländischer Geschäftsmann mit Zugang zu amerikanischer Technologie, sowjetischen Funktionären, westlichen Botschaften und erheblichen Geldbeträgen ist für viele Seiten interessant.

[![](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)

Das ist eines der düstereren Themen des Buches. Nachrichtendienste rekrutieren nicht nur Menschen, die bereits über Geheimnisse verfügen. Sie erkennen auch künftige Möglichkeiten.

Ein kleiner Gefallen. Ein geringfügiger Gesetzesverstoß. Eine kompromittierende Situation. Ein hilfreicher Kontakt. All das kann später einmal nützlich werden.

Henrik muss lernen, zwischen Gastfreundschaft, Korruption, Manipulation und einer Falle zu unterscheiden. Das ist nicht leicht, wenn alle lächeln und der Goldtopf am Ende des Regenbogens zum Greifen nah scheint.

# Erfolg hat seinen Preis

Internationale Geschäfte verursachen Kosten, die in keiner Kalkulation und keiner Bilanz auftauchen.

Zeit ist eine davon.

Große Projekte bedeuten Reisen, verspätete Flüge, lange Abende, Wochenenden in Hotels, Geschäftsessen mit Fremden und Telefonate mit der Familie zu ungünstigen Zeiten.

Kurzfristig lassen sich diese Opfer leicht rechtfertigen.

Das Abenteuer ist aufregend. Das Projekt ist wichtig. Die Gelegenheit ist einmalig. Die finanzielle Belohnung ist attraktiv.

Doch das Familienleben legt keine Pause ein, nur weil das Geschäft an Fahrt gewinnt.

Henrik hat eine Frau, Sammy, zwei kleine Kinder, ein Zuhause, Freunde und eine Rockband. Auch sie alle brauchen seine Zeit.

Jede einzelne Entscheidung wirkt zunächst vernünftig.

Eine weitere Reise. Ein zusätzliches Treffen. Ein Auftritt mit der Band. Ein langer Abend im Büro. Ein letzter Versuch, das Projekt voranzubringen.

Das Problem liegt in der Summe dieser Entscheidungen.

[![Father and two children sit at a breakfast table as a woman opens the back door and waves hello outside while autumn light pours in.](https://hpbech.com/wp-content/uploads/Family-happy-1986-280x280.png)](https://hpbech.com/wp-content/uploads/Family-happy-1986.png)

Die Dinge, die uns langfristig am meisten bedeuten, lassen sich kurzfristig oft am leichtesten opfern: Nähe, Vertrauen, Liebe, gemeinsame Verantwortung, die Zeit mit den Kindern und all die kleinen Gewohnheiten, die eine Familie zusammenhalten.

Wenn die Belohnung vor unseren Augen hängt, vergessen wir leicht zu fragen, welchen Preis wir für die Jagd nach ihr bezahlen.

# Was uns Wirtschaftsromane zeigen können

Ich schreibe auch klassische Wirtschaftsbücher. Modelle, Methoden und strukturierte Denkweisen helfen uns, wiederkehrende Muster zu erkennen und bessere Entscheidungen zu treffen.

Doch die Praxis passt niemals vollständig zur Theorie.

Der entscheidende Moment findet nicht in einer Matrix statt.

Er entsteht in einer Besprechung, in der sich jemand bewusst mehrdeutig ausdrückt. Bei einem Abendessen, während dessen eine Gegenleistung angedeutet wird. In einer Hotellobby, wo ein zufälliges Gespräch die Machtverhältnisse verändert.

Oder in jener Budgetbesprechung, in der alle wissen, dass die Ziele unrealistisch sind, aber niemand es auszusprechen wagt.

Die wirklich schwierigen Entscheidungen entstehen dann, wenn das Richtige zu tun bedeutet, einen wichtigen Auftrag zu verlieren.

Deshalb können wir viel über das Geschäftsleben lernen, wenn wir Henrik Bertelsen bei seinen Entscheidungen, Fehlern, Rechtfertigungen und Kompromissen begleiten.

Unternehmen handeln nicht wie die Modelle, mit denen wir sie beschreiben.

Sie werden von Menschen geprägt – von Menschen unter Druck, mit unvollständigen Informationen, widersprüchlichen Motiven, persönlichen Ambitionen und privaten Sorgen.

*[![Man in a suit stands in a cluttered 1960s hotel room, looking off to the side amid maps, money, and a rotary phone.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)[**Der Dollar-Kompass**](https://hpbech.com/de/buecher/der-dollar-kompass/)* ist ein Thriller über die Endphase des Kalten Krieges.

Gleichzeitig ist das Buch ein Wirtschaftsroman über internationales Verkaufen, wirtschaftliche Abhängigkeit, Korruption, unternehmerisches Überleben, familiäre Belastungen und moralischen Verfall.

Ein Kompass, dessen Nadel sich am Geld orientiert, kann dich an faszinierende Orte führen.

Er kann dich sogar reich machen.

Aber er führt dich nicht unbedingt wieder nach Hause.

**Der Dollar-Kompass** erscheint am **20. August 2026** auf Deutsch und ist bereits bei Amazon sowie im Buchhandel bestellbar. Die digitale Ausgabe ist für Kindle und Tolino erhältlich. Die Hörbuchausgabe folgt später.

---

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Business development, Globalisation, Marketing, Politics, Strategy

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Der Dollar-Kompass erscheint heute auf Deutsch](https://hpbech.com/de/der-dollar-kompass-erscheint-heute-auf-deutsch/)

**Published:** August 20, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1-267x400.png)](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png)Heute, am 20. August 2026, erscheint die deutsche Ausgabe meines neuen Romans ***[Der Dollar-Kompass](https://hpbech.com/de/buecher/der-dollar-kompass/)***. Der geopolitische Wirtschafts- und Gesellschaftsroman verbindet internationales Geschäftsleben, Machtpolitik und persönliche Konflikte zu einer Geschichte über Ehrgeiz, Moral und den Preis des Erfolgs.

*[Der Dollar-Kompass ](https://www.amazon.de/dp/B0H7R84DP8)*ist der zweite Band der Saga um den dänischen Geschäftsmann Henrik Bertelsen. Die Handlung beginnt 1985, in den letzten Jahren des Kalten Krieges. Henrik arbeitet als Vertriebsleiter für ein angeschlagenes amerikanisches Technologieunternehmen, als sich eine außergewöhnliche Chance eröffnet: Ein milliardenschwerer Auftrag aus der Sowjetunion könnte das Unternehmen retten und gleichzeitig seiner eigenen Karriere einen entscheidenden Schub geben.

Henrik wird nach Moskau geschickt, um den Verkauf leistungsfähiger Supercomputer voranzutreiben. Doch aus einer vielversprechenden Geschäftsmöglichkeit entwickelt sich schnell ein kompliziertes Geflecht aus politischen Interessen, bürokratischen Machtkämpfen, Geheimdienstaktivitäten, Bestechung und persönlichen Abhängigkeiten.

Im Mittelpunkt steht dabei eine Frage, die auch heute nichts von ihrer Aktualität verloren hat: **Wie weit darf man gehen, um einen wichtigen Auftrag zu gewinnen?**

[![Border control scene: man in a suit hands over a passport to a uniformed officer who stamps it, while onlookers observe.](https://hpbech.com/wp-content/uploads/At-passport-control-in-Moscow-400x400.png)](https://hpbech.com/wp-content/uploads/At-passport-control-in-Moscow.png)Henrik bewegt sich zunehmend in moralischen Grauzonen. Einzelne Zugeständnisse erscheinen zunächst harmlos und geschäftlich nachvollziehbar. Doch Schritt für Schritt verändern sie die Richtung seines beruflichen und privaten Lebens. Der Titel des Romans verweist genau auf dieses Dilemma: Was geschieht, wenn finanzieller Erfolg zum wichtigsten Kompass für unsere Entscheidungen wird?

Gleichzeitig erzählt das Buch von den persönlichen Folgen einer internationalen Karriere. Während Henrik immer mehr Zeit in Moskau und Washington verbringt, versucht seine Frau Sammy in Dänemark, Familie und beruflichen Neustart miteinander zu vereinbaren. Auch Freundschaften, die Musik und das Familienleben bleiben davon nicht unberührt.

Ich greife dabei auf meine jahrzehntelange Erfahrung in der internationalen IT-Branche zurück. Figuren und Ereignisse sind erfunden, doch die geschäftlichen Herausforderungen, kulturellen Unterschiede und politischen Rahmenbedingungen orientieren sich an meinen eigenen Erfahrungen aus dem internationalen Technologiegeschäft in der späten Phase des Kalten Krieges.

Die deutsche Übersetzung stammt von **Tina Krüger**. Eine Hörbuchfassung, gesprochen von **Jan Orth**, ist für Anfang 2027 geplant.

***Der Dollar-Kompass* ist ab heute als E-Book, Taschenbuch und gebundene Ausgabe erhältlich.**

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Book reviews, Marketing

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Der Dollar-Kompass ist bereit für die Veröffentlichung](https://hpbech.com/de/der-dollar-kompass-ist-bereit-fuer-die-veroeffentlichung/)

**Published:** August 4, 2026
**Author:** Hans Peter Bech

**Excerpt:** Der Dollar-Kompass erscheint am 20. August 2026 als E-Book, Taschenbuch, gebundene Ausgabe und Hörbuch.

**Content:**


[![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png)](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png)

---

Nun ist fast alles vorbereitet: Am 20. August 2026 erscheint [*Der Dollar-Kompass*](https://www.amazon.de/dp/B0H7R84DP8), der zweite Band [der Saga um Henrik Bertelse](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/)n, auf Deutsch.

Das Manuskript ist übersetzt und lektoriert, die letzten Korrekturen sind eingearbeitet, der Probedruck ist geprüft, und auch die verschiedenen Ausgabeformate sind vorbereitet. Die deutsche Übersetzung stammt von [Tina Krüger](https://www.linkedin.com/in/martina-kr%C3%BCger-26b7a1395/). Damit stehen die gedruckte und die digitale Ausgabe kurz vor ihrer Veröffentlichung. Das Hörbuch wird im Herbst von [Jan Orth](https://www.linkedin.com/in/orthjan/) gesprochen.

Für mich ist dies ein wichtiger Meilenstein. [*Der Dollar-Kompass*](https://www.thalia.de/shop/home/artikeldetails/A1081020592) setzt die Geschichte fort, die mit [*Tumult in Mekka*](https://www.thalia.de/shop/home/artikeldetails/A1077984695) begann. Zugleich führt der Roman Henrik Bertelsen in eine neue Welt – in die Spannungen der letzten Jahre des Kalten Krieges und in das internationale Technologiegeschäft der 1980er-Jahre.

# Eine Geschichte über Geschäft, Politik und Moral

Die Handlung beginnt 1985. Henrik Bertelsen arbeitet als Vertriebsleiter für ein amerikanisches Technologieunternehmen, das wirtschaftlich unter Druck steht. Ein milliardenschwerer Auftrag aus der Sowjetunion könnte das Unternehmen retten. Henrik wird deshalb nach Moskau geschickt, um den Verkauf leistungsfähiger Supercomputer voranzutreiben.

[![](https://hpbech.com/wp-content/uploads/At-passport-control-in-Moscow-400x400.png)](https://hpbech.com/wp-content/uploads/At-passport-control-in-Moscow.png)Die politische Lage scheint zunächst günstig. Michail Gorbatschow spricht von Glasnost, und auch in den Vereinigten Staaten wächst die Hoffnung, dass sich die Beziehungen zur Sowjetunion verbessern könnten.

Doch hinter den offiziellen Erklärungen beginnt ein kompliziertes Spiel.

Henrik gerät zwischen amerikanische Exportkontrollen, sowjetische Ministerien, konkurrierende Anbieter und unterschiedliche politische Interessen. Was zunächst wie ein gewöhnliches internationales Geschäft aussieht, entwickelt sich nach und nach zu einem Geflecht aus persönlichen Ambitionen, Geheimhaltung, Korruption und moralischen Kompromissen.

Dabei geht es nicht nur um die Frage, ob der Auftrag zustande kommt. Es geht auch darum, wie weit ein Mensch bereit ist zu gehen, wenn beruflicher Erfolg, finanzielle Interessen und persönliche Anerkennung auf dem Spiel stehen.

Kleine Zugeständnisse wirken oft harmlos. Doch wenn immer neue Kompromisse hinzukommen, kann man sich plötzlich an einem Ort wiederfinden, den man niemals erreichen wollte.

# Mehr als ein Thriller

 *[![](https://hpbech.com/wp-content/uploads/Henrik-and-Oleg-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-and-Oleg.png)Der Dollar-Kompass* enthält Elemente eines politischen und geopolitischen Thrillers. Im Kern ist das Buch jedoch ein Wirtschafts- und Gesellschaftsroman.

Mich interessiert, was mit Menschen geschieht, wenn sie in Organisationen arbeiten, deren Interessen nicht immer mit ihren eigenen Überzeugungen übereinstimmen. Internationale Geschäfte finden häufig in Grauzonen statt. Gesetze, Unternehmensrichtlinien, lokale Gepflogenheiten und persönliche Beziehungen weisen nicht notwendigerweise in dieselbe Richtung.

Henrik muss deshalb immer wieder entscheiden, welchem Kompass er folgen will.

Soll er die Interessen seines Unternehmens vertreten, auch wenn ihm die Methoden zweifelhaft erscheinen? Soll er sich an Regeln halten, wenn die Konkurrenz sie offenbar ignoriert? Und wo liegt die Grenze zwischen notwendiger Anpassung und moralischem Versagen?

Diese Fragen waren während des Kalten Krieges aktuell. Sie sind es auch heute.

# Der Preis der internationalen Karriere

Während Henrik zwischen Kopenhagen, Moskau und Washington reist, geht das Leben zu Hause weiter.

[![Father and two children sit at a breakfast table as a woman opens the back door and waves hello outside while autumn light pours in.](https://hpbech.com/wp-content/uploads/Family-happy-1986-280x280.png)](https://hpbech.com/wp-content/uploads/Family-happy-1986.png)Seine Frau Sammy versucht, nach der Elternzeit in eine anspruchsvolle Führungsposition zurückzukehren. Gleichzeitig muss sie einen immer größeren Teil der Verantwortung für die Familie übernehmen. Henriks häufige Abwesenheit belastet ihre Beziehung, und auch seine Leidenschaft für die Musik gerät zunehmend unter Druck.

Damit handelt der Roman auch vom persönlichen Preis einer internationalen Karriere.

Berufliche Chancen können faszinierend sein. Sie bringen Reisen, neue Bekanntschaften, Verantwortung und Anerkennung. Doch sie nehmen Zeit in Anspruch und beeinflussen das Familienleben. Erfolg in einem Bereich kann mit Verlusten in einem anderen verbunden sein.

Für Henrik wird deshalb nicht nur die Frage wichtig, ob er den großen Auftrag gewinnen kann. Er muss auch erkennen, was dieser Erfolg ihn selbst und die Menschen in seiner Umgebung kosten könnte.

# Hervorragende Reaktionen auf die bisherigen Ausgaben

Die dänische Ausgabe *For ussel mammon* und die englische Ausgabe *The Dollar Compass* haben von den Leserinnen und Lesern sehr gute Bewertungen erhalten.

[![Review card for 'An Intelligent and Engaging Read' by Wendy Marie: 5 stars, Germany, 6 July 2026, Paperback; with a quoted praise sentence.](https://hpbech.com/wp-content/uploads/Dollar-Compas-review-from-Germany-1400x283.png)](https://hpbech.com/wp-content/uploads/Dollar-Compas-review-from-Germany.png)

Besonders freut mich, dass viele Rezensenten die Verbindung von Geschäft, Politik und Privatleben hervorheben. Mehrere Leser beschreiben das Buch als ungewöhnlich, spannend und zum Nachdenken anregend. Andere betonen, dass sie normalerweise nur selten Romane lesen, von dieser Geschichte aber dennoch gefesselt wurden.

Das entspricht genau meiner Absicht.

Ich möchte Bücher schreiben, die unterhalten, aber zugleich Fragen aufwerfen. Die Geschichte soll spannend genug sein, um die Leser durch die Handlung zu führen. Sie soll aber auch dazu anregen, über Ehrgeiz, Verantwortung, Loyalität und persönliche Entscheidungen nachzudenken.

# Digital jetzt für Kindle und Tolino

[![](https://hpbech.com/wp-content/uploads/Tolino-Shine-5-e1785764751288-280x280.avif)](https://hpbech.com/wp-content/uploads/Tolino-Shine-5-e1785764751288.avif)Mit der deutschen Ausgabe habe ich mich entschieden, einen wichtigen Schritt zu gehen: Die digitale Fassung von *Der Dollar-Kompass* wird sowohl für Kindle- als auch für Tolino-Nutzer verfügbar sein.

Kindle ist eng mit Amazon verbunden und hat weltweit eine große Verbreitung. Im deutschsprachigen Raum spielt jedoch auch Tolino eine wichtige Rolle. Viele Leserinnen und Leser kaufen ihre E-Books bei Buchhandlungen wie Thalia oder Hugendubel und lesen sie auf einem Tolino-Gerät.

Deshalb war es mir wichtig, die digitale Ausgabe nicht ausschließlich über Amazon anzubieten.

Die Entscheidung bedeutet, dass Leserinnen und Leser selbst wählen können, welches Ökosystem und welche Buchhandlung sie bevorzugen. Wer Kindle nutzt, kann das Buch über Amazon beziehen. Wer Tolino bevorzugt, kann es über die angeschlossenen Buchhandlungen erwerben.

Die gedruckte Ausgabe wird über Amazon und BoD vertrieben und kann damit auch über den regulären Buchhandel bestellt werden.

# Veröffentlichung am 20. August

*Der Dollar-Kompass* erscheint am 20. August 2026 als E-Book, Taschenbuch und gebundene Ausgabe.

Nach Monaten der Übersetzung, Bearbeitung, Produktion und Kontrolle ist nun alles Wesentliche vorbereitet. Natürlich bleibt bis zum Erscheinungstag noch einiges zu tun. Die verschiedenen Ausgaben müssen in den Shops korrekt angezeigt werden, Lieferwege müssen funktionieren, und die Leserinnen und Leser müssen erfahren, dass das Buch verfügbar ist.

Aber das Buch selbst ist fertig.

Nun liegt es bald bei den Leserinnen und Lesern, Henrik Bertelsen auf seiner Reise zwischen Kopenhagen, Moskau und Washington zu begleiten – und herauszufinden, wohin der Dollar-Kompass ihn führt.

### Der historische Hintergrund von *Der Dollar-Kompass*

Dieser Artikel beleuchtet das politische und technologische Umfeld, das Hans Peter Bech zu seinem geopolitischen Business-Thriller *Der Dollar-Kompass* inspiriert hat.

Der Roman spielt in den Jahren 1985–1986 und verbindet fiktive Figuren mit den politischen, technologischen und geschäftlichen Realitäten der letzten Phase des Kalten Krieges.

[Mehr über *Der Dollar-Kompass* erfahren →](https://hpbech.com/de/buecher/der-dollar-kompass/ "Der Dollar-Kompass")

[Teil der Henrik-Bertelsen-Saga →](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/ "Die Henrik-Bertelsen-Saga")

[![Three Hans Peter Bech novels arranged left to right on a brown textured backdrop: Tumult in Mekka, Der Dollar-Kompass, Alles auf Anfang.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)

**Categories:** Blog, Book reviews, Marketing

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### ["Tumult in Mekka" ist Spitzenreiter bei Amazon.de](https://hpbech.com/tumult-in-mecca-tops-amazon-de-a-nordic-breakthrough-on-the-german-market/)

**Published:** December 6, 2025
**Author:** Hans Peter Bech

**Content:**



---

# **Ein nordischer Durchbruch auf dem deutschen Markt**
[![](https://hpbech.com/wp-content/uploads/Number-1-1-432x400.png)](https://hpbech.com/wp-content/uploads/Number-1-1-432x400.png)

---

Es kommt nicht alle Tage vor, dass ein Roman aus einem kleinen dänischen Verlag die Schallmauer in Deutschland durchbricht. Doch genau das ist passiert [*Tumult in Mekka: Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) – die deutsche Ausgabe von *[Tumult in Mecca](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected/dp/8793116705)*. Im Moment ist das Buch die Nummer eins in allen drei Kategorien auf Amazon.de. Für BOOX Publishing und für mich als Autor ist dies ein strategisch, kulturell und kommerziell bemerkenswerter Durchbruch.

## Das Ergebnis einer systematischen Vorarbeit

Wenn ein Titel in mehreren Amazon.de-Kategorien auf Anhieb an die Spitze kommt, ist das selten ein Zufall. Eine entscheidende Erklärung liegt in der Vorarbeit meiner Agentin [Martina Krüger](https://www.linkedin.com/in/martina-kr%C3%BCger-26b7a1395/). Durch ihre unermüdlichen Bemühungen, das Buch schon lange vor dem Erscheinungstag bekannt zu machen, schuf sie Vorfreude, Beziehungen und eine Eigendynamik rund um das Buch. Diese Art von gründlicher Vorarbeit ist oft das, was eine anständige Veröffentlichung von einem echten Bestseller-Start trennt: Die Leser haben das Gefühl, dass das Buch bereits in ihrem Bewusstsein präsent ist, wenn es auf den Markt kommt.

## Bewusstes Umgehen der traditionellen Kanäle

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)

Die deutsche Markteinführung kann als Lehrbuchbeispiel dafür dienen, wie kleinere Verlage in einen großen Markt eindringen können. Statt vom ersten Tag an den klassischen Weg über große Pressevertriebe, Buchmessen und Einzelhandelsverträge zu gehen, haben wir uns bewusst direkt an die Leser gewandt.

Die Strategie war einfach, aber effektiv: Mobilisierung durch persönliche Netzwerke, die Netzwerke dieser Netzwerke und die sozialen Medien. Mit anderen Worten, ein bewusster “Ripple-in-the-Water”-Ansatz, bei dem sich glaubwürdige Empfehlungen von echten Menschen organisch verbreiten. Dieses Modell ist auf Amazon besonders wirkungsvoll, da die Sichtbarkeit und die Algorithmen frühe Käufe, Bewertungen und Freigaben belohnen.

## Ein Markt, der die nordische Stimme bereits liebt

[![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)

Der Erfolg wurde auch durch eine breite deutsche Vorliebe für nordische Literatur begünstigt. Skandinavische Autoren haben in Deutschland seit Jahrzehnten eine starke Stellung – von der Krimiwelle bis hin zu historischen und sozial orientierten Romanen – und “skandinavisch” funktioniert für viele deutsche Leser als Qualitätsmerkmal.

BOOX Publishing hat sich in seinem Marketing ausdrücklich auf diese Verbindung gestützt. Wenn ein deutsches Publikum bereits neugierig auf nordische Geschichten ist, macht es Sinn, die Herkunft als Teil der Attraktivität des Buches hervorzuheben. Dies ist nicht nur ein Roman, der 1979 in Mekka spielt, sondern auch ein nordischer Blick auf Globalisierung, Werte, Ethik und Marktkräfte – Themen, auf die deutsche Leser großen Appetit haben.

## Amazon als Abkürzung zu einem großen Publikum

[![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)

Die Entscheidung für Amazon.de als primären Vertriebskanal war nicht nur praktisch, sondern auch strategisch sinnvoll. Deutschland ist der größte Buchmarkt Europas mit einem Branchenumsatz von rund 9,7 Milliarden Euro im Jahr 2023 und einem anhaltenden Wachstum bis 2024, das zum Teil von der Belletristik und jüngeren Lesern angetrieben wird.

Gleichzeitig spielt der Online-Handel eine immer wichtigere Rolle: Der Verkauf von Büchern über das Internet macht etwa ein Viertel des deutschen Buchmarkts aus, ein Anteil, der seit 2019 deutlich gewachsen ist. Amazon ist die dominierende Plattform in diesem Segment. Eine große Verbraucherumfrage zeigt, dass 62% der deutschen Leser innerhalb des letzten Jahres Bücher auf Amazon gekauft haben. Mit anderen Worten: Wenn es Ihnen gelingt, die Algorithmen von Amazon effektiv zu beeinflussen, können Sie einen sehr großen Anteil des Marktes erreichen – auch ohne ein großes Marketingbudget.

Für einen kleinen dänischen Verlag ist das bemerkenswert. Nicht, weil kleine Verlage nicht in Deutschland verkaufen können, sondern weil dies normalerweise umfangreiche Vertriebsvereinbarungen, eine große PR-Maschinerie und eine lange Aufbauphase erfordert. Hier wurde stattdessen eine frühe Bestsellerposition durch Präzision, Beziehungen und digitale Energie geschaffen.

## Nächster Schritt: Buchläden und Hörbuch

Die Top-Rankings von Amazon sind nur die erste Stufe. In ein paar Wochen wird Tumult in Mekka auch in allen deutschen Buchhandlungen erhältlich sein. Das öffnet die Tür zum klassischen Einzelhandelskanal, der immer noch den größten Anteil am Buchverkauf in Deutschland hat.

Im Januar folgt das Hörbuch, womit sich der Roman in einem schnell wachsenden Segment befindet. Der deutsche Hörbuchmarkt gehört zu den am schnellsten wachsenden in Europa, und Branchenzahlen weisen darauf hin, dass Audio einer der wichtigsten Wachstumsmotoren der letzten Jahre ist. In Verbindung mit dem starken Start des Buches bietet dies der Geschichte eine ungewöhnlich gute Plattform, um länger zu leben, ein neues Publikum zu finden und einen stabilen Backlist-Effekt aufzubauen.

## Eine Serie mit internationalen Ambitionen

*[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/)* ist das erste Buch der Serie über Henrik Bertelsen. Dass die Serie mit einem Durchbruch in deutscher Sprache beginnt, ist nicht nur eine gute Nachricht für diesen Titel, sondern für das gesamte Projekt. BOOX Publishing hat beschlossen, dass alle Bände der Reihe auf Dänisch, Englisch und Deutsch erscheinen werden, während andere Sprachen auf die Reaktion des Marktes warten. Es ist ein aggressiver, aber realistischer Plan. Wenn das erste Buch seine internationale Tragfähigkeit unter Beweis gestellt hat, werden die nächsten Bände viel leichter zu stemmen sein – sowohl bei den Algorithmen als auch im Buchhandel und bei den Übersetzungsverhandlungen.

## Mehr als ein Bestseller – Beweis für ein neues Modell

Die Geschichte von *Tumult in Mekka’s* frühem Erfolg in Deutschland ist also größer als eine Chartplatzierung. Es zeigt, dass ein kleiner nordischer Verlag durch die Kombination von drei Dingen einen gigantischen Markt erschließen kann:

1. Gute Vorarbeit und ein engagierter Agent,
2. Direkte Leserbeziehungen und netzwerkgestützte Markteinführung, und
3. Klare kulturelle Positionierung in einem Markt, der bereits empfänglich ist.

Dass das Buch in drei Amazon-Kategorien die Nummer eins ist, ist an sich schon eine Leistung. Aber der eigentliche Punkt ist, dass dies auf eine Art und Weise erreicht wurde, die wiederholbar ist – und die jeden kleineren Verlag dazu bringen sollte, größer zu denken.

**Categories:** Blog, Book reviews, Business development, Globalisation, Strategy

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Ein Mittagessen im Minenfeld](https://hpbech.com/lunch-in-a-minefield/)

**Published:** December 23, 2025
**Author:** Hans Peter Bech

**Content:**

Eine gewundene Bergstraße, Affenhorden entlang des Asphalts und ein Treffen, das sich von der ersten Minute an zu einer Übung in kultureller Gratwanderung entwickelt. In Taif – hoch über der Wüste gelegen – werden die Unterschiede zwischen dänischem Alltagsdenken und saudischem Wirklichkeitsgefüge plötzlich sehr konkret. Ein Krankenhausbesuch, der sich eigentlich um Küchen und Verpflegung drehen sollte, entfaltet sich zu einer Erzählung über Macht, Höflichkeit, halbe Wahrheiten und die Fragen, die man vielleicht denkt – aber lieber nicht stellt. Der hier wiedergegebene Auszug aus “[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/)” gewährt einen seltenen Einblick darin, wie professionelle Ambitionen, persönliche Grenzen und tiefe kulturelle Gräben aufeinanderprallen, wenn man mitten in einer Gesellschaft arbeitet, die sich zugleich in rasantem Wandel befindet und in Traditionen verhaftet ist.

---

[![](https://hpbech.com/wp-content/uploads//Jorgen-in-Saudi-Arabia-1400x775.jpeg)](https://hpbech.com/wp-content/uploads//Jorgen-in-Saudi-Arabia-1400x775.jpeg)

---

Wir waren wieder auf der Hauptstraße Richtung Ta‘if, die sich durch die Berge hinaufschlängelte, unterwegs und folgten der Serpentine durch die Berge. Das Gesprächsthema verlagerte sich auf die unfruchtbare, aber wunderschöne Landschaft. Auf der letzten Strecke bis zur Stadt trafen wir auf mehrere Affengruppen, die an der Straße saßen.

Als wir in die Bergstadt fuhren, war es halb 10, und wir beschlossen, noch vor dem Mittagessen das erste Krankenhaus zu besuchen. Obwohl der Direktor unser Eintreffen telefonisch angekündigt hatte, erwartete uns niemand am Eingangstor. Nach einer halben Stunde wurden wir schließlich abgeholt und in das Büro der Krankenhausleitung gebracht, wo wir erneut um die 20 Minuten warteten.

Der ganze Zinnober vom Donnerstagsbesuch wiederholte sich haargenau. Der Leiter des Krankenhauses beantwortete bereitwillig und gründlich unsere Fragen. Später, als wir die Küche besuchten, stellten wir fest, dass nichts von dem, was er uns erzählt hatte, mit der Wirklichkeit übereinstimmte. Jakob und ich kamen damit ganz gut klar, aber Helmuth wühlte das auf.

„Nur die Ruhe, Helmuth“, sagte Jakob mit fester Stimme auf Dänisch. „Wir sind hier, um zu beobachten und zu dokumentieren. Dies ist kein Ermittlungsverfahren der Kripo.“

Wir waren bis Mittag fertig, und der Direktor lud uns zum Essen ein. Jakob und ich hatten Appetit auf einen kleinen Imbiss in Form eines Smørrebrødseinen-Sandwichs, was aber nicht in Frage kam. Nach einer kurzen Fahrt betraten wir ein nagelneues Hotel mit Marmorfassade, das zu einer amerikanischen Kette gehörte – das InterContinental. Im Foyer begrüßten uns Springbrunnen und Palmen und, wie könnte es anders sein, eine derart kalte Temperatur, dass einem die Zähne klapperten. Zum Glück hatten wir unsere Jacken dabei.

Der Direktor bestellte im Restaurant saudischen Schaumwein und Helmuth sah plötzlich erwartungsvoll aus. Ähnlich groß war seine Enttäuschung, als er erfuhr, dass es nirgendwo im Königreich eine Ausnahme vom Alkoholverbot gibt, zumindest nicht im öffentlichen Raum. Der Schaumwein war nichts anderes als Apfelschorle, die in hohen Gläsern serviert wurde.

Wir unterhielten uns angeregt, als Helmuth plötzlich den Direktor fragte, ob im Land noch Polygamie praktiziert werde. Jakob und ich waren derart überrascht, dass wir nicht dazwischengingen, bevor der Direktor geantwortet hatte. „In der Tat. Das wird sie“, bestätigte er. „Ich selbst praktiziere sie nicht. Meine Ehefrau ist Französin und würde wohl nach Hause zurückkehren, wenn ich mit einer anderen auftauchen würde.“

Jakob und ich lächelten, während Helmuth perplex dreinblickte.

„In wohlhabenderen Kreisen wird sie respektiert und es wird erwartet, dass man sich mehrere Frauen nimmt“, fuhr der Direktor fort. „Insgesamt gibt es in ganz Saudi-Arabien allerdings nur eine kleine Anzahl an Ehen, in denen der Mann mehrere Ehefrauen hat. Das ist teuer und in der Praxis schwer umsetzbar.“

Die Reaktion des Direktors war höflich, entspannt und ohne einen Hauch von Verärgerung. Er schloss das Thema elegant ab, aber Helmuth setzte nach: „Warum tragen so viele Frauen Niqab? Tun sie das freiwillig?“

In diesem Augenblick wurde unsere Bestellung serviert und die Aufmerksamkeit geschickt auf das Essen gelenkt, was ausgezeichnet war. Selbstverständlich würde Helmuth seine Frage aber nicht vergessen haben und nur auf eine günstige Gelegenheit warten, sie erneut zu stellen. Jakob spürte das auch und bat Helmuth, ihn für einen Augenblick ins Foyer zu begleiten. Ich konnte ihr Gespräch nicht mithören, vermutete aber, dass Jakob sehr deutlich war. Helmuth sah blass aus, als sie zurückkehrten.

Die Kulturen und Gesellschaftsordnungen von Dänemark und Saudi-Arabien hatten wenig gemeinsam. Wir sahen fast alles anders. Wir waren uns dessen aber bewusst, bevor wir das Projekt angenommen hatten. Unsere Aufgabe war es, ein Angebot zur Verbesserung der Gastronomie in fünf öffentlichen Krankenhäusern anzufertigen. Das klang gar nicht so schlecht. Wir konnten aber nicht gleichzeitig eine parlamentarische Demokratie, Religionsfreiheit und die Gleichstellung der Geschlechter einführen. Den Direktor für das, was wir als unethische soziale und kulturelle Bedingungen betrachteten, zur Rechenschaft zu ziehen, war unangemessen und unhöflich. Wenn das Gespräch oder die Umstände es erlaubten, könnten wir die Nachteile veranschaulichen, welche die Kultur und das System verursacht haben. Wir könnten aber auch darlegen, wie wir lebten und uns organisierten.

„Was die Kleidung der Frauen betrifft, gibt es nach wie vor strenge Regeln“, fuhr der Direktor zum Thema fort. „Das Tragen eines Niqabs ist allerdings nicht mehr vorgeschrieben. Frauen können inzwischen eine Schulbildung erhalten, berufstätig sein, ins Kino gehen und am gesellschaftlichen Leben teilhaben. Sie haben jedoch noch immer nicht das Recht zu wählen oder ein Auto zu fahren. Keiner von uns hat das Recht zu wählen. So gesehen ist das eine Art Gleichstellung.“

Er sprach klar, aber leise. An den anderen Tischen konnte man nicht hören, worüber wir sprachen. „Die Entwicklung geht in die richtige Richtung”, fuhr er fort, „aber es ist noch ein langer Weg. Ein männlicher Vormund muss immer noch fast alle wichtigen Entscheidungen im Leben einer Frau genehmigen. Ihr Europäer habt solche Regeln in den letzten Jahrhunderten abgebaut. Wir fangen gerade erst an. Wenn wir die neue Zentralküche bauen und das Personal für deren Betrieb besetzen, wird es offensichtlich, dass diese Bedingungen die Beschaffung qualifizierter Arbeitskräfte beeinträchtigt. Hier vor Ort finden wir sie nicht, weswegen sehr hohe Löhne und Zulagen erforderlich sein werden, um Menschen aus dem Ausland zu einem Umzug nach Ta‘if bewegen zu können.“

Wir selbst waren schon nicht bereit dazu und unsere Frauen würden nicht einmal einen Fuß in das Land setzen. Der Ausschluss der Hälfte der Bevölkerung vom Arbeitsmarkt führte zu unnötigen wirtschaftlichen Engpässen. Das war wahrscheinlich einer der Gründe, warum das Regime begonnen hatte, die Beschränkungen zu lockern.

Der Rest des Mittagessens verlief ohne besondere Vorkommnisse, und wir vermieden potenziell kontroverse Themen. Stattdessen diskutierten wir das Projekt, seine Herausforderungen und möglichen Lösungen. Deshalb waren wir schließlich da.

Der Direktor lenkte das Gespräch zurück auf die allgemeine Situation in Saudi-Arabien, wo die Öleinnahmen stetig stiegen und neue Möglichkeiten boten. Die Regierung wollte die Gesellschaft im Rahmen der islamischen Tradition modernisieren. Der Gesundheits- und Bildungssektor würde erhebliche Investitionen erhalten, und wir könnten eine Welle neuer Projekte erwarten. Die fünf Krankenhausküchen, an denen wir arbeiteten, waren nur der Anfang. Wenn wir den Zuschlag für das Ta‘if-Projekt erhalten würden, öffneten sich wohl die Türen für viele neue Projekte, welche die massiven öffentlichen Investitionen mit sich bringen würden.

Ich konnte sehen, wie sich Helmuth mit Unbehagen auf seinem Stuhl bewegte und verstand seine Besorgnis. Auf der einen Seite war es positiv, dass zumindest etwas Ölgeld zum Wohle der allgemeinen Bevölkerung abgefallen war, aber es schmerzte ungemein, zur Konsolidierung einer absoluten Monarchie beizutragen, in der Tausende von Familienmitgliedern schmarotzten und den Reichtum genossen, den sie selbst nicht geschaffen hatten und zu dessen Verteilung sie nicht beitrugen.

Auf der anderen Seite war ich angesichts der Erzählung des Direktors verwirrt.

Versuchte er uns dahingehend zu beeinflussen, in das Projekt zu investieren, damit wir einen Preis unter den tatsächlichen Kosten erzielten, um uns für zukünftige Projekte zu positionieren? Das war keine Option für Jakob und mich, und die Zeit war zu kurz, um finanziell leistungsfähigere Partner in das Projekt einzubeziehen.

Weder Jakob noch ich kannte jemanden, den wir sofort hätten einbeziehen können, und wir hatten keine Erfahrung mit solchen Konsortien. Im Idealfall wollten wir aus dem Projekt aussteigen und als Berater fungieren. Wir diskutierten dies an den letzten Abenden ausgiebig und waren uns einig, dass es unsere beste Option und wahrscheinlich auch die beste für das Projekt war. Wir ließen uns nicht in die Karten schauen und antworteten einfach, dass alles aufregend und vielversprechend klang.

Nach dem Mittagessen begaben wir uns in das letzte Krankenhaus, das ausschließlich für psychisch Kranke vorgesehen war. Auch hier konnten wir nicht in die Einrichtung gelangen und sahen nichts von der Küche, aber das gesamte Gebäude war in einem so schlechten Zustand, dass es vermutlich unmöglich wäre, , die bestehende Küche zu renovieren und neu auszurüsten. Das bestätigte, dass unsere Idee, eine zentrale Küche für alle fünf Krankenhäuser zu bauen, die richtige war.

Um 15 Uhr befanden wir uns bereits auf dem Weg zurück nach Mekka und weiter nach Dschidda.

---

## Das Obige ist ein Auszug aus dem Roman „[Tumult in Mekka](https://hpbech.com/de/buecher/tumult-in-mekka-de/)“.

[![](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-23-at-09.11.31-800x177.png)](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-23-at-09.11.31.png)Dies ist eine der vielen positiven Rezensionen auf Amazon.

**Categories:** Blog, Book reviews, Travelling &amp; Leisure

**Tags:** The Henrik Bertelsen Saga, fixion_en

---

### [Tumult in Mekka erscheint als Hörbuch](https://hpbech.com/de/tumult-in-mekka-erscheint-als-hoerbuch/)

**Published:** January 20, 2026
**Author:** Hans Peter Bech

**Content:**

Mit *Tumult in Mekka* erhalten Hörerinnen und Hörer nicht nur ein Buch, sondern ein Erlebnis, das eine mitreißende Geschichte mit einer erstklassigen Lesung und einem modernen Medienformat verbindet. Der Titel ist ein bedeutender dänischer Beitrag zur wachsenden Hörkultur in Deutschland.

---

[![](https://hpbech.com/wp-content/uploads/Audiobook_Cover_Tumult-in-Mekka-S-1-400x400.jpg)](https://hpbech.com/wp-content/uploads/Audiobook_Cover_Tumult-in-Mekka-S-1.jpg)Wir freuen uns sehr, dass [*Tumult in Mekka*](https://hpbech.com/de/buecher/tumult-in-mekka-de/) – der erste Band der Saga um Henrik Bertelsen, nun auch für das deutschsprachige Publikum als Hörbuch erhältlich ist.

Die Veröffentlichung des Hörbuchs markiert einen wichtigen Schritt im internationalen Lebenszyklus des Werkes. Der Vertrieb erfolgt über KunstWerk Hören, eine neue und innovative Plattform auf dem deutschen Hörbuchmarkt. Die Produktion zeichnet sich durch eine professionelle Einsprechung und hohe technische Qualität aus und erreicht damit ein breites Hörpublikum in Deutschland, Österreich und der deutschsprachigen Schweiz. Die Veröffentlichung besticht durch eine professionelle Erzählweise und hohe Produktionsqualität und erreicht nun ein großes Publikum in Deutschland, Österreich und der deutschsprachigen Schweiz.

[*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) erschien in Deutschland am 3. Dezember 2025 sowohl als gedrucktes Buch als auch als E-Book und hat bereits zahlreiche positive Rezensionen auf Amazon erhalten. Leserinnen und Leser heben insbesondere die Tiefe, Aktualität und sprachliche Stärke des Romans hervor. Die neue Hörbuchausgabe ist somit eine wertvolle Ergänzung, die das Werk einem noch größeren Publikum zugänglich macht – insbesondere denjenigen, die Geschichten lieber hören als lesen.

# Eine starke Hörbuchproduktion

[![](https://hpbech.com/wp-content/uploads/Jan-Orth-Square-1-457x400.jpeg)](https://hpbech.com/wp-content/uploads/Jan-Orth-Square-1.jpeg)*Tumult in Mekka* wird von **Jan Orth** gelesen, einem erfahrenen deutschen Hörbuchsprecher, der sein eigenes Studio [The Voice of Jan](https://the-voice-of-jan.de/) betreibt. Er ist bekannt für seine Arbeit in den Bereichen Hörbuchproduktion, Voice-over sowie Tonaufnahmen für Werbung und Präsentationen.

**Tina Krüger** war für die Projektleitung und das Lektorat der Hörbuchausgabe verantwortlich. Sie spielte eine zentrale Rolle dabei, dass die deutsche Fassung das Universum des Werkes authentisch widerspiegelt und inhaltlich sowie klanglich höchsten professionellen Standards entspricht. Ihr Engagement war entscheidend dafür, ein Produkt zu entwickeln, das mit den Top-Veröffentlichungen auf dem Markt vergleichbar ist.

Der Sprecher der deutschen Hörbuchausgabe von *Tumult in Mekka* wurde nach einem umfassenden Casting ausgewählt, an dem einige der bekanntesten und beliebtesten Hörbuchsprecher Deutschlands teilnahmen. Die Wahl fiel auf Jan Orth, der sich durch sein tiefes Verständnis für die Welt des Romans sowie durch seine nuancierte und eindringliche Erzählweise deutlich hervorgehoben hat.

Ein weiterer entscheidender Faktor war, dass Jan Orth über ein eigenes professionelles Tonstudio verfügt und den gesamten Produktionsprozess – von der Aufnahme bis zur finalen Bearbeitung – selbst übernehmen konnte. Diese Kombination aus künstlerischer Einfühlung und technischer Professionalität machte ihn zur idealen Besetzung für dieses Projekt.

# Vertrieb über KunstWerk Hören

[![](https://hpbech.com/wp-content/uploads/Kunstwerk-Horen-1.png)](https://hpbech.com/wp-content/uploads/Kunstwerk-Horen-1.png)Wie erwähnt, wird das Hörbuch über [**KunstWerk Hören**](https://kunstwerk-hoeren.de/) vertrieben – ein ambitioniertes Projekt von Piet Henry Records. KunstWerk Hören bietet eine Plattform und Community für die Produktion und Distribution von Hörbüchern im deutschsprachigen Raum. Die Plattform versteht sich als „Hörbuch-Community für mehr Erfolg“ und bietet Autoren und Sprechern die Möglichkeit, ihre Werke zu veröffentlichen, sich zu vernetzen und ihre Sichtbarkeit zu erhöhen.

KunstWerk Hören wurde mit dem Ziel gegründet, fairere und transparentere Bedingungen für Verlage, Urheber und Hörbuchsprecher zu schaffen. Die Plattform arbeitet am Aufbau einer eigenen Distribution, um veröffentlichten Hörbüchern maximale Reichweite sowie bessere wirtschaftliche Rahmenbedingungen für die Rechteinhaber zu ermöglichen. Bis die vollständige Distribution etabliert ist, profitieren Mitglieder unter anderem von reduzierten Veröffentlichungsgebühren und höheren Nettoerlösen. In einem Markt, der in den letzten Jahren ein starkes Wachstum verzeichnet hat, stellt KunstWerk Hören damit einen spannenden und zukunftsorientierten Partner für *Tumult in Mekka* dar.

# Ein wachsender Hörbuchmarkt in Deutschland

[![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)Der deutsche Hörbuchmarkt hat sich in den vergangenen Jahren dynamisch entwickelt und zählt zu den vielversprechendsten in Europa. Branchen- und Marktdaten zeigen ein deutliches Wachstum, das sich voraussichtlich fortsetzen wird. Laut einer Analyse von [**Grand View Research**](https://www.grandviewresearch.com/horizon/outlook/audiobooks-market/germany) soll der deutsche Hörbuchmarkt bis 2030 ein Gesamtvolumen von bis zu 650 Millionen Euro erreichen, mit einer durchschnittlichen jährlichen Wachstumsrate (CAGR) von rund 25,1% im Zeitraum von 2025 bis 2030.

Weitere [Studien](https://deepmarketinsights.com/vista/insights/audiobooks-market/germany) bestätigen diese Entwicklung und betonen insbesondere die wachsende Bedeutung digitaler Formate und von Streamingdiensten als zentrale Wachstumstreiber. Ursache hierfür ist die steigende Nachfrage nach flexiblem Zugang zu Literatur und Audioinhalten auf bevorzugten digitalen Endgeräten.

Diese Entwicklung ist keineswegs nur ein lokales Phänomen: In Deutschland – wie auch in weiten Teilen Europas – haben sich Hörbücher zu einem Mainstream-Medium entwickelt, das von Privatpersonen, Pendlern, Studierenden und Berufstätigen intensiv genutzt wird. Hörbücher sind zunehmend fester Bestandteil des Alltags, sei es unterwegs, beim Sport oder zur Entspannung. Dies unterstreicht die großen Chancen, die sich für Titel wie *Tumult in Mekka* eröffnen.

Warum Hörbücher immer beliebter werden

Es gibt mehrere Gründe für die wachsende Popularität von Hörbüchern:

- Digitale Verfügbarkeit: Dank Smartphones, Tablets und Streamingdiensten sind Hörbücher für ein breites Publikum jederzeit zugänglich. Abonnementmodelle mit umfangreichen Katalogen senken die Hemmschwelle, neue Titel auszuprobieren.
- Lebensstil und Multitasking: In einem oft hektischen Alltag schätzen viele Menschen die Möglichkeit, Bücher beim Pendeln, Training oder bei Hausarbeiten zu hören. Hörbücher bieten hier eine attraktive Alternative zum gedruckten Buch.
- Wachsendes Angebot: Mit zunehmenden Investitionen in Produktion und Marketing wächst das Angebot stetig. Alle Genres sind vertreten – von Belletristik über Sachbücher bis hin zu spezialisierten Nischenthemen.

# Hörprobe

Neugierigen steht online eine Hörprobe zur Verfügung. Diese vermittelt einen Eindruck vom Erzählstil, der Klangqualität und davon, wie Jan Orth die Geschichte zu einem fesselnden Hörerlebnis formt.

# Abschließende Perspektive

Die Veröffentlichung von *Tumult in Mekka* als Hörbuch in Deutschland zeigt exemplarisch, wie Literatur sich neuen Medienformaten anpassen kann, um ein breiteres Publikum zu erreichen. Mit KunstWerk Hören als Vertriebspartner und Jan Orth als Sprecher ist die Veröffentlichung hervorragend in einem wachsenden Markt positioniert, in dem die Nachfrage nach digitalen Audioerlebnissen weiter zunimmt.

*Tumult in Mekka* bietet den Hörerinnen und Hörern nicht nur ein Buch, sondern ein intensives Erlebnis, das eine hochwertige Lesung mit einem zeitgemäßen Medienformat verbindet – und damit einen starken Beitrag zur wachsenden Hörkultur in Deutschland leistet.

**Categories:** Blog, Book reviews, Marketing

**Tags:** The Henrik Bertelsen Saga, fixion_en

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### [Pigen bag smilet](https://hpbech.com/da/pigen-bag-smilet/)

**Published:** April 15, 2025
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/pigen-bag-smilet2-270x400.jpg)](https://hpbech.com/wp-content/uploads/pigen-bag-smilet2.jpg)“Pigen bag smilet” af Birgitte Bregnedal

Jeg er næppe i kernemålgruppen for [Birgitte Bregnedals](https://b.bregnedal.com/) romaner om pigen Line og hendes vanskelige liv.

Som mand i starten af 70’erne, mest læser af politisk litteratur og biografier, gerne på mange sider og ikke synderligt begejstret for fiktive historier om mennesker med vanskelige levevilkår, vil en boghandler næppe pege mig i retning af hylden med bøgerne om Line. Ikke fordi jeg mangler empati, men fordi jeg synes, virkeligheden er udfordrende nok for mange til, at vi behøver at opfinde historier om dem.

Når jeg alligevel læste [*Pigen med sherifstjernen*](https://www.williamdam.dk/pigen-med-sherifstjernen__2449801), så er det, fordi jeg af og til tvinger mig selv til at læse andre typer litteratur. Når jeg trænger til en pause fra virkelighedens opmærksomhedskværn, søger jeg kig ind i alternative verdener.

Det er på den måde, jeg er blevet megafan af figuren Line i Birgitte Bregnedals bøger [*Pigen med sherifstjernen*](https://www.williamdam.dk/pigen-med-sherifstjernen__2449801) og [*Pigen bag smilet*](https://www.williamdam.dk/pigen-bag-smilet__3865387). Måske er det forfatterens evne til at formulere perspektivet set fra en pige i den alder, Line har. I den første bog er hun fem år, i den anden tolv. Måske er det kombinationen af den fortættede og lidt sagaprægede fortælleform, det realistiske persongalleri og Lines evne til at komme igennem den megen modstand. Jeg ved det ikke, for jeg er meget langt fra intuitivt at kunne vurdere, hvordan en lille pige ser det, der sker omkring hende. Line kæmper med tilværelsens brutale banalitet, som den tager sig ud i en verden, jeg ikke kender. Men når jeg læser bøgerne, er det fængslende og føles både rigtigt og vedkommende.

Selvom Line kun i korte øjeblikke har sine omgivelser med sig, formår hun alligevel at overleve. Intuitivt finder hun sine styrker og lander nogenlunde på begge ben, så hun kan komme videre i livet. Parat til at håndtere nye udfordringer. I bøgernes ubarmhjertige univers er der både lyspunkter og optimisme, og det kan jeg godt lide.

**Categories:** Book reviews, Society

**Tags:** fixion_en

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### [Hvor heldig kan man være?](https://hpbech.com/how-fortunate-can-one-be/)

**Published:** April 26, 2025
**Author:** Hans Peter Bech

**Content:**



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[![](https://hpbech.com/wp-content/uploads/Frederiksborg-Slot-300x400.jpeg)](https://hpbech.com/wp-content/uploads/Frederiksborg-Slot.jpeg)Jeg afleverede min bil til service tidligt her til morgen.

Volvoværkstedet ligger i den nordlige udkant af Hillerød, så mens mekanikeren gik i gang med sit arbejde, spadserede jeg de tre kilometer ind til byen, hvor min favoritcafé åbner klokken otte.

Forårsvejret er vidunderligt. Seks grader og vindstille.

Jeg er i god tid og lægger turen omkring Frederiksborg Slot, hvor gæs svømmer rundt på den spejlblanke sø med deres nyudklækkede ællinger. Mens jeg går langs søbredden denne stille morgenstund, tænker jeg på mit kolossale held.

At jeg er født i Danmark var uden for min indflydelse, men det betød, at jeg voksede op i et samfund med en solidarisk infrastruktur af goder, som alle borgere har adgang til. Jeg tænker på sundhedsvæsen, uddannelse, socialvæsen, retsvæsen og så videre. Mit liv, som jeg er ganske godt tilfreds med, er bygget på den platform. Jeg står på skuldrene af de, der kæmpede for, at alle skulle have et fælles tryghedsfundament og lige muligheder.

Helt konkret har det betydet, at jeg mange gange i mit liv kunne tage chancer uden at skulle frygte, om jeg nu risikerede at stå uden midler til mine børns uddannelser eller ikke kunne finansiere behandling af sygdom.

I store træk er det den europæiske model. I Norden er den fælles og solidariske sociale infrastruktur mere omfattende, og det er samtidig også her, verdens [mest veltilfredse mennesker](https://www.afar.com/magazine/the-worlds-happiest-country-is-all-about-reading-coffee-and-saunas) lever. Og selv om vi betaler tårnhøje skatter, har mange feriedage, kan tage fri i et år i forbindelse med barsel, og kan blive hjemme fra arbejde for at passe vores syge børn, er vi fortsat [blandt de rigeste lande](https://worldpopulationreview.com/country-rankings/most-productive-countries) i verden. Og vi er også blandt de lande, der har den højeste [arbejdsproduktivitet](https://en.wikipedia.org/wiki/List_of_countries_by_labour_productivity). Vi arbejder ikke så meget, men når vi gør, får vi noget fra hånden.

# Vi kan stole på hinanden

[![](https://hpbech.com/wp-content/uploads/Kaffebaren-3-800x388.jpeg)](https://hpbech.com/wp-content/uploads/Kaffebaren-3.jpeg)Nu sidder jeg på caféen og hører den muntre summen af samtaler, mens personalet griner nede i køkkenet. Espressomaskinen og mælkedamperen hvisler lystigt, og i baggrunden spiller højttalerne stille ballader. Selv om en cappuccino koster 45 kroner og en bolle med ost 50, så bliver caféen hurtigt fyldt. Stamgæsterne har en side i en lille lommebog og får streger, der gør den tiende kop gratis.

Ovre ved vinduerne har jeg fået lov at lægge et par af mine bøger med mavebælter, der angiver pris og mit forlags MobilePay-nummer. En gang imellem lyder et lille pling på telefonen, når en gæst køber en bog. I de efterhånden mange år, jeg har haft ordningen, er der ikke forsvundet et eneste eksemplar.

Udenfor begynder byen så småt at vågne, og der kommer flere folk på den flotte gågade, som blev nyrenoveret sidste år. Der er lagt faskiner, så regnvandet ledes ned i søen og ikke i kloakkerne, som havde svært ved at klare de stigende vandmængder. Ved samme lejlighed blev der lagt nye klinker og opsat plantekummer med bænke. Det er meget flot.

# De heldige og de uheldige

Mens jeg skriver disse linjer, bliver jeg lidt trist ved tanken om, at ikke alle på denne klode kan nyde samme tryghed, fred og ro, som jeg oplever. Nogle er uheldige og bor i et land i krig eller et land, hvor der ikke er samme sammenhold som her hos os. Eller lande, hvor det politiske system er korrupt eller styres af karakterafvigende idioter.

Der er rigdom nok i denne verden til, at alle kunne leve i tryghed og forfølge deres drømme på fredelig vis, men det forhindres af mennesker, som ikke mener, de skylder nogen noget. Som ikke forstår, hvad ordet *samfund* betyder, mennesker som har travlt med at hade og afsky frem for at elske og respektere.

Men i dag vil jeg lade tirstheden glide i baggrunden og i stedet holde fast i taknemmeligheden. Taknemmelig over at kunne sidde her med en varm kop kaffe i hånden, mærke forårets blide lys falde ind gennem ruderne og høre byens sagte summen begynde. Verden er ikke perfekt, men måske kan vi – én god handling ad gangen – hjælpe med at skubbe den en lille smule i den rigtige retning. Jeg pakker laptop sammen, tager en sidste slurk af kaffen og går ud i den livlige morgen, klar til at hente bilen og fortsætte dagen.

**Categories:** Blog

**Tags:** fixion_en

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### [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/chernobyl-when-technology-and-judgment-failed/)

**Published:** April 26, 2025
**Author:** Hans Peter Bech

**Content:**



[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-300x400.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S-300x400.jpg)Pripyat historic sign, abandoned city after nuclear disaster in Chernobyl, Ukraine

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Den 26. april 1986 eksploderede Reaktor 4 på Tjernobyl-atomkraftværket i det daværende Sovjetunionen. Hændelsen blev ikke blot en tragedie for tusindvis af mennesker, men også et globalt varsel om, hvad der kan ske, når teknologiske ambitioner håndteres af et politisk system, der er immunt over for kritik og ikke overvåges af en fri og kritisk presse.

Tjernobyl står den dag i dag som en af de værste menneskeskabte katastrofer i historien. Den var resultatet af en række tekniske fejl, ledelsesmæssige svigt og et system, hvor åben kritik og ansvarlighed blev undertrykt.

# Skjulte fejl og mangler

Tjernobyl-kraftværket, officielt kendt som V.I. Lenin-atomkraftværket, ligger knap fem kilometer syd for byen Pripyat i det daværende Sovjetunionen (i dag Ukraine) og op til floden af samme navn. Byen blev etableret til at huse alle, der arbejdede på værket, og havde omkring 50.000 indbyggere.

Opførelsen af værket begyndte i 1970, og den første reaktor blev sat i drift i december 1977. Reaktortypen, RBMK-1000, var en sovjetisk konstruktion, der brugte grafit som moderator og vand som kølemiddel. Designet, der gav en meget høj effektivitet, havde flere iboende sikkerhedsproblemer, herunder en tendens til at blive ustabil ved lav effekt. Herudover havde man i Sovjetunionen valgt at spare en fuldstændig afskærmning, som ellers var almindelig i vestlige værker.

På tidspunktet for katastrofen var fire reaktorer i drift, og yderligere to var under opførelse. Tjernobyl var en del af Sovjetunionens store satsning på atomenergi, som skulle sikre industrialisering og energiuafhængighed. På den nyligt overståede partikongres var der endog givet grønt lys for, at der skulle bygges et søsterværk på den anden side af floden, også med seks reaktorer.

I april 1986 blev det besluttet at udføre en sikkerhedstest på Reaktor 4. Testen havde til formål at simulere en strømafbrydelse for at sikre, at turbinernes efterløb kunne levere tilstrækkelig elektricitet til kølepumperne, indtil nødgeneratorerne kunne starte. V.I. Lenin-atomkraftværket var kendt for at have relativt få fejl samt at producere over sit budget. Noget der sikrede værkets ledelse attraktive bonusser og anerkendelse i øvrigt.

# Natten hvor alt gik galt

[![](https://hpbech.com/wp-content/uploads/Chernobyl-town-S-600x400.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-town-S-600x400.jpg)Chernobyl nuclear reactor and Pripyat ghost town. Photo: Andrew Kravchenko

Den 25. april 1986 om eftermiddagen begyndte forberedelserne til testen. Reaktoreffekten blev sænket, men på grund af uventede problemer og et vagtskifte blev testen forsinket. Dette førte til, at reaktoren kørte på meget lav effekt i en ustabil tilstand i flere timer. For at holde reaktoren kørende blev flere automatiske sikkerhedssystemer slået fra eller omgået — en praksis, der var i strid med sikkerhedsprotokoller.

Omkring kl. 01:23 lokal tid den 26. april påbegyndtes testen. Operatørerne lukkede damp til turbinerne, hvilket reducerede kølevandsgennemstrømningen. Samtidig, grundet reaktorens særlige karakteristika ved lav effekt og det lave kølevandsflow, begyndte der at dannes store mængder damp i reaktorkernen. Dette medførte en dramatisk stigning i reaktorens effekt.

En desperat forsøgsindsats for at indsætte alle kontrolstænger – designet til at standse reaktoren – resulterede ironisk nok i en yderligere forøgelse af reaktoreffekten på grund af en designfejl i kontrolstængernes spidser. Sekunder senere førte en enorm dampeksplosion til, at reaktorens 1.000 tons tunge låg blev sprængt af. En efterfølgende grafitbrand sendte radioaktive partikler højt op i atmosfæren.

Ingen på værket havde fantasi til at forstille sig, at eksplosionen var sket i selve reaktoren og tilkaldte brandvæsenet, der uden beskyttelse og viden om ulykkens natur gik i gang med arbejdet. Meldinger til myndighederne i Kiev og Moskva lød heller ikke på en nedsmeltning af reaktorkernen. Der gik derfor lang tid, før nogen modstræbende erkendte, at katastrofen var langt mere omfattende end først antaget.

# Menneskelige omkostninger

Evakueringen af Pripyat blev igangsat næsten to døgn efter eksplosionen. Indbyggerne blev bedt om at forlade deres hjem for “nogle få dage” – en besked, som hurtigt viste sig at være tragisk misvisende. Mange vendte aldrig tilbage. I de kommende uger blev yderligere titusinder evakueret fra det bredere område.

De første ofre var brandmænd og værksarbejdere, som uden tilstrækkelig beskyttelse forsøgte at bekæmpe brande og redde kolleger. Mange af dem modtog på få minutter dødelige doser stråling og døde under frygtelige lidelser. De såkaldte “likvidatorer”, der blev sendt ind for at inddæmme katastrofen, blev hyldet som helte, men ofte uden fuldt kendskab til den risiko, de løb.

Sundhedsmæssigt er eftervirkningerne af Tjernobyl stadig mærkbare. Især i Ukraine, Hviderusland og Rusland har man set en stigning i skjoldbruskkirtelkræft hos børn og unge. Langsigtede konsekvenser, såsom genetiske skader og psykiske traumer, kan være sværere at kvantificere, men de eksisterer ubestrideligt.

# Politisk efterspil

Tjernobyl blev et symbol på Sovjetunionens systemiske svagheder. Katastrofen understregede, hvordan hemmeligholdelse, bureaukrati og teknologisk hybris kunne lede til nationale og globale tragedier. Mange ser Tjernobyl som en katalysator for “glasnost” – Mikhail Gorbatjovs politik for større åbenhed – og som en skjult medvirkende faktor til Sovjetunionens endelige opløsning i 1991.

Derudover ændrede Tjernobyl den globale diskussion om atomkraft. Mens nogle lande fastholdt deres satsning på kerneenergi, valgte andre, især i Vesteuropa, at bremse eller helt stoppe udbygningen af atomkraftværker. Katastrofen blev et vendepunkt for internationalt samarbejde om nuklear sikkerhed og for reguleringer, der i dag kræver langt større gennemsigtighed, redundans og ansvarlighed.

# Hvad kan vi lære

[![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2-267x400.jpg)](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg)Tjernobyl er mere end en teknologisk katastrofe; det er en moralsk lærestreg. Teknologiens potentiale må altid ledsages af ydmyghed og respekt for risikoens realiteter. Når komplekse systemer som atomkraftværker styres uden en kultur af gennemsigtighed, kritik og ansvar, bliver de til potentielle instrumenter for ødelæggelse.

Katastrofen minder os også om, at reelle sikkerhedsstandarder ikke alene er et spørgsmål om teknik, men i lige så høj grad afhænger af politisk og organisatorisk kultur. Når informationsudveksling undertrykkes, når fejl skjules, og når beslutningstagere ignorerer advarsler fra faglige eksperter, skabes grobunden for ulykker af Tjernobyls dimensioner.

I dag, næsten 40 år senere, bør vi stadig betragte Tjernobyl som en advarsel. Ikke kun i forhold til atomenergi, men i forhold til alle teknologiske systemer, hvor konsekvenserne af fejl kan blive fatale og globale. Tjernobyls spøgelse minder os om, at ansvarlighed, åbenhed og modet til at sige sandheden må være fundamentet for al teknologisk udvikling.

For når menneskeheden fejler på disse punkter, er det ikke blot maskiner, der bryder sammen. Det er civilisationen selv, der svigter og trues.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Globalisation, Politics, Society

**Tags:** fixion_en

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### [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)

**Published:** May 15, 2025
**Author:** Hans Peter Bech

**Excerpt:** Jeg er i gang med at omskrive manuskriptet til det andet bind i serien om Henrik Bertelsen. Det indebærer, at jeg efter min redaktørs anvisninger skal aflive mine egne guldkorn. "Killing your own darlings," som det hedder i fagsproget.

**Content:**

---

[![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2-267x400.jpg)](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg)Jeg er i gang med at omskrive manuskriptet til det andet bind i serien om Henrik Bertelsen. Det indebærer, at jeg efter min redaktørs anvisninger skal aflive mine egne guldkorn. “Killing your own darlings,” som det hedder i fagsproget.

En af de historier, som desværre må skæres, holder jeg meget af. Den bygger på en oplevelse, som jeg har underholdt med ved en del middagsselskaber. Ud over at den er morsom, indeholder den elementer af kultursammenstød og klassiske dilemmaer.

I det første udkast til manuskriptet til [*“For ussel Mammon”*](https://hpbech.com/da/boeger/for-ussel-mammon/) optrådte historien i forlængelse af hovedpersonens møde med en repræsentant for Geologiministeriet i Sovjetunionen i efteråret 1985. Repræsentanten har netop fortalt Henrik Bertelsen, hvad ministeriet laver, at de har 150.000 ansatte og gerne vil købe computerudstyr for flere hundrede millioner dollars.

Historien kommer altså ikke med i den endelige udgave af romanen, men nu får du den her:

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“Vi har ansvar for minedrift i hele Sovjetunionen,” startede Nikolay. “Vi skal finde forekomsterne, etablere minerne, udvinde råstofferne, raffinere og transportere dem til aftagerne i de mængder og kvaliteter, som den overordnede plan foreskriver. Vi beskæftiger lidt over 150.000 mennesker.”

Jeg var helt blank på minedrift. Thingbæk Kalkminer i Skørping ved Rebild Bakker var de eneste miner, jeg nogensinde havde besøgt. Og det var lang tid siden.

På 100% Klubben i 1984 — det var den årlige firmatur for sælgere, der havde nået deres budget — havde jeg delt værelse med en sydafrikaner, som arbejdede med mineindustrien syd for Sahara. Vi var i Orlando i Florida det år og boede på et hotel i nærheden af Disney World.

På den slags ture skulle man dele værelse med en anden. Af logistiske årsager havde man ingen indflydelse på, hvem man blev sat sammen med. Deltagerne ankom fra hele verden på forskellige tidspunkter, så vi mødte ikke nødvendigvis op samtidig. I 1984 var mit værelse tomt, da jeg tjekkede ind. Efter at jeg havde været i bad og var ved at tage tøj på, hørte jeg en nøgle dreje i døren. Netop som jeg stod foran spejlet og knappede skjorten, trådte en kvinde ind. Hun stivnede øjeblikkeligt, idet hun fik øje på mig.

“Hej,” sagde jeg og rakte hånden ud. “Jeg hedder Henrik. Jeg er fra Danmark.”

Det fik hende kun til at se endnu mere forskræmt ud. Hun mumlede et eller andet, vendte sig om og styrtede ud ad døren.

Jeg kiggede i spejlet og konstaterede, at jeg bortset fra sko var fuldt påklædt. Sorte strømper, pæne beigefarvede bukser og en lyseblå skjorte med lange ærmer. Jeg var også nybarberet og syntes ikke, at jeg på nogen måde lignede en potentiel voldtægtsmand. Hvordan sådan en nu så ud.

Det var oplagt, at der var tale om en fejl. Man blandede aldrig kønnene ved værelsesfordelingen. Misforståelser opstod typisk, fordi det kunne være svært at dechifrere hvilket køn, der gemte sig bag fornavne i så internationalt et selskab. En italiener, der hed Andrea eller Gianmaria, var typisk en mand, Kim og Ian kunne være både det ene og det andet. Hvad gemte sig ikke bag navne som Alex, Chris, Max, Robin, Sasha, Taylor og Jamie? Hvor de måske kun blev benyttet til et køn i det ene land, kunne det være anderledes i et andet.

Jeg grinede og glædede mig til at fortælle om episoden til mine kolleger. Til gengæld havde mødet med kvinden været så flygtigt, at jeg næppe ville kunne genkende hende, hvis vi stødte på hinanden igen. Med godt tusind deltagere var der ingen garanti for, at det ville ske, og egentlig var det vel også hende, der skyldte mig en lille undskyldning?

Da jeg senere på aftenen kom tilbage på værelset, var der fortsat ikke dukket nogen værelseskammerat op, og jeg gjorde mig forhåbninger om, at gårsdagens fejlallokering måske kunne afstedkomme, at jeg slet ikke fik nogen. Det ville være luksus.

Men så heldig var jeg ikke.

Efter frokosten dagen efter kom jeg op for at skifte skjorte, og fandt en mand på den anden seng i værelset. Han var noget ældre og vejede en del mere end mig. På hans side af natbordet stod en flaske whisky, og ved siden af lå et karton cigaretter.

“Hej,” sagde jeg og rakte hånden ud. “Jeg hedder Henrik Bertelsen og er fra Danmark.”

“William Van Niekerk,” sagde han, gav mig et lidt slapt håndtryk og tilføjede: “Håber ikke du har noget imod, jeg ryger.”

Det var et ikke-rygerværelse, og jeg havde bestemt noget imod, at han røg.

“Beklager,” svarede jeg, “men jeg har en lungelidelse, der gør, at jeg ikke tåler tobaksrøg. Det er derfor, jeg har bedt om et ikke-rygerværelse.” Jeg pegede på skiltet på væggen.

Der var intet i vejen med mine lunger, men erfaringen viste, at et helbredshensyn løste spørgsmålet langt mere effektivt end forsøget på at håndhæve et princip. Blot der ikke blev stillet for mange spørgsmål om lidelsens karakter.

“Du kan ryge ude på balkonen,” tilbød jeg og pegede ud på en stor terrasselignende altan, hvor man på denne årstid sagtens kunne opholde sig uden at blive stegt.

Han trak på skulderen, rakte ud efter whiskyen, der var af et mærke, jeg ikke genkendte, hældte lidt op i sit glas, løftede flasken og kiggede spørgende på mig.

“Nej tak,” svarede jeg uden nærmere begrundelse.

“Hvor kommer du fra?” spurgte jeg i stedet.

“Sydafrika,” svarede han.

Apartheid, tænkte jeg straks, men greb mig selv i det.

“Hvilken produktlinje arbejder du med?” spurgte jeg.

“Alle produkter,” svarede han. “Jeg arbejder med mineindustrien.”

Jeg havde godt hørt, at man i andre og noget større lande end Danmark var organiseret på en anden måde. Her solgte sælgerne alle produkter til en bestemt branche, hvor man så kendte udfordringer og behov. Den løsning var efter min mening langt at foretrække, men det skyldtes nok, at jeg bedre kunne forstå forretningsforhold end produkternes tekniske finesser. Danmark var desværre for lille til den konstruktion, så vi var stadig organiseret efter produkter.

“Nej, hvor spændende,” udbrød jeg. “Det vil jeg gerne høre mere om.”

Han så på sit ur og rejste sig.

“Ups, jeg har en aftale,” sagde han, tømte sit glas, greb sin jakke og styrtede ud ad døren.

Hvad var det med mig, der fik folk til at flygte?

[![](https://hpbech.com/wp-content/uploads/Snorkende-sydafrikaner-med-flaske-266x400.png)](https://hpbech.com/wp-content/uploads/Snorkende-sydafrikaner-med-flaske.png)Da jeg ved midnatstid kom tilbage til værelset, lå sydafrikaneren i sin seng og snorkede som et savværk. Jeg stod lidt og betragtede sceneriet, mens jeg overvejede, hvordan jeg kunne få sænket støjniveauet.

Når jeg selv snorkede, fik Sammy mig til at holde op ved at lave smaskelyde. Det var nok løsningen, tænkte jeg. Det var sikkert bedst at børste tænder og gøre mig sengeklar, inden jeg foretog mig yderligere. Hvis jeg fandt en løsning, skulle den helst virke så længe, at jeg selv kunne nå at falde i søvn.

Da jeg kom retur fra badeværelset, havde intet ændret sig.

Sydafrikaneren trak fortsat meget store torsk i land. Overbevist om at have en løsning klar, krøb jeg i seng og begyndte at smaske.

Ingen effekt.

Jeg smaskede højere og længere. Fortsat ingen effekt. Jeg smaskede og klappede i hænderne samtidigt. Uden effekt. Til sidst råbte jeg højt og klappede samtidigt, hvilket fik ham til at vende sig om på den anden side og snorke videre.

Af en eller anden grund nænnede jeg ikke at vække ham. I stedet tog jeg min hovedpude over hovedet og pressede den mod mit øre, hvorefter det lykkedes mig at falde i søvn.

Næste morgen sov William fortsat, da jeg stod op, og også efter, jeg kom tilbage fra min løbetur. Til gengæld snorkede han ikke længere. Først efter at jeg havde været i bad og var ved at klæde mig på, vågnede han op.

“Godmorgen,” sagde jeg, mens jeg bandt mine sko. “Har du sovet godt?”

Han brummede et eller andet, svingede benene ud af sengen og hældte op i glasset fra whiskyflasken.

“Det er en brutal verden, vi lever i,” svarede han så og kiggede efter en smøg i pakken på natbordet.

“På balkonen,” sagde jeg med et smil og pegede mod døren.

“Nåh ja,” svarede han lidt irriteret, men rejste sig alligevel og luntede afsted.

“Vi ses senere,” sagde jeg. Han svarede ikke, men løftede hånden og vinkede, mens han strakte sig ude i den frie luft på balkonen.

Under morgenmaden med mine kolleger fortalte jeg om genvordighederne med den snorkende sydafrikaner.

“Du skal bare holde ham for næsen,” foreslog min chef, “så holder han op.”

“Du mener lukke hans næsebor?” spurgte jeg afklarende.

“Ja,” svarede han. “Det gør min kone altid. Det virker, og jeg vågner aldrig ved det.”

Således udstyret med en ny og sikker metode spekulerede jeg ikke mere over emnet, før jeg samme aften igen kom op på mit værelse. William var som aftenen før gået i seng og snorkede med nogenlunde samme lydstyrke.

Da jeg havde børstet tænder, gjort mig sengeklar og skulle i gang med at skaffe nattero, blev jeg lidt usikker. Det virkede grænseoverskridende at skulle lægge hånd på og lukke for en trods alt fremmed mands ilttilførsel, mens han sov. Men larmen var øredøvende.

Jeg tog mod til mig, førte min tommel- og pegefinger ned langs siderne på hans næsefløje. Men hvornår skulle jeg klemme? Lige efter at han havde trukket luft ind? Eller efter han havde pustet ud?

[![](https://hpbech.com/wp-content/uploads/Snoring-2-267x400.png)](https://hpbech.com/wp-content/uploads/Snoring-2.png)Jeg besluttede mig for det sidste og klemte forsigtigt til. Uden at have overvejet det i detaljer, havde jeg forventet, at han nu ville åbne munden for at få luft ind, hvorefter jeg kunne slippe grebet. Men det gjorde han ikke. Han forsøgte mere og mere desperat at få luften ind gennem sine blokerede næsebor. Da det ikke lykkedes, blev vejrtrækningsrytmen kortere og kraftigere. Som voldsomme hug. Jeg var i vildrede med, hvornår jeg skulle slippe. Slap jeg for tidligt, virkede tricket måske ikke. Slap jeg for sent, kunne jeg kvæle ham. Det sidste ville jo være en katastrofe. Som hans huggen efter vejret fik staccatokarakter og havde forplantet sig til hele hans krop, slap jeg grebet netop i et øjeblik, hvor han forsøgte at ånde ind. Der lød nu et rallende brøl, da undertrykket i hans lunger uhindret kunne fyldes med luft gennem både mund og næse. Han vendte sig voldsomt om på den anden side. Jeg ventede med tilbageholdt åndedræt på, hvad der ville ske. Han mumlede et eller andet og sov videre. Og han snorkede ikke længere. Tricket virkede. Men hvor længe? Jeg skyndte mig ned under sengetæppet, og det lykkedes mig at falde i søvn, inden han begyndte at snorke igen.

Næste morgen gentog ritualet sig. Da jeg efter løbetur og bad skulle ned til morgenmaden, vågnede sydafrikaneren op, beklagede sig over tilværelsens grusomhed, skænkede sig en whiskysjus og luntede ud på altanen for at ryge dagens første cigaret. Herefter talte jeg ikke med ham.

De næste aftener var han ikke på værelset, når jeg gik i seng, og han sov stadig, når jeg stod op. Jeg så et glimt af ham til galamiddagen den sidste aften, hvor jeg syntes, han så noget slidt ud, men da jeg kom tilbage fra morgenmaden dagen efter, var hans sager væk. 100% Klubben blev efterfulgt af tre dage med produkttræning, og her så jeg ham ikke.

Da jeg igen underholdt mine kolleger om min lidt besynderlige værelseskammerat, fortalte en af dem, at han havde hørt om nogle australier, englændere og sydafrikanere, der havde lejet en ekstra suite, som de havde proppet med drikkevarer. Her mødtes de, når beværtningerne i byen lukkede og drak videre til den lyse morgen. Sundowners’ Bar kaldte de suiten. Om dagen sov de på drømmesengene ude ved poolen

---

Andre artikler i denne serie:

- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

**Categories:** Blog, Book reviews, Politics, Travelling &amp; Leisure, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)

**Published:** June 5, 2025
**Author:** Hans Peter Bech

**Content:**



---

I forbindelse med redigeringen af manuskriptet til romanen [For ussel Mammon](https://hpbech.com/da/boeger/for-ussel-mammon/), er der historier, der ryger ud for at give plads til andre. Sådan er det nu en gang. Nogle af historierne synes jeg imidlertid fortjener at overleve og jeg udgiver dem derfor som artikler og podcasts.

Den første kaldte jeg [Den snorkende sydafrikaner.](https://hpbech.com/da/den-snorkende-sydafrikaner/)

Her kommer historien om hvordan Henrik og Sammys lille dreng David fik charmet sig ind på en lidt mavesur italiensk campingfatter, som opdagede, at der alligevel var en ledig plads til den danske familie.

---

[![](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor2-400x400.png)](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor2.png)I begyndelsen af maj 1985 fik vi besked om, at europachefen, Matt Petterson, havde besluttet at samle alle regionens CYBER-sælgere og salgschefer til et møde i Marbella i Spanien i starten af juni. Sammy og jeg havde planlagt ferie i Italien, der skulle starte ugen efter, så umiddelbart passede det ikke så godt.

Efter at vi havde vasket op efter aftensmaden i fælleshuset nogle dage senere og lagt børnene i seng, fortalte jeg Sammy om mødet på Costa del Sol. Hun foreslog, at vi så holdt vores sommerferie i Spanien i stedet. Hun var jo på barsel. Vi kunne køre til Costa Brava, finde en campingplads, og så kunne jeg flyve fra Barcelona til Malaga. Når jeg kom tilbage, kunne vi holde vores tre ugers ferie.

Der var langt til Spanien. David, der nu var seks og et halvt år og lige begyndt i første klasse på den lokale lilleskole, havde ingen problemer med at køre mange timer, men hvad med lille Emma?

Nogle dage senere havde Sammy fundet ud af, at der kørte biltog fra Hamborg til Avignon og Narbonne i det sydlige Frankrig. I sommerperioden var der afgang en gang om ugen. Det var dyrt, og vi kunne ikke have bagage på taget, men det betød, at vi sparede hele køreturen gennem Tyskland og Frankrig. Med afrejse fra Hamborg midt på eftermiddagen, ankom man næste dag sidst på formiddagen i Sydfrankrig. Vi kunne booke en kupé, som vi havde helt for os selv.

[![](https://hpbech.com/wp-content/uploads/Biltog-402x400.jpeg)](https://hpbech.com/wp-content/uploads/Biltog.jpeg)Jeg fik det organiseret sådan, at Control Data betalte svarende til en flybillet fra København til Malaga t/r. Det beløb dækkede snildt både færge, biltog og flyet fra Barcelona. Til telt, campingudstyr, borde og stole samt Emmas højstol købte vi en trailer. Via Control Datas speditionsafdeling ville vi kunne få den sendt med en fragtmand til Barcelona og hente den, når vi kom frem. Uden for ferieperioden kunne vi lade den stå hos fragtmanden dernede. Når vi ikke længere ville holde ferie i Spanien, kunne en anden fragtmand tage den med hjem.

Det var en god plan, specielt da omkostningen tilsyneladende havnede på en eller anden konto i Control Datas bogholderi.

Sammy og jeg havde, efter vi havde adopteret David i 1979, holdt campingferier i Sydeuropa.

Først havde vi lånt en Camplet af min ene storebror, Eigil, og var taget til Comosøen, hvor jeg som barn havde camperet med familien hver sommer i hele juli måned. Min far, der var bogsælger, mente ikke, at danskerne købte bøger i juli, og derfor pakkede vi hvert år Folkevognen og kørte den 23. juni straks, når jeg kom hjem fra skole, sydpå.

Campinglivet sydpå passede godt til os, og David var god til at finde legekammerater, også selvom de talte helt andre sprog. Men Campletten var træls at køre rundt med, og når det var dårligt vejr, kneb det også med pladsen indenfor. Året efter købte vi derfor det største villatelt, vi kunne opdrive på markedet, satte tagbagagebærer på bilen og tog igen til Italien.

Denne gang til den lille by Sirolo syd for Ancona. Vi var blevet anbefalet pladsen af nogle venner, og den lå da også helt utroligt smukt på et stort plateau midt på en bjergside med udsigt over Adriaterhavet.

[![](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3-400x400.png)](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3.png)Vejen fra toppen og ned til pladsen var smal og nervepirrende stejl, og da vi med sved på panden og våde håndflader sidst på formiddagen gjorde holdt foran receptionen, var alt udsolgt. Desuden var der snart siesta, og campingfatter kom først tilbage klokken tre.

Vi parkerede bilen i skyggen af nogle træer og gik op i byen for at spise frokost. Der var en formidabel udsigt fra toppen af skrænten, og efter lidt god mad og et par glas kølig hvidvin gik vi tilbage, så David kunne sove til middag i bilen, der fortsat havde skygge fra træerne. Efter at han var faldet i søvn, gik Sammy og jeg på skift ind og kiggede på pladsen. Der var ledige pladser, og nogle af de andre campister var endda ved at pakke sammen.

Klokken var halv fire, før campingfatter dukkede op. Desværre var alt udsolgt. Alle pladser var reserveret. Vi måtte køre igen. Vi forklarede, at vores lille dreng sov til middag, og at vi derfor gerne ville blive holdende, til han vågnede. Det var okay. Italienere holdt jo meget af børn. Ved siden af receptionen lå en lille café, hvor vi kunne sidde og holde øje med bilen, mens vi fik en cappuccino og noget koldt Pellegrino.

Klokken fire vågnede David, og Sammy hentede ham. Efter at have fået noget vand og en banan var han igen ladet med energi og løb ind i receptionen, hvor han fik charmeret campingfatter så meget, at det viste sig, at vi alligevel nok kunne presses ind. Med David i hånden tog den godmodige italiener os hen til en stor plads, der tilmed lå i tilpas afstand fra sanitetsfaciliteterne. Ikke for tæt på og ikke for langt væk. Vi lå så højt, at vi havde ugenert udsigt til havet nedenfor. Det var campingpladsens absolut bedste placering.

Ja, vi kunne blive der så længe, vi ville. Mon David ville have en is?

Den halvtykke mand i den hvide undertrøje, Giovanni hed han, der ved første træfning havde været sur, tvær og afvisende, var nu forvandlet til en hyggelig onkel. David fik sin is, og vi skulle lige smage på Giovannis fætters hjemmelavede hvidvin.

Så stor havde succeserne med campingferierne været, at vi var opsat på at fortsætte dem, efter at Emma var kommet til. Også selvom hun endnu ikke ville være fyldt et år, når vi skulle af sted igen.

Altså kørte vi den 19. juni 1985 til Hamborg for at tage biltoget til Avignon. Med os havde vi en velassorteret madkurv, vin, sodavand og spil. Klokken fire om eftermiddagen trillede toget ud af Sternchanze ved det høje TV-tårn og kørte sydpå. Vi købte kaffe hos konduktøren og tog kagerne fra bageren i Allerød frem. Det var en skøn fornemmelse at kunne sidde i sin egen kupé, drikke kaffe, spise basser, spille kort og se Tyskland trille forbi udenfor vinduet. Særligt når man indimellem havde kig til en motorvej med tæt trafik, steg humøret adskillige grader.

Livet i en liggevogn er rumlende og knirkende, men vi fik sovet nogenlunde og kunne dagen efter ved ellevetiden om formiddagen køre bilen ned fra toget og sætte kursen mod Pyrenæerne.

Denne gang havde vi bestilt plads hjemmefra, og efter at have installeret familien på den superfine campingplads, Treumal, lidt syd for Palamós, kørte jeg til Barcelona og fløj til Malaga.

---

Andre artikler i denne serie:

- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

**Categories:** Blog, Book reviews, Globalisation, Travelling &amp; Leisure

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)

**Published:** June 10, 2025
**Author:** Hans Peter Bech

**Excerpt:** Her kommer historien om, hvad Henrik Bertelsen troede var et to-dageskursus i at bruge en kalender, men som viste sig at være noget helt andet. Og så ikke alligevel.

**Content:**



---

I forbindelse med redigeringen af manuskriptet til romanen [For ussel Mammon](https://hpbech.com/da/boeger/for-ussel-mammon/), er der historier, der ryger ud for at give plads til andre. Sådan er det nu en gang. Nogle af historierne synes jeg imidlertid fortjener at overleve, og jeg udgiver dem derfor som artikler og podcasts.

Her kommer historien om, hvad Henrik Bertelsen troede var et to-dageskursus i at bruge en kalender, men som viste sig at være noget helt andet. Og så ikke alligevel.

---

Mens jeg efter skiftet fra mit job som fuldmægtig i Arbejdsministeriet og til stillingen som salgstrainee i Control Data forsøgte at finde ud af, hvad der var op og ned på EDB, og hvad salg egentlig gik ud på, ville min chef have mig på et TimeManagement-kursus.

Jeg havde godt bemærket, at han og de fleste af mine kolleger i salgsafdelingen (men ikke dem i systemafdelingen!) havde en forvokset kalender i et lille ringbind af læder. Den hed TimeManager og kostede en bondegård. At man skulle to dage på kursus for at bruge en kalender, havde jeg svært ved at forstå. I Arbejdsministeriet fik vi hvert år en ny Mayland-kalender, og her fulgte der ikke noget eksternatkursus med.

[![](https://hpbech.com/wp-content/uploads/TimeManager1-400x400.png)](https://hpbech.com/wp-content/uploads/TimeManager1.png)Kurset var også ret dyrt, og da jeg havde meget andet at skulle lære, ville jeg gerne skubbe kalendertræningen til senere. Det ville min chef ikke høre tale om. Så en tidlig morgen en tirsdag i marts 1980 satte en taxa mig af ved kursuscenteret Kollekolle i Værløse, hvor den todages kalenderskole blev afholdt.

De første måneder i det nye job havde været ret udfordrende. Da vi kun et halvt år før var flyttet ind i det bofællesskab, vi i nogle år havde arbejdet på at få etableret, og nogle uger inden jeg startede i firmaet havde adopteret vores første barn, havde jeg ikke haft tid til at sætte mig ind i, hvad det egentlig var for et kursus, jeg skulle på.

Der sad jeg så blandt de godt hundrede andre deltagere og betragtede en lille tyk og halvskaldet mand, der trissede rundt oppe ved overheadprojektoren. Mens jeg drak min morgenkaffe, spiste et rundstykke med ost og ventede på, at det hele skulle begynde, gik det pludselig op for mig, at vi allerede var i gang. Claus Møller, som den lille tykke mand hed, fortalte i et lavmælt og underspillet tempo om sin lyseblå Rolls Royce, som man kunne skimte gennem vinduerne i lokalets venstre side, og om sin frisør, der kom ud i lufthavnen for at klippe ham, fordi han havde så travlt.

Min chef havde flere gange sagt, at hvis jeg nogensinde befandt mig på et kursus, som jeg syntes var spild af tid, så skulle jeg rejse mig og gå. Man skulle ikke kaste gode penge efter dårlige, og al tid var kostbar. Efter en halv time med Claus Møllers praleri var jeg så småt ved at overveje, om ikke min tid kunne bruges bedre på noget andet, da han pludselig sagde noget, der fangede min opmærksomhed: “Du kan ikke styre, hvad verden udsætter dig for, men du kan styre din reaktion på det.”

Jeg er ikke sikker på, at ordene faldt lige sådan, men det var noget i den retning, og det fik mig til at spidse ører.
“Tid er ikke noget, man har, det er noget, man tager,” sagde han. “Vi er alle udstyret med 24 timer i døgnet, og alle har vi 365 dage på et år. Hvad vi får ud af dem, afhænger af, hvordan vi prioriterer og planlægger. Det er din tid, og hvis du lader andre få kontrol over den, mister du samtidig kontrollen over dit liv.”

[![](https://hpbech.com/wp-content/uploads/TimeManager4-400x400.png)](https://hpbech.com/wp-content/uploads/TimeManager4.png)Jeg besluttede at blive lidt endnu og var taknemmelig for min beslutning, da hr. Møller fortalte, at med dette kursus havde han passeret 10.000 kursister, og derfor ville der blandt deltagerne næste dag blive trukket lod om en 14-dages tur til Thailand med alt betalt for hele familien. Og alt betød alt. Vinderne skulle ikke selv have en krone op af lommen. Det var en dyr præmie, og derfor havde Møllers firma lavet en aftale med Thai Air og hotellerne, der indebar, at rejsen skulle finde sted på et fast tidspunkt i foråret 1981. Vinderne ville få besked om afrejsetidspunktet nogle uger i forvejen. Hvis nogen på forhånd vidste, at de ikke kunne tage af sted med så kort varsel, eller at de ikke kunne binde sig til et usikkert tidspunkt så langt ud i fremtiden, skulle de melde det ud nu. Der var ingen grund til, at de deltog i lodtrækningen. De kunne komme op til ham i pausen, så ville han skrive deres navne ned.

Efter pausen kunne hr. Møller fortælle, at alle kunne deltage i lodtrækningen. Ingen var tilsyneladende forhindrede i at med kort varsel rejse til Thailand på et ubestemt tidspunkt i den angivne periode.

Herefter fulgte to dage med triviel lommefilosofi, der i det store og hele kunne sammenfattes som, at man kun skulle gøre det, der var værd at gøre, at man skulle yde sit bedste og ikke love mere, end man var indstillet på at holde, både over for sig selv og over for andre. TimeManageren var det redskab, der kunne hjælpe med, at man fik styr på sin tid og dermed sit liv.

Kurset var meget interaktivt. På et tidspunkt fik hr. Møller øje på en pakke cigaretter, der lå foran en kursusdeltager, og spurgte, om vedkommende gerne ville holde op med at ryge. Da svaret var ja, tog Claus Møller smøgerne og rev dem i stykker.

“Det er du så nu,” sagde han, mens både kursisten og mange af de øvrige deltagere sad lamslåede og fulgte den næsten fulde tyvestykspakke blive massakreret og ende som småt fnuller i papirkurven. Herefter blev vedkommende kørt igennem vridemaskinen for sin manglende rygrad. Jeg var sikker på, at der sad en del rygere i lokalet og priste sig lykkelige over ikke at være havnet i den suppedas. Til gengæld kom ingen af dem den uheldige ryger til undsætning. Møller fik næsten reddet situationen og lovede rygeren en ny pakke smøger, hvis denne besluttede at begynde igen allerede samme eller næste dag.

Under en diskussion af fænomenet “at komme for sent til planlagte møder og begivenheder” blev der fremført talrige eksempler på uforudsete hændelser, der kunne forklare og undskylde forsinkelser. Hr. Møller var langt bedre forberedt på den diskussion end deltagerne. En for en pillede han undskyldningerne fra hinanden og stod tilbage med kun pludseligt opstået sygdom hos sig selv eller ens nærmeste som tilladelige, men til gengæld sjældent forekommende fænomener. Da nogle af deltagerne, der øjensynligt havde meget vigtige jobs ikke ville spille med, spurgte Claus Møller, om de mon så ikke alligevel skulle pilles ud af lodtrækningen om turen til Thailand? I løbet af kurset kom mange til at fortryde, at de ikke med det samme havde meldt fra til den Thailandstur.

[![](https://hpbech.com/wp-content/uploads/TimeManager3-400x400.png)](https://hpbech.com/wp-content/uploads/TimeManager3.png)Med de omvæltninger, der på det tidspunkt fandt sted i mit liv, kunne jeg godt bruge en metode til at prioritere og holde styr på de løse ender. Jeg forlod ikke kurset, men blev siddende og lyttede opmærksomt til Claus Møllers livsfilosofi. Det var ikke det hele, jeg kunne bruge, men meget af det var anvendeligt, og det endte da også med, at jeg købte en TimeManager i brunt læder med slangeskindspræg og tilhørende årssæt. Den kostede tyve gange mere end min Myland-kalender.

Claus Møllers TimeManager-kursus ændrede mit liv. Det var ikke et kursus i at bruge en kalender, men i stoisk livsfilosofi. Måske var jeg disponeret for budskabet, og måske var timingen perfekt. Men princippet om, at du, uanset hvad der måtte ske omkring dig, må tage ansvaret for din tid og dit liv, gik rent ind hos mig. Jeg var ikke liberalist og hyldede ikke ordsproget om, at enhver var sin egen lykkes smed, men jeg forstod umiddelbart, at jo mere ansvar du påtager dig for det, der sker i dit liv, desto mere er du i stand til at påvirke og ændre det. Også fordi det, der allerede er sket, aldrig kan gøres om.

Fortid forbliver for altid fortid. Accepter det, tag ansvar for det, lær af det, og kom klogere videre.

---

Andre artikler i denne serie:

- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)

**Published:** June 24, 2025
**Author:** Hans Peter Bech

**Content:**



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I forbindelse med redigeringen af manuskriptet til romanen [For ussel Mammon](https://hpbech.com/da/boeger/for-ussel-mammon/), er der historier, der ryger ud for at give plads til andre. Sådan er det nu en gang. Nogle af historierne synes jeg imidlertid fortjener at overleve, og jeg udgiver dem derfor som artikler og podcasts.

Her kommer indledningen i det første manuskriptudkast. Min idé var at starte op i et roligt tempo og forme bogens univers og atmosfære. Men både alfalæsere og redaktøren syntes, at bogens drama skulle synliggøres med det samme. Det valgte jeg at bøje mig for, men du skal ikke snydes for den oprindelige start. Den kommer her.

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# Tilbuddet

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade2-400x400.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade2.png)Jeg lukkede bildøren, lagde hænderne på rattet og kiggede ud af forruden. Var det klogt af mig, at jeg havde accepteret tilbuddet med det samme? Skulle jeg have bedt om betænkningstid og måske have konfereret det med Sammy først?

Men projektet indeholdt alt det, jeg brændte for: rejser, oplevelser og indblik i et samfundssystem og en kultur, som jeg selvfølgelig havde hørt meget om, men aldrig oplevet. Fremfor alt ville det give en velkommen forandring fra en dagligdag, der var blevet noget udsigtsløs. Og vanskelig. Måske endda usikker.

Som det første skulle jeg finde en afløser til mit nuværende job.

Det kunne snildt organiseres. Mine medarbejdere ville klare sig fint uden mig. De ville næppe blive kede af at skulle have en ny chef. Tilmed glade?

Solen skinnede fra en skyfri himmel, det var vindstille, og temperaturen var vel lige omkring de 25 grader. I udlejningsbilen var der gloende varmt, så jeg tændte for motoren for at få aircondition på. Klokken var lidt over fire, og jeg havde ikke mere på programmet for den dag. I morgen, torsdag, skulle jeg flyve til Washington D.C. og sammen med min nye chef mødes med nogen i State Department, det amerikanske Udenrigsministerium. Først fredag sidst på eftermiddagen skulle jeg retur til Danmark med SAS-flyet fra New York. Jeg fløj business class og kunne sikkert få nogle timers søvn, så det værste jetlag var overstået, når jeg landede i Kastrup lørdag morgen. En taxa ville vente udenfor ankomsthallen og køre mig til Hillerød. Samme aften skulle jeg spille med bandet til en privat fest. Vi skulle som sædvanligt først på efter spisningen, så med sange og taler kunne det godt trække ud. Det ville blive sent, før jeg kom hjem og i seng.

Parkeringspladsen foran Control Datas hovedkontor i Bloomington i den sydlige del af tvillingebyen Minneapolis/Saint Paul lå lige ud til et grønt område, der skrånede let ned mod Minnesotafloden. Jeg fik lyst til at gå en tur langs floden, men kunne ikke se, at der var nogen stier på den anden side af Old Shakopee Road. Det vidste jeg til gengæld, der var henne ved The Minnesota Valley National Wildlife Refuge, som lå nogle hundrede meter mod øst. Havde det været i Europa, var jeg gået derhen, men her gik man ikke. Man kørte.

Iført mørkegråt Hugo Boss jakkesæt, lyseblå skjorte, bordeauxfarvet strikket Yves Saint Laurent slips og sorte Lloyd sko var jeg ikke klædt på til uvejsomt terræn, men stierne langs Long Meadows Lake og ned til floden var velplejede. Det havde ikke regnet for nylig, så de var sikkert også tørre. Lod jeg jakke og slips ligge i bilen og smøgede skjorteærmerne op, kunne jeg med et moderat tempo undgå at komme til at svede for meget.

Der var kun få biler på parkeringspladsen ved parken denne onsdag eftermiddag, så jeg ville nok have området for mig selv. Det passede mig fint. Ikke at jeg havde noget imod selskab, men det var også rart at være alene.

Fra jeg startede i Control Data i januar 1980 og til det her tidspunkt, den 31. august 1985, havde jeg haft omkring ti ture til Minneapolis. Jeg havde gået og løbet i området ved floden flere gange og på forskellige tidspunkter af året. Det var efter råd fra mine kolleger lykkedes mig at undgå vintertiden, hvor vejret i Minnesota kunne være brutalt koldt. Til gengæld havde jeg været her, når sommerhedebølgerne skyllede hen over den flade gule prærie, og folk i weekenden valfartede til de mange søer for at bade, sejle eller bare hænge ud i barerne. Foråret eller efteråret var klart at foretrække. Solen ville først gå ned ved nitiden, så jeg havde ikke noget hastværk. Var jeg heldig, ville jeg måske kunne spotte et par hjorte på turen. Det var sket før.

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade5-400x400.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade5.png)Det projekt, jeg i mødet samme formiddag var blevet tilbudt, gik ud på at sælge vores store computersystemer, CYBER-mainframes, til Sovjetunionen. Efter at Gorbachev var tiltrådt som ministerpræsident i april 1985 og havde tilkendegivet en ny linje, havde der øjensynligt været livlig kontakt mellem hans og præsident Reagans folk. Under alle omstændigheder havde vores øverste chef, Bill Norris, fået meddelelse om, at der var en aftale på vej, under hvilken russerne kunne købe amerikansk computerteknologi til civile formål. Hvor meget og hvordan var ikke aftalt i detaljer. Købene ville blive finansieret af en række internationale banker og garanteret af den amerikanske regering. Over tid skulle en øget sovjetisk eksport kunne tilbagebetale lånene. Det forventedes, at aftalen ville falde endeligt på plads inden for de næste seks måneder, men der kunne allerede nu etableres kontakter. Russerne havde specifikt nævnt ønsket om at få en eller flere supercomputere, hvilket gjorde Control Data ekstra relevant.

Hvorfor ledelsen netop tilbød mig posten som projektleder, var ikke direkte blevet nævnt, men jeg havde en anelse. For det første var jeg allerede i 1982, altså kun tre år efter at jeg startede som sales trainee i firmaet, blevet en af firmaets topsælgere. Det var der blevet lagt mærke til. Det var også lykkedes mig, som den første uden for USA, at sælge et PLATO-system. Det var strategisk vigtigt. PLATO stod for Programmed Logic for Automatic Teaching Operations, var udviklet af et amerikansk universitet og kørte kun på vores computere. Vores topchef, Bill Norris, mente, at det var fremtiden og havde i midten af 1970’erne forhandlet sig til en kommerciel version, som Control Data havde ret til at sælge. Efter ti år og mange milliarders investering tabte aktiviteten fortsat penge.

Og endelig havde jeg, da PC-bølgen ramte markedet, lynhurtigt omstillet min afdeling og etableret en ny forretningsenhed, der kunne levere løsninger på den nye platform. Det var blevet en så stor succes, at afdelingen nu var den bedst præsterende af sin art i hele koncernen.

Det var antageligt på den baggrund, at ledelsen fandt, at jeg var den rigtige til at lede det sovjetiske projekt. Men jeg vidste det ikke, for de havde blot nævnt, at det af politiske grunde var bedst, at lederen af projektet ikke repræsenterede et af de lande, der havde været mest eksponeret i den kolde krig, der formelt set fortsat kørte mellem de to blokke. En nordeuropæer ville forekomme mere ubelastet. Jeg havde tænkt, at en svensker eller finne i så fald ville være det oplagte valg, men det var altså blevet mig.

# Kometkarriere

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade3-400x400.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade3.png)Min kometkarriere, der måske nok på overfladen så ud som skinnende guld, var knapt så ædel på undersiden. Men jeg havde lært, at amerikanerne elskede at tilskrive succes til enkeltpersoner. De forstod ikke, at vi alle stod på skuldrene af andre, og at rene tilfældigheder kunne spille afgørende roller. Det var dem for kompliceret, eller også stred det mod deres ideologi. Når jeg skulle forhandle løn og andre vilkår, var min position som supermand også langt mere fordelagtig end virkeligheden. Så hvorfor underspille den?

Tilbuddet kom heller ikke helt bag på mig.

Året forinden havde jeg været på et internationalt ledelseskursus, der til stor fortrydelse for de danske deltagere blev afholdt på Bornholm. Vi ville hellere på kursus i Paris, London, Lausanne eller Divonne Les Bain. Sidstnævnte sted, der lå i kanten af Jurabjergene kun få kilometer fra Geneves lufthavn, var et af Control Datas fortrukne lokationer for internationale møder og ledelseskurser. Her var flere Michelin-restauranter og et stort fornemt casino. Jeg spillede ikke selv og syntes i øvrigt, det var grotesk, at man skulle tage det allerfineste tøj på for at få lov til at tabe sine penge ved rouletten eller blackjackbordet. Så hellere hænge nogle timer over en seks-retters menu på Chateau Divonne med lidt god vin og en armagnac til kaffen.

Under kurset på Bornholm havde firmaets øverste ansvarlige for den interne uddannelse trukket mig til side og spurgt, om jeg var interesseret i internationale opgaver. Det havde vi allerede drøftet derhjemme, og vi var enige om, at opgaver, der ikke indebar, at vi skulle flytte til USA, var OK. Derfor kunne jeg også svare bekræftende. Jeg vidste udmærket, at uddannelseschefens spørgsmål var en føler fra højere sted, der skulle afgøre, om jeg skulle sættes på eller fjernes fra en potentialeliste. Om der nogensinde kom noget ud af det, var uvist.

# Nede ved floden

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade1-400x400.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade1.png)Jeg havde gået et par kilometer og var nu nede ved floden, der havde navn efter staten. Eller omvendt. Mod nord reflekteredes solen i glasfacaderne på de bygninger, der rummede Control Datas hovedkontor, hvor jeg netop som ved et trylleslag var sluppet ud af et job, jeg ikke trivedes i, og hvor fremtiden virkede mere end usikker. Facaderne glimtede, som var de af guld. Fra den internationale lufthavn, der lå lige nord for hovedkontoret, lettede og landede fly i en jævn strøm, og fra de omkringliggende motorveje lød en sagte summen. Dog ikke højere end at man her, hvor jeg gik, kunne høre fuglene og fornemme en fred, der i sin kulisse af motorveje og lufthavn føltes meget håndfast. Som roen i orkanens øje.

Egentlig kunne jeg godt lide Minneapolis/Saint Paul. Tvillingebyerne, som de kaldtes. Ikke at byerne eller området kunne måle sig med Boston, New York eller San Francisco. Men den store tilstrømning af immigranter fra de nordiske lande i slutningen af 1800-tallet havde sat sit præg på indbyggernes selvopfattelse. Standardspørgsmålet “hvor kommer du fra?” blev altid efterfulgt af et stort smil, når man svarede Danmark.

Den respekt, der stod om Control Datas navn, da jeg i juni 1980 var her for første gang, var falmet en del siden. På de knap fem år var selskabet gået fra at være en stjerne med voksende beskæftigelse, omsætning og indtjening til nu at kæmpe for sit liv. Medarbejderstaben, der sammen med omsætning og indtjening toppede i 1981 med omkring 60.000 ansatte, var efter afskedigelsen af de seneste 6.000 halveret. Hårdest gik det ud over aktiviteterne i USA, hvor fabrikker slet og ret blev lukket.

Paradoksalt nok var samme skæbne ikke overgået det danske datterselskab. Her gik det bedre end nogensinde. Personligt havde jeg gjort kometkarriere. Fra at være trainee var jeg på blot fire år avanceret til salgsdirektør med stort kontor, PH-lamper, Fritz Hansen-møbler og egen sekretær i forkontoret. Min løn var eksploderet, og ledelsen var meget tilfreds med min indsats. Det var jeg imidlertid ikke selv, og jeg tror heller ikke, mine medarbejdere var. Ledelse interesserede mig som sagt ikke. Det var en ulempe, når jeg nu havde et chefjob.

Der var gået en times tid, og jeg nærmede mig Route 77, en nord/sydgående motorvej, der forbandt Route 62, som gik nord om lufthavnen, med Interstate 35E mod syd. Stien gik ganske vist under motorvejen og fortsatte mange kilometer mod vest, men det var altså for varmt at trave rundt i Lloyd-sko, lange bukser, undertrøje og skjorte, så jeg vendte om. Mit hotel, Marriott Courtyard, lå fem minutters kørsel fra, hvor bilen holdt parkeret. På den anden side af gaden fra hotellet lå en restaurant, hvor jeg havde tænkt mig at spise aftensmad. Det var en af de mange kæder, men den her lavede gode steaks og stillede ikke krav om særlig påklædning. Jeg kunne lade bilen stå og gå derover. Det betød, at jeg kunne drikke et par glas vin, hvis jeg fik lyst til det.

\* \* \*

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-400x400.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4.png)Topledelsen i Control Data havde fra midten af 1970’erne fuldstændig fejlvurderet den teknologiske udvikling. Først havde de overset betydningen af minicomputeren, og dernæst fik de heller ikke fat i, hvad lanceringen af Pc’en ville komme til at betyde. De nye teknologier var i starten ikke interessante for vores kernekunder, der fortsat efterspurgte større og kraftigere computere. Men så begyndte kundernes kunder at fatte interesse og tog opgaver hjem. I stedet for at deles om de store computere fra Control Data, kunne hver afdeling få deres egen minicomputer fra firmaer som Prime, Norsk Data, HP, Data General, DEC og mange flere. Det gav kundernes kunder mere kontrol. Når vores kunder mistede kunder, landede problemet til sidst hos os. De nye teknologier førte samtidig til enorme udvidelser af markedet, hvor vi stod helt uden noget at tilbyde.

Fra en solid og selvsikker position blot nogle få år tidligere, halsede vi bagefter konkurrenter, der havde fået et gedigent forspring. Vi skulle finde et nyt ståsted, men sideløbende hermed skulle vi stoppe hullet i skroget, hvor pengene fossede ud. Gjorde vi ikke det, ville kassen løbe tom. Glasnostprojektet kunne nok ikke i sig selv tætne lækagen, men det kunne give en tiltrængt transfusion af både penge og selvtillid. Især hvis det lykkedes at få solgt en eller flere ETA-10 supercomputere, der var Control Datas forsøg på at konkurrere med CRAY. På papiret så den imponerende ud, men endnu kunne den ikke leveres.

På vejen tilbage til bilen strålede hovedkontoret fortsat som guld i den nedgående sol.

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Andre artikler i denne serie:

- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics, Strategy

**Tags:** fixion_en

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### [Apple i Kina](https://hpbech.com/da/apple-i-kina/)

**Published:** June 17, 2025
**Author:** Hans Peter Bech

**Content:**



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Som en fuldblods Apple-bruger fik læsningen af bogen ‘[Apple in China: The Capture of the World’s Greatest Company](https://www.amazon.com/Apple-China-Capture-Greatest-Company/dp/1668053373)’ af [Patrick McGee](https://www.linkedin.com/in/prmcgee/) mig til at krumme tæer mere end én gang.

# Min historie med Apple

I 2007 købte jeg en iPhone i USA og fik den jailbreaket, så jeg kunne anvende den med et dansk SIM-kort.

I april 2009 besluttede jeg at skifte fra den Windows-baserede IBM ThinkPad til Apples Mac-univers. Skiftet var motiveret af et projekt, hvor min klient var overbeviste Mac-brugere, men også af et ønske om [at prøve noget andet](https://hpbech.com/da/apple-macbook-pro/). Medvirkende var nok tillige Steven Jobs’ reklame fra 1997, hvor han gjorde en dyd ud af nødvendigheden og understregede, at Apples produkter mest var for genierne. Altså for de få. For siden succesen med Apple II var han blevet godt og grundigt overhalet af den IBM-kompatible PC. Lanceringen af Apple Macintosh i 1984 var nok innovativ, men der var toget kørt.

Da jeg skiftede i 2009, var Apples MacBook symbolet på uafhængighed. Når jeg trak den op af rygsækken i flyvemaskinen, signalerede jeg, at det i min virksomhed var mig, der bestemte. Alle de, der trak de sorte og grå Windows-PC’er op, var funktionærer på fast månedsløn i firmaer, hvor de ikke havde nogen indflydelse på deres egen arbejdssituation. Steve Jobs’ evne til at positionere Apple havde formet min verdensanskuelse.I maj 20

10 lancerede Apple iPad’en i Tyskland, så jeg købte et eksemplar på vej hjem fra ferie i Sydeuropa. Jeg skrev en lille artikel om mine forventninger, som faktisk har holdt meget godt stik.

Prikken over i’et (!) blev anskaffelsen af en Mac Mini og et Studio Display, der sikrer, at jeg har en vis redundans og kan tåle, at en af computerne fejler.

[![](https://hpbech.com/wp-content/uploads/Apple-gear-1600-1-1024x305.jpg)](https://hpbech.com/wp-content/uploads/Apple-gear-1600-1.jpg)

# Fordelene ved Apple-produkter

Der er flere gode grunde til, at Apple har opbygget en næsten kultagtig brugerskare verden over. Produkternes styrker er mange:

**Intuitivt design:** Apple har en konsekvent brugergrænseflade på tværs af platforme. Det gør det nemt at skifte mellem iPhone, iPad og Mac uden at skulle lære alt for meget nyt.

**Økosystem:** Samspillet mellem enheder er gnidningsløst – fra AirDrop og iCloud til Handoff og Universal Clipboard. Alt fungerer sammen.

**Sikkerhed og privatliv:** Apple har konsekvent markedsført sig som forkæmper for brugernes privatliv og har blandt andet gjort det sværere for tredjepartsfirmaer at spore brugere uden samtykke.

**Lang levetid og opdateringer:** iOS og macOS opdateres regelmæssigt og understøtter ofte enheder i 5–7 år, hvilket er længere end gennemsnittet i industrien.

**Kvalitet i hardware og software:** Kombinationen af egenudviklet hardware og software gør Apple i stand til at optimere ydeevne og stabilitet på en måde, som få andre producenter kan matche.

Men selv de mest elegante produkter har deres pris – ikke mindst på det etiske plan.

# Hvordan Apple lærte kineserne at producere elektronik

[![](https://hpbech.com/wp-content/uploads/Apple-in-China-266x400.jpeg)](https://hpbech.com/wp-content/uploads/Apple-in-China.jpeg)Der er mange år siden, at jeg holdt op med at sidde klistret til skærmen, når Apple holdt sine verdensberømte produktlanceringer. Jeg købte nye apparater cirka hver femte år, eller når jeg følte, at tiden var inde. Af samme grund havde jeg også mistet følingen med Apple som firma og fulgte ikke med i selskabets udvikling.

Med Trumps andet indtog i Det Hvide Hus og introduktionen af hans toldpolitik slog det mig dog, at nu måtte Apple komme i en slem klemme. Da jeg stødte på Patrick McGees bog, tænkte jeg, at det kunne være interessant med en opdatering.

Og det fik jeg.

‘Apple in China’- er dels historien om Apple, men naturligvis med hovedvægten på, hvad der er foregået i Kina.
Apple, som i 2024 omsatte for små 400 milliarder dollars og var det første børsnoterede selskab til at runde en værdi på 3 billioner dollars, fremstiller omkring 80 % af sine produkter i Kina. Det gør firmaet ekstremt sårbart – både over for politiske spændinger og logistiske forstyrrelser.

Siden slutningen af 1990’erne har Apple været dybt integreret i den kinesiske økonomi. Virksomheden har uddannet mere end 28 millioner kinesiske arbejdere og opbygget et leverandørnetværk i enorm skala. I 2016 indgik Tim Cook en aftale med den kinesiske regering om at investere 275 milliarder dollars over fem år i landet – en investering, der langt overgår Marshall-hjælpen til Europa efter Anden Verdenskrig.

# Kina – en teknologisk supermagt takket være Apple?

[![](https://hpbech.com/wp-content/uploads/Apple-i-Kina.png)](https://hpbech.com/wp-content/uploads/Apple-i-Kina.png)Foxconn og andre underleverandører har spillet en nøglerolle i at gøre det muligt at opskalere produktionen af nye Apple-produkter fra koncept til masseproduktion på rekordtid. McGee beskriver, hvordan Apple umiddelbart efter en ny lancering kan have op mod 3 millioner mennesker beskæftiget i deres supply chain – et antal, der falder med en million i de stille måneder.

Samarbejdet har ikke blot gjort Apple til verdens mest effektive hardwareproducent. Det har også løftet Kinas kompetencer og hjulpet landet med at realisere sin ambition om teknologisk uafhængighed og global dominans. Det skete ikke med tvang – det skete med investeringer, viden og vestlig naivitet. Vi troede, at samhandel automatisk ville føre til demokratisering. Det gjorde det ikke.

# De etiske dilemmaer

Hvorfor krummede jeg tæer?

Fordi Apple – trods sit brand som forkæmper for innovation, individualisme og etik – ifølge bogen kompromitterer netop de værdier, virksomheden siger, den står for. Firmaet har tilsyneladende ikke blot ignoreret, men også aktivt medvirket til arbejdsforhold og politiske tilpasninger, der sår tvivl om det moralske kompas.

McGee beskriver, hvordan Apple i Kina har fjernet apps på vegne af regeringen, lagret brugerdata lokalt, hvilket potentielt giver adgang til myndighederne, og ignoreret eller bagatelliseret arbejdsforhold hos underleverandører. Tim Cook – kendt som operationsgeniet – har vist sig at være lige så dygtig til geopolitisk balancering som til logistik. Men til hvilken pris?

# Et ambitiøst firma i en kompleks verden

Apple forener det sublime med det brutale. En virksomhed, der har ændret verden med sine produkter, men som også er viklet ind i globale magtspil og afhængigheder, der udfordrer vores forestilling om, hvad der er “rigtigt” og “forkert”.

McGees bog er ikke kun en fortælling om en virksomhed. Det er en spejling af vores tid – af globaliseringens pris og kompleksitet.

**Categories:** Blog, Book reviews, Globalisation, Politics, Strategy

**Tags:** Apple, fixion_en

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### [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)

**Published:** July 1, 2025
**Author:** Hans Peter Bech

**Content:**



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I forbindelse med redigeringen af manuskriptet til romanen [For ussel Mammon](https://hpbech.com/da/boeger/for-ussel-mammon/), er der historier, der ryger ud for at give plads til andre. Sådan er det nu en gang. Nogle af historierne synes jeg imidlertid fortjener at overleve, og jeg udgiver dem derfor som artikler og podcasts.

I det første manuskriptudkast introducerede jeg karakteren Tony E. Sambora. En amerikaner fra Alabama på Henrik Bertelsens alder, der nu boede i New York og arbejdede som programmør af software til den nye PC’er. Min idé var, at Tony skulle repræsentere en del af den amerikanske kultur, som Henrik havde så svært ved at forstå. Men både alfalæsere og redaktøren syntes, at figuren fyldte for meget, og tog historien for langt væk fra handlingens kerne. Det valgte jeg at bøje mig for, men du skal ikke snydes for Henriks møde med Tony. Den kommer her.

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[![](https://hpbech.com/wp-content/uploads/Guitarjagt3-267x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt3.png)En af fordelene ved at rejse alene var, at man kunne komme i seng i ordentlig tid, stå tidligt op og løbe sig en morgentur, inden resten af verden fik øjne. Jeg bookede, som nævnt, helst små hoteller uden restauranter. De var billigere, værelserne var større, og det var hyggeligere at finde en diner i nærheden, hvor man allerede ved andet besøg var stamgæst. Sådan en havde jeg fundet under mit første besøg i New York og blev hver gang genkendt, selvom der kunne gå halve år mellem, at jeg dukkede op.

Kokken, Wayne, der lagde navn til stedet, var en fåmælt, ranglet, ældre sort herre med gråt hår. Fåmælt var til gengæld servitricen, Sophia, en fyldig, rødhåret dame midt i halvtredserne og med en tyk Brooklyn-accent, ikke. Klientellet var meget blandet, med mig som vist den eneste ikke-derboende udlænding.

“The Great Dane er tilbage,” sagde Sophia, så hele restauranten kunne høre det. Hun må have hentydet til hunden af samme navn eller måske min højde på 190 cm. I USA var great normalt lig med rig eller berømt, og det var jeg på ingen måde.

Jeg var endt med at have spist en burger her aftenen før og var nu kommet tilbage for at få morgenmad. Der var en plads ledig oppe ved bardisken, hvor Wayne stod på den anden side og effektuerede kundernes ordrer. Jeg bestilte kaffe, juice, scrambled eggs med pølse og bacon og toast med appelsinmarmelade.

[![](https://hpbech.com/wp-content/uploads/Guitarjagt4-267x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt4.png)“Det er på vej,” erklærede Sophia og hastede videre til andre gæster.

“På vej ind eller ud?” spurgte Wayne, idet han vendte sig halvt om mod mig. Han havde aldrig før uopfordret talt til mig, men det var også første gang, jeg satte mig lige bag ham.

“Jeg er på vej hjem til Danmark,” svarede jeg. “Har et fly fra JFK i eftermiddag.”

“Du er dansker?” spurgte sidemanden, en kontortype med tredelt jakkesæt og cowboystøvler.

“Ja,” svarede jeg. “Fra København.”

“Cool.” Svarede han og satte tænderne i sin french toast med sirup.

“Du Wayne, hvor køber man en god guitar i New York?” Det var et skud i tågen. Jeg havde aldrig snakket musik med ham før, men han mindede mig om Chuck Berry.

“Hvad?” Wayne var overrasket.

“Du er Chuck Berrys bror, er du ikke? Du må da vide noget om musikinstrumenter,” sagde jeg.

“Gid jeg var,” svarede han og klukkede.

“Det er et stort kompliment,” råbte Sophia, så hele restauranten kunne høre det. “Danskeren mener, at Wayne er Chuck Berrys bror!”

Der blev grinet lidt blandt de andre gæster.

“34. til 36. gade,” sagde min sidemand, der nu var i gang med sine pandekager. “Hvad er du på udkig efter?”

“En Ovation,” svarede jeg.

“Hvem spiller på sådan en?” spurgte han og tørrede noget blåbærsyltetøj af sin ene mundvig.

“Paul Simon, Cat Stevens, Carlos Santana, Ray Davies” var dem, jeg lige kunne komme i tanke om.

“En af mine venner har en butik på 36. gade med masser af både nye og brugte guitarer.” En langhåret fyr i jeans og T-shirt havde rejst sig fra en bås og stod nu ved siden af mig. “Jeg skal derned om lidt, så vi kan følges ad.”

“Jeg kommer ned til dit bord,” svarede jeg, rejste mig og tog min kop og tallerken med. Sophia fulgte efter med resten.

[![](https://hpbech.com/wp-content/uploads/Guitarjagt-600x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt.png)Fyren hed Tony, var fra Birmingham i Alabama, men boede og arbejdede nu i New York. Han spillede keyboard i et coverband ligesom mit. Ellers var han udvikler i et lille softwarefirma, som lavede regneark til de nye PC’er. Han arbejdede indimellem i vennens musikforretning. Mest for hyggens skyld.

“De åbner først klokken elleve, så vi har god tid,” fortalte han, og jeg fortrød, at jeg havde sagt nej tak til mere kaffe, da Sophia var rundt med kanden. Klokken var blevet ni, og jeg skulle ikke køre til lufthavnen før ved firetiden. Vi fik krusene fyldt op med den tynde amerikanske kaffe næste gang, hun tog sin runde. Det smagte okay og gav ikke hjertebanken.

Tony var meget interesseret i at høre om mit band, besætningen, hvor tit vi øvede, hvad vi spillede, hvordan vi fik gigs, hvad vi tog for det, og hvordan vi håndterede alt det praktiske. Efter at have svaret, stillede jeg ham de samme spørgsmål. Egentlig var jeg ikke interesseret i så mange detaljer, men det var uhøfligt ikke at udvise samme omfang af nysgerrighed. Musikorienteringen var ved at ebbe ud da Tony skiftede emne:

“Hvad synes du om USA?”

Det var mit indtryk, at spørgsmålet var helt uskyldigt og ikke lagde op til det store drama, men hvis jeg skulle svare ærligt, så kunne det ikke gøres kort. Jeg så mig omkring for at se, om nogen lyttede med, for jeg var ikke interesseret i stor debat om emnet. Det lod ikke til at være tilfældet.

“Der er ting, som jeg synes er fascinerende, ting jeg ikke bryder mig om og en del, jeg ikke forstår,” svarede jeg.

Nu ville Tony gerne have eksempler på alle tre kategorier.

Jeg svarede, at jeg var fascineret af den meget smukke natur, som man fandt overalt. Det var nemt at rejse rundt for tingene fungerede på samme måder alle steder. Folk var i det store hele venlige og hjælpsomme.

Hvor jeg mente, at vi i forhold til første og anden verdenskrig stod i en dyb gæld til amerikanerne, var jeg knap så begejstret for deres nuværende udenrigspolitik. At betragte din fjendes fjende som din ven var ikke et klogt princip. Krigen i Vietnam var de ikke sluppet så godt fra. Sidst kunne jeg ikke forstå, hvorfor både sundhed og uddannelse var private sager. I det hele taget kunne jeg ikke forstå, hvorfor der var så mange fattige i verdens rigeste land.

“Sig mig, er du ikke forretningsmand?” spurgte han med et skeptisk blik.

“Jo, og hvad så?” svarede jeg.

“Vil du gerne betale meget i skat?” spurgte han.

“Jeg betaler meget i skat,” svarede jeg. “Det gør alle i Danmark. Ellers kunne vi ikke have et universelt sundheds- og uddannelsessystem.”

\* \* \*

[![](https://hpbech.com/wp-content/uploads/Guitarjagt5-267x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt5.png)Inden jeg startede hos Control Data, vidste jeg ikke, at forskellene mellem Danmark og USA var så enorme. Vi så jo de samme film, lyttede til den samme musik og spiste den samme mad. Men det viste sig at være et optisk bedrag. Det, jeg havde set, var den amerikanske kultureksport, og det var kun en meget lille del af et langt mere fragmenteret samfund med mangeartede værdier og anskuelser samt helt andre samfundsmæssige konstruktioner og institutioner.

Allerede under mit første ophold var der optræk til problemer. I en frokostpause, hvor jeg med nogle kolleger var på burgerbar, havde jeg bedt om kniv og gaffel. Det havde krævet nogen forklaring, og da bestikket endelig dukkede op, fortalte en af amerikanerne, at man godt kunne komme i problemer, hvis man spiste en burger med kniv og gaffel. Det gjorde man altså bare ikke. En anden af dem fortalte, at hans far mente, at det kun var homoseksuelle, der spiste med kniv og gaffel, sådan som europæerne gjorde.

Jeg var lamslået.

Godt nok havde jeg lagt mærke til, at amerikanerne kun brugte deres kniv, når de skulle skære noget ud. Herefter blev den lagt til side, mens gaflen klarede resten. Men jeg havde ikke tænkt over, at det kunne sige noget om et menneskes seksuelle orientering, og jeg var i øvrigt også fløjtende ligeglad. Men det var nogle amerikanere øjensynligt ikke.

\* \* \*

“Har du så ingen studiegæld?” spurgte han.

“Ikke mere, men jeg havde,” svarede jeg. “Mens jeg læste, arbejdede jeg og tjente penge til mad, tøj, husleje og så videre. Studielånene tog jeg for at købe en lejlighed. Da vi solgte den, havde vi til udbetalingen på vores første hus. Det var en god investering.”

“Hvad var det for jobs, du havde, mens du læste?” spurgte han.

“Jeg har været arbejdsdreng på et slagteri, grydevasker på en restaurant, studentermedhjælper på Danmarks Statistik og underviser på universitetet,” svarede jeg.

“Hvad fik du i løn for det?” spurgte han.

“Timelønnen for en ufaglært arbejder ligger i dag på omkring ti dollars i timen,” svarede jeg. “Undervisningsjobbet gav dengang 50 dollars i timen, men det omfattede så også forberedelse.”

Han kiggede forbavset på mig.

“Sagde du ti dollars i timen for at vaske op?” spurgte han.

Jeg blev lidt i tvivl om, hvordan jeg skulle håndtere omregningen i dollars, der jo var voldsomt påvirket af udviklingen i valutakursen. Med kursen her i august 1985 ville dollarbeløbet være mindre, men det reflekterede jo ikke en ændring i købekraften i Danmark.

“Ja,” svarede jeg. “Det ligger i det nabolag.”

“Er det mindstelønnen i Danmark?” spurgte han.

“Ja,” svarede jeg. “Men arbejder du i weekender og på helligdage, får du mere.”

“Jeg har en stor studiegæld,” sagde han, “og de beløb, du nævner, ligger langt over, hvad du kan tjene i USA.”

“Boede du ikke hjemme, mens du læste?” spurgte jeg.

“Nej,” svarede han. “Jeg måtte flytte til Tuscaloosa for at læse computer science. Det var også svært at få arbejde på det tidspunkt, og fandt man endelig noget, var lønnen en femtedel af de beløb, du nævnte.”

“Men er det ikke almindeligt, at det er forældrene, der betaler børnenes uddannelse?” spurgte jeg. “Det er jo argumentet for de lave skatter.”

[![](https://hpbech.com/wp-content/uploads/Guitarjagt2-600x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt2.png)“Jo,” svarede han, “men det er jo langt fra alle familier, der kan det. Og i mit tilfælde kunne de ikke.”

Jeg kiggede på uret og fortrød det øjeblikkeligt.

“Jeg beklager,” responderede Tony og løftede begge hænder med håndfladerne fremad. “Det er ikke fair at læsse mine bekymringer af på dig.”

Nej, det var det ikke, men det tog jeg ham nu ikke ilde op. Jeg var principielt parat til at snakke videre om de amerikanske forhold, som var så anderledes end i Europa, men jeg havde altså sat næsen op efter at få fingrene i en Ovation-guitar. Jeg skulle bruge den allerede næste aften, når vi skulle spille vores udgave af Credence-nummeret “Who’ll stop the rain.”

“Det er helt i orden,” svarede jeg ham. “Men tiden løber, og jeg skal nå et fly. Vi må vist se at komme videre. Jeg vil meget gerne snakke mere om det en anden gang.”

Han fik fat i Sophia, og vi betalte på den særlige amerikanske måde, hvor man får penge tilbage og lægger drikkepengene inde i omslaget, så tjeneren først ser beløbet, når man er gået. Der var også en variant, hvor man siger “behold resten,” men den, synes jeg, var for vulgær. Havde du været rundhåndet med drikkepengene, ville det alligevel blive husket til næste gang, du kom, og kunne aflæses i den opmærksomhed, du blev tildelt.

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Andre artikler i denne serie:

- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/ "Fortættelse af guitarhistorien")
- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics, Travelling &amp; Leisure, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)

**Published:** July 8, 2025
**Author:** Hans Peter Bech

**Content:**



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Denne historie om Henrik Bertelsens ambitioner som musiker kom ikke med i romanen [For ussel mammon.](https://hpbech.com/da/boeger/for-ussel-mammon/)

I skyggen af forretningsrejser og storpolitik tager Henrik Bertelsens passion for guitaren ham ind i amerikanske musiktempler, gennem toldkontroller og frem til øjeblikket, hvor strengene slås an på scenen foran et danseglad publikum.

Du kan læse første del af historien her[her](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/).

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Guitarbutikken var enorm.

Næste gang nogen spurgte mig om, hvad jeg bedst kunne lide ved USA, ville deres enorme musikbutikker komme højere op på hitlisten.

[![](https://hpbech.com/wp-content/uploads/Eldorado-400x400.png)](https://hpbech.com/wp-content/uploads/Eldorado.png)Det var under et besøg på vestkysten i 1982, at jeg i San Francisco havde købt en kulsort Gibson Les Paul Custom samt en Shure SM58 mikrofon. Vi havde pruttet om prisen, og ud over et nedslag havde jeg fået ledninger og en solid kuffert til guitaren med i købet. En bekendt havde rådet mig til at få en faktura på et mindre beløb, så jeg kunne slippe billigere, hvis tolderne i Kastrup skulle vise interesse. Det var musikhandleren helt med på, og jeg fik to regninger med. Den ene med alle delene og deres oprindelige pris samt den rabat, han havde givet. Den anden lød kun på guitaren, der var anført som brugt, og her var beløbet det halve.

I lufthavnen i Los Angeles havde jeg en længere snak med SAS-personalet, der endte med, at jeg måtte tjekke min Gibson ind sammen med kufferten. Det gjorde ondt at se den spritnye guitar trille hen ad transportbåndet og forsvinde gennem en lem. Hvad kunne der ikke ske på den anden side?

Ved ankomsten til København dukkede den da heller ikke op på båndet. I bagageservicen kunne de dog til min store lettelse fortælle, at den ikke var blevet væk, og ville komme med et fly dagen efter. De ville ringe, når den ankom.

Det gjorde de så og meddelte, at jeg skulle komme ud i lufthavnen, fordi tolderne gerne ville have en sludder med mig.

Øv. Jeg havde håbet at kunne slippe under radaren, men heldigvis havde jeg min specialkvittering.

Tolderen var en flink og snakkesalig mand, hvis datter spillede cello. Han var tydeligt interesseret i min Gibson, og spurgte om jeg vidste, hvor brugt den var. Jeg svarede, at den stort set ikke var brugt. Den var kommet retur, fordi køberen ikke kunne betale afdragene. Så vidt jeg kunne se, var der kun spillet på den meget få gange.

Tolderen beregnede told og moms af beløbet på min kvittering og ønskede mig tillykke med den gode handel. Jeg havde på fornemmelsen, at han vidste mere, end han gav udtryk for. Hvor mange brugte musikinstrumenter uden en eneste skramme havde han set i sin karriere?

# En Ovation 1621

[![](https://hpbech.com/wp-content/uploads/Guitarjagt2-600x400.png)](https://hpbech.com/wp-content/uploads/Guitarjagt2.png)Tonys vens musikbutik i New York var langt større end den i San Francisco og opdelt efter instrumenttype. Tony anbefalede, at jeg kiggede på brugte guitarer, hvor priserne, hvis det ikke lige var et vintageprodukt, var meget gunstigere. Der var hundredvis af brugte westernguitarer med pickup svarende til den Ovation, jeg var på udkig efter, men ingen af dem havde den rundede kunststofbund, som jeg havde forelsket mig i. Ovation-mærket var i mine øjne den ultimative elektrificerede akustiske guitar. Indtil videre havde jeg spillet på en japansk kopi af Gibsons Hummingbird, hvor jeg selv havde monteret en passiv mikrofon. Den lød okay, men da Tony fik sat en Ovation model 1621 til en Musicman Combo, var jeg solgt. Hold op, hvor lød den godt.

Jeg var ikke nogen stor guitarist. Min styrke lå først og fremmest i min sangstemme, hvor jeg udover at kunne pitche også dækkede et ret stort register. Hertil kom, at jeg kunne gå i falset uden at overgangen kunne høres tydeligt. Det var en fordel, når der skulle synges harmonier. Mit guitarspil var hovedsageligt strumming, hvor man slår alle strenge an samtidig. Skalaer havde jeg aldrig fået lært, og fingerspil heller ikke. Men jeg kunne dog plukke i akkorderne, så det gav lidt variation.

Valget faldt på en Ovation model 1621 bygget i 1979 af naturtræ og med en aktiv mikrofon. Den havde ikke cutaway, der gjorde det nemmere at komme til de nederste bånd på gribebrættet, men det havde jeg som rytmeguitarist heller ikke rigtig behov for. Guitaren kom med en brun robust flight case, hvilket var nødvendigt, da jeg næppe heller denne gang kunne få den med op i kabinen som håndbagage. Det gjorde ikke noget, fordi jeg havde set, hvordan man ude i JFK-lufthavnen for nogle få dollars kunne få den pakket ind i plastik. Det ville beskytte den under den hårdhændede behandling hos bagagefolkene.

Vi udvekslede kontaktoplysninger, jeg og drog tilbage til hotellet i højt humør. Allerede den følgende dags aften skulle spaden, som vi musikere kaldte vores guitarer, have sin debut i et par af numrene på vores repertoire. Jeg glædede mig også til at vise de andre i bandet min nyerhvervelse.

**Categories:** Blog, Book reviews, Travelling &amp; Leisure

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)

**Published:** July 15, 2025
**Author:** Hans Peter Bech

**Content:**



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I forbindelse med redigeringen af manuskriptet til romanen ‘[For ussel Mammon](https://hpbech.com/da/boeger/for-ussel-mammon/)’, skal jeg skære gode, men overflødige historier væk. For at de ikke skal gå til spilde, udgiver jeg dem som små artikler her på bloggen.

# Sagaen om Henrik Bertelsen

‘For ussel Mammon’ er andet bind i Sagaen om Henrik Bertelsen.

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg)Unge Bertelsen skiftede i 1980 sit job som fuldmægtig i Arbejdsministeriet ud med en stilling som salgselev i et stort amerikansk computerfirma. Efter et toårigt uddannelsesforløb skulle han som salgskonsulent sælge firmaets store computersystemer, hvor priserne startede ved 10 millioner kroner.

Mens han gik på kurser i programmering og systemplanlægning, spekulerede han over, hvordan han mon skulle gribe salgsopgaven an. Hvordan kom han i gang med en salgsaktivitet, der endte med at kunden sagde ja tak til at købe en computer til mange millioner?

I teksten til denne historie optræder navnet PLATO, som er et akronym for Programmed Logic for Automatic Teaching Operations. Det var et datamatstøttet undervisningssystem, udviklet på et universitet i Illinois og markedsført af Henriks firma Control Data.

Her kommer historien om Henrik, der forsøger at finde ud af, hvordan han skal blive sælger.

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# Hvordan gør de andre?

På trods af uddannelsesplanens fokus på det tekniske, kunne jeg ikke lade være med at tænke en del over, hvordan jeg skulle gribe den første del i min nye titel, salgskonsulent, an. Hvis et salg endte med, at der stod en Control Data CYBER-computer, med båndstationer, pladelager og printere til omkring 15-20 millioner hos kunden, hvordan startede det så, og hvad foregik der undervejs?

Når jeg talte med mine kolleger, fik jeg ikke præcise svar.

Alle vores nuværende kunder havde vidt forskellige historier, og ingen af dem startede med, at en sælger havde taget initiativet. Det var altid den anden vej rundt. Kunderne var ad forskellige veje kommet til os. Samstemmende fik jeg besked på ikke at bruge så meget energi på det nu. Når jeg kom retur fra introduktionen ved hovedkontoret i USA, kunne vi tage hul på den diskussion.

# Psykologisk teori

[![](https://hpbech.com/wp-content/uploads/PLATO-training-400x400.png)](https://hpbech.com/wp-content/uploads/PLATO-training.png)En dag i marts 1980 kom min chef alligevel ind på mit kontor og fortalte, at jeg skulle på salgskursus. En amerikansk psykolog, Alan N. Schoonmaker, havde udviklet et video- og PLATO-kursus med titlen “‘Selling: The Psychological Approach.” Nu kom han til Europa og ville holde et tredages seminar i London. Forud for min deltagelse skulle jeg tage PLATO-delen af kurset. Aktiviteten var uden for uddannelsesplanen, men nu kom Schoonmaker altså til Europa, og så måtte vi gribe chancen.

Vi havde i firmaet et lille lokale med fjernsyn, videomaskiner og en terminal, som vi kunne koble op på PLATO-systemet i Bruxelles. Fra vores interne bibliotek rekvirerede jeg de videobånd og den grundbog, som skulle bruges.

Kurset var indrettet sådan, at man startede med at læse om grundprincipperne i bogen. Herefter så man en video, hvor Schoonmaker forklarede nogenlunde det samme, efterfulgt af rollespil udført af skuespillere. Det var opdelt i fire dele, hver beskrivende hvordan man håndterede en af de fire typer, som menneskeheden ifølge Schoonmaker kunne opdeles i. Når jeg havde læst et kapitel i bogen og set den tilhørende video, loggede jeg på PLATO-systemet, hvor der skulle svares på spørgsmål om indholdet. Jeg fik først lov at gå videre, når jeg havde opnået en tilfredsstillende svarprocent.

Jeg var begejstret for undervisningsformen, men selvom jeg kunne genkende de fire persontyper, den sociale, den nøgterne, den dominerende og den imødekommende, så havde jeg svært ved at forestille mig, at jeg bare kunne justere min adfærd afhængigt af hvem der sad overfor mig. De ville jo heller ikke have et skilt på maven, der fortalte hvad de var, og ofte var folk vel en blanding af det hele?

# Salgskurset i London

[![](https://hpbech.com/wp-content/uploads/Sales-training.png)](https://hpbech.com/wp-content/uploads/Sales-training.png)Seminaret med Schoonmaker blev afholdt på et hotel ved siden af Heathrow lufthavn. Det var meget praktisk, men også lidt kedeligt. Jeg ville hellere have været inde i det centrale London.

De godt tyve deltagere kom fra hele Europa, og jeg var den eneste dansker. Jeg var også den eneste, der ikke var fungerende sælger, så jeg slog ørerne ud og var klar til at suge til mig.

Det blev der nu ikke meget af.

Schoonmaker gennemgik den samme teori, som PLATO-kurset præsenterede. Herefter skulle vi så diskutere, hvordan vi anvendte principperne i praksis.

Den første dag gik med at diskutere, om man overhovedet kunne anskue menneskeheden så firkantet. Den europæiske konsensus lød på, at det kunne man ikke. Men vi nåede dog frem til et kompromis. Schoonmakers fire persontyper beskrev nogle af de karaktertræk, som alle mennesker i mere eller mindre udstrækning var præget af.
Næste dag gik med at diskutere, om man som sælger skulle forsøge at tilpasse sig den, man sad overfor, eller i stedet blot være sig selv. Jeg fornemmede, at der var en vis modstand mod Schoonmaker, som ikke udelukkende var rettet mod hans metode.

# Erfaringsudveksling

Under aftensmaden prøvede jeg at få indsigt i, hvordan nogle af de andre deltagere greb salgsarbejdet an og igen måtte jeg gå tomhændet bort. Enten havde de ved deres ansættelse overtaget eksisterende kunder eller også var det kunderne, som havde henvendt sig til Control Data. Det havde også været svært at fastholde samtalerne, for de ville hellere tale om alt muligt andet.

Senere i baren måtte jeg helt opgive at blive klogere.

Med sin beliggenhed så tæt på lufthavnen var hotellet centrum for overnattende flybesætninger. De primært mandlige kursusdeltageres opmærksomhed blev nu rettet mod drøftelser af, hvilke strategier, der skulle tages i brug for at komme i snak med de kønne stewardesser.

Ved morgenmaden næste dag kunne jeg forstå, at de erfarne sælgere ikke var nået længere end til snakken, eller også virkede deres metoder ikke i praksis.

# Kultursammenstød

Da jeg samme dags eftermiddag sad i flyet på vej hjem, syntes jeg, det havde været en besynderlig oplevelse.
Selv om vi kom fra mange lande og beskæftigede os med forskellige produkter, så havde jeg forventet mere korpsånd, nysgerrighed og interesse i at hjælpe hinanden. Atmosfæren havde været en diffus blanding af ligegyldighed og kulturel petitesserytteri.

Vel var Schoonmaker amerikansk, og hans kursus en forsimpling, men vi kunne efter min opfattelse godt være gået ind på hans præmisser og fået noget ud af at dele erfaringer. Jeg havde forsøgt at skubbe i den retning, men ikke fundet gehør.

Det var specielt to englændere, som kørte diskussionerne ud på et sidespor. De drog fordel af, at kurset foregik på deres modersmål, og at mange af de øvrige deltagere ikke var så hurtige til at formulere sig. Det opfattede jeg som usympatisk og uforståeligt. Hvad fik de dog ud af det?

# BMW eller Rolls-Royce?

[![](https://hpbech.com/wp-content/uploads/Dinner-in-London.png)](https://hpbech.com/wp-content/uploads/Dinner-in-London.png)Jeg sad ved siden af dem til aftensmaden den første aften, men kunne slet ikke få dem i tale. De var engagerede i en diskussion med to tyskere om, hvorvidt der var mere stil over at køre i en tyve år gammel Rolls-Royce end i en spritny BMW. Den problemstilling fandt jeg fuldstændig ligegyldig. Måske fordi jeg selv kørte i en brugt Opel Kadett City og ikke havde ambitioner om hverken en ny BMW eller en gammel Rolls-Royce. Eller også var det en proxy-samtale, der bundede i den britiske misundelse over det tyske Wirtschaftswunder kombineret med tyskernes dårlige nationalsamvittighed?

Jeg gik tidligt i seng den aften.

---

Andre artikler i denne serie:

- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)
- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)

**Published:** July 22, 2025
**Author:** Hans Peter Bech

**Content:**



---

Mens jeg skriver romanen [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), ender flere scener i papirkurven undervejs i redigeringsprocessen. Jeg har valgt at dele nogle af dem her, fordi de giver et andet perspektiv på karaktererne og situationen – og fordi jeg synes, de fortjener at blive læst, selvom de ikke fandt sin plads i bogen.

I 1980 skiftede Henrik Bertelsen fra en tryg embedsmandskarriere til en stilling som sales trainee i amerikanske Control Data. I denne episode fortæller han om mødet med en ny verden af computere og salg – og om, hvordan et tidligere ministerieprojekt blev hans første succes.

---

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg)Det havde ikke været nogen let beslutning at skifte fra Arbejdsministeriet og undervisningstjanserne på Danmarks Forvaltningshøjskole og Københavns Universitet til en stilling som sales trainee i amerikanske Control Data.

Jeg var blevet opfordret til at søge jobbet af en god bekendt, Frank Lassen, og havde det ikke været for min tillid til hans dømmekraft og mine oplevelser fra [projektet i Saudi-Arabien](https://hpbech.com/da/boeger/balladen-i-mekka/), havde jeg sagt nej tak. Men udsigten til en klækkelig lønforhøjelse, spændende rejser og færre arbejdstimer havde tippet balancen.

Onsdag den 2. januar 1980 trådte jeg derfor ind ad døren på Søndre Boulevard 35, hvor det danske datterselskab havde til huse, og tog elevatoren op til 5. sal. Min nye chef, Jan Bertram, og mine kommende kolleger ventede med morgenkaffe, friske rundstykker og Gammel Dansk.

Det var helt fra bunden. Jeg vidste intet om noget som helst, der relaterede sig til, hvad jeg skulle lave. Der var forberedt et uddannelsesprogram, så jeg kunne lære at programmere og forstå, hvad systemplanlægning gik ud på. Ikke at jeg skulle gøre nogen af delene, men det ville give mig et indblik i, hvad computerne blev brugt til, og hvordan de virkede. I midten af juni skulle jeg så to uger på salgs- og produktkursus ved hovedkontoret i Minneapolis. Først herefter skulle vi tage hul på snakken om, hvad jeg skulle sælge, til hvem og hvordan.

Under introduktionsrunden i huset stødte jeg på en af de konsulenter, som havde hjulpet os med projektet i Saudi-Arabien. Vi havde brugt en softwarepakke, IFPS (Interactive Financial Planning System), der kørte på Cybernet, til at dimensionere produktions- og logistikkapaciteten til forplejningen på fem små hospitaler i byen Taif, der lå lidt øst for Mekka. Projektet var som så mange andre i landet blevet stoppet efter det voldsomme religiøse oprør i den hellige by i november 1979. Men jeg var imponeret over potentialet i programmet, fortalte ham om nogle af vores beregningsopgaver i Arbejdsministeriet og spurgte, om ikke IFPS kunne løse dem?

Det mente han nok, det kunne.

[![](https://hpbech.com/wp-content/uploads/Skolebaenken-1-400x400.png)](https://hpbech.com/wp-content/uploads/Skolebaenken-1.png)Den opgave, jeg havde i tankerne, vedrørte beregninger i forbindelse med indgreb i de kollektive overenskomster. Under forberedelserne til et sådant indgreb skulle vi i starten af 1979 regne på alternative lønforløb. Det var et omfattende (og kedeligt) arbejde, og ofte regnede vi til langt ud på natten. Resultaterne blev derefter sendt over i Finansministeriet, som kørte dem ind i computermodeller, der beregnede konsekvenser for beskæftigelse, prisudvikling, betalingsbalance og meget mere. Hver gang nye forslag kom på bordet, startede hele regneriet forfra.

Under sådan en regnerunde havde jeg lavet en fejl, som vi først opdagede efter, at resultaterne var sendt videre i systemet. Det betød, at de konsekvenser for nationaløkonomien, som politikerne skulle forhandle på, var forkerte. Da jeg opdagede det, orienterede jeg straks min chef. Han blev lidt bleg, men tog en rask beslutning.

“Vi lader som ingenting,” sagde han. “Sandsynligheden for, at de kommer med en ny pakke, er stor, og så er de gamle tal alligevel irrelevante.”

Det var nøjagtig, hvad der skete. Jeg kunne ånde lettet op og gjorde det herefter til en fast vane altid at regne tingene igennem to gange. Det tog så bare mindst dobbelt så lang tid. For nåede jeg ikke samme resultat anden gang, skulle jeg først finde fejlen og derefter regne forfra igen. Regneriet skulle med andre ord fortsætte, indtil jeg havde nået samme resultat to gange i træk. Så måtte jeg blot håbe, at jeg ikke havde lavet samme fejl to gange i træk.

Egentlig ville jeg i efteråret 1979 have introduceret IFPS for min chef, men på grund af travlhed ovenpå regeringsskiftet var det ikke blevet til noget. Jeg foreslog nu IFPS-konsulenten, at jeg beskrev opgaven, hvorefter han programmerede systemet. Det var han med på. Dagen efter nævnte jeg opgaven for Jan Bertram, som syntes, det var en knippelgod idé.

Det tog mig en uge at beskrive regnemodellen, hvorefter konsulenten gik i gang med at programmere. Af og til kom han forbi mit kontor for at få uddybet, hvad jeg havde skrevet, og det stod mig klart, at selv om man er særdeles omhyggelig, så er det svært at udtrykke sig så præcist, at en anden umiddelbart kan forstå det. Mens det var lykkedes mig visse steder blot at være uklar, havde jeg andre steder lavet deciderede fejl.

Konsulenten tog det pænt og berettede trøstende, at sådan var det altid. Når han var færdig med sin del af arbejdet, ville vi også finde fejl. Alle begik fejl, og det var næsten umuligt at spotte sine egne, beroligede han mig med.

[![](https://hpbech.com/wp-content/uploads/Skolebaenken-2-400x400.png)](https://hpbech.com/wp-content/uploads/Skolebaenken-2.png)Da modellen var færdig, kunne vi med indtastning af forudsætningerne på få sekunder få beregnet konsekvenserne for lønudviklingen et vilkårligt antal år frem i tiden. Men mest vigtigt var nok, at vi var sikre på, at resultatet passede.

Allerede i februar kunne jeg ringe til min tidligere chef og fortælle, at jeg havde noget spændende, jeg gerne ville vise ham. Jeg fortalte i store træk, hvad det gik ud på. Vi ville komme ind i ministeriet og demonstrere løsningen. Det eneste, vi skulle bruge, var et mødelokale med en telefonlinje, der ikke gik via omstillingen. Den skulle vi bruge til at koble en terminal op til en af vores store CYBER-maskiner, som vist nok stod i Frankfurt.

Mødet blev en stor succes, og Arbejdsministeriet tegnede et abonnement samt sendte nogle af deres medarbejdere på IFPS-kursus.

Løsningen blev leveret af en anden afdeling i Control Data, hvorfor jeg ikke var involveret i den kommercielle side af tilbuddet. Min chef var tydeligt lettet, da jeg ikke gjorde krav på provision af kontrakten. Det havde jeg ikke skænket en tanke, før HR-chefen bragte forholdet op.

“Sælgere skal jo have provision af deres salg,” havde han sagt, men også forklaret, at det var en lidt indviklet sag, når man solgte noget, der lå i en anden afdeling.

Jeg havde opfattet det som en uddannelsesaktivitet og havde da også lært meget af opgaven. Desuden var jeg allerede godt lønnet. Episoden endte med, at jeg fik seks flasker god rødvin af den sælger, som havde indgået aftalen med ministeriet.

---

Andre artikler i denne serie:

- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Marketing, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)

**Published:** July 29, 2025
**Author:** Hans Peter Bech

**Content:**



---

I denne historie, som ikke kommer med i den endelige udgave af *[For ussel mammon](https://hpbech.com/da/boeger/for-ussel-mammon/)*, beskriver Henrik sine første erfaringer som nyansat i Control Data – en verden fyldt med fine hoteller, dyre middage og en arbejdskultur, der står i skarp kontrast til hans tidligere liv i ministeriet. Vi følger hans vej fra en grundlæggende introduktion til computerverdenen til de første strategiske overvejelser om, hvordan firmaet kunne vinde fodfæste i et lukket og konkurrencepræget marked. Undervejs opdager han, at succes ikke kun handler om teknologi, men også om relationer, timing og en god portion isbrydere.

---

[![](https://hpbech.com/wp-content/uploads/Control-Data-1-292x300.jpg)](https://hpbech.com/wp-content/uploads/Control-Data-1.jpg)Typisk opstilling af et mainframe-miljø fra Control Data

Min uddannelsesplan afspejlede, at jeg startede på helt bar bund. Først skulle jeg lære, hvad computere var for noget, og hvad de kunne bruges til. Så skulle jeg lære noget om netop Control Datas produkter, og til sidst skulle jeg lære, hvordan man solgte dem. Herudover skulle jeg lære mine kolleger at kende, hvordan huset fungerede, og hvordan man skulle gebærde sig.

Frank havde forklaret, at jeg som salgskonsulent var en slags projektleder. Nok var det mit job at få åbnet dørene til nye potentielle kunder, men herefter skulle der mange kompetencer i spil, indtil der blev skrevet under på den stiplede linje. I den proces var jeg projektlederen, som skulle finde de medarbejdere, der skulle hjælpe og koordinere med de mange skridt i salgsforløbet. Det kunne vi snakke nærmere om, når det blev aktuelt. Han skulle nok hjælpe, så godt han kunne.

Grunduddannelsen i EDB foregik på IBMs kursuscenter i Lyngby. IBM var vores største konkurrent, så det skulle jeg lige vænne mig til, men da alle på Søndre Boulevard ikke fandt noget mærkeligt i det, gjorde jeg med tiden heller ikke.

Allerede i februar fik vi besked om, at hele salgsafdelingen skulle på et fire dages kursus i Norge. Jakkesættene kunne vi lade blive hjemme. Til gengæld var det en god idé at tage skitøj med. Også min gode ven, Frank Lassen, og hans chef skulle med, så vi var en ordentlig flok, der mødtes ude i Kastrup lufthavn for at flyve til Oslo. Her ville vi blive hentet af en bus, som skulle køre os op til højfjeldshotellet. Det ville tage et par timer.

På grund af de mange andre aktiviteter havde jeg ikke nået at orientere mig om, hvad mødet egentlig gik ud på. Jeg mindedes heller ikke at have modtaget andet end flybilletten. Heller ingen i bussen, inklusive cheferne, var helt skarpe på, hvad kurset egentlig drejede sig om, men det var vist noget med en ny chef for den nordiske region, der gerne ville hilse på os alle sammen.

De fire dage bestod af en rejsedag i hver ende og to hele dage i midten. Der var ikke tale om noget kursus. Deltagerne var fra Danmark, Norge, Sverige og Finland, og vi brugte to halve dage på at orientere hinanden om vores forretninger. Resten af tiden havde vi fri. Frank og jeg løb på ski og mødtes med de andre i det store badeland, som hørte til hotellet. Inden aftensmaden gik vi i baren, og efter de overdådige måltider med vin ad libitum gik vi tilbage i baren igen. Jeg spurgte diskret Frank, hvem der betalte. Han vidste det ikke, men kunne berolige mig med, at det i hvert fald ikke var os selv. Nogen ville tage sig af regningen.

Hvad jeg skulle bruge informationerne om de andre landes aktiviteter til, stod mig ikke helt klart, men det var bestemt gavnligt at få noget tid sammen med mine kolleger fra Danmark. Det var skønt at løbe på ski, maden var fremragende, og den norske landechef kunne fortælle vittigheder, der fik os alle til at ligge flade af grin. Det var en noget træt flok danskere, der fredag aften vendte tilbage til deres familier.

Jeg havde i min tid i ministeriet været på en enkelt konference, men ikke noget der blot mindede om, hvad Control Data her kunne byde på. I det hele taget var kontrasten til livet i ministeriet ekstrem. Udover få tilfælde i forbindelse med aften- og natarbejde, hvor vi spiste med ministeren, skulle vi betale alt selv. Selv den daglige kaffe blev finansieret af en privat kaffekasse, og bagerbrød til interne møder eller ved mærkedage måtte man selv bekoste. I Control Data betalte firmaet det hele. Købte man brød til afdelingen på sin fødselsdag, lagde man blot bilaget til sin rejseafregning som udlæg. I kantinen kunne man hente gratis kaffe, og i køleskabene stod øl og sodavand til fri afbenyttelse. Frokostordningen krævede, at der af skattehensyn blev opkrævet et lille beløb, men det var langt mindre end, hvad det kostede at drive kantinen.

# Forretningsplanen

Jeg var ansat i salgsafdelingen for de store CYBER-computersystemer, hvor prissedlen for det mindste system, der fyldte svarende til ti store køleskabe, krævede lokaler med hævede gulve og aircondition, lød på omkring 10 millioner kroner. Fra starten var jeg blevet gjort klart, at det ikke gav mening at rende virksomheder og offentlige institutioner på dørene for at høre, om de havde brug for en computer til 10 millioner. Det løb var i store træk kørt, og markedet var fordelt mellem de forskellige leverandører, hvoraf IBM var klart den største. Vi skulle finde et andet emne, som kunne åbne dørene og skaffe os taletid.

Det blev PLATO.

[![](https://hpbech.com/wp-content/uploads/PLATO-training-400x400.png)](https://hpbech.com/wp-content/uploads/PLATO-training.png)PLATO, der som sagt stod for Programmed Logic for Automatic Teaching Operations og var udviklet på et universitet i Illinois, kørte udelukkende på Control Datas CYBER-maskiner.

Også et PLATO-system kostede mere end de fleste danske virksomheder ville eller kunne betale, men der var mulighed for at abonnere på systemet som en tjeneste, og så kom prisen ned i noget, hvor lidt flere kunne være med. I første omgang var målet dog ikke at sælge noget. PLATO skulle bruges til at åbne døre, skabe relationer og øge kendskabsgraden til Control Data. Så måtte vi se, hvad der kunne komme ud af det.

Datamatstøttet undervisning var et helt nyt begreb, som mange, der beskæftigede sig med uddannelse, gerne ville høre mere om. På den måde var PLATO den perfekte isbryder. Tillige var det et strategisk område for Control Data. Den øverste chef, Bill Norris, havde investeret hele sin prestige og mange milliarder i PLATO med en forventning om, at det skulle udvikle sig til firmaets vigtigste forretningsben.

Fordelen for mig var, at jeg sagtens kunne forstå, hvad datamatstøttet undervisning gik ud på. Det fordrede ikke kendskab til teknikken i de bagvedliggende maskiner. Jeg havde flere års undervisningserfaring og kunne sagtens se, hvor en computer kunne supplere den lærerbaserede formidling. Desuden havde PLATO en facilitet, som gjorde, at formidlingen kunne tilpasses den enkelte elevs forudsætninger og indlæringshastighed. Den mulighed skulle indbygges i udviklingen af undervisningsmaterialet, men også det havde systemet værktøjer til.

Arbejdet krævede, at vi investerede i terminaler og tegnede abonnement på en fast dataforbindelse til Control Datas europæiske PLATO-center i Bruxelles. Herudover skulle jeg og en systemkonsulent bruge vores tid på det. For at det kunne lade sig gøre, måtte der skrives en forretningsplan. Sådan en havde jeg aldrig lavet før, men kunne godt regne ud, at den skulle indeholde nogle mål, en række aktiviteter, et budget og en risikovurdering.

Den type notater havde jeg lavet utallige af i ministeriet. Alle forhold, vi blev præsenteret for, mundede ud i notater, der beskrev problemet, hvilke løsningsmuligheder der forelå, hvad de ville koste, og hvilke risici der skulle håndteres.

Hvor forretningsplanens omkostningsside var ret nem at beskrive, var det straks værre med indtægtssiden og aktiviteterne. Hvem skulle vi sælge til? Hvorfor skulle de købe? Hvad skulle de investere, før de kunne få værdi ud af systemet? Hvordan skulle vi gribe markedsføringen an? Hvornår kunne vi forvente at få de første ordrer? Hvor hurtigt ville vi få de næste?

Vi stod overfor at skulle ind på et nyt marked med et nyt produkt og havde ingen lokale erfaringer at trække på. Der var ingen andre i Danmark eller i resten af Europa, der kunne hjælpe, så vi blev enige om at udskyde færdiggørelsen af planen, til jeg kom hjem fra introduktionskurset i USA. Til gengæld skulle jeg så tage afsted en uge tidligere og finde ud af, hvordan de greb det an derovre. Jeg skulle også blive en uge efter kurset og knytte relationer til personer, som kunne hjælpe os, når først planen skulle søsættes. Altså skulle jeg nu opholde mig fire uger i Minneapolis.

Det glædede jeg mig til.

---

Andre artikler i denne serie:

- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

**Categories:** Blog, Book reviews, Business development, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Samfundets behov betragtet som profitable forretningsmuligheder](https://hpbech.com/da/samfundets-behov-betragtet-som-profitable-forretningsmuligheder/)

**Published:** August 5, 2025
**Author:** Hans Peter Bech

**Content:**

---

I denne tekst, der ikke kommer med i den færdige udgave af romanen [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), reflekterer Henrik Bertelsen over et slogan fra sin tid i Control Data, der indebar at gøre “samfundets store behov til profitable forretningsmuligheder.”

Dengang undrede han sig over, hvad det egentlig betød – og hvorfor ingen i organisationen syntes at tage det alvorligt. Her fortæller han om sine oplevelser og tanker fra den periode, hvor idealisme og forretning blev blandet på måder, der i hans øjne både var naive og farlige.

---

[![](https://hpbech.com/wp-content/uploads/Samfundets-behov1-400x400.png)](https://hpbech.com/wp-content/uploads/Samfundets-behov1.png)Ind imellem kurser og selvstudier læste jeg også firmaets brochuremateriale, der noget upraktisk var i amerikansk standardformat, lidt bredere og lidt kortere end de A4-ringbind, vi ellers benyttede til arkivering. Alle brochurerne havde som slogan – “*Addressing Society’s Major Needs as Profitable Business Opportunities*” – trykt på forsiden. Ordene forstod jeg, men når jeg betragtede Control Datas forretningsaktiviteter i Danmark, var sammenhængen ikke iøjnefaldende.

“Der er heller ikke nogen,” havde min chef forklaret, da jeg spurgte ham. “Det er noget, de roder med i USA.”

“Og hvordan giver det sig udtryk?” fulgte jeg op.

“Det er vist noget med, at de lægger deres fabrikker, hvor der er stor arbejdsløshed,” fortalte han. “[PLATO](https://en.wikipedia.org/wiki/PLATO_(computer_system)) er også et initiativ, der skal hjælpe med at løse de store uddannelsesproblemer, de har derovre.”

“Det har altså ingen betydning for det, vi laver i Danmark?” Jeg ville være helt sikker på, at jeg forstod det rigtigt.’

“Korrekt. Det er ikke noget, der vedrører os.”

Når det stod på alt brochurematerialet og fyldte mange spalter i årsrapporten, måtte det da være noget, vi alle skulle arbejde med?

Men det var det ikke. Uanset hvem jeg spurgte i det danske selskab, rystede de blot på hovedet og pegede mod vest.

Da jeg i hele juni måned var på introduktionsophold på hovedkontoret i Minneapolis, holdt jeg også hurtigt op med at bore i det, for her ville heller ingen kendes ved det. Det var en fiks idé, ledelsen havde fået. Vi andre skulle bare sælge produkterne.

Sloganet havde så vidt jeg kunne skønne to separate dele. *Society’s Major Needs* og *Profitable Business Opportunities*.

Den første del var meget generel, og jeg havde i en dansk sammenhæng svært ved at se, hvilke store samfundsproblemer som Control Data potentielt skulle kaste sig over. Ikke fordi vi ingen havde i Danmark, men at de skulle løses af et amerikansk computerfirma, kunne jeg ikke se for mig.

Den anden del, der gik ud på, at vi skulle tjene penge på det, var mig også uklar. Alle virksomheder skulle tjene penge. Ellers gik de konkurs. Hvorfor var det nødvendigt at understrege i et slogan?

Jo mere jeg analyserede sloganet, desto mere overbevist blev jeg om, at det ikke gav nogen mening. Det lød umiddelbart sympatisk, men var ved nærmere eftertanke noget sludder. Med tiden lærte jeg også at leve med at ignorere det.

[![](https://hpbech.com/wp-content/uploads/CDC-in-trouble-400x400.png)](https://hpbech.com/wp-content/uploads/CDC-in-trouble.png)Nu, fem år senere, hvor firmaet stod overfor store udfordringer, forstod jeg, at det måske var en af kerneårsagerne til problemerne. Ledelsen havde i succesens beruselse forelsket sig i en idé om, at man skulle deltage aktivt i løsningen af USA’s sociale udfordringer. Der var bestemt nok at tage fat på, så det lød umiddelbart sympatisk. Men det tog opmærksomhed fra kerneaktiviteterne og det, som kunderne havde valgt firmaet på, nemlig de kraftfulde computere. Mens ledelsen således afholdt konferencer om og iværksatte altruistiske projekter, der skulle afhjælpe nogle af landets systemiske sociale problemer, overhalede konkurrenterne os på vores kerneprodukter, mens en bølge af alternative teknologier åd sig ind på vores kunder fra alle sider.

Hele idéen om, at et samfunds basale behov som sundhed, uddannelse, beskæftigelse og social sikkerhed skulle løses af private virksomheder, der helt ukoordineret udvalgte projekter, som de anså for rentable, forekom mig i øvrigt irrationel. Definitionen på et samfund var efter min mening baseret på et princip om solidaritet. Den velstand, som produceredes i samfundet, skulle blandt andet anvendes til at sikre et fælles fundament. Alle skulle have fordel af modellen. Jeg ville næppe selv være, hvor jeg var i 1985, hvis ikke det var for den danske samfundsmodel.

Princippet, hvor det offentlige spillede den afgørende rolle i sikringen af den fælles sociale infrastruktur, forekom mig en langt bedre løsning. Med den løn, jeg tjente, fulgte en høj skat, men det var i orden. Der var stadig meget tilbage til mig selv. Mit bidrag kunne vel også betragtes som afdrag på den investering, samfundet havde gjort i mig. Det var en fair deal. Naturligvis kunne man diskutere, hvor balancen skulle gå mellem samfundets og den enkeltes ansvar, men den amerikanske model kunne jeg ikke se, at nogen havde fordele ved. Den producerede social ulighed og skabte i øvrigt de problemer, som Control Data så mente, de kunne tjene penge på at løse.

Den model havde jeg altså ikke fidus til.

---

Andre artikler i denne serie:

- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
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- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

**Categories:** Blog, Book reviews, Business development, Marketing, Politics, Uncategorized

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Da håbet om en dansk computerindustri bristede](https://hpbech.com/da/haabet-om-en-dansk-computerindustri-brister/)

**Published:** August 12, 2025
**Author:** Hans Peter Bech

**Content:**



---

Dette uddrag, der kun kommer med i en stærkt forkortet udgave i romanen [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), skildrer historien om det spæde håb om en dansk computerindustri og hvordan det bristede. Med udgangspunkt i Regnecentralens pionerarbejde i 1950’erne og 60’erne beskriver Henrik Bertelsen, hvordan politiske beslutninger og konkurrence fra IBM tvang virksomheden i knæ. Samtidig følger vi, hvordan Control Data overtog markedet og med en kombination af teknologisk formåen og stærk softwarekompetence skabte en solid forretning i Danmark. Fortællingen giver et indblik i en tid, hvor innovation og nationale ambitioner stødte sammen med realiteterne i en globaliseret it-branche.

---

[![](https://hpbech.com/wp-content/uploads/cropped-Control-Data-1.png)](https://hpbech.com/wp-content/uploads/cropped-Control-Data-1.png)Det var først, da jeg kom hjem fra kurset ved hovedkontoret i Minneapolis, at det virkelig gik op for mig, hvad Control Data var for en størrelse, og hvorfor det danske datterselskab var noget helt andet.

Det amerikanske moderselskab blev startet i 1950’erne af en flok ingeniører fra forsvaret, som ville lave computere til brug for tekniske beregninger. Altså computere, der havde en kraftig regneenhed. Det var lykkedes, og organisationer med den type behov, såsom forskning, militæret, meteorologiske institutter, universiteter, energiefterforskning samt visse industrivirksomheder, havde med det samme lagt ordre ind på de første systemer. Allerede inden de kunne leveres. Det var et lille eksklusivt marked, som Control Data havde nogenlunde for sig selv. Til gengæld fik de ikke mange kunder i det langt større marked, der skulle følge efter, nemlig markedet for administrativ databehandling.

Undtagen i Danmark.

Hovedparten af Control Datas danske kunder benyttede netop computerne til administrativ databehandling. Den største kunde, Post og Telegrafvæsenet, kørte stort set alle opgaver på vores maskiner, inklusive Postgiro, som i realiteten var Danmarks største betalingsformidler og dermed en bank. Mere administrativt kunne det næppe blive.

For at forstå, hvorfor det var tilfældet, måtte jeg forstå historien. Og den startede et helt andet sted, end jeg havde forventet.

# Regnecentralen

[![](https://hpbech.com/wp-content/uploads/RC1-400x400.png)](https://hpbech.com/wp-content/uploads/RC1.png)Regnecentralen, RC, var et forsøg på at etablere en computerindustri i Danmark. Firmaet udsprang i 1955 af Akademiet for de Tekniske Videnskaber og udviklede og producerede de første danske computere, DASK og GIER. Da det i slutningen af 1950’erne blev klart, at maskinerne også egnede sig til simple regnestykker med store datamængder, altså administrativ databehandling, begyndte RC at løse den type opgaver for virksomheder og det offentlige. Ikke alle kunne finansiere anskaffelsen af en egen computer, og heller ikke alle havde behov for en hel maskine, hvorfor RC oprettede et servicebureau. Opgaverne blev afviklet på maskiner, der stod hos og blev drevet af RC, og kunderne betalte kun for den kapacitet, de forbrugte.

RCs afdeling for udvikling af software til kunderne voksede meget hurtigt, og den gode indtjening medvirkede til at finansiere udviklingen af nye computere baseret på den seneste teknologi. Den udvikling gik rasende hurtigt, og kapitalbehovet krævede, at man hurtigt kunne opnå en ledende position hjemme, hvorfra man kunne bearbejde de udenlandske markeder. Det var derfor en alvorlig streg i regningen, da staten og kommunerne i 1959 ved oprettelsen af I/S Datacentralen, hvis formål var at benytte computere til effektiviseringer i den offentlige forvaltning, afviste at trække på RCs kompetencer og udstyr. I stedet valgte man at læne sig op ad amerikanske IBM og lejede en computer fra dem. Hermed gik store årlige bevillinger RCs næse forbi.

Mere lovende var RCs samarbejde med de højere læreanstalter. Men da en plan om at oprette datacentre ved universiteterne i Aarhus og København og på DTH i Lyngby baseret på RC-maskiner i starten af 1960’erne skulle behandles, forsøgte Finansministeriet at forhindre det. I stedet foreslog de, at universiteterne benyttede Datacentralens IBM-maskiner, hvor man angiveligt både havde lejet mere kapacitet, end man behøvede, og ansat for mange medarbejdere. Den kæp i hjulet var katastrofal for RC og umuliggjorde, at firmaet kunne finansiere udviklingen af den computerkapacitet, som de mange nye opgaver krævede. Man måtte i stedet ud i markedet og købe kapaciteten. Firmaet sendte et par medarbejdere på tur rundt i Europa og USA for at undersøge mulighederne. De fik at vide, at de ikke behøvede at besøge IBM, der nu af alle på RC blev betragtet som hovedfjenden, for hvem det i samarbejdet med Finansministeriet var lykkedes at smadre ethvert håb om en selvstændig dansk computerindustri.

[![](https://hpbech.com/wp-content/uploads/Control-Data-CDC1604-800x380.jpeg)](https://hpbech.com/wp-content/uploads/Control-Data-CDC1604.jpeg)Control Datas CDC 1604 mainframe computer med konsol og båndstationer

RCs behov for mere kapacitet faldt sammen med, at Control Data i 1960 lancerede sin første maskine, CDC 1604, og danskerne meldte sig derfor blandt de tidligste kunder. Senere supplerede de maskinparken med flere og nyere versioner af maskiner fra Control Data. Servicebureauvirksomheden voksede kraftigt, og da alle udviklingsopgaver blev løst efter regning, gav den et gedigent overskud. Det gjorde selskabets hardwareaktiviteter til gengæld ikke. Udviklingen i de underliggende teknologier gik fortsat rasende hurtigt, og Danmark var som sagt et alt for lille marked til at aftage den store mængde produkter, som krævedes for at forrente investeringerne i forskning og udvikling. Specielt når det offentlige, der udgjorde over halvdelen af markedet, foretrak et samarbejde med IBM.

# Konkursen

I 1970 gik RC derfor konkurs, og bestyrelsen besluttede i den forbindelse at fyre den administrerende direktør, Niels Ivar Bech, der havde stået ved roret siden starten, og som nød stor opbakning, blandt medarbejderne. Så stor opbakning, at mange af dem tog deres gode tøj og gik. Med sig tog de ekspertisen på en lang række overskudsgivende opgaver. Det gjaldt blandt andet udviklingen af et system til det nyetablerede ATP samt udviklingen af et administrativt system til Jysk Telefon. Uden disse medarbejdere kunne RC ikke løse opgaverne, og kunderne valgte derfor at følge medarbejderne, der gik med planer om at oprette et eget selskab. Efter en del forhandlinger meddelte Jysk Telefon, at de foretrak, at medarbejderne lod sig ansætte i Control Datas danske afdeling, af hvem de så ville købe en række maskiner. For at støtte RC ville telefonselskabet til gengæld lægge en ordre på et nyt system til nummeroplysningen hos dem.

[![](https://hpbech.com/wp-content/uploads/RC2-400x400.png)](https://hpbech.com/wp-content/uploads/RC2.png)Control Data Danmark havde sit hovedsæde på hjørnet af Sønder Boulevard og Skelbækgade på Vesterbro i København. Billedet er AI genereret og ligner ikke den oprindelige bygning.

Sådan blev det, og dermed blev Control Datas lille salgs- og servicekontor med blot fem medarbejdere med ét slag til et komplet softwarehus med solide kunder og langvarige kontrakter. Det gjorde dem også i stand til at hente de sidste softwareudviklere fra RC, som ikke var kommet med i første runde.

Med den nye position og kompetenceprofil fik firmaet snart endnu flere store kunder, og i 1973 vandt det et udbud om et Postgirosystem til P&T, der i sig selv indebar ansættelse af yderligere 60 systemkonsulenter og udviklere.

Da jeg startede i 1980, beskæftigede Control Data Danmark således 150 medarbejdere og havde i mellemtiden også leveret maskiner til regnecentrene ved Aalborg og Aarhus universitet, Rigshospitalet, Fiskeriministeriet, Magasin du Nord, Carl F og rejsebureauet Tjæreborg.

Virksomheden tjente styrtende med penge og var en attraktiv leverandør for kunder, som havde behov for udvikling af specialsoftware. Samme år vandt man en kontrakt på udvikling af et arbejdsløshedskassesystem til Foreningen af Tjenestemænd og Funktionærer, FTF-A, som skabte grundlag for oprettelse af eget datacenter. På den platform kunne firmaet betjene kunder uden at disse skulle bekymre sig om at anskaffe og drive computerne.

Det var en strålende forretning, for min ven Frank Lassen, som i sin tid havde fået mig ansat i firmaet og var chef for afdelingen, der udviklede specialsoftware, havde rødder helt tilbage til de tidlige RC-dage og indgik af princip ikke fastprisaftaler.

> “Hvis kunderne ikke ved, hvad de vil have, kan vi jo ikke give dem en fast pris,” forklarede han mig.

[![](https://hpbech.com/wp-content/uploads/Control-Data-390x400.jpeg)](https://hpbech.com/wp-content/uploads/Control-Data.jpeg)En CYBER “mainframe” computer fra Control Data med tilhørende datalagre, båndstationer, hulkortlæsere, printer og konsoller.

Når vi blev inviteret til at byde på opgaver, der krævede fast pris og havde ufuldstændige kravspecifikationer, sagde vi altid nej tak. Det kunne vi, fordi vi i forvejen havde nok at lave, men også fordi ledelsen var mere optaget af at tjene penge end af at vokse. Der var ikke appetit på at kaste sig ud i projekter, hvor man skulle løbe risici, man ikke kunne styre.

“Det er svært at sælge en maskine med tab,” forklarede Frank mig, “for de marginale omkostninger er ubetydelige. Skulle det alligevel ske, er skaden til at overse. Indgår vi derimod en udviklingsaftale på fast pris, hvor specifikationerne ikke ligger fast, så binder vi vores mest knappe ressourcer på tabsgivende projekter for til sidst at ende i sø- og handelsretten. Det gider vi ikke bruge tid på.”

Måske var det en overdrivelse, men han havde fat i noget centralt. Når først en computer var udviklet, var produktionsomkostningerne minimale. Nu gjaldt det om at sælge så mange som muligt. Naturligvis var der spring i omkostningerne, når produktionskapaciteten skulle udvides med en ny fabrik, men de var kalkulerbare. I min tid i Control Data var vi ikke på noget tidspunkt begrænset af produktionskapacitet på udstyret. Det var vi til gengæld altid på systemkonsulenter og udviklere. Når vi vandt et nyt projekt, skulle vi ofte ud at hente nye folk ind, og de hang ikke på træerne. Så stor var manglen på kompetencer, at vi deltog i flere projekter med omskoling af arbejdsløse akademikere.

---

Andre artikler i denne serie:

- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Bogreception - For ussel mammon](https://hpbech.com/da/bogreception-for-ussel-mammon/)

**Published:** August 26, 2025
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2-267x400.jpg)](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg)På dagen for udgivelsen af “[*For ussel mammon”*](https://hpbech.com/da/for-ussel-mammon/ "For Ussel Mammon") afholder jeg [bogreception](https://fb.me/e/6OBjAkErf) på [Rømers Kaffebar](https://www.facebook.com/kaffebar3400) i Hillerød.

**Torsdag, den 23. oktober 2025, kl. 15-17**
Rømers Kaffebar
Slotsgade 10
3400 Hilllerød

**Tilmeld dig på [Facebook](https://www.facebook.com/events/1089799973357222), [LinkedIn](https://www.linkedin.com/events/7364686282775523328/) eller send mig en [mail](mailto:hpb@hpbech.dk).**

*For ussel mammon* er andet bind i sagaen om Henrik Bertelsen – en samtidskrønike, der skildrer udfordringer og dilemmaer i jagten på det gode liv i en tid, hvor globalisering og stigende velstand åbner alle døre på vid gab.’

**Det er en nervepirrende roman om idealer, fristelser og moralsk forfald i den kolde krigs efterdønninger.**

Året er 1985. Henrik Bertelsen balancerer på en knivsæg: Salgschef i et kriseramt amerikansk tech-firma, småbørnsfar og ambitiøs fritidsmusiker.

I det lille rækkehus i bofællesskabet i Hillerød kæmper hans kone, Sammy, med at genfinde sig selv efter endt barsel og jonglere et krævende lederjob, der kolliderer med Henriks mange rejser.

Da Gorbachev introducerer glasnost, og Reagan kvitterer med en ny kurs, sendes Henrik til Moskva for at jagte den milliardordre, der kan redde firmaet.

Men bag de gode intentioner og høflige smil lurer skjulte dagsordener, magtkampe, bestikkelse og moralske gråzoner.

> *For ussel mammon* er en intens og tankevækkende fortælling om, hvordan små kompromiser kan vokse til store forræderier – og hvor langt et menneske kan drives, før det mister sig selv.

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Arvefjenden](https://hpbech.com/da/arvefjenden/)

**Published:** October 16, 2025
**Author:** Hans Peter Bech

**Content:**



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Dette uddrag, der kun kommer med i en stærkt forkortet udgave i romanen *[For ussel mammon, ](https://hpbech.com/da/boeger/for-ussel-mammon/)*fortæller historien om den bitre rivalisering mellem IBM og Control Data i 1960’erne – en kamp mellem en teknologisk mastodont og en opkomling fra Minneapolis.

Henrik Bertelsen fortæller, hvordan Control Data med små ressourcer lykkedes med at udfordre IBM’s dominans og vinde markedsandele med verdens kraftigste computere. Da IBM slog igen med aggressive og tvivlsomme metoder, endte striden i en opsigtsvækkende retssag, der blev et vendepunkt for begge selskaber.

Fortællingen giver et indblik i, hvordan innovation, strategi og modstandskraft kan ændre magtbalancen i en hel industri.

---

Mens finansministeriet og IBMs succes med via I/S Datacentralen at [forhindre](https://hpbech.com/da/haabet-om-en-dansk-computerindustri-brister/) Regnecentralen i at etablere en dansk computerindustri altså skabte fundamentet for Control Datas succes i Danmark, så røg de amerikanske firmaer i totterne på hinanden i hjemlandet.

[![](https://hpbech.com/wp-content/uploads/Control-Data-390x400.jpeg)](https://hpbech.com/wp-content/uploads/Control-Data.jpeg)IBM, der blev grundlagt i 1911, arbejdede i starten af 1960’erne på udviklingen af en serie store computere, der ved sin lancering i 1964 skulle få betegnelsen System/360. På det tidspunkt disponerede firmaet med 175.000 medarbejdere og solide overskud over langt flere ressourcer end det nystartede Control Data. Ikke desto mindre lykkedes det det lille team fra Minneapolis med meget små midler at lancere deres maskine fire år tidligere end IBM. For at forhindre, at kunderne lagde ordrer hos Control Data, meddelte IBM i starten af 1962 en ændring i sine forventede priser på System/360. Det skulle få potentielle kunder til at udskyde deres anskaffelser, indtil IBM kunne levere. Manøvren fik ingen effekt, for nogenlunde samtidigt lancerede Control Data en ny maskine, CDC 6600, der var markant hurtigere end, hvad specifikationerne på System/360 lovede. I øvrigt var kunderne ude efter maksimal regnekraft og ikke efter en besparelse. Det kom bag på mastodonten, og da Control Data med lanceringen af flere nye maskiner beholdt førerskabet og lykkedes med at vinde endnu flere ordrer, som IBM havde forventet at få, greb deres ledelse til helt andre metoder.

Efter lanceringen i 1964 fik IBM masser af ordrer på deres System/360, men de kunder, der havde brug for maksimal regnekraft, valgte fortsat Control Datas maskiner alene af den grund, at de var de kraftigste. Mange af dem ville have foretrukket at handle med IBM, der var et langt større firma, men de kunne ikke levere denne type maskiner. Det marked, som Control Data rettede sig imod, var stort set ikke prisfølsomt, og derfor var dækningsbidragene på maskinerne meget attraktive. Det irriterede åbenbart IBM.

[![](https://hpbech.com/wp-content/uploads/IBM-S-360-400x400.png)](https://hpbech.com/wp-content/uploads/IBM-S-360.png)Efter at deres prissænkningsmanøvre mislykkedes, valgte de nu at annoncere en fremtidig udgave af System/360, der skulle blive langt kraftigere end hvad Control Data kunne levere, og samtidig lovede de, at maskinerne ville være bagudkompatible. Det ville sige, at det samme software kunne køre på alle maskinerne. Den udmelding virkede. Nu udskød en række kunder deres beslutning for at afvente IBMs nye maskine, mens andre købte de mindre systemer for senere at kunne flytte programmerne over, når de store maskiner kunne leveres.

IBM-maskinen kom imidlertid ikke som lovet, og i december 1968 anlagde Control Data sag mod selskabet for unfair konkurrence.

Det var ikke alle i Control Datas bestyrelse, der var glade for det sagsanlæg, som ville koste mange millioner, kræve ledelsens opmærksomhed, og hvor modparten havde meget dybere lommer. Der gik da heller ikke lang tid, før IBM på rettens anmodning udleverede vognlæs af dokumenter, som skulle bruges til at afgøre, om selskabet havde haft realistiske planer og faktiske aktiviteter, der gav en begrundet formodning om, at de ville kunne levere en maskine som lovet.

IBMs taktik var at drukne Control Data i papir, som det ville kræve en hær af advokater at gennemgå. På den måde kunne de gøre retssagen så kostbar, at det tvang det lille Control Data til at opgive den eller indgå et billigt forlig. Samtidig ville kundernes afventede adfærd tappe konkurrenten for ressourcer, som kunne forsinke udviklingen af nye maskiner, og dermed give IBM tid til at indhente forspringet.

Men sådan skulle det ikke gå.

# Kunstig intelligens

Allerede i 1964 havde Control Data købt et firma, som lavede udstyr og software til optisk læsning af dokumenter. Året efter lancerede de en optisk scanner, der kunne læse stakke af papirer, og med lanceringen samme år af en harddisk med en kapacitet på 168 millioner karakterer kunne de også hurtigt gemme og finde informationerne.

Til at behandle de mange data udviklede de i forbindelse med sagsanlægget et softwareprogram, som kunne bruges til at finde de tekster, der relaterede sig til System/360-planerne. Da de i forvejen havde verdens kraftigste computere, kunne de lynhurtigt indlæse, lagre og behandle de mange dokumenter, som IBM udleverede, finde det, som var relevant, og ignorere resten.

[![](https://hpbech.com/wp-content/uploads/Arvefjenden1-400x400.png)](https://hpbech.com/wp-content/uploads/Arvefjenden1.png)Da tiden for retsmøderne, der var berammet til starten af 1973, nærmede sig, fik IBM kolde fødder og inviterede til forhandlinger, og den 12. januar 1973, nogle dage inden det første retsmøde, indgik parterne et forlig, hvor IBM betalte alle sagens omkostninger inklusive Control Datas, overdrog deres servicebureauvirksomhed kvit og frit til konkurrenten samt betalte et betydeligt engangsbeløb. Forliget viste med al tydelighed, at IBM ikke havde lyst til, at Control Datas analyse af de mange dokumenter ved retsbehandlingen skulle komme frem i offentlighedens lys. En betingelse for forliget var da også, at materialet skulle slettes. IBMs ledelse ville ikke risikere at kunne stemples for kriminel adfærd.

Opbremsningen i ordreindgangen truede en kort overgang Control Datas økonomi, men da IBM-maskinen udeblev, kom kunderne hurtigt tilbage, og firmaet fortsatte sin fremgang.

Konflikten satte sine spor blandt Control Datas medarbejdere, der fuldstændig mistede respekten for IBM og anså dem for skruppelløse, løgnagtige og kriminelle profitjægere.

---

Andre artikler i denne serie:

- [Fine hoteller og dyre middage](https://hpbech.com/da/fine-hoteller-og-dyre-middage/)
- [Tilbage på skolebænken](https://hpbech.com/da/tilbage-paa-skolebaenken/)
- [Den psykologiske salgsmetode](https://hpbech.com/da/den-psykologiske-salgsmetode/)
- [Et Eldorado for guitarister](https://hpbech.com/da/et-eldorado-for-guitarister/)
- [Guitarjagt og Global Vildfarelse](https://hpbech.com/da/guitarjagt-og-global-vildfarelse/)
- [Den gyldne facade](https://hpbech.com/da/den-gyldne-facade/)
- [Hvordan en kalender ændrede mit liv](https://hpbech.com/da/hvordan-en-kalender-aendrede-mit-liv/)
- [Campingfatter og den lille charmør](https://hpbech.com/da/campingfatter-og-den-lille-charmoer/)
- [Den snorkende sydafrikaner](https://hpbech.com/da/den-snorkende-sydafrikaner/)
- [Tjernobyl – da teknologien og dømmekraften fejlede](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/)
- [Hvem er Henrik Bertelsen?](https://hpbech.com/da/hvem-er-henrik-bertelsen/)

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Balladen i Mekka udkommer på tysk](https://hpbech.com/da/balladen/)

**Published:** December 3, 2025
**Author:** Hans Peter Bech

**Content:**

## Udgivelsen af [*Tumult in Mekka*](https://jetzt-pr.de/hans_peter_bech_roman_tumult_in_mekka) er en personlig milepæl og begyndelsen på et litterært projekt med store ambitioner (og små forventninger).

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)Det er med stor glæde – og en smule sommerfugle i maven – at jeg kan annoncere, at *Balladen i Mekka* i dag udkommer på tysk under titlen [*Tumult in Mekka – Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette*](https://hpbech.com/de/buecher/tumult-in-mekka-de/).

For mig er begivenheden mere end blot en bogudgivelse. Det er kulminationen på flere års arbejde og samtidig opfyldelsen af en personlig ambition.

Balladen i Mekka er første bog i en romanserie, der udspiller sig i perioden fra 1979 og frem til i dag. Den handler om det moderne menneskes jagt på det gode liv i en verden, hvor globalisering, teknologi og stigende velstand åbner alle døre på vid gab – men også lige så hurtigt kan lukke dem igen.

I september 2024 udgav jeg [den engelske version](https://hpbech.com/books/tumult-in-mecca-en/), og nu er den tyske udgave klar.

At bogen nu udkommer på tysk, er en milepæl, jeg er dybt taknemmelig for – og som ikke havde været mulig uden en række mennesker, der har støttet projektet hele vejen.

Når jeg i parentesen skriver, at forventningerne er små, så skyldes det udfordringen med markedsføringen. Bag redaktion og udgivelse står et team af erfarne bogfolk, men selv med deres indsats er det som at råbe i en kæmpe skov, hvor kun få går tur. Manuskripterne bliver til på mit skrivebord, og bøgerne finder vej til boghandlere og digitale hylder; her har jeg fuld kontrol.

Synligheden er derimod afhængig af netværk, algoritmer og budgetter, jeg ikke selv bestemmer over. Anerkendelser, anmeldelser og omtale kommer sjældent af sig selv, og uden dem forbliver bøgerne usete. Ambitionen er stor, fordi jeg planlægger at skrive en serie på 6-8 bøger. Om de bliver købt og læst er mestendels udenfor min indflydelse.

# Hvorfor en saga om det moderne menneske?

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg)Historien om Henrik Bertelsen, en ung dansk økonom i 1979, har fulgt mig i mange år. Jeg ønskede at skrive en serie romaner, der indfanger tidsånden i en periode præget af uro og ombrud – men også en næsten ubetinget tro på fremtiden.

Henrik står på startlinjen til et liv, der på papiret ser stabilt og lovende ud: en karriere i statsadministrationen, et velfungerende ægteskab, en kommende flytning til et bofællesskab på en smuk bakketop i Nordsjælland og en igangværende adoption af et barn fra Indonesien.

Men ét telefonopkald fra Saudi-Arabien ændrer alt.

Det, der begynder som et tilforladeligt forretningsprojekt, udvikler sig gradvist til en eksistentiel prøvelse. Og da et religiøst oprør bryder ud i Mekka i november 1979, befinder Henrik sig pludselig midt i et inferno, hvor det ikke længere handler om eventyr og karriere – men om at overleve.

Romanens dramatiske kerne er baseret på virkelige historiske begivenheder, men historien handler i lige så høj grad om mennesket bag. Henriks moralske kompas, hans idealisme og hans blindvinkler bliver sat på prøve i en verden, der ændrer sig hurtigere, end han kan følge med.

# Første bind i Sagaen om Henrik Bertelsen

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)

Balladen i Mekka er altså første bind i en serie på flere romaner. Serien følger Henrik Bertelsens liv og karriere gennem fire årtier: fra velfærdsstatens trygge favn til internationale markeder, teknologiske revolutioner, personlige faldgruber og en konstant søgen efter mening og retning.

Med serien ønsker jeg at beskrive, hvordan et ”ganske almindeligt menneske” fra et lille nordisk land bliver formet, udfordret og nogle gange overrumplet af globaliseringens kræfter. Henrik er ikke et geni eller en helt – han er nysgerrig, velmenende og, som så mange af os, lidt for let at lokke af nye muligheder.

Han bliver båret af tidsåndens optimisme, men han bliver også testet af dens skyggesider.

# En bog er ikke et soloprojekt

Selv om omslagets forside udelukkende bærer mit navn, så er der altid et team af dygtige og entusiastiske folk bag mine bøger.

Jeg skylder en stor tak til Tina Krüger, Ole Møller-Jensen, Katharina Paul, Jelena Galkina og Udo Sieberg – fem mennesker, uden hvem den tyske udgave ikke ville have nået den form og kvalitet, som jeg synes, den har.

Deres støtte og indsats – i oversættelse, redaktion, design, sparring og utallige små, men afgørende detaljer – har været uvurderlig. Projektet bærer i høj grad deres fingeraftryk.

# Tidløse temaer i en moderne kontekst

[![](https://hpbech.com/wp-content/uploads/FAA-udklip-S.png)](https://hpbech.com/wp-content/uploads/FAA-udklip-S.png)Selv om handlingen udspiller sig i 1979, er jeg undervejs ofte blevet overrasket over, hvor relevante romanens temaer stadig er:

- Hvordan balancerer man mellem integritet og ambition?
- Hvordan handler man ansvarligt i en global økonomi?
- Hvordan forholder man sig til kulturmøder, når man pludselig befinder sig i et helt andet verdensbillede med ukendte normer?
- Og hvordan lever man det gode liv, når mulighederne er næsten ubegrænsede – men valgene har konsekvenser?

Henriks kamp for at finde et ståsted minder os om, at menneskelige dilemmaer er universelle – og sjældent bundet til én tid eller ét sted.

# Tilgængelighed og kommende udgivelser

Den tyske udgave af Tumult in Mekka kan også købes [overalt](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) – både online og hos fysiske boghandlere. Den foreligger som paperback, hardcover og e-bog.

Og der er mere på vej: I starten af 2026 udkommer den som lydbog, indlæst af Jan Orth.

Den tyske udgave af bind to i Sagaen om Henrik Bertelsen, [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), forventes at udkomme i efteråret 2026.

# Hvad jeg håber, læseren får med sig

Hvis jeg skal sætte ord på mit største håb for læserne, er det, at de møder Henrik som den person, han er: et velmenende, fejlbarligt, optimistisk og til tider naivt, men grundlæggende nysgerrigt og søgende menneske, der forsøger at gøre det rigtige i en verden, der aldrig står stille.

Jeg håber, at læserne vil finde historierne både underholdende og tankevækkende. At den vækker minder hos nogle – og nysgerrighed hos andre. Og at de måske genkender lidt af sig selv i Henriks kamp for at finde retning, mod og mening.

# En ny begyndelse

Med denne udgivelse begynder en ny fase – både for Henrik og for mig som forfatter. Jeg glæder mig til at dele resten af sagaen med et internationalt publikum og til at høre, hvordan historien bliver modtaget og tolket på andre sprog og i andre kulturer.

Tak, fordi du følger med på rejsen. Der er meget mere i vente.

**Categories:** Globalisation

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### ["Tumult in Mekka" topper Amazon.de: Et nordisk gennembrud på det tyske marked](https://hpbech.com/tumult-in-mecca-tops-amazon-de-a-nordic-breakthrough-on-the-german-market/)

**Published:** December 6, 2025
**Author:** Hans Peter Bech

**Content:**



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Det er ikke hver dag, at en roman fra et lille dansk forlag bryder lydmuren i Tyskland. Alligevel er det præcis, hvad der er sket med [*Tumult in Mekka: Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) – den tyske udgave af [*Balladen i Mekka*](https://hpbech.com/de/buecher/). Bogen ligger netop nu nummer ét i alle tre af sine Amazon.de-kategorier. For BOOX Publishing og mig som forfatter markerer det et gennembrud, der både er strategisk, kulturelt og kommercielt opsigtsvækkende.

## Et resultat af systematisk forarbejde

Når en titel går direkte til tops i flere kategorier på Amazon.de, sker det sjældent ved tilfældigheder. En afgørende forklaring ligger i det forarbejde, som min agent, [Martina Krüger,](https://www.linkedin.com/in/martina-kr%C3%BCger-26b7a1395/) har leveret. Med en utrættelig indsats for synlighed – længe før udgivelsesdagen – har hun opbygget forventning, relationer og momentum omkring bogen. Den slags grundig “pre-launch” er ofte det, der adskiller en pæn udgivelse fra en reel bestsellerstart: læserne føler, at bogen allerede findes i deres bevidsthed, når den rammer markedet.

## Bevidst uden om de traditionelle kanaler

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)

Lanceringen i Tyskland er måske et skoleeksempel på, hvordan mindre forlag kan snige sig ind på et stort marked. I stedet for at gå den klassiske vej via store pressepakker, bogmesser og detailaftaler fra dag ét, er vi målrettet gået direkte til læserne.

Strategien har været enkel, men effektiv: mobilisering gennem personlige netværk, netværkenes netværk og sociale medier. Med andre ord en bevidst ring-i-vandet-tilgang, hvor troværdige anbefalinger fra virkelige mennesker spreder sig organisk. Den model er særlig stærk på et Amazon-marked, hvor synlighed og algoritmer belønner tidlige køb, anmeldelser og delinger.

## Et marked, der i forvejen elsker Norden

[![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)Succesen er også hjulpet på vej af en bred tysk forkærlighed for nordisk litteratur. Skandinaviske forfattere har i årtier haft en stærk position i Tyskland – fra krimibølgen til historiske og samfundsorienterede romaner – og skandinavisk fungerer for mange tyske læsere som et kvalitetsstempel.

BOOX Publishing har eksplicit spillet på netop den kobling i markedsføringen. Når et tysk publikum allerede er nysgerrigt på nordiske fortællinger, giver det mening at gøre ophavet til en del af historiens attraktionskraft. Det bliver ikke kun en roman, der foregår i 1979 i Mekka, men også en nordisk vinkel på globalisering, værdier, etik og markedskræfter – temaer, som tyske læsere har en stor appetit på.

## Amazon som genvej til et kæmpe publikum

[![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)At Amazon.de er blevet valgt som primær launch-kanal, er ikke bare praktisk, men strategisk. Det tyske bogmarked er Europas største med en samlet brancheomsætning på omkring 9,7 mia. euro i 2023 og fortsat vækst i 2024, drevet blandt andet af skønlitteratur og unge læsere.

Samtidig spiller onlinehandel en voksende rolle: internetboghandlen står for cirka en fjerdedel af bogomsætningen i Tyskland, og den andel er steget markant siden 2019. Her er Amazon den dominerende platform. En stor forbrugerundersøgelse viser, at 62 % af tyske læsere har købt bøger på Amazon inden for det seneste år. Med andre ord: når man rammer Amazon-algoritmen rigtigt, når man ud til et meget stort udsnit af markedet – også uden et kæmpe marketingbudget.

For et lille dansk forlag er det bemærkelsesværdigt. Ikke fordi små forlag ikke kan sælge i Tyskland, men fordi det normalt kræver tunge distributionsaftaler, store PR-maskiner og lang opbygningstid. Her er der i stedet skabt en tidlig bestsellerposition gennem præcision, relationer og digital energi.

## Næste skridt: boghandlere og lydbog

Amazon-topplaceringerne er dog kun første etape. Om få uger vil *Tumult in Mekka* også kunne købes hos alle tyske boghandlere. Det åbner døren til den klassiske detailhandel, som stadig står for den største del af bogsalget i Tyskland.

I januar følger lydbogen – og her rammer forlaget et segment i kraftig vækst. Det tyske lydbogsmarked er blandt de hurtigst voksende i Europa, og branchetal peger på audio som en af de helt centrale vækstdrivere i de seneste år. Kombineret med bogens stærke start giver det et sjældent godt udgangspunkt for, at fortællingen kan leve længere, nå nye målgrupper og skabe en stabil backlist-effekt.

## En serie med international ambition

[*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/) er første bog i serien om Henrik Bertelsen. At starte serien med et gennembrud på tysk er ikke bare godt nyt for denne titel, men for hele projektet. BOOX Publishing har besluttet, at alle bind i serien skal udkomme på dansk, engelsk og tysk, mens flere sprog afventer markedets reaktion. Det er en offensiv, men realistisk plan. Når den første bog viser international bæreevne, bliver de næste bind langt lettere at løfte – både i algoritmer, i boghandel og i forhandlinger om oversættelser.

## Mere end en bestseller – et bevis på en ny model

Historien om *Tumult in Mekkas tidlige succes i Tyskland* er derfor større end en listeplacering. Den viser, at et lille nordisk forlag kan få adgang til et gigantisk marked ved at kombinere tre ting:

1. Et stærkt forarbejde og agentur,
2. En direkte læserkontakt og netværksdrevet lancering og
3. En klar kulturel positionering i et marked, der allerede er modtageligt.

At bogen ligger nummer et i tre Amazon-kategorier er i sig selv en bedrift. Men den virkelige pointe er, at den er opnået på en måde, som kan gentages – og som bør give enhver mindre udgiver lyst til at tænke større.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Den tyske udgave af Balladen i Mekka udkommer som lydbog](https://hpbech.com/da/den-tyske-udgave-af-balladen-i-mekka-udkommer-som-lydbog/)

**Published:** January 13, 2026
**Author:** Hans Peter Bech

**Content:**

> Med *Tumult in Mekka* får lytterne ikke blot en bog, men en oplevelse, der kombinerer den gode historie med en kvalitetsindlæsning og et moderne medieformat – et stærkt dansk bidrag til den voksende lydkultur i Tyskland.
> 
> ---

[![](https://hpbech.com/wp-content/uploads/Audiobook_Cover_Tumult-in-Mekka-S-400x400.jpg)](https://hpbech.com/wp-content/uploads/Audiobook_Cover_Tumult-in-Mekka-S.jpg)Det er med stor glæde, at vi kan annoncere, at [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/), der på tysk har titlen [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) – første bind i [Sagaen om Henrik Bertelsen](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/) – nu også kan opleves i lydformat for et tysklyttende publikum.

Lydbogsudgivelsen markerer et væsentligt skridt i bogens internationale livscyklus, og den distribueres gennem KunstWerk Hören, som repræsenterer en ny, innovativ platform på det tyske lydbogsmarked. Udgivelsen byder på en professionel indtaling og høj produktionskvalitet og kan altså nu nå ud til det store lyttepublikum i Tyskland, Østrig og den tysktalende del af Schweiz.

[*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) blev udgivet i Tyskland den **3. december 2025** i både trykt form og som e-bog – og har allerede nu modtaget mange positive anmeldelser på Amazon, hvor læsere fremhæver dens dybde, relevans og sproglige styrke. Den nye lydbogsudgave er således et vigtigt supplement, som gør værket tilgængeligt for endnu flere mennesker, inklusive dem, der foretrækker at høre historier frem for at læse dem.

# **En stærk lydbogsproduktion**

[![](https://hpbech.com/wp-content/uploads/Jan-Orth-Square-457x400.jpeg)*Tumult in Mekka*](https://hpbech.com/wp-content/uploads/Jan-Orth-Square.jpeg) er indtalt af **Jan Orth**, en erfaren tysk lydbogsfortæller, der også driver sit eget studie, [*The Voice of Jan*](https://the-voice-of-jan.de/). Jan Orth er kendt for sit arbejde inden for både lydbogsproduktion, voiceovers og lydoptagelser til reklamer og præsentationer.

Projektledelse og korrektur på lydbogsudgivelsen er håndteret af **Tina Krüger**, som har spillet en central rolle i at sikre, at den tyske udgave afspejler værkets univers og fremstår fejlfri og lydmæssigt professionel. Hendes indsats har været med til at sikre et produkt, der ligger helt på højde med de bedste udgivelser på markedet.

Indlæseren til den tyske lydbogsudgave af *Tumult in Mekka* blev fundet efter en grundig auditionrunde, hvor flere af de mest kendte og populære lydbogsoplæsere i Tyskland deltog. Valget faldt på Jan Orth, som med sin eminente forståelse for bogens univers og sin evne til nuanceret og indlevende formidling skilte sig tydeligt ud.

Derudover spillede det en afgørende rolle, at Jan Orth råder over sit eget professionelle lydstudie og kunne tilbyde at varetage hele produktionsprocessen – fra indtaling til færdigredigeret lydbog. Denne kombination af kunstnerisk indlevelse og teknisk professionalisme gjorde ham til det oplagte valg for projektet.

# **Distribution gennem KunstWerk Hören**

[![](https://hpbech.com/wp-content/uploads/Kunstwerk-Horen.png)](https://hpbech.com/wp-content/uploads/Kunstwerk-Horen.png)Lydbogen distribueres som omtalt af [**KunstWerk Hören**](https://kunstwerk-hoeren.de/), et ambitiøst projekt under *Piet Henry Records,* som fungerer som en dedikeret platform og et community for lydbogsproduktion og distribution i det tysktalende område. Plattformen beskriver sig selv som en “Hörbuch-Community” for større succes og tilbyder udgivelsesmuligheder, netværk og øget synlighed for både forfattere og fortællere.

KunstWerk Hören er etableret for at skabe mere fair og gennemsigtige forhold for udgivere, forfattere og lydbogsoplæsere. Platformen arbejder på at opbygge sin egen distribution, så udgivne lydbøger kan få maksimalt gennemslag både hvad angår synlighed og økonomiske rettigheder for ophavspersonerne. Frem til den fulde distribution er på plads tilbyder platformen medlemsfordele som reducerede udgivelsesgebyrer og større nettoindtægter for de medvirkende. Det er et interessant indsatsområde i et marked, der i de senere år har oplevet betydelig vækst, og det giver *Tumult in Mekka* en stærk partner i dets videre rejse ud til lytterne.

# **Det tyske lydbogsmarked i vækst**

[![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)Det tyske lydbogsmarked har gennemgået en markant udvikling og er et af de mest lovende i Europa. Ifølge analyser af branche- og markedsdata har det tyske lydbogsmarked oplevet betydelig vækst i værdi de seneste år og forventes at fortsætte denne udvikling. En rapport fra [*Grand View Research*](https://www.grandviewresearch.com/horizon/outlook/audiobooks-market/germany) vurderer, at det tyske lydbogsmarked forventes at vokse til en samlet omsætning på op mod **650 millioner EUR inden 2030**, med en gennemsnitlig årlig vækst (CAGR) på omkring **25,1 %** fra 2025 til 2030.

Andre [analyser](https://deepmarketinsights.com/vista/insights/audiobooks-market/germany) peger også på lignende vækstniveauer og understreger især den stigende betydning af digitale formater og streaming som vækstdriver. Det skyldes en stadigt stigende efterspørgsel blandt forbrugerne efter fleksibel adgang til litteratur og lydindhold på deres foretrukne digitale enheder.

Denne vækst er ikke kun et lokalt fænomen – i Europa og især i Tyskland er lydbøger blevet et mainstream-medium, som både private lyttere, pendlere, studerende og professionelle benytter i stor stil. Der er en stærk tendens til, at lydbøger bliver en integreret del af folks dagligdag, hvad enten det er under transport, motion eller afslapning. Det i sig selv tegner et stærkt billede af de muligheder, der nu åbner sig for titler som Tumult in Mekka.

# **Hvorfor lydbøger vinder frem**

Der er flere årsager til, at lydbøger er mere populære end nogensinde:

- **Digital tilgængelighed:** Takket være smartphones, tablets og streamingtjenester er lydbøger let tilgængelige for et bredt publikum. Mange tyskere benytter abonnementstjenester til at få adgang til store kataloger af lydbøger, hvilket øger forbrugernes lyst til at prøve nye titler.
- **Livsstil og multitasking:** Moderne forbrugere har ofte en travl hverdag og sætter pris på muligheden for at *høre* en bog, mens de pendler, træner eller laver husholdningsarbejde – noget der har gjort lydbøger til et attraktivt alternativ til trykte bøger.
- **Udbuddet vokser:** Med flere platforme og større investeringer i både produktion og markedsføring bliver det tyske lydbogsudvalg bredere og mere differentieret, så alle genrer er repræsenteret – fra skønlitteratur til faglitteratur og populære nicheområder.

# **Smagsprøve**

For den nysgerrige findes der en **prøve på indtalingen** tilgængelig online. Denne lille smagsprøve giver et indblik i både fortællestil, lydkvalitet og den måde, hvorpå Jan Orth har formet fortællingen til en engagerende lytteoplevelse. Du kan lytte til smagsprøvem her:



# **Afsluttende perspektiv**

Udgivelsen af *Tumult in Mekka* som lydbog i Tyskland er et eksempel på, hvordan litteratur må tilpasse sig nye medieformer for at nå endnu bredere ud til publikum. Med **KunstWerk Hören** som distributionspartner og **Jan Orth** som fortæller står udgivelsen solidt i et voksende marked, hvor efterspørgslen efter digitale lydoplevelser fortsætter med at stige. Samtidig viser den tyske markedsudvikling, at investering i lydformatet – især lydbøger – er en investering i fremtidens litteraturforbrug og publikumsadgang.

Med *Tumult in Mekka* får lytterne ikke blot en bog, men en oplevelse, der kombinerer kvalitetsindlæsning med et moderne medieformat – og dermed et stærkt bidrag til den voksende lydkultur i Tyskland.

**Categories:** Blog, Book reviews, Globalisation, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Leipziger Buchmesse 2026](https://hpbech.com/leipziger-book-fair-2026/)

**Published:** January 15, 2026
**Author:** Hans Peter Bech

**Content:**

> ## [![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)Jeg deltager på Leipziger Buchmesse 2026

Foråret 2026 bliver noget ganske særligt.

Torsdag den 18. marts 2026 kan du finde mig på [Leipziger Buchmesse](https://fb.me/e/7K1I7XbUZ), en af Europas vigtigste bogmesser, hvor jeg fra kl. 13:30 til 14:00 optræder på den [Nordiske Fællesstand](https://www.nordischebotschaften.org/veranstaltungen/nordisches-forum-auf-der-leipziger-buchmesse-3/).

Her vil jeg fortælle om min romanserie [Sagen om Henrik Bertelsen](https://hpbech.com/da/hvem-er-henrik-bertelsen/), om vejen ind på det tysksprogede bogmarked – og om det omfattende arbejde, der ligger bag forberedelse, oversættelse, produktion, distribution og markedsføring på tværs af grænser.

Jeg glæder mig meget til at dele både den litterære fortælling og de mere forretningsmæssige erfaringer med et publikum, der interesserer sig for nordisk litteratur, internationale udgivelser og nye stemmer på det europæiske bogmarked.

# **Leipziger Buchmesse**

###  **– en messe med en særlig rolle**

[Leipziger Buchmesse](https://www.leipziger-buchmesse.de/en/) adskiller sig på flere måder fra andre internationale bogmesser. Hvor Frankfurt Book Fair i høj grad er brancheorienteret og fokuserer på rettigheder og forhandlinger, er Leipzig kendt som **læsernes messe**. Her mødes forfattere, forlag, boghandlere og publikum i øjenhøjde. Oplæsninger, samtaler og debatter er i centrum, og messen er tæt forbundet med litteraturfestivalen [Leipzig liest](https://www.leipziger-buchmesse.de/en/experience/leipzig-reads/about-leipzig-liest/), som hvert år trækker hundredtusindvis af besøgende.

For en forfatter og forlægger som mig er Leipzig derfor et ideelt sted at fortælle historien bag en bogserie, der allerede har fundet sine første læsere i Tyskland – og som nu står over for næste skridt.

# [![](https://hpbech.com/wp-content/uploads/Norden-in-Leipzig-2026-397x800.png)](https://hpbech.com/wp-content/uploads/Norden-in-Leipzig-2026.png)**Den Nordiske Fællesstand** 

### **– stærkt samarbejde i udlandet**

Min optræden finder sted på den Nordiske Fællesstand, som er et fælles initiativ mellem de nordiske lande. Standen fungerer som et kulturelt samlingspunkt, hvor nordiske forfattere og forlag præsenterer litteratur, værdier og fortælletraditioner for et tysktalende publikum.

Det nordiske brand står stærkt i Tyskland. Der er stor interesse for nordisk krimi, samfundsskildringer og spændingslitteratur med politisk og kulturel dybde. At Sagen om Henrik Bertelsen præsenteres i denne sammenhæng, er derfor både strategisk og meningsfuldt.

# **Sagaen om Henrik Bertelsen**

###  **– international spænding med et nordisk afsæt**

Min bogserie [*Sagen om Henrik Bertelsen*](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/) fletter politik, økonomi, magt og personlige valg sammen i et nutidigt og genkendeligt globalt univers. Nordiske variationer over Forrest Gump formatet kunne man kalde den. Serien er skrevet med et internationalt publikum for øje – både tematisk og dramaturgisk.

Første bind, [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/), udkom på [tysk](https://hpbech.com/da/tumult-in-mekka-topper-amazon-de-et-nordisk-gennembrud-paa-det-tyske-marked/) i december 2025. Romanen kombinerer geopolitisk spænding med persondrevet drama og tager læseren med ind i et komplekst spil om magt, interesser og konsekvenser. I disse dage er [lydbogen](https://hpbech.com/da/den-tyske-udgave-af-balladen-i-mekka-udkommer-som-lydbog/) ved at blive færdigproduceret, hvilket åbner for nye “læsere” – ikke mindst på det tysksprogede marked, hvor lydbøger har oplevet kraftig vækst de seneste år.

Andet bind, *[For ussel mammon](https://hpbech.com/da/boeger/for-ussel-mammon/),* er planlagt til udgivelse på tysk inden sommerferien 2026. Her føres fortællingen videre, og både tempo og kompleksitet skrues op. Serien er fra starten tænkt som et flerbindsværk, der kan opbygge en stabil læserskare over tid.

# **Positive læseranmeldelser som fundament**

[![](https://hpbech.com/wp-content/uploads/Amazon-Reviews.png)](https://hpbech.com/wp-content/uploads/Amazon-Reviews.png)

---

Noget af det mest afgørende i arbejdet med et nyt marked er læsernes reaktioner. [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) har allerede modtaget meget positive anmeldelser fra tyske læsere, blandt andet på Amazon. Anmeldelserne fremhæver spændingsniveauet, aktualiteten og seriens internationale perspektiv.

For mig er disse anmeldelser ikke blot en personlig glæde – de er også et strategisk fundament for den videre markedsføring. I et marked som det tyske, hvor udbuddet er enormt, spiller sociale beviser og læseranbefalinger en helt central rolle i synligheden af nye titler.

# **Det tyske bogmarked** 

### **– stort, konkurrencepræget og professionelt**

[![](https://hpbech.com/wp-content/uploads/Det-tyske-bogmarked-S-600x400.png)](https://hpbech.com/wp-content/uploads/Det-tyske-bogmarked-S.png)Det tysksprogede bogmarked er et af verdens største og mest strukturerede. Tyskland alene har tusindvis af forlag, et tæt netværk af boghandlere og en veludbygget distributionsinfrastruktur. Samtidig er markedet kendetegnet ved høj professionalisme, faste standarder og stor konkurrence.

Digitaliseringen har ændret markedet markant. E-bøger og især lydbøger vinder fortsat frem, mens onlineplatforme spiller en stadig større rolle i både salg og markedsføring. For udenlandske forfattere betyder det, at adgangsbarriererne på den ene side er blevet lavere – men at kravene til kvalitet, konsistens og synlighed til gengæld er steget.

# **Fra manuskript til marked – vores tilgang**

[![](https://hpbech.com/wp-content/uploads//PoetsplumbersPortrait-200x300.png)](https://hpbech.com/wp-content/uploads/PoetsplumbersPortrait.png)På mit oplæg i Leipzig vil jeg ikke kun tale om selve bogserien, men også om processen bag:

**Forberedelse:** Fra idéudvikling til strukturering af serien med internationale læsere i tankerne.

**Oversættelse:** Professionel, målrettet oversættelse, hvor sproglig præcision og kulturel tilpasning går hånd i hånd.

**Produktion:** Høj teknisk kvalitet på både e-bog, print og lydbog – tilpasset tyske standarder og læsevaner.

**Distribution:** Strategisk valg af platforme og samarbejdspartnere for maksimal rækkevidde.

**Markedsføring:** Langsigtet opbygning af synlighed via anmeldelser, metadata, læserfeedback og messer som Leipzig.

Det er et arbejde, der kræver tålmodighed, investeringer og en klar strategi – men også et projekt, der er både lærerigt og dybt tilfredsstillende. Ikke mindst fordi markedet er så stort

# **Hvorfor Leipzig betyder noget for fremtiden**

[![](https://hpbech.com/wp-content/uploads/lbm-wbm-gross-sw-gelb-zusatz-datum-rgb-616x400.png)](https://hpbech.com/wp-content/uploads/lbm-wbm-gross-sw-gelb-zusatz-datum-rgb-scaled.png)Min deltagelse på Leipziger Buchmesse 2026 er ikke en afslutning, men et led i en længere rejse. Serien er kun lige begyndt sit liv på det tysksprogede marked, og mødet med læsere, branchefolk og samarbejdspartnere i Leipzig er en vigtig milepæl.

Jeg ser frem til at dele erfaringer, få feedback og fortsætte dialogen om, hvordan nordiske fortællinger kan finde nye læsere i Europa. For mig handler det i sidste ende om at bygge bro – mellem sprog, markeder og mennesker – gennem litteratur.

Jeg håber, vi ses i Leipzig.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga, Publishing

---

### [En øl mere?](https://hpbech.com/da/en-oel-mere/)

**Published:** February 24, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Thorkild-en-ol-mere-400x400.png)](https://hpbech.com/wp-content/uploads/Thorkild-en-ol-mere.png)Nedenstående er et uddrag fra min bog [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/).

Vi befinder os i slutningen af 1980’erne. Fortælleren sidder med sin hustru, Sammy og en gammel ven, Thorkild over en øl i Danmark.

Thorkild og familien er på vej hjem fra Zanzibar, hvor han som projektleder for et danskstøttet uddannelsesprojekt skulle rette op på en håndværkerskole.

Det, der på papiret lignede et meningsfuldt udviklingsprojekt, viste sig at være noget helt andet.

Samtalen kredser om idealer, kulturmøder, bistandens paradokser – og det øjeblik, hvor man må beslutte sig for, om man vil fortsætte i et system, der ikke fungerer, eller trække stikket.

Uddraget står centralt i bogen, fordi det tematiserer noget, der går igen i *Helt fra bunden*: spændet mellem intention og virkelighed – og modet til at sige stop, når noget ikke længere giver mening.

Du kan læse mere om bogen her: [Helt fra bunden](https://hpbech.com/da/boeger/helt-fra-bunden/)

---

“Vi kommer hjem,” sagde Thorkild, da vi havde knappet øllerne op.

“Hvornår?” spurgte Sammy.

“Så hurtigt vi kan.”

“Hvorfor?” spurgte jeg.

[![](https://hpbech.com/wp-content/uploads/Thorkild-Afrikansk-bureaukrati-400x400.png)](https://hpbech.com/wp-content/uploads/Thorkild-Afrikansk-bureaukrati.png)“Fordi vi spilder vores tid,” svarede han, tog en slurk øl og kiggede kærligt på flasken. “Jeg blev sendt til Zanzibar for at rette op på en skole, der uddanner håndværkere. På papiret lød det helt rigtigt. Projektet var nødlidende, men meningsfuldt. Der var brug for en fast hånd, og det skulle være en med praktisk erfaring – især inden for bygningshåndværk – som kunne få det på rette spor.”

“Så er du den rette mand,” sagde jeg og huskede ham som den praktiske og energiske igangsætter i bofællesskabets unge år.

“Ja, men allerede fra begyndelsen kunne jeg mærke, at det her ikke bare gik ud på at få styr på værkstedet eller undervisningen. Der var besværligheder overalt. Internt var der rod og modstand mod ændringer. Kulturelt stødte jeg konstant på usynlige regler og forventninger, som ingen havde fortalt mig om, men som alligevel styrede det hele. Og bureaukratiet … ja, det lagde en tung dyne over enhver beslutning. Alt tog længere tid, end det burde, og den energi, jeg havde regnet med at bruge på at forbedre skolen, forsvandt i forviklinger og administration.

Nå ja, så var der også lige religionen og overtroen. Jeg har siddet til møder, der blev afbrudt, fordi nogen mente, at onde ånder var på spil. Jeg har set fornuftige beslutninger blive annulleret, fordi en åndemaner sagde nej. Hvordan planlægger man et projekt efter den slags?”

[![](https://hpbech.com/wp-content/uploads/Thorkild-gearkassen-400x400.png)](https://hpbech.com/wp-content/uploads/Thorkild-gearkassen.png)Jeg kunne ikke lade være med at tænke på mine egne oplevelser i Saudi-Arabien og i Sovjetunionen. Selvom det ikke direkte kunne sammenlignes, var det svært at navigere, når både spilleregler og kultur var komplet fremmede.

“Men jeg knoklede på og tænkte: okay, det her er svært, men det er derfor, jeg er her,” fortsatte han.

“Så skete der noget, som ændrede hele min forståelse af projektet. Efter nogle måneder fandt jeg nemlig ud af, at der slet ikke var mangel på uddannede håndværkere på Zanzibar. Overhovedet ikke. Der var folk nok. Problemet var, at vi var ved at ødelægge deres levebrød.

Skolen fik penge fra Danida og Mellemfolkeligt Samvirke. Det betød, at vi kunne udføre arbejde ekstremt billigt. Så billigt, at vi underbød de lokale håndværkere. Jeg stod pludselig som leder af en skole, der med danske støttekroner drev konkurrenceforvridende virksomhed. I stedet for at hjælpe lokalsamfundet endte vi med at presse det. Det var som at komme med vand til en brønd, der allerede var fuld – og samtidig skubbe de lokale væk fra den.

Og det blev værre.

Jeg lagde mærke til, at værktøj forsvandt. Ikke bare sådan lidt hist og her, men systematisk. Det gik op for mig, at der var organiserede tyverier fra skolen. Værktøj røg ud ad bagdøren og endte hos de samme håndværkere, som vi i forvejen udkonkurrerede. Altså: vi underbød dem med støttede priser, og samtidig forsynede vi dem med vores nye, moderne værktøj gennem tyveri. Det var et absurd kredsløb.

Så kom lastbilen.

For Danida-penge fik vi anskaffet en lille ladvogn. Jeg husker stadig den dag, den kom – folk var glade, det lignede fremskridt. Tre uger senere vågnede vi op en morgen og opdagede, at gearkassen var forsvundet. Væk. Bare sådan. Vi overvejede at skaffe en ny gearkasse, men det blev opgivet. I stedet solgte vi lastbilen som reservedele på et marked i nærheden.”

Han tog en slurk øl og rystede på hovedet

[![](https://hpbech.com/wp-content/uploads/Thorkild-siger-stop-400x400.png)](https://hpbech.com/wp-content/uploads/Thorkild-siger-stop.png)“Og ved du hvad? Ugen efter kunne jeg se den køre rundt igen på øens veje. Nu med en lokal håndværker bag rattet. Han havde tydeligvis hurtigt fundet en gearkasse, der passede perfekt.”

Han holdt en pause og rystede på hovedet.

“Jeg kunne ikke lade være med at grave i historien bag projektet. Desto mere jeg kiggede, jo tydeligere blev det. Ledelsen holdt kun liv i skolen for ikke at miste bevillingen. Projektet levede ikke, fordi det gav mening. Det levede, fordi penge skulle bruges for at udløse flere penge. Så længe man kunne sige, at midlerne var i aktivitet, kunne man også få nye.

Det var dér, jeg ramte min grænse.

Jeg ville ikke være en del af et projekt, der var overflødigt – ja, måske ligefrem skadeligt – og som i virkeligheden bare eksisterede for sin egen skyld. Så jeg satte min ledelse stolen for døren. Jeg sagde det lige ud. Enten ændrer vi det her fundamentalt, eller også stopper vi.

Til sidst accepterede de. Kontrakten bliver afsluttet, og de har accepteret at betale for familiens hjemtransport.”

Han sukkede.

[![](https://hpbech.com/wp-content/uploads/Thorkild-og-familien-400x400.png)](https://hpbech.com/wp-content/uploads/Thorkild-og-familien.png)“Hvad med Jytte og børnene?” spurgte Sammy.

“De har det fint,” svarede han. “På privatfronten lever vi et særdeles privilegeret liv. Vi har tjenestefolk til det hele. Ikke fordi vi ønsker det, men det kan man som udlænding ikke undslå sig. Og jeg må da ærligt indrømme, at det er noget, man hurtigt vænner sig til og sætter pris på.”

Da Sammy og jeg fik David, besluttede vi at hyre betalt rengøringshjælp, og skjortestrygning havde jeg udliciteret til en af de store piger i bofællesskabet. Men alt det øvrige sørgede vi selv for. At have nogen rendende rundt i sit hus for at lave mad, vaske tøj og passe børnene kunne jeg ikke forestille mig. En havemand ville nu ikke være af vejen.

“Kan du virkelig komme ud af kontrakten?” spurgte jeg.

“Det er derfor, jeg er hjemme,” svarede han. “Vi skal have det praktiske på plads.”

Jeg nikkede og ventede.

“Jeg er også kommet for at høre, om der er en ledig plads i Harløse Retro?”

“Vil du have en øl mere?” spurgte jeg.

[![](https://hpbech.com/wp-content/uploads/Thorkild-kommer-hjem-400x400.png)](https://hpbech.com/wp-content/uploads/Thorkild-kommer-hjem.png)Selvfølgelig var der plads til Thorkild. Det var ham, der havde taget initiativet og skabt bandet. At spille i et rockband var en drøm, jeg havde haft siden pengegaverne fra min konfirmation gik ind på bankkontoen og muliggjorde købet af en guitar. At det først blev til noget, da jeg kom i gymnasiet, skyldtes min mors uvilje. Hver gang jeg bragte emnet på bane, var hun imod det. Jeg fik aldrig spurgt hende, hvorfor, og da jeg endelig tog mig sammen til at komme i gang, havde hun skiftet holdning. Måske var hun bange for, hvad der kunne ske, hvis jeg gik i gang for tidligt?

Jeg knappede de friske øl op.

“Selvfølgelig er der plads,” svarede jeg. “Og er det ikke pudsigt, at ligesom Werner melder fra, så melder du til?”

“Har Werner forladt bandet?” spurgte Thorkild forbavset, og jeg gav ham historien.

“Det gør mig ondt at høre,” sagde han.

“Hvornår er din situation afklaret?” spurgte jeg. “Vi har et spillearrangement lørdag den 18. november og skal også levere dansemusik til et par firmajulefrokoster i december.”

“Det lyder fantastisk,” sagde han.

---

Interesset i mere? [Skriv dig på listen her](subscribepage.io/4FEkP8).

**Categories:** Blog, Book reviews, Globalisation, Politics, Travelling &amp; Leisure, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Helt fra bunden](https://hpbech.com/da/helt-fra-bunden/)

**Published:** March 12, 2026
**Author:** Hans Peter Bech

**Content:**

## Når værdier møder virkelighed – en roman om mod, tvivl og de valg, der former os.

[![](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S-267x400.jpeg)](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S.jpeg)Til september udkommer min næste roman i [Sagaen om Henrik Bertelsen](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/), [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/) – en fortælling om ambitioner, ansvar og de dilemmaer, der opstår, når moralske værdier kolliderer med økonomiske realiteter.

Historien udspiller sig i slutningen af 1980’erne, en tid, hvor globaliseringen for alvor begyndte at ændre vilkårene for dansk erhvervsliv, og hvor beslutninger i direktionslokalerne kunne få konsekvenser langt ud over virksomhedens egne mure.

Romanens hovedperson, **Henrik Bertelsen,** er netop blevet direktør for marketing og salg i en nystartet teknologivirksomhed, der har udviklet en såkaldt superprinter – et produkt, som lover at revolutionere markedet. Stemningen i firmaet er elektrisk. Alle fornemmer, at de står på tærsklen til noget stort.

Lanceringen bliver, trods forsinkelser, en succes. Salget overstiger alle forventninger, og optimismen i virksomheden vokser i takt med ordrebøgerne. Men begejstringen varer ikke ved. Kort efter viser der sig alvorlige problemer med produktet – fejl så omfattende, at salget går i stå. Samtidig vokser udgifterne til at rette fejlene hastigt.

Virksomheden kæmper for at holde kursen. Fejlene bliver rettet, og langsomt vender optimismen tilbage. Salget stiger igen, denne gang næsten eksplosivt. Det ser ud til, at krisen er overvundet.

Men historien gentager sig. Nye fejl dukker op, og endnu en gang må virksomheden kæmpe for sin overlevelse.

Nu er situationen alvorlig. Pengekassen er ved at løbe tør, og kun drastiske beslutninger kan redde projektet. Ledelsen står over for et afgørende valg: Skal de fortsætte som hidtil og håbe på, at markedet og investorene holder hånden under dem – eller skal de ændre kurs radikalt?

[![](https://hpbech.com/wp-content/uploads/Nakamura-S-600x400.png)](https://hpbech.com/wp-content/uploads/Nakamura-S.png)Henrik har en plan. Det indebærer, at en del af udviklingsarbejdet og hele produktionen flyttes til Fjernøsten, hvor kompetencerne er til stede, omkostningerne er lavere, og hvor produktionen kan skaleres hurtigere. For ham er det en nødvendig beslutning, hvis virksomheden skal overleve.

Men ikke alle i ledelsen er enige.

For nogle føles det som et svigt – både af de værdier, virksomheden blev grundlagt på, og af de mennesker, der har været med til at bygge den op. Diskussionerne bliver intense. Argumenterne er både økonomiske, politiske og personlige.

Midt i denne konflikt må Henrik kæmpe hårdt for at få sin strategi accepteret.

Romanens kerne er netop denne klassiske spænding mellem idealer og realiteter. På den ene side ønsket om at drive en virksomhed på en måde, man kan stå inde for. På den anden side nødvendigheden af at sikre virksomhedens overlevelse i en verden, hvor konkurrence og omkostninger ofte sætter dagsordenen.

Men historien handler ikke kun om erhvervsliv.

Den handler også om livet uden for kontoret.

[![](https://hpbech.com/wp-content/uploads/Band-3-S-400x400.png)](https://hpbech.com/wp-content/uploads/Band-3-S.png)Henrik er familiefar, og han forsøger samtidig at holde fast i de interesser, der giver hans liv balance – blandt andet musikken. Han spiller i et rockband, og øveaftenerne fungerer som et frirum fra de konstante beslutninger og bekymringer på arbejdet.

Kontrasten mellem direktionslokalet og øvelokalet er en vigtig del af fortællingen. Det ene sted træffes beslutninger, der kan afgøre en virksomheds fremtid. Det andet sted handler det om rytme, energi og fællesskab.

Men selv her kan tankerne ikke altid holdes væk fra arbejdet.

For når man står midt i en krise, forsvinder grænsen mellem arbejde og privatliv let.

Henrik står derfor ikke kun over for strategiske beslutninger i virksomheden. Han står også over for et personligt valg. Midt i kaosset får han nemlig et tilbud fra en headhunter – en mulighed for at forlade det usikre projekt og starte et nyt kapitel et andet sted.

Det er fristende.

Men det er også et valg, der vil betyde, at han må forlade det projekt, han selv har været med til at bygge op.

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-337x400.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)Skal han blive og kæmpe til det sidste – eller sige ja og hoppe af toget?

Romanen undersøger de situationer, hvor beslutninger må træffes hurtigt og ofte på et spinkelt grundlag. Situationer, hvor man ikke har alle fakta, men alligevel skal vælge en retning.

Og den viser også, hvordan mennesker ofte rationaliserer deres beslutninger for at få dem til at passe med de værdier, de gerne vil se sig selv leve efter.

Det er en historie om ambition og ansvar. Om eventyrlyst og tvivl. Og om de kompromiser, der nogle gange følger med, når man forsøger at skabe noget nyt.

Selvom fortællingen udspiller sig i slutningen af 1980’erne, er temaerne stadig aktuelle i dag. Globalisering, outsourcing og balancen mellem økonomi og etik er spørgsmål, vi stadig kæmper med.

Romanen giver ikke enkle svar.

Men den inviterer læseren ind i maskinrummet, hvor beslutningerne bliver til – og hvor konsekvenserne sjældent er sort-hvide.

Bogen udkommer den 18. september i år (2026) som e-bog, trykt bog og lydbog. Den vil kunne købes online og i alle boghandler.

Jeg glæder mig til at dele historien med jer. Og jeg håber, den vil give både stof til eftertanke – og en spændende læseoplevelse.

---

### Helt fra bunden på 3 minutter:

---

[*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/) er tredje bind i [**Sagaen om Henrik Bertelsen**](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/) – en samtidskrønike, der skildrer udfordringer og dilemmaer i jagten på det gode liv i en tid, hvor globalisering, teknologi og stigende velstand åbner alle døre på vid gab.

Bind 1: [Balladen i Mekka](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573)
Bind 2: [For ussel mammon](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641)

**Categories:** Blog, Book reviews, Marketing, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [For ussel mammon](https://hpbech.com/the-dollar-compass/)

**Published:** March 14, 2026
**Author:** Hans Peter Bech

**Content:**

## Supercomputere, storpolitik og moralske gråzoner i den kolde krigs skygge.

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-337x400.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)Den 23. oktober 2025 udkom min roman [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) som e-bog, trykt bog og lydbog. Det er andet bind i serien [*Sagaen om Henrik Bertelsen*](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/) – en fortælling om ambition, magt og søgen efter mening i en verden hvor globalisering, teknologi og øget velstand åbner alle døre på vid gab.

Bind et, [*Balladen i Mekka*](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573) udkom i 2024.

I centrum af serien står Henrik Bertelsen, en dansk babyboomer fra Aalborg, som vokser op i en tid, hvor globalisering, teknologisk innovation og stigende velstand synes at tilbyde ubegrænsede muligheder.

Som mange i sin generation er Henrik ivrig efter at udforske verden og skabe en succesfuld karriere. Men han ønsker også et familieliv, stærke venskaber og den kreative frihed, han finder i musikken. At balancere disse verdener viser sig at være langt mere kompliceret, end han forestillede sig.

[*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) foregår i midten af 1980’erne, i den sidste fase af Den Kolde Krig – en periode hvor politiske spændinger, økonomisk rivalisering og teknologiske gennembrud var med til at omforme verdensordenen.

# En karrieremulighed – og en farlig mission

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-1-280x280.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-1.png)Da historien begynder i juli 1985, arbejder Henrik for en amerikansk teknologivirksomhed, der kæmper for at overleve i en computerindustri under hastig forandring. Kun få år tidligere havde hans karriere taget fart. Efter at have forladt en stilling i Arbejdsministeriet begyndte han som salgstrainee i virksomheden og avancerede hurtigt.

I begyndelsen af 1980’erne var han blevet en af virksomhedens mest succesfulde sælgere globalt og blev senere forfremmet til salgschef med ansvar for virksomhedens private kunder. Succesen bragte prestige, penge og indflydelse.

Men succes kan være skrøbelig.

Virksomhedens ledelse overser de teknologiske forandringer, der skyller ind over computerindustrien. Produkterne mister deres konkurrencekraft, og den tidligere så succesfulde forretning begynder at vakle økonomisk. Da Henrik står over for risikoen for ikke at nå sine ambitiøse salgsmål, begynder han at overveje, om han skal forblive loyal mod virksomheden – eller søge nye muligheder.

Så opstår der en ny og helt usædvanlig chance.

Henrik bliver bedt om at lede et stort projekt i Sovjetunionen – en potentiel milliardhandel om levering af store computersystemer til den sovjetiske energisektor. Hvis projektet lykkes, kan det være med til at redde hans arbejdsgiver fra den finansielle krise.

Opgaven lover eventyr, indflydelse og betydelige belønninger. Men den fører ham også ind i en verden, hvor spillereglerne for både forretning og politik er helt anderledes end dem, han kender.

# Moskva, korruption og koldkrigsintriger

[![](https://hpbech.com/wp-content/uploads/Henrik-pa-Hotellet-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-pa-Hotellet-1.png)Da Henrik ankommer til Sovjetunionen, opdager han hurtigt, at vejen til kontrakten går gennem et virvar af bureaukrati, politiske magtkampe og korruption.

Embedsmænd forventer dyre studierejser til USA. Konkurrerende leverandører er villige til at bøje reglerne og tilbyde tjenester. Bag kulisserne kæmper forskellige fraktioner om indflydelse på projektet.

Samtidig begynder KGB at interessere sig for Henrik.

En bestemt episode bringer ham i en farlig situation. En hotelansat beder om hans hjælp til at flygte fra Sovjetunionen, men anmodningen kan vise sig at være en del af en afpresnings- og korruptionsfælde. Hvis han nægter at samarbejde, risikerer han at miste hele projektet – og måske også sin karriere.

Hvis han accepterer, risikerer han at blive viklet ind i noget langt farligere.

Henrik må hele tiden afveje etik mod ambition og forsøge at finde en vej, der både beskytter hensynet til firmaet og til hans integritet og hans fremtid.

# Livet derhjemme – og musikkens tiltrækning

[![](https://hpbech.com/wp-content/uploads/Band-med-Gerner-S-280x280-1.png)](https://hpbech.com/wp-content/uploads/Band-med-Gerner-S-280x280-1.png)Mens Henrik navigerer i politiske intriger i udlandet, stiller livet derhjemme i Danmark også sine naturlige krav.

Han og hans kone Sammy bor i et bofællesskab i Hillerød med deres to børn. Begge har krævende karrierer, og Henriks mange rejser lægger et stigende pres på familielivet.

Samtidig forfølger han en gammel drøm: at spille i et rockband.

Bandet bliver stadig mere populært, og weekendkoncerterne varer ofte til langt ud på natten. Det, der begyndte som en ungdomspassion, er nu blevet endnu en forpligtelse, der konkurrerer om hans tid og energi.

For Henrik trækker tre stærke kræfter i hver sin retning: succes i erhvervslivet, kærligheden til familien og glæden ved musikken.

# En fortælling midt i den historiske virkelighed

[![](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)Begivenhederne i *For ussel mammon* udspiller sig i et afgørende øjeblik i verdenshistorien.

I Sovjetunionen indfører Mikhail Gorbatjov reformpolitikkerne glasnost og perestrojka. I USA fører Reagan-administrationen en ny strategisk linje i Den Kolde Krig. Det politiske klima er under forandring, men de gamle systemer af hemmelighedskræmmeri og magt står stadig stærkt.

Historien kulminerer dramatisk under et besøg på atomkraftværket i Tjernobyl, hvor Henrik og en lille gruppe udenlandske gæster befinder sig kort før den katastrofale ulykke, der bliver den værste atomulykke i historien.

I kølvandet på katastrofen tvinges Henrik til at konfrontere de dybere konsekvenser af korruption, hemmelighedskræmmeri og magtmisbrug – ikke kun for enkeltpersoner, men for hele menneskeheden.

# De dybere spørgsmål

[![](https://hpbech.com/wp-content/uploads/Henrik-and-family-280x280-1.png)](https://hpbech.com/wp-content/uploads/Henrik-and-family-280x280-1.png)Selv om *For ussel mammon* rummer elementer af en koldkrigsthriller, handler romanen i sidste ende om noget langt mere personligt.

Gennem historien står Henrik over for et spørgsmål, mange mennesker på et tidspunkt møder i deres liv:

Hvad skal styre vores beslutninger?

Penge er et let kompas at følge. Det giver klare signaler: højere løn, større aftaler, bedre titler og mere anerkendelse. Når man følger det kompas, virker retningen altid tydelig.

Men problemet med et dollarkompas er, at det sjældent peger mod det, der virkelig betyder noget.

I begyndelsen er kompromiserne små. En beslutning, der virker praktisk i dag. En genvej, der virker harmløs. Et valg, der lover nye muligheder.

Med tiden hober disse valg sig op.

Henrik kan opnå den succes, han stræber efter. Han kan tjene de penge og få den anerkendelse, han trives med. Men et sted undervejs har retningen ændret sig. For når penge bliver den nordstjerne, der styrer beslutningerne, begynder de langsomt at trække dig væk fra dine værdier, relationer og det liv, du egentlig ønskede at skabe.

Det er idéen bag *For ussel mammon*. Et kompas styret af penge kan hjælpe dig med at skabe en formue. Men det hjælper dig ikke med at finde vejen til et meningsfuldt liv.

# Om serien

*[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-with-book-280x280.jpg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-with-book.jpg)For ussel mammon* er den anden roman i serien om Henrik Bertelsen, som følger livet for en dansk iværksætter, der navigerer i mulighederne og udfordringerne i en verden forandret af teknologi og globalisering.

Bøgerne trækker på den kulturelle og sociale virkelighed i de nordiske lande, hvor stærke offentlige institutioner og sociale sikkerhedsnet gør det muligt for mennesker at tage risici og forfølge deres ambitioner uden frygt for en total fiasko, der truer dig og din families liv og velfærd.

# Udgivelseplanen for 2026

[*For ussel mammon*](https://hpbech.com/da/bogreception-for-ussel-mammon/) udkom på dansk i oktober 2025. Den udkommer på engelsk med titlen [*The Dollar Compass*](https://hpbech.com/da/boeger/for-ussel-mammon/ "The Dollar Compass") den 18. juni 2026 og senere på året også på tysk med titlen [*Der Dollar-Kompass*](https://hpbech.com/de/buecher/der-dollar-kompass/). Tredje bind, [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/), udkommer på dansk den 17. september 2026. Alle sprogudgiver kan købes som Paperback, Hardcover, E-bog og Lydbog

Jeg glæder mig til at dele Henriks historie med læsere over hele verden.

For vejen til succes styres hverken af et kort eller af penge – men af noget langt enklere. Og ofte af rene tilfældigheder.

---

## Se introduktionsvideoen:

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Marketing, Politics, Strategy, Uncategorized

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Hvad læserne siger om Tumult in Mecca](https://hpbech.com/what-readers-are-saying-about-tumult-in-mecca/)

**Published:** March 17, 2026
**Author:** Hans Peter Bech

**Content:**

[*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) er den engelske udgave af min roman [*Balladen i Mekka*](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573).

At udgive en bog på engelsk giver adgang til et langt større marked end det danske, men det er ikke kun størrelsen, der gør en forskel. Det engelsksprogede bogmarked har også den fordel, at platforme som [**Goodreads**](https://www.goodreads.com/book/show/217225648) og [**Amazon**](https://www.amazon.com/stores/Hans-Peter-Bech/author/B00V902RXS) gør det lettere for potentielle læsere at se, hvad andre læsere mener om en bog. Anmeldelser, ratings og læserkommentarer skaber en form for kollektiv samtale om bøger, som kan være afgørende for, om nye læsere opdager dem.

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[![](https://hpbech.com/wp-content/uploads/Goodreads-Tumult-in-Mecca-03-2026-1.png)](https://hpbech.com/wp-content/uploads/Goodreads-Tumult-in-Mecca-03-2026-1.png)

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Som forfatter er der få ting, der giver større glæde end at høre fra læsere, der har taget sig tid til at læse ens bog og dele deres indtryk. Det at skrive er ofte en ensom proces. Man tilbringer måneder – nogle gange år – sammen med sine karakterer, arbejder med scener, dialog og struktur og forsøger at give en historie liv. Når bogen endelig udkommer, begynder den sin gen tilværelse liv ude hos læserne. Derfor betyder den feedback, jeg har fået fra læsere på **[Goodreads](https://www.goodreads.com/book/show/217225648)** om *[Tumult in Mecca](https://hpbech.com/da/tumult-in-mecca/),* rigtig meget for mig.

Bogen har fået en varm modtagelse med **en gennemsnitlig rating på omkring 4,5 stjerner ud af 5** og mange gennemarbejdede kommentarer fra læsere, der har engageret sig i historien og dens personer. Det, der gør disse reaktioner særligt værdifulde, er ikke kun selve vurderingerne, men også de konkrete ting, som læserne fremhæver som spændende eller mindeværdige.

# En levende og personlig fortælling

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)Et tema, der går igen i mange anmeldelser, er historiens engagerende og underholdende karakter. Flere læsere bemærker, at fortællingen føles levende og personlig – næsten som om hovedpersonen sidder ved siden af dem og fortæller sin historie. En læser skrev, at vedkommende følte sig “grundigt underholdt” og havde fornemmelsen af, at hovedpersonen fortalte historien direkte til dem. For en romanforfatter er det en særlig tilfredsstillende reaktion, fordi det betyder, at fortællerstemmen har opnået det, den skulle: at skabe en følelse af nærvær.

# Eventyr og eftertanke

En anden ting, som læserne ofte fremhæver, er **blandingen af eventyr og refleksion**. Historien følger Henrik Bertelsen, en dansk økonom, der i 1979 uventet bliver involveret i forretningsaktiviteter i Saudi-Arabien – i en periode præget af dramatiske geopolitiske begivenheder. Flere læsere peger på, at fortællingen kombinerer spændende begivenheder med mere eftertænksomme passager om valg, risici og personlige værdier. En anmelder beskrev bogen som en historie om at gribe mulighederne, når de opstår – og om modet til at træde ind i det ukendte og lære undervejs.

# Humor og spænding

[![](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3-280x280.png)](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3-280x280.png)Humor er også noget, mange læsere bemærker. Flere kommentarer fremhæver, at bogen både er **morsom og spændende** – hvilket ikke altid er let, når man skriver om historiske og politiske begivenheder. Samspillet mellem alvorlige temaer som kulturforskelle, politiske spændinger og karrierevalg og mere ironiske eller humoristiske øjeblikke ser ud til at ramme en tone, som læserne sætter pris på.

Mange anmeldelser fremhæver også **historiens kulturelle og historiske baggrund**. Fortællingen bevæger sig mellem Danmark, Saudi-Arabien og Indonesien og skildrer en periode, hvor globaliseringen for alvor begyndte at tage fart, og hvor vestlige fagfolk i stigende grad arbejdede i kulturer, der var meget forskellige fra deres egne. Flere læsere nævner, at de finder indblikket i internationalt erhvervsliv, kulturmøder og livet som udstationeret både interessant og lærerigt. Dermed får romanen endnu et lag: den er ikke kun en eventyrfortælling, men også en udforskning af, **hvordan mennesker navigerer i fremmede miljøer.**

# Tempo og struktur

Også bogens struktur bliver nævnt i flere anmeldelser. Historien fortælles gennem relativt korte kapitler og skiftende tidslinjer, som holder fortællingen i bevægelse. Nogle læsere bemærker, at dette tempo gør bogen l**et at læse og svær at lægge fra sig** – en kompliment, de fleste forfattere vil sætte stor pris på.

# Et barn af tresserne

[![](https://hpbech.com/wp-content/uploads//Henrik-Bertelsen-pa-cykel-280x280.jpeg)](https://hpbech.com/wp-content/uploads//Henrik-Bertelsen-pa-cykel-280x280.jpeg)En anden tilbagevendende observation i læsernes kommentarer handler om hovedpersonen selv. Henrik Bertelsen bliver ofte beskrevet som en figur, der afspejler sin generations ånd – et “barn af tresserne”, der forsøger at **forene idealer med praktiske realiteter**. Læserne følger hans rejse fra et relativt stabilt liv i København til et langt mere uforudsigeligt internationalt eventyr. Hans blanding af nysgerrighed, pragmatisme og lejlighedsvis naivitet gør ham menneskelig og genkendelig.

Noget af det mest opmuntrende for mig som forfatter er, at læsere med meget forskellige baggrunde ser ud til at knytte sig til forskellige aspekter af historien. Nogle tiltrækkes af den historiske ramme og skildringen af en dramatisk periode i Mellemøsten. Andre af den personlige udviklingshistorie – transformationen fra embedsmand til international forretningsmand. Andre igen af indsigterne i kulturmøder og internationalt erhvervsliv.

Når jeg læser disse forskellige fortolkninger, bliver jeg mindet om noget vigtigt ved at skrive fiktion: **når en bog først når ud til læserne, bliver den delvist deres**. Hver læser bringer sine egne erfaringer og perspektiver med ind i historien.

# Den største udfordring: synlighed

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-1.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-1.png)Samtidig minder de mange venlige anmeldelser mig om en af de største udfordringer for enhver forfatter i dag: synlighed.

At skrive en god bog er kun første skridt. At få bogen ud til læserne – og gøre potentielle læsere opmærksomme på, at den findes – er ofte den langt større udfordring. Bogmarkedet er tæt befolket, og selv en bog, der bliver godt modtaget, kan let forsvinde i strømmen af nye udgivelser.

Derfor er jeg ikke kun taknemmelig for anmeldelser og ratings, men også for anbefalinger, diskussioner og samtaler om bogen. Mund-til-mund-anbefalinger er stadig en af de stærkeste kræfter i bogverdenen.

Jeg er samtidig klar over, at der findes mange kreative måder at øge en bogs synlighed på – både gennem organisk omtale og gennem betalt markedsføring. Og her vil jeg meget gerne høre fra læsere, kolleger og andre forfattere.

Hvis du har ideer til, hvordan en roman som *Tumult in Mecca* kan nå ud til flere læsere – gennem læsekredse, podcasts, nyhedsbreve, sociale medier, arrangementer eller annoncering – vil jeg meget gerne høre fra dig. Måske har du erfaringer med strategier, der har virket for andre bøger. Måske driver du en bogklub, en blog eller et forum, hvor historier som denne kunne finde et publikum.

Synlighed er i sidste ende et fælles projekt. Læsere, anmeldere, bloggere og bogfællesskaber spiller alle en rolle i at bringe bøger ud til nye læsere.

Så til alle jer, der har læst [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY), [*Balladen i Mekka* ](https://www.saxo.com/dk/balladen-i-mekka_bog_9788793116573)eller [*Tumult in Mekka*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M), skrevet en anmeldelse, anbefalet den til en ven eller blot tilføjet den til jeres læseliste: tak. Jeres støtte og opmuntring betyder mere, end I måske forestiller jer.

Og hvis I har ideer til, hvordan historien kan nå endnu længere ud i verden, så hører jeg meget gerne fra jer.

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*Tumult in Mecca* på 2 minutter:

**Categories:** Blog, Book reviews, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Når små kompromisser bliver til katastrofer](https://hpbech.com/when-small-compromises-become-catastrophes/)

**Published:** April 28, 2026
**Author:** Hans Peter Bech

**Content:**



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[![](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-1-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-1.png)

Korruption begynder sjældent med en kuffert fuld af kontanter.

Den begynder langt tidligere, i det stille øjeblik, hvor nogen siger til sig selv, at denne lille undtagelse er harmløs. En tjeneste. En genvej. En pragmatisk tilpasning til lokale forhold. En gestus, som alle andre synes at acceptere. Et lille kompromis, der oplagt er for beskedent til at betyde noget.

Det er netop det, der gør korruption så farlig. Den annoncerer sjældent sig selv som moralsk forfald. Den kommer forklædt som en uskyldig gestus.

# Det første kompromis virker altid rimeligt

I [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) bliver Henrik Bertelsen sendt til Moskva i Den Kolde Krigs sidste år for at hjælpe med at sikre en stor teknologikontrakt for sin kriseramte amerikanske arbejdsgiver. På papiret ser missionen legitim ud, ja næsten visionær: Amerikanske supercomputere kan være med til at modernisere den sovjetiske energisektor, skabe udenlandsk valuta og understøtte en politisk åbning mellem øst og vest. Sproget omkring projektet er poleret og optimistisk. Der tales om glasnost, samarbejde, handel, effektivitet og fælles fordele.

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-1-280x280.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-1-280x280.png)Men Henrik opdager meget hurtigt, at der under det officielle sprog findes et helt andet system: skjulte dagsordener, bureaukratiske rivaliseringer, efterretningsoperationer, personlig berigelse, institutionel frygt og korruption. Romanens egen beskrivelse fremstiller den som en fortælling, hvor mindre kompromisser kan eskalere til store forræderier. Det er bogens moralske centrum.

Henrik begynder ikke som en korrupt mand. Han er ambitiøs, nysgerrig, intelligent og tiltrukket af eventyret. Han er også vellønnet og fristet af muligheden for succes. Han ønsker at gøre det rigtige, eller i det mindste at holde sig tæt nok på det rigtige til stadig at kunne genkende sig selv. Men omstændighederne omkring ham tester hele tiden grænsen mellem acceptabel pragmatisme og moralsk overgivelse.

Det er på den grænse, faren ligger.

Da Henrik ankommer til Moskva, er han straks omgivet af tvetydighed. Han får en opgradering på hotellet. Han tilbydes uformel hjælp. Han møder mennesker, der kan være oprigtige, kompromitterede, desperate eller farlige. Han bliver advaret om, at han vil blive betragtet som en kilde til dollars. Selv et lille tip, en hjælpsom mellemmand, en diskret udveksling af tjenester eller en tilsyneladende uskyldig lokal ordning kan få konsekvenser, han ikke kan overskue.

# Når værdier bliver til forhindringer

[![](https://hpbech.com/wp-content/uploads/Henrik-og-Alexander-paa-restaurant-1-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Alexander-paa-restaurant-1.png)Det første kompromis føles ofte rimeligt, fordi det er lille. Ingen kommer til skade. Intet afgørende er sket. Papirerne kan bringes i orden senere. Alle ved, hvordan systemet fungerer. Desuden kan et nej betyde, at man taber ordren til konkurrenter, som er mindre sarte. I Henriks verden er argumentet aldrig teoretisk. Andre leverandører kan finde måder at finansiere studierejser, opdyrke embedsmænd eller “smøre” processen på. Hvis han nægter, kan hans virksomhed tabe. Hvis virksomheden taber, kan arbejdspladser forsvinde. Hvis arbejdspladser forsvinder, lider mennesker. Sådan begynder moralske kompromisser at lyde som ansvarlighed.

Men det er netop denne logik, der får korruption til at vokse. Den gør værdier til forhindringer og regler til besværlige formaliteter. Den belønner dem, der bøjer sig først, og straffer dem, der tøver. Når det sker, kan det frie marked ikke rette op på problemet, fordi markedet selv er blevet forgiftet.

Et frit marked fungerer kun, når deltagerne opererer under regler, der er gennemsigtige, kan håndhæves og i vid udstrækning respekteres. Det forudsætter, at købere kan sammenligne alternativer, at sælgere konkurrerer på værdi, at kontrakter betyder det, de siger, og at ulovlige fordele bliver afsløret og straffet. Fjern disse betingelser, og markedet belønner ikke længere det bedste produkt, den bedste pris eller den mest nyttige innovation. Det belønner adgang, manipulation, hemmeligholdelse, intimidering og bestikkelse.

Derfor vil det aldrig fungere at overlade regulering af korruption til det frie marked.

Markedet har ingen samvittighed i sig selv. Det har incitamenter. Hvis korruption hjælper en virksomhed med at vinde en kontrakt, øge omsætningen, beskytte markedsandele eller tilfredsstille aktionærer, vil nogen før eller siden fremstille korruption som en omkostning ved at drive forretning. Hvis håndhævelsen er svag, bliver den omkostningseffektiv. Hvis konkurrenterne antages at snyde, bliver snyd til selvforsvar. Hvis lokale partnere kan gøre det, som virksomheden selv er forhindret i at gøre, bliver outsourcing en maskine til moralsk hvidvask. Alle kan hævde at have rene hænder, mens systemet bliver stadig mere beskidt.

# Det moralske selvbedrags sprog

[![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2-267x400.jpg)](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg)I [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) forstår Henrik risikoen. Han ved, at direkte involvering i bestikkelse kan udsætte ham og Control Data for alvorlige juridiske konsekvenser i henhold til den amerikanske Foreign Corrupt Practices Act. Men han ved også, at uden en måde at navigere i det sovjetiske system på kan han miste alt. Fristelsen er at adskille sig fra det beskidte arbejde: Lad lokale partnere håndtere “det praktiske”, betal dem for deres støtte, og lad være med at stille for mange spørgsmål.

Det er et af de mest genkendelige mønstre i reel korruption.

Beslutningstageren siger ikke: “Jeg godkender bestikkelse.” Han siger: “Jeg har brug for lokal ekspertise.”

Han siger ikke: “Vi køber indflydelse.” Han siger: “Vi har brug for adgang.”

Han siger ikke: “Vi går på kompromis med vores værdier.” Han siger: “Vi må respektere lokale skikke.”

Sproget bliver det første skjulested.

Derfra kan glidebanen blive stejl. Når den første undtagelse er accepteret, bliver den anden lettere. Når den anden er accepteret, føles den tredje ikke længere som en stor beslutning. Mennesker tilpasser sig. Procedurer justeres. Advarselssignaler bliver til baggrundsstøj. Organisationen udvikler et ordforråd, der får det forkerte til at lyde professionelt.

Og så kommer katastrofen.

# Når korruption bliver til katastrofe

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-1-300x400.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S-1.jpg)Pripyat historic sign, abandoned city after nuclear disaster in Chernobyl, Ukraine

Romanens dramatiske klimaks er knyttet til Tjernobyl, hvor Henrik oplever konsekvenserne af et system præget af hemmeligholdelse, frygt, magtmisbrug, korruption og manglende gennemsigtighed. Pointen er ikke blot, at bestikkelse er umoralsk. Pointen er, at korruption ødelægger feedback. Den forhindrer dårlige nyheder i at bevæge sig opad. Den straffer ærlighed. Den belønner lydighed. Den skjuler tekniske fejl, indtil de bliver til katastrofer.

Når mennesker ikke kan tale frit, bliver risici skjult. Når ledere beskyttes af hierarkiet, bliver fejl begravet. Når institutioner tjener sig selv frem for offentligheden, bliver sikkerheden sekundær. Når alle er bange for at tage ansvar, handler ingen i tide.

Derfor er korruption aldrig blot en privat transaktion mellem to uærlige parter. Den sender omkostningerne videre ud i samfundet. En bestikkelse betalt på ét kontor kan forvrænge en indkøbsbeslutning. En fordrejet indkøbsbeslutning kan føre til installation af dårligere udstyr. Dårligere udstyr kan svigte. Et svigt kan ramme arbejdere, familier, lokalsamfund, nabolande eller kommende generationer. Når konsekvenserne endelig bliver synlige, kan de mennesker, der traf det første lille kompromis, være langt væk.

Derfor er argumentet om, at “markedet nok skal ordne det”, farligt naivt. Markeder straffer først fejl, når fejlene bliver synlige. Korruption er skabt til at forhindre synlighed. Den skjuler information. Den skaber falske dokumenter. Den skræmmer whistleblowere. Den belønner insidere. Den flytter tabene over på mennesker, der aldrig var en del af transaktionen.

# Hvorfor stærk kontrol er nødvendig

Stærk regulering og effektivt tilsyn er ikke forhindringer for ærlig forretning. De er forudsætningerne for, at ærlig forretning overhovedet kan lade sig gøre.

Regulering sætter grænserne. Et tilsyn tester, om grænserne bliver overholdt. Gennemsigtighed giver borgere, konkurrenter, journalister, revisorer, domstole og myndigheder mulighed for at se, hvad der foregår. Håndhævelse sikrer, at brud på reglerne får konsekvenser, der er større end gevinsten ved at snyde.

Uden disse elementer bliver etiske virksomheder stillet dårligere. Den ærlige tilbudsgiver taber til den korrupte. Den omhyggelige ingeniør taber til den politisk forbundne leverandør. Den offentlige interesse taber til privat berigelse. Til sidst bryder tilliden sammen, og med den systemets legitimitet.

Læren fra *For ussel mammon* er derfor ikke, at mennesker er svage, selv om de ofte er det. Den er heller ikke, at forretning i sig selv er umoralsk, for det er den ikke. Den dybere lære er, at værdier har brug for struktur. Personlig integritet betyder noget, men den er ikke nok, når incitamenter, hemmeligholdelse og pres alle peger i den forkerte retning.

# Et kompas, der peger i den forkerte retning

[![](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-1.png)Henriks dilemma er stærkt, fordi han ikke er en skurk. Han er et menneske, der forsøger at navigere i en verden, hvor alle veje synes kompromitterede. Han ønsker succes, men han ønsker også at forblive anstændig. Han ønsker at beskytte sin virksomhed, men han ønsker også at beskytte sig selv. Han ønsker at tro, at små afvigelser kan kontrolleres.

Det er illusionen.

Et kompas, der bruger penge som nordstjerne, vil før eller siden føre mennesker væk fra deres værdier. Først kun lidt. Så længere. Og til sidst så langt, at de ikke længere kan finde vejen tilbage.

Svaret er ikke at håbe på, at hvert enkelt menneske kan modstå enhver fristelse. Nogle kan. Mange kan ikke. Svaret er at bygge systemer, hvor fristelsen bliver mindre, risici bliver synlige, reglerne håndhæves, og dem, der siger fra, bliver beskyttet.

Korruption begynder ikke med en kuffert fuld af kontanter.

Den begynder med den lille gave.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")

[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Misforstod Vesten Gorbatjov?](https://hpbech.com/did-the-west-misread-gorbachev/)

**Published:** May 5, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads//3D-Mamon-std.-500x750-2-267x400.jpg)](https://hpbech.com/wp-content/uploads//3D-Mamon-std.-500x750-2-267x400.jpg)Da Mikhail Gorbatjov kom til magten i 1985, stod Vesten over for et strategisk puslespil, man ikke havde mødt før: en sovjetisk leder, der ikke kun talte pænt om sameksistens, men også om reel fornyelse. Hans idéer om glasnost og perestrojka antydede, at Sovjetunionen måske var villig til at reformere sig selv, reducere sine globale ambitioner og aggressioner og åbne dele af sin økonomi for vestlig teknologi og kapital.

Men usikkerheden var aldrig blot, om Gorbatjov var oprigtig. Det vanskeligere spørgsmål var, om Vesten forstod, hvad hans projekt krævede — og om man egentlig ønskede, at han skulle lykkes.

[*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) indfanger dette dilemma gennem det fiktive Glasnost-projekt, hvor hovedpersonen, Henrik Bertelsen, sendes til Moskva for at sælge amerikanske supercomputere til den sovjetiske energi- og råstofsektor. Udgangspunktet er kommercielt attraktivt, men politisk sprængfarligt: Sovjetunionen har brug for vestlig teknologi; amerikanske virksomheder har brug for nye markeder; vestlige regeringer ønsker indflydelse, men frygter samtidig at styrke den modstander, de har brugt fyrre år på at inddæmme. I romanen bygger projektet på den antagelse, at sovjetisk eksport af energi og råstoffer kan øges ved hjælp af vestlige computere og ekspertise og dermed skabe den udenlandske valuta, der skal til for at tilbagebetale de amerikansk garanterede lån.

Den antagelse var ikke grebet ud af den blå luft. Sovjetunionen havde enorme naturressourcer, en højtuddannet befolkning og et militærindustrielt kompleks, der var i stand til at levere imponerende teknologiske præstationer. Alligevel var den civile økonomi i midten af 1980’erne stagneret, teknologisk tilbagestående og strukturelt ude af stand til at omsætte viden til produktivitet og velstand.

# Hvor meget vidste Vesten egentlig?

[![](https://hpbech.com/wp-content/uploads/Cherneko-Funeral-378x400.jpg)](https://hpbech.com/wp-content/uploads/Cherneko-Funeral-378x400.jpg)Gorbatjov ser mod kameraet. Tjernenkos begravelse. Foto: Boris Yurchenko/AP

Efterretningstjenester, diplomater, økonomer og forretningsfolk observerede manglen på varer, den industrielle ineffektivitet, det teknologiske efterslæb og den enorme byrde fra militærudgifterne. I [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) lyder vennen Jespers kontante vurdering, at den sovjetiske økonomi er “tyndslidt”, at væksten er gået i stå, at militærudgifterne er alt for høje, og at systemet ikke kan fortsætte på den måde. Det afspejler en vurdering, som mange vestlige analytikere delte.

Men der var forskel på at analysere sig frem til, at økonomien var svag, og at forstå, at selve staten måske var strukturelt dømt til sammenbrud, hvis den forsøges grundlæggende reformeret.

Gorbatjov indså behovet for reformer, men han vidste ikke præcist, hvad det krævede, og han kunne heller ikke overskue deres fulde konsekvenser. Men han satte sig ikke for at opløse Sovjetunionen. Han ville redde socialismen, ikke afvikle den. Formålet med glasnost og perestrojka var at omstrukturere det sovjetiske system og gøre det mere effektivt, ikke at erstatte det med en liberal kapitalisme.

Den forskel er afgørende. Gorbatjov så, at systemet havde brug for åbenhed, teknologi, en lettere militær byrde og bedre relationer til Vesten. Men han undervurderede, hvor dybt et autokratisk hierarki, hemmelighedskræmmeri, korruption og central planlægning var vævet ind i den stat, han forsøgte at modernisere.

# Støtte, mistro og ulven i fåreklæder

Vestlige ledere stod over for den samme udfordring. Reagan og senere Bush var ikke ligeglade med, om Gorbatjov lykkedes. De ønskede ikke et regimeskifte med efterfølgende kaos i en atombevæbnet supermagt. De ønskede ikke, at hardlinere skulle vælte Gorbatjov. De ønskede ikke et nyt våbenkapløb eller en tilbagevenden til stalinistisk konfrontation.

[![Man in a suit presents a poster labeled 'SUPERCOMPUTER' showing a tall computer tower and monitor to a suited audience in a wood-paneled room on an easel.](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)](https://hpbech.com/wp-content/uploads//HEnrik-saelger-supercomputere-i-USSR-1200x800.png)Men de ønskede heller ikke at hjælpe Gorbatjov med at gøre Sovjetunionen til en teknologisk stærkere udgave af sig selv. Det var problemet med “ulven i fåreklæder”. Et revitaliseret USSR kunne blive mere fredeligt — eller et rigere og mere effektivt autoritært imperium.

Frygten var særlig stærk, når det gjaldt avanceret teknologi. I romanen er amerikanske politikere villige til at overveje at lempe eksportrestriktionerne, men kun til civile sektorer og kun under streng kontrol. CIA’s bekymring er åbenlys: Computere, der sendes til Sovjetunionen for at forbedre olie-, gas- eller minedrift, kan også styrke militær planlægning, våbenudvikling eller efterretningskapacitet.

En sovjetisk forsker siger i romanen direkte, at CIA aldrig vil godkende en storstilet teknologioverførsel, fordi militæret historisk set altid har sikret sig førsteprioritet. Derfor vil enhver større teknologioverførsel styrke krigsmaskinen. Det er det centrale dilemma ved afspænding gennem handel og teknologi: Det, der hjælper et samfund, kan også hjælpe dets undertrykkende apparat.

# Kapital, ekspertise og grænserne for sovjetiske reformer

Vesten anerkendte også, at en revitalisering af Sovjetunionen ville kræve kapital og ekspertise udefra. Spørgsmålet var, om det sovjetiske system kunne absorbere nogen af delene i fredeligt øjemed.

Vestlig kapital kræver kontrakter, håndhævelige ejendomsrettigheder, pålidelig bogføring, konvertibel valuta og institutioner, der kan skelne mellem offentlig nytte og privat berigelse. Sovjetunionen havde ministerielle facader, imponerende planer, uformelle netværk, nepotisme, hemmeligholdelse, korruption og stor politisk risiko.

[*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) viser igen og igen, hvordan selv et tilsyneladende teknisk salg bliver viklet ind i bestikkelse, overvågning, afpresning og bureaukratiske magtkampe. Bogens resumé beskriver det sovjetiske projekt som en milliardmulighed omgivet af “skjulte dagsordener, ubarmhjertige rivaliseringer, bestikkelse og moralsk bedrag.”

Det er her, Vestens forsigtighed både var forståelig og utilstrækkelig. Den var forståelig, fordi ingen demokratisk regering uden videre kunne hælde kapital og højteknologi ind i en fjendtlig atommagt uden sikkerhedsgarantier. Den var utilstrækkelig, fordi alternativet — delvist engagement, halvt åbne døre, kommerciel opportunisme og strategisk tøven — hverken gav Gorbatjov den nødvendige hjælp i tilstrækkelig skala eller den institutionelle ramme, der skulle til for at få reformerne til at lykkes.

# Tjernobyl og tillidens sammenbrud

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-280x280.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S-280x280.jpg)Historisk byskilt i Pripjat, den forladte by efter atomkatastrofen i Tjernobyl, Ukraine

[Katastrofen i Tjernobyl](https://hpbech.com/da/tjernobyl-da-teknologien-og-doemmekraften-fejlede/) gjorde modsætningen umulig at skjule. Ulykken i april 1986 afslørede ikke kun teknisk svigt, men også systemisk uduelighed: hemmeligholdelse, ansvarsforflygtigelse, bureaukratisk lammelse og foragt for offentlighedens legitime behov for at kende sandheden.

På den måde gjorde Tjernobyl to ting på én gang. Katastrofen styrkede Gorbatjovs argument for åbenhed, fordi sovjetkulturen nu havde vist sig at være livsfarlig. Men den svækkede også troværdigheden af den stat, han forsøgte at redde. Hvis systemet ikke kunne fortælle sandheden om en brændende reaktor, hvorfor skulle nogen så tro på, at det kunne reformere sig selv ud fra løse politiske paroler og administrative dekreter?

Katastrofen afslørede, at Sovjetunionens dysfunktion ikke kun var økonomisk. Den var moralsk og institutionel.

# Kunne Vesten have forudset, hvad der kom bagefter?

Burde vestlige ledere og deres udenrigsopolitiske analyseapparat have forudset, at Sovjetunionens sammenbrud kunne føre til noget værre?

Kun delvist. De burde have forstået, at sammenbruddet af et imperium med atomvåben, såret stolthed, svage institutioner og enorme sikkerhedstjenester kunne skabe en langsigtet fare. Nogle gjorde det. Men ingen handlede på det.

Men at forudsige den præcise fremkomst af Putins Rusland — revanchistisk, hybridt, cyberkapabelt, atomtruende og villigt til at føre storkrig i Europa — krævede mere end almindelig fremsynethed.

[![Collage showing Earth from space, two vintage TV screens with politicians, a hazy cityscape with a church spire, and red Soviet flags in front of poles.](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)

Læren er ikke, at Vesten uden videre burde have reddet Sovjetunionen. Det var hverken moralsk forsvarligt (det var ikke befolkningerne, der havde valgt kommunismen) eller praktisk enkelt. Læren er, at hjælp til reformer i et fjendtligt system kræver mere end handelsaftaler og optimistiske topmøder. Det kræver institutionel fantasi: værn mod korruption, støtte til civilsamfundet, realistiske planer for økonomisk overgang, sikkerhedsgarantier og en klar forståelse af, at ydmygelse og kollaps kan være lige så farlige som konfrontation.

Gorbatjov forsøgte at forny et system, hvis udløbsdato måske allerede var overskredet. Vesten forsøgte at opmuntre ham uden at styrke den sovjetiske maskine for meget. Begge sider forstod dele af sandheden. Ingen af dem havde fuldt greb om konsekvenserne.

Ud af denne fiasko kom hverken den revitaliserede Sovjetunion, som Gorbatjov havde forestillet sig, eller det stabile demokratiske Rusland, som mange i Vesten håbede på, men en såret efterfølgerstat, stadig bevæbnet til tænderne. Det var ikke uundgåeligt, og det var en risiko, der burde have fået langt større opmærksomhed, end den fik.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Globalisation, Politics, Uncategorized

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [KGB’s metoder: Afpresning, sex, penge og fremtidig indflydelse](https://hpbech.com/da/kgbs-metoder-afpresning-sex-penge-og-fremtidig-indflydelse/)

**Published:** May 12, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1.png)Den farligste fælde i [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) er ikke fysisk vold i et klamt kælderlokale, en pistol mod tindingen eller et dramatisk krav om at udlevere statshemmeligheder. Den er langt blødere. En vennetjeneste, en forretningsrejse, en latterlig regel, der brydes, fordi den virker harmløs, lidt penge under bordet eller en personlig svaghed, som bliver opdaget, før offeret selv har forstået den.

Romanens psykologiske pointe er, at efterretningstjenester ikke kun rekrutterer spioner. De rekrutterer muligheder. De leder efter mennesker, som en dag kan blive nyttige, og samler tålmodigt på de små forseelser, der senere kan forvandles til pres.

Bogens hovedperson, Henrik Bertelsen, er ikke værdifuld, fordi han kender militære hemmeligheder; det gør han ikke. Han er værdifuld, fordi han er ambitiøs, rejsende, har amerikanernes tillid, vækker interesse hos sovjetiske embedsmænd og befinder sig i krydsfeltet mellem teknologi, penge og koldkrigspolitik.

Han ankommer i efteråret 1985 til Moskva som sælger, ikke som agent. Den forskel betyder noget for ham, men mindre for alle andre. Han repræsenterer det amerikanske computerfirma Control Data i en potentiel milliardåbning skabt af glasnost. Sovjetunionen har brug for vestlig computerkraft, især til energi, råstoffer og videnskabelige beregninger. Åbningen afslører et enormt markedspotentiale uden lokal konkurrence.

Romanen beskriver, hvordan Henrik modtages med åbne arme i en verden, der både er præget af reelle behov og legitime hensyn, men også af skjulte dagsordener, hård rivalisering, bestikkelse og moralsk bedrag. Det er præcis det terræn, KGB’s bløde fælder fungerer bedst i.

## Overvågning som psykologisk kortlægning

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2.png)Den første lektie, Henrik får, er, at det sovjetiske system observerer, før det slår til. Hans hotelværelse bliver diskret gennemrodet. Hans bevægelser overvåges. Han bliver advaret om, at hotelpersonale, embedsmænd og hjælpsomme fremmede ikke nødvendigvis er det, de giver sig ud for at være.

Målet er ikke at få ham smidt i kachotten med det samme. Målet er at kortlægge ham. Hvad har han med sig? Hvem møder han? Hvilke regler er han villig til at bøje? Hvilken form for smiger virker? Hvornår overvinder nysgerrigheden forsigtigheden?

Overvågning bliver til psykologisk research.

Det er derfor, at Alexander, den engelsktalende akademiker, som Henrik møder under sit første ophold i Moskva, er så tvetydig. Han kan være en værdifuld kulturel guide, en ung sovjetborger, der hungrer efter vestlig musik, en harmløs opportunist på jagt efter dollars — eller en del af en rutinemæssig test.

Hans ønske om jeans og kassettebånd virker uskyldigt. I Vesten er musik en fornøjelse. I romanens sovjetiske kontekst er vestlig musik både valuta, status, trods og smuglergods.

Henrik fornemmer risikoen, men tilbyder alligevel at tage kassettebånd med. Det gør han, fordi han synes, at reglen er absurd. Hvorfor skulle et kassettebånd med Rolling Stones, David Bowie eller Eagles behandles som politisk farlig propaganda? Misforståelsen skyldes naiv, kulturbetinget arrogance. Han antager, at fordi reglen er latterlig, må konsekvenserne også være minimale.

## Den lille ulovlighed

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-3-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-3.png)Det er en af KGB’s styrker. Potentielle informanter som Henrik behøver ikke at begå en alvorlig forbrydelse efter vestlig målestok. De skal blot lokkes til at overtræde en ubetydelig regel, som senere kan omfortolkes og pustes op.

Henrik er blevet advaret, men i begyndelsen forstår han ikke mekanismen fuldt ud. Han tror på proportionalitet. Det praktiseres imidlertid ikke af det sovjetiske system.

En banal overtrædelse kan blive bevis på alvorlige forhold som smugling, ideologisk forurening, ulovlig handel eller kontakt med mistænkelige borgere. Når den først er registreret, kan den gemmes. Den behøver ikke at blive brugt i dag. Den kan tages frem senere, pudses af og lægges på bordet, når Henrik er blevet mere værd og har mere på spil.

Sex fungerer på samme måde. I bogen beskrives en receptionist på hotellet i Moskva, som fortæller Henrik, at hun er lesbisk og vil have ham til at hjælpe sig med at flygte til udlandet for at søge asyl. Appellen er omhyggeligt designet. Den rammer hans sympati, hans liberale værdier, hans modvilje mod sovjetisk undertrykkelse og hans behov for at se sig selv som et anstændigt menneske.

Fælden er i første omgang ikke rå afpresning. Den er moralsk forførelse. Han bliver fristet til at se sig selv som den anstændige mand, der hjælper et forfulgt menneske ud af et ondt og umenneskeligt system.

Først senere viser det sig, at receptionisten måske arbejder for KGB og er involveret i en sammensværgelse, der kræver penge, hvis Henrik skal sikre sig sin andel af ordrerne. Hun kan true med at afsløre ham, fordi han allerede har overskredet en grænse i sit forsøg på at hjælpe hende.

Det er den bløde fældes styrke. Den lader offeret kompromittere sig selv på en måde, der stadig føles i overensstemmelse med hans selvbillede. Henrik opfatter sig ikke som korrupt, når han hjælper et andet menneske. Han opfatter sig ikke som hensynsløs, når han tager musik med til en bekendt. Han opfatter sig ikke som korrumperet, når han diskuterer betalinger via mellemmænd.

Ved hvert skridt har han en forklaring. Reglerne er dumme. Sagen er human. Systemet kræver smøring. Konkurrenterne gør sandsynligvis det samme — eller værre. Gevinsten er enorm, og sådan fungerer systemet nu engang.

## Penge, ambitioner og korruptionsplanen

[![](https://hpbech.com/wp-content/uploads/CDC-in-trouble-280x280.png)](https://hpbech.com/wp-content/uploads/CDC-in-trouble.png)Penge er den største bløde fælde, fordi de virker under alle forhold. Henriks arbejdsgiver er i krise. Control Data har tabt teknologisk terræn, står over for et skiftende marked og ser det sovjetiske projekt som en mulig redning. Henrik selv er vellønnet og ambitiøs, men også rastløs. Den sovjetiske mulighed byder på udfordringer, læring, eventyr, status og måske genoprejsning.

De potentielle ordrer løber op i hundredvis af millioner, måske endda milliarder. I den atmosfære kan korruption omdøbes til realisme.

*Hvorfor går Henrik med i korruptionsplanen sammen med mennesker, som han ved arbejder for KGB?*

Fordi han forledes til at indse, at det er sådan, systemet fungerer, og at gevinsten er gigantisk.

Den sovjetiske indkøbsproces er ikke en transparent markedstransaktion. Ministerier, højtstående bureaukrater, sikkerhedstjenester og politiske fraktioner har interesser i pengestrømmen — interesser, som de med alle midler forsøger at varetage. Systemet belønner resultater og ser gennem fingre med metoderne.

Hvis Henrik nægter at spille efter de reelle, men uskrevne regler, risikerer han at tabe projektet til mere fleksible konkurrenter. Hvis han deltager direkte, risikerer han at overtræde den amerikanske Foreign Corrupt Practices Act, ødelægge sin karriere og måske ende i fængsel.

Hans løsning er det klassiske moralske kompromis. Han holder formelt sine egne hænder rene, mens sovjetiske partnere håndterer det praktiske.

Henrik ved udmærket godt, at korruption er både forkert og farlig. Han forstår, at antikorruptionsregler findes af en grund. Men han overbeviser sig selv om, at den sovjetiske side kan håndtere det beskidte arbejde, og at hans egen rolle blot er kommerciel.

Romanen viser her, hvordan gode mennesker træffer forkerte valg uden nogensinde at beslutte sig for, i ét stort øjeblik, at blive dårlige. De indsnævrer rammen i små skridt. De spørger ikke: “Er det rigtigt?” De spørger: “Kan det arrangeres sikkert?”

Det etiske spørgsmål bliver et logistisk anliggende.

## Hvorfor Henrik ikke bliver mere kompromitteret

[![](https://hpbech.com/wp-content/uploads/Henrik-Moscow-4-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-4.png)*Hvorfor bliver Henrik så ikke kompromitteret mere, end han gør?*

For det første fordi han er blevet advaret.

Amerikanerne, CIA-kontakterne og hans ven Jesper fortæller ham, hvad han kan forvente: penge, sex, afpresning, iscenesatte tjenester, overvågning og forsøg på at skabe afhængighed. Han følger ikke altid rådene, men advarslerne giver ham et kort. Han bevæger sig ind i farezonerne, men ikke helt blindt.

For det andet har Henrik stabiliserende ankre uden for spillet. Hustruen Sammy, børnene, bofællesskabet og endda rockbandet holder ham fast i en identitet, der ikke kan reduceres til det sovjetiske projekt. Han vil gerne have succes, penge og eventyr, men han vil også gerne hjem. Det betyder noget.

Et menneske bliver ikke kun kompromitteret, fordi det foretager sig noget, der ikke tåler dagens lys. Det sker først for alvor, når ulovligheder begynder at føles uundgåelige — eller ligefrem forsvarlige. Man kan overbevise sig selv om, at sådan fungerer verden. Den stærke vinder; reglerne er for de naive, og resultatet retfærdiggør midlerne. Hos mennesker med psykopatiske træk kan det gå endnu længere, fordi de ikke føler den samme empati for dem, der i sidste ende må betale regningen.

Så langt kommer Henrik aldrig. Han bøjer reglerne, og han forsøger at retfærdiggøre sine kompromiser, men han mister ikke forbindelsen til sin egen moral, sin familie og sit almindelige liv.

For det tredje bliver Henrik ikke afsløret, fordi han er mere nyttig som fungerende end som ødelagt. KGB behøver ikke nødvendigvis at ruinere ham. En skræmt, udvist eller ødelagt Henrik ville være mindre værd end en forsigtig, men stadig handlekraftig Henrik, der kan åbne døre, flytte penge, påvirke tilbud og bære information mellem systemer.

Presset på ham er derfor afstemt. Han bliver klemt, men ikke knust.

## Fælden, der gør den næste lettere

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options.png)

Den psykologiske styrke i [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) ligger i kalibreringen. KGB’s bløde fælder handler ikke primært om ideologi. De handler om, hvad mennesker er villige til at gøre og udsætte sig for, når rå magt får frit løb.

Et kassettebånd, en middag, en hjælpende hånd, et konsulenthonorar, et løfte om adgang, en seksuel hemmelighed, en uskyldig vennetjeneste — hver enkelt ting er lille nok til at kunne bortforklares, men stor nok til at blive husket.

Henrik slipper ud af den knibe, han selv har viklet sig ind i. Ikke på grund af egen dømmekraft, men fordi ydre begivenheder flytter brikkerne på et tidspunkt, hvor spillet kunne være endt langt værre. Han bliver ikke afsløret, udvist eller ødelagt. Hans karriere fortsætter. Hans navn bliver ikke hængende i en personalesag, en avisartikel eller en diplomatisk skandale.

Men det betyder ikke, at han slipper gratis.

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-1-337x400.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-1-e1773649085110.png)Det er romanens mørkere pointe: Fælden virker ikke kun på mennesker med dårlig moral eller kyniske hensigter. Den virker også på mennesker, der betragter sig selv som anstændige — og som under normale omstændigheder ville afvise, at de kunne lokkes ud i den slags.

Netop derfor er den så farlig. Den begynder ikke med et stort moralsk sammenbrud, men med en række små undtagelser, som hver især synes ubetydelige. Man gør det, fordi reglerne virker urimelige, fordi systemet i forvejen er råddent, fordi andre gør det samme, eller fordi gevinsten synes for vigtig til at lade gå tabt.

Prisen står ikke på hans CV. Den står i det blik, han møder i spejlet, når han børster tænder om morgenen. I den lille forsinkelse, han skal bruge, for at overbevise sig selv om, at han gjorde, hvad situationen krævede. Når han må erkende, at han ikke bare blev presset af et brutalt system, men også selv trådte ved siden af, fordi gevinsten var stor, reglerne virkede urimelige, og kompromiserne kunne forklares ét ad gangen. I den lille omskrivning af virkeligheden, som han gør, når han fortæller venner og bekendte om sine oplevelser.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Politics, Travelling &amp; Leisure

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Romaner sælges på forfatterens navn](https://hpbech.com/novels-are-sold-on-the-authors-name/)

**Published:** May 21, 2026
**Author:** Hans Peter Bech

**Content:**

## *Mens fagbøger sælger på titlen*

[![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page.png)Da jeg udgav fagbogen [*Building Successful Partner Channels (in the software industry)*](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160), oplevede jeg, hvor stærkt et præcist emne kan bære en bog. Titlen fortalte, hvilket problem bogen behandlede. Målgruppen kunne genkende sig selv i de seks betydende ord.

Softwarevirksomheder, der sælger gennem forhandlere, kæmper ofte med det samme grundproblem: Hvordan får man partnerne til at opbygge salgsprocesser, der skaber forudsigelig og voksende omsætning? For en virksomhed, der har baseret sin vækst på indirekte salg, er det ikke en akademisk udfordring. [Det er et eksistentielt spørgsmål](https://hpbech.com/da/vaerdien-af-en-forhandlerkanal-kan-taelles-i-milliarder/).

På det tidspunkt, hvor bogen udkom, fandtes der ikke andre bøger, der behandlede netop dette emne med softwareindustrien som målgruppe. Markedet var stort, behovet latent og konkurrencen begrænset. Titlen fungerede næsten som en salgsannonce i sig selv. Den lovede ikke underholdning, stemning eller litterær kvalitet. Den lovede hjælp til et konkret problem.

Dertil kom min egen baggrund. Jeg kunne dokumentere mange års erfaring med emnet, og det gjorde købsbeslutningen lettere. En fagbogskøber spørger typisk: Har jeg dette problem? Ser bogen ud til at give mig en brugbar løsning? Kan forfatteren noget på området? Er prisen rimelig? Hvis svarene er ja og anmeldelserne er gode, er vejen til køb relativt kort.

Bogen blev da også hurtigt en international bestseller.

# En næsten absurd gevinst

[![](https://hpbech.com/wp-content/uploads/Bag_of_Money-280x280.png)](https://hpbech.com/wp-content/uploads/Bag_of_Money.png)Prisen hjalp. En e-bog til 10 dollar og en trykt udgave til knap 20 dollar var et lavrisikokøb for en professionel målgruppe. Men forholdet mellem pris og den mulige gevinst var næsten absurd.

Hvis en virksomhed kunne øge sin omsætning ved at bruge inspiration fra bogen, ville værdien kunne stige med millioner, måske milliarder. Set i det lys var de 10-20 dollar ikke en udgift, men en ekstremt billig option på en meget stor gevinst.

Sådan fungerer fagbøger ofte. De sælges på titlen, emnet, relevansen og forfatterens troværdighed. Læseren søger ikke nødvendigvis en oplevelse. Hun søger viden, overblik, metoder, forklaringer eller inspiration til at løse et problem. Derfor kan en ukendt forfatter få succes, hvis bogen rammer et klart behov i et identificerbart marked.

# Romanen spiller efter andre regler

[![](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-big-eyes-High-Boox-273x400.png)](https://hpbech.com/wp-content/uploads/3D-Balladen-i-Mekka-big-eyes-High-Boox.png)Da jeg senere udgav romanen [*Balladen i Mekka*](https://www.saxo.com/dk/balladen-i-mekka_bog_9788793116573), blev forskellen tydelig. En roman løser ikke et konkret forretningsproblem. Den lover ikke læseren en metode, en tjekliste eller en direkte økonomisk gevinst. Den beder i stedet om noget langt mere kostbart: læserens private tid, opmærksomhed og følelsesmæssige investering.

Derfor sælger en roman i høj grad på forfatterens navn. Ikke kun fordi kendte forfattere får mere opmærksomhed, men også fordi navnet reducerer læserens risiko. Når man køber en roman af John Grisham, Elena Ferrante, J.K. Rowling eller Haruki Murakami, køber man ikke bare en fortælling. Man køber en berettiget forventning. Man ved nogenlunde, hvilken type oplevelse man går ind til. Man har måske læst forfatteren før, hørt andre tale om navnet eller set anmeldelser, interviews, filmatiseringer og anbefalinger.

Den ukendte romanforfatter har ikke denne forhåndskapital. Navnet på omslaget siger ikke læseren noget. Titlen kan vække nysgerrighed, men den kan sjældent alene skabe tillid. Omslaget kan være professionelt, bagsideteksten velskrevet og emnet interessant, men læseren står stadig med spørgsmålet: Hvorfor skulle jeg bruge ti, femten eller tyve timer på netop denne bog?

Det spørgsmål er langt sværere at besvare for en roman end for en fagbog. Fagbogen kan sige: Her er problemet. Her er løsningerne. Her er min erfaring. Her er prisen. Køb.

Sådan fungerer det ikke med skønlitteratur.

# Tillid er romanens valuta

For en ukendt romanforfatter er kendskab og tillid den egentlige valuta. Den skal opbygges, før bogen kan sælge i større omfang, og det sker langsomt. Anmeldelser hjælper. Læserudtalelser hjælper. Interviews, foredrag, artikler, podcasts og omtale hjælper. Men intet af det virker øjeblikkeligt på samme måde som en skarp fagbogstitel, der rammer et presserende problem.

[![](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)Forskellen viser sig også i målgruppen. For *Building Successful Partner Channels* var den forholdsvis let at identificere. Direktører, kanalchefer, salgsdirektører, konsulenter og investorer i softwarevirksomheder har alle en interesse i emnet. Dem kunne jeg finde på [LinkedIn](https://hpbech.com/da/jeg-har-naaet-linkedins-graense-paa-30-000-connections-hvad-nu/), i branchefora, på konferencer og i faglige netværk. De brugte allerede et sprog, der matchede bogens begreber.

Romanlæsere er sværere at indfange. Selv hvis en roman foregår i et bestemt miljø eller behandler bestemte temaer, er målgruppen ikke nødvendigvis alle, der interesserer sig for temaet. En roman om Mekka, forretning, kultur, religion, geopolitiske konflikter og personlige dilemmaer appellerer ikke automatisk til alle, der læser om Mellemøsten, islam, politik eller internationale forhold. Nogle søger spænding. Andre søger litterær fordybelse. Nogle vil have historisk autenticitet. Andre søger sprog, karakterer eller psykologisk kompleksitet.

Markedet for romaner er derfor både enormt og fragmenteret. Det er en fordel, fordi der altid findes læsere et sted. Men det er også en ulempe, fordi det er svært at få bragt et budskab frem til netop dem, der kan blive bogens første publikum.

# Læserens tid er den største barriere

[![](https://hpbech.com/wp-content/uploads/Stop-watch-Small-280x280.png)](https://hpbech.com/wp-content/uploads/Stop-watch-Small.png)Dertil kommer konkurrencen. Der udkommer et kolossalt antal romaner hvert år, ikke mindst på engelsk. En ny roman konkurrerer ikke kun med andre nye romaner. Den konkurrerer med klassikere, bestsellere, streamingtjenester, sociale medier, podcasts, nyhedsbreve, computerspil og arbejde. Bogens pris er sjældent den største barriere. Tiden er.

Derfor skaber rabatter og lav pris ikke nødvendigvis salg. En professionel læser kan købe en fagbog, fordi den lover en løsning, der hurtigt kan omsættes til værdi. En romanlæser vælger ikke kun ud fra pris. En gratis eller billig roman kræver stadig mange timers læsning. Hvis læseren ikke på forhånd tror på oplevelsen, er selv 0 kroner en høj pris.

Det er en af de mest undervurderede udfordringer ved romanmarketing. Man sælger ikke papir eller en digital fil. Man sælger en fremtidig oplevelse, som køberen først kan vurdere, når investeringen i tid allerede er gjort.

Derfor bliver social proof afgørende. En ukendt roman har brug for signaler udefra: anmeldelser på Amazon og Goodreads, citater fra troværdige læsere, omtale i relevante medier, anbefalinger fra bogbloggere, bookstagrammere, læsekredse og litterære netværk. Ikke fordi hver kanal skaber store salgstal alene, men fordi de tilsammen bygger den troværdighed, som forfatterens navn endnu ikke har.

# To forskellige opgaver

Den ukendte romanforfatter og forlaget står derfor over for to opgaver. Den første er at skabe kendskab i målgruppen. Den anden er at motivere til et køb. De hænger sammen, men de er ikke ens. Uden succes med den første lykkes den anden sjældent.

Kendskab kræver, at læserne overhovedet opdager bogen og får en anledning til at lægge mærke til den. En fagbog kan i visse tilfælde lanceres direkte ind i et eksisterende problemfelt. Læserne finder ofte selv frem til den, fordi de søger på de udfordringer, som bogen behandler. Romanlæsere søger derimod sjældnere efter problemer, de vil have løst. De søger oftere efter bøger, som andre allerede læser: de mest solgte, de mest omtalte eller de mest anbefalede.

Derfor må romanen ofte have en længere optakt. Forfatteren skal skabe berøringspunkter med mange potentielle læsere, før bogen for alvor kan sælges. Det kan ske gennem annoncer, essays, artikler, nyhedsbreve, foredrag og samtaler om bogens temaer eller indhold. Ikke som støj omkring bogen, men som veje ind i dens verden.

Købsmotivation er en anden opgave. At en læser har hørt om en roman, betyder ikke, at hun også er parat til at købe den. Det er ikke nok at sige: Her er min roman. Køb den. Man må give læserne grunde til at interessere sig for den verden, romanen åbner. Man må vise, hvorfor fortællingen vedkommer dem. Man må skabe nysgerrighed uden at reducere romanen til et produktløfte.

Læseren kan ikke få lyst til at købe en bog, som hun ikke ved eksisterer. Men kendskab alene er heller ikke nok. Først skal bogen ind i bevidstheden. Dernæst skal læseren have lyst til at tage chancen.

# Fra problemmarked til tillidsmarked

For mig blev kontrasten mellem *Building Successful Partner Channels* og *Balladen i Mekka* en lektion i forskellen mellem problemmarkeder og tillidsmarkeder.

Fagbogen kom ind i et problemmarked. Den havde en klar nytteværdi, en identificerbar målgruppe og en titel, der bar meget af salgsarbejdet. Den kostede næsten ingenting i forhold til den værdi, den potentielt kunne skabe.

Romanen kom ind i et tillidsmarked. Her skulle læseren først overbevises om, at en ukendt forfatters fiktive univers var værd at træde ind i. Romanen sælger, når læseren får lyst til at tage en chance.

Det betyder ikke, at ukendte romanforfattere ikke kan bryde igennem. Det sker. Men det sker sjældent gennem annoncer, prisnedsættelser eller en enkelt lancering alene. Det kræver et langt, sejt træk, et budget og lidt held. Først skal de lidt mere modige læsere fanges. Senere følger massemarkedet.

Det sker, når kendskab bliver til tillid, og når de første læsere bliver så engagerede, at de bringer bogen videre til de næste.

**Categories:** Blog, Business development, Globalisation, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Det nødvendige kassetyranni](https://hpbech.com/the-necessary-tyranny-of-categories/)

**Published:** June 2, 2026
**Author:** Hans Peter Bech

**Excerpt:** Virkeligheden blander genrer uden at spørge om lov. Den kan være spændende som en thriller, lærerig som en businessbog, personlig som en erindring, afslørende som en nøgleroman og struktureret som en case.

**Content:**

[![](https://hpbech.com/wp-content/uploads/Kasse-civilisation-S-280x280.png)](https://hpbech.com/wp-content/uploads/Kasse-civilisation-S.png)Der er noget dybt menneskeligt ved at sætte ting i kasser. Vi gør det hele tiden. Det er sådan, vi får verden til at hænge sammen. Uden kasser ville vi drukne i kaos. Vi ville ikke kunne finde rundt i et supermarked, forstå en årsopgørelse, bygge et hospital, drive en virksomhed eller finde en bog på biblioteket. Kasserne er civilisationens møbler. De gør det muligt at organisere tingene, så vi hurtigt kan finde og bruge dem.

Meget af vores vækst og velstand bygger på evnen til at systematisere, kategorisere og standardisere. Vi opdeler, sorterer, måler og sammenligner. Det gør os effektive. Det gør os i stand til at behandle mange mennesker nogenlunde ens og nogenlunde retfærdigt. Det er ikke perfekt, men alternativet er værre.

Jeg har selv oplevet, hvor stærk en kasse kan være, når den virker.

I sundhedsvæsenet findes kræftpakkerne. De er defineret ud fra bestemte kriterier. Passer man ind i dem, går det stærkt. Mistanken udløser et forløb. Systemet ved, hvad der skal ske. Nogen har på forhånd besluttet, hvilke symptomer der hører til hvilken kasse, og hvad den kasse kræver af behandling. Når man står der som patient, er det en stor lettelse. Man skal ikke opfinde sin egen vej gennem systemet. Man bliver løftet ind på et spor, og toget kører. Hurtigt.

Jeg har prøvet det. Det virker.

# Når kasserne hjælper os

Derfor er det for let bare at rynke på næsen af kasserne. De redder liv. De sparer tid. De skaber overblik. De gør komplekse organisationer i stand til at handle. En verden uden kategorier ønsker ingen.

Men der er en pris.

**For det, der ikke passer i kassen, får det svært.**

På biblioteket kan bøger ikke bare stilles op i alfabetisk orden efter forfatterens efternavn. Det ville være upraktisk. Læserne leder ikke kun efter en forfatter (selvom mange gør). De søger efter en bestemt type information eller oplevelse. De vil vide, om en bog er en krimi, en thriller, en biografi, fanatsy, romance, en businessbog, en kogebog eller en børnebog. De leder efter noget, de på forhånd tror, at de kan bruge eller lide. Eller de forsøger at undgå noget, de har besluttet sig for, at de ikke gider.

Det er meget forståeligt. Vi har alle begrænset tid. Vi bruger kategorier til at mindske risikoen for at spilde den. Når jeg går ind i en boghandel, orienterer jeg mig også efter skiltene. Jeg har også mine vaner, mine præferencer og mine fordomme. Jeg går ikke uskyldigt til hylderne. Jeg kommer med forventninger.

# Bogens kasse er ikke altid fortællingens hjem

[![](https://hpbech.com/wp-content/uploads/Bogen-pa-tvaers-S-280x280.png)](https://hpbech.com/wp-content/uploads/Bogen-pa-tvaers-S.png)Men her begynder mit problem.

For en bog er ikke altid én ting. Et liv er ikke én ting. En virkelig historie er sjældent så hensynsfuld, at den holder sig inden for bogbranchens hyldelabels.

Virkeligheden blander genrer uden at spørge om lov. Den kan være spændende som en thriller, lærerig som en businessbog, personlig som en erindring, afslørende som en nøgleroman og struktureret som en case. Den kan handle om arbejde og familie, sygdom og strategi, bedrag og loyalitet, penge og moral, kærlighed og magt — det hele i én og samme fortælling.

Det passer dårligt til et system, der helst vil nøjes med ét enkelt mærkat.

Nogle forfattere har forstået dette vilkår og skriver direkte ind i en kategori.

Det kan være både professionelt, disciplineret og kunstnerisk stærkt. En krimiforfatter ved, at der skal være et mysterium, en efterforskning, spor, vildspor og en forløsning. En romanceforfatter ved, hvilke følelsesmæssige udsving læserne forventer. En businessforfatter ved, at læseren leder efter modeller, erfaringer, råd og konklusioner, der kan bruges mandag morgen.

Når man skriver til en kategori, indgår man en standardkontrakt med læseren. Læseren ved nogenlunde, hvad der købes. Forfatteren ved nogenlunde, hvad der skal leveres. Forlaget ved, hvordan bogen skal præsenteres. Boghandleren ved, hvor den skal stå. Anmelderen ved, hvilke andre bøger den kan sammenlignes med. Algoritmen ved, hvem den skal vises til.

Det er effektivt. Det er kommercielt fornuftigt. Det gør markedsføringen meget nemmere.

# Når historien nægter at adlyde

[![](https://hpbech.com/wp-content/uploads/Forfatteren-arbejder-S-280x280.png)](https://hpbech.com/wp-content/uploads/Forfatteren-arbejder-S.png)Men hvad gør den forfatter, der ikke kan eller vil skrive sådan?

Hvad gør man, når man ikke skriver med spørgsmålet: Hvilken kategori skal bogen passe ind i? Men med en uro, en erfaring, en historie, der ikke vil slippe sit tag? Hvad gør man, når stoffet kommer fra det virkelige liv og nægter at lægge sig pænt i én skuffe?

Jeg kan ikke skrive til en kategori. Jeg har prøvet. Det duer ikke.

Når jeg forsøger, bliver teksten død. Den mister sin nødvendighed. Begynder jeg at skrive efter et tænkt behov i markedet i stedet for efter det, historien kræver, hører jeg ikke længere personerne, situationerne og konflikterne klart. Jeg hører kun spørgsmålet: Hvad forventer læseren af min bog?

Selvfølgelig må jeg tænke på læseren. Jeg skriver ikke private dagbøger med lås på. De skal kunne læses af andre. De skal have form, rytme, klarhed og fremdrift. De skal gøre sig umage med at formidle budskaber. Men der er forskel på at skrive med læseren i hånden og at skrive med markedsføringsafdelingen på skulderen.

# Prisen for at skrive på tværs

Jeg må skrive det, mit hjerte og min hjerne er fyldt med. Også selvom det lander på tværs af flere kategorier, end biblioteker og bogportaler tillader. Jeg må følge stoffet, sådan som det faktisk viser sig. Hvis der er thrillerens spænding i historien, må den være der. Hvis der er businessbogens indsigt i organisationer, ledelse, salg eller magt, må den også være der. Hvis der er noget selvbiografisk, må det ikke skjules. Hvis der er noget samfundskritisk, må det ikke fjernes, bare fordi bogen så bliver vanskeligere at placere.

Prisen kommer senere.

Den kommer, når bogen skal forklares.

> “Er det en thriller?” spørger en bekendt.
> 
> “Ja, på en måde,” svarer jeg.
> 
> “Øv,” siger vedkommende. “Jeg læser ikke thrillere.”
> 
> En anden spørger:
> 
> “Er det en businessbog?”
> 
> “Ja, det er det faktisk,” svarer jeg.
> 
> “Jeg gider ikke at læse businessbøger i min fritid.”

Begge reaktioner er helt rimelige. Og begge er lidt tragiske. For de dømmer ikke bogen ude på grund af dens indhold, kvalitet, sprog eller relevans. De dømmer den ude på grund af kassen. Ikke den konkrete bog, men etiketten. Ikke historien, men hylden.

# Først bogen, så kassen

[![](https://hpbech.com/wp-content/uploads/Pa-tvaers-af-kasser-S-280x280.png)](https://hpbech.com/wp-content/uploads/Pa-tvaers-af-kasser-S.png)Det er her, kategoriernes hjælp bliver til en begrænsning. De beskytter os mod det uønskede, men de kan også beskytte os mod det overraskende. De hjælper os med at finde det, vi leder efter, men de kan forhindre os i at opdage det, vi ikke vidste, vi havde brug for eller i det mindste gavn af.

Forfatterens udfordring er derfor ikke kun at skrive bogen. Det er at finde et sprog for bogen bagefter. Et sprog, der ikke forråder dens kompleksitet, men heller ikke drukner læseren i forbehold. *“Det er en blanding af…”* er sjældent en stærk salgssætning. *“På en måde”* er heller ikke. Markedet belønner klarhed. Kasser belønner klarhed. Det uklare får lov til at stå lidt i vejen for sig selv.

Alligevel må nogle bøger insistere på at være netop det: på tværs.

Måske fordi livet selv er på tværs.

Vi lever i kategorier, men vi er ikke kategorier. Vi er mennesker. Vi er sportsfolk, musikere, venner, kunder, patienter, forældre, hjælpere, kollegaer, ledere, læsere, konkurrenter, ofre, løgnere og vidner — ofte på samme tid. Vores historier indeholder mere end ét motiv. Derfor må litteraturen nogle gange gøre modstand mod de systemer, der ellers hjælper os med at finde den.

Jeg accepterer kasserne. Jeg ved, hvorfor de findes. Jeg har selv haft glæde af dem, også når det virkelig gjaldt. Men som forfatter kan jeg ikke altid bo i dem.

Jeg må skrive manuskriptet først.

# Ukrudtsbekæmpelsen

Måske stilles der større krav til en bog, der lægger sig på tværs af kasserne? Det synes jeg er rimeligt og derfor har jeg

Når manuskriptet først er skrevet, er bogen langt fra færdig. Den er kun nået til M0: det første udkast, hvor historien har fået lov til at komme ud, også når den stikker af i flere retninger på én gang.

Det er her, alfalæserne kommer ind.

De læser ikke en færdig bog. De læser det første udkast med åbne øjne og nødvendig afstand. De ser, hvor teksten lever, hvor den mister retning, hvor den gentager sig selv, og hvor noget vigtigt endnu ikke er foldet ud. Med deres reaktioner i baghovedet skriver jeg M1.

Først derefter rykker redaktøren ind. Ikke for at tvinge bogen ned i en bestemt kasse, men for at hjælpe den med at blive den bog, den forsøger at være.

Redaktøren går tættere på struktur, rytme, fremdrift, uklarheder og overflødigheder.

Ud af den dialog kommer M2, som danner grundlag for lydbogen.

Og så sker der noget særligt: Når teksten bliver læst højt, afslører den sine egne sproglige knaster. Sætninger, der så fornuftige ud på skærmen, kan snuble i munden. Rytmen kan halte. Gentagelser kan pludselig høres. De rettelser bliver til M3, som korrekturlæses og til sidst bliver til M4: det færdige manuskript.

Det er sådan, kaos langsomt bliver gjort læsbart. Ikke ved at historien mister sin vilje til at gå på tværs, men ved at den får modspil nok til at kunne bære en læser hele vejen igennem. Også selvom den fortsat ikke passer i nogen kasse.

[![](https://hpbech.com/wp-content/uploads/Ukrudtsbekaempelse-S.png)](https://hpbech.com/wp-content/uploads/Ukrudtsbekaempelse-S.png)

**Categories:** Blog, Book reviews, Marketing, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Da dansk teknologi ville erobre verden](https://hpbech.com/when-danish-technology-wanted-to-conquer-the-world/)

**Published:** June 10, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S-267x400.jpeg)](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S.jpeg)I slutningen af 1980’erne var der fortsat noget næsten heroisk ved forestillingen om dansk højteknologi. Vi var et lille land, men vi kunne noget. Vi havde dygtige ingeniører, flade organisationer, kort afstand mellem idé og beslutning og en stærk tradition for at finde praktiske løsninger på komplekse problemer. Når man ikke sidder på diamantminer og oliereservoirer, må produkter, der er resultatet af menneskelig intelligens, være Danmarks trumfkort.

Det var den selvforståelse, mange danske virksomheder bar med sig ud i verden. Vi kunne måske ikke konkurrere på størrelse, kapital eller hjemmemarked, men vi kunne konkurrere på opfindsomhed, kvalitet, troværdighed og tilpasningsevne. Hvis produktet var godt, skulle vores næse for internationalt købmandskab nok bære det ud i verden.

I min kommende roman [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/) står hovedpersonen, Henrik Bertelsen, midt i netop den fortælling. Han bliver direktør for marketing og salg i en nystartet dansk teknologivirksomhed, Printonix, som har udviklet en avanceret printer med internationalt potentiale. Printeren er ikke bare endnu en maskine på markedet. Den er hurtig, fleksibel og tænkt ind i en tid, hvor virksomheder begynder at digitalisere deres dokumenthåndtering. Og den skal produceres på fabrikken i Brøndby.

På papiret ser det ud til at blive et dansk erhvervseventyr. Ambitionerne er store, og efter nogle startvanskeligheder – og hvem oplever ikke det? – kommer salget i gang i hele Europa. Printeren er med sin store kapacitet en guldgrube for forhandlerne, der kan sælge forbrugsstoffer og servicekontrakter, og snart kan Henrik Bertelsen med tilfredshed konstatere, at man er langt foran budgetterne.

# National stolthed som forretningsstrategi

[![](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces-280x280.png)](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces.png)En dansk virksomhed, der udvikler et avanceret teknologiprodukt, skaber ikke kun omsætning. Den skaber kompetencer, arbejdspladser og valutaindtægter. Det er en fortælling, som institutionelle investorer og medarbejdere med stolthed kan spejle sig i. Og som erhvervspressen gerne skriver om.

Det betyder noget, at man kan sige: “Det her er udviklet og produceret i Danmark.”

I [*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/) er den fortælling en vigtig del af Printonix’ selvforståelse. Virksomheden er ikke bare et handelsselskab, der importerer og sælger andres teknologi. Den udvikler den. Den bygger den. Den eksporterer den. Den er **Made in Denmark**.

Men national stolthed bliver en strategisk blindgyde, når den forveksles med konkurrencekraft.

Kunderne køber ikke en maskine, fordi den er lavet i Brøndby. De køber den, fordi den løser et problem bedre, hurtigere og gerne billigere end alternativerne. De lægger vægt på driftssikkerhed, service, pris, ydeevne og risiko. Kun få kunder betaler ekstra for en nationalistisk selvfortælling.

Succes kræver, at der er nem adgang til et netværk af underleverandører og specialiserede kompetencer, for ingen virksomhed kan spænde over alle de forhold, som dens produkt kræver. Har den ikke det, kan den ikke flytte sig hurtigt nok.

Det gælder især, når en startup som Printonix skal bevæge sig fra prototype til industriel produktion og global afsætning.

# Japan og forskellen på idé og driftssikkerhed

[![](https://hpbech.com/wp-content/uploads/Gloabl-challenge-Printonix-S-280x280.png)](https://hpbech.com/wp-content/uploads/Gloabl-challenge-Printonix-S.png)En god idé er ikke det samme som et godt produkt. En prototype kan imponere. En demonstration kan begejstre. En salgspitch kan åbne døre. Men når først produktet står hos kunderne, er det driftsstabiliteten, der tæller.

Printonix-printeren er teknologisk lovende. Den har funktioner, som markedet efterspørger. Den åbner nye anvendelsesmuligheder. Den kan noget, konkurrenterne ikke kan. Men den har også en akilleshæl: den elektrofotografiske proces, altså selve den måde, hvorpå tryksværten skal overføres til papiret. Her vælger virksomheden at basere sig på en ny teknologi og synes selv, at netop det er den væsentlige konkurrenceparameter.

I romanen begår Printonix dermed to grundlæggende fejl.

**Den første** er at tro, at selve måden, hvorpå toner overføres til papiret, er en konkurrenceparameter. Det er den ikke. Kunden er ligeglad med den elektrofotografiske proces, så længe udskriften er skarp, maskinen virker stabilt og prisen er konkurrencedygtig. For kunden er teknologien bag resultatet ikke interessant i sig selv. Den er kun relevant, hvis den gør produktet bedre, billigere eller mere driftssikkert.

**Den anden** fejl er at overse, hvor ekspertisen på dette område faktisk befinder sig. I 1980’erne er udvikling og produktion af elektrofotografi i praksis flyttet til Japan. Det er dér, kompetencerne, leverandørnetværkene, proceserfaringen og den industrielle kapacitet er samlet. At tro, at en lille virksomhed i Brøndby kan udfordre den udvikling alene, er naivt.

For Japan var i 1980’erne ikke bare et lavprisland eller en bekvem underleverandør. Japan er på mange områder blevet verdensmester i industriel forfinelse. Hvor Vesten ofte har siddet på de oprindelige opfindelser, har japanske virksomheder ved patenternes udløb gjort dem mindre, billigere, mere stabile og mere produktionsvenlige.

Det gælder biler. Det gælder elektronik. Det gælder kameraer. Og det gælder printere og kopimaskiner.

Den japanske styrke lå ikke nødvendigvis i den første idé, men i den systematiske forbedring. I evnen til at få komponenter, processer, underleverandører og produktion til at spille sammen. I tålmodigheden med kvalitet. I respekten for driftssikkerhed. Den kultur forvandlede Japan på mange områder fra komponent- til systemleverandør. Måske skulle Printonix’ ledelse have tænkt lidt dybere over, hvorfor den amerikanske techgigant HP havde valgt at basere sin succesfulde LaserJet på et produkt fra japanske Canon?

For en dansk startup er det fristende at tro, at den store innovation ligger i konceptet. Og kunderne kan nok overbevises om at købe konceptet. Men det er et driftsikkert produkt, som skal leveres.

# Kina og fristelsen ved skala

[![](https://hpbech.com/wp-content/uploads/Global-Supply-Chain-S.png)](https://hpbech.com/wp-content/uploads/Global-Supply-Chain-S.png)Hvis Japan repræsenterede kvalitet, proces og teknologisk disciplin, lokkede Kina i romanens univers med andre fristelser: korte leveringstider, lave omkostninger og skala.

I slutningen af 1980’erne begyndte Kina for alvor at åbne sig som produktionsland. Shenzhen er endnu ikke den globale teknologimetropol, som byen senere bliver, men udviklingen er i gang. Fabrikkerne skyder op. Infrastruktur, kapital og arbejdskraft samles i et tempo, der næsten er svært at begribe.

For en europæisk teknologivirksomhed er regnestykket svært at ignorere. Hvis produktionen kan flyttes til Kina, halveres omkostningerne. Leveringstiderne kan reduceres betydeligt. Kapaciteten kan øges hurtigt. Et produkt, der på den danske fabrik er dyrt at fremstille og vanskeligt at skalere, kan pludselig blive en langt bedre forretning. Især når transportomkostningerne fra Kina til de store markeder falder dag for dag.

Men det kolliderer med virksomhedens selvfortælling og det grundlag, som de institutionelle investorer købte ind på. Og det vil gøre en lang række medarbejdere overflødige.

Hvordan reagerer en organisation, når nytilkomne med rette påpeger, at det, der skulle være virksomhedens kernekompetence, ikke længere er det? Når udnyttelsen af det globale potentiale kræver fundamental nytænkning af forsyningskæden, af virksomhedens organisation og dens værdigrundlag?
Vil og kan den omstille sig – hurtigt nok?

# Not invented here

[![](https://hpbech.com/wp-content/uploads/Printonix-Krise-S-280x280.png)](https://hpbech.com/wp-content/uploads/Printonix-Krise-S.png)Hvad skal en virksomhed absolut kunne selv? Hvad kan den med fordel overlade til andre? Hvornår er outsourcing det rigtige strategiske tiltag? Og hvornår begynder det kritiske tab af kontrol?

Der findes ingen universel opskrift. Men det er et farligt instinkt at forveksle stolthed med strategi.

Hvis Printonix’ reelle styrke ligger i produktkonceptet, forståelsen af fremtidige kundebehov, softwaren, papirhåndteringen og distributionsmodellen, er det ikke sikkert, at den også skal udvikle den mest kritiske printteknologi selv. Måske er den klogeste strategi netop at lade andre gøre det.

Det kræver ydmyghed og ledelsesmod. For det er langt lettere at fortælle investorer, medarbejdere og kunder, at man har styr på det hele, end at indrømme, at en del af løsningen ligger uden for huset. Det er lettere at holde fast i den oprindelige fortælling end at skrive den om.

Men virksomheder overlever ikke på fortællinger alene. De overlever på produkter, der virker, kunder, der bliver, og beslutninger, der tør træffes i tide.

[*Helt fra bunden*](https://hpbech.com/da/boeger/helt-fra-bunden/) foregår i 1989, men dilemmaet er stadig aktuelt. I dag taler vi om afhængighed af Kina, strategisk autonomi, forsyningssikkerhed og hjemtagning af produktion. Dengang stod virksomhederne med den modsatte bevægelse: Ud i verden. Ud til lave omkostninger. Ud til skalaen.

Begge bevægelser rummer den samme udfordring.

Man skal vide, hvad man selv er bedst til. Man skal erkende, hvad andre gør bedre. Og man skal have modet til at ændre kurs, før markedet tvinger én til det.

# Globaliseringens første stormvejr

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)I dag forstår vi globale værdikæder, outsourcing, nearshoring og geopolitisk risiko. Vi har sproget for det. Vi har erfaringerne. Vi har set, hvordan afhængighed af fjerne produktionsled kan blive både en styrke og en svaghed.

I 1989 var meget af det stadig nyt.

Globaliseringen var ikke et begreb, der rutinemæssigt blev drøftet ved frokostbordet i kantinen. Men dens mekanismer var allerede i fuld gang. Produktion, teknologi, kapital og markeder begyndte at løsne sig fra de nationale rammer. Et produkt kunne udtænkes i Danmark, udvikles i Japan, produceres i Kina og sælges gennem distributører i Europa, Fjernøsten og USA.

Henrik Bertelsen står midt i denne nye mulighed. Han er ikke tekniker. Han er heller ikke ejer. Han er sælger, leder og strategisk medspiller. Han ser at markedet reagerer positivt. Han ser, at kunderne forstår produktets potentiale. Men han ser også, at den lokale tekniske virkelighed ikke kan følge med markedets begejstring.

Jo bedre salget går, desto større bliver risikoen. Hver ny ordre er både en sejr og en fremtidig forpligtelse. Hver ny distributør øger potentialet, men også risikoen. Hver leveret maskine kan blive et bevis på succes – eller en kommende reklamation.

Skal virksomheden benytte de nye muligheder i Japan og Kina, der kan sikre stabil kvalitet, lavere omkostninger og kortere leveringstider, eller skal vi holde fast i at kunne det hele selv? Og hvordan finansierer vi omlægningen?

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Når pengene styrer, hvor fører kompasset dig så hen?](https://hpbech.com/when-the-money-points-north-where-does-the-compass-take-you/)

**Published:** June 11, 2026
**Author:** Hans Peter Bech

**Excerpt:** For ussel mammon er nok en koldkrigsthriller. Men den er også en erhvervsroman om trivielle forretningsbeslutninger, internationalt salg, ubehagelig afhængighed, åbenlys korruption, virksomhedens overlevelse, familiemæssige omkostninger og moralsk erosion.

**Content:**

Med udgivelsen af [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641), den anden roman i [*Sagaen om Henrik Bertelsen*](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/), vender jeg tilbage til et spørgsmål, der bliver ved med at dukke op både på jobbet og i livet i det hele taget:

> Hvad sker der, når eventyr, ambitioner, penge, politik og moralske kompromiser alle melder deres ankomst på samme tid?

Den første bog i serien, *Balladen i Mekka*, fulgte Henrik Bertelsen i 1979, hvor han var en ung embedsmand i Arbejdsministeriet. Helt tilfældigt blev han involveret i et saudisk hospitalsprojekt sammen med sin bror Jakob. Det, der skulle have været en enkel konsulentopgave, udviklede sig hurtigt til noget lukrativt, kompliceret og ekstremt farligt.

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)Den oplevelse gav Henrik smag for international forretning. Da han senere blev tilbudt et langt bedre betalt job som trainee-sælger i den amerikanske computervirksomhed Control Data, tog han springet.

Da [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) begynder i 1985, er Henrik blevet en succesfuld salgschef. Hans karriere har bevæget sig hurtigt — dels fordi han er god til det, han laver, dels fordi han tager initiativ, men mest på grund af den slags heldige tilfældigheder, som erhvervsbiografier ofte foretrækker at ignorere.

Han har klaret sig godt. Men den virksomhed, han arbejder for, er i vanskeligheder.

Computerteknologien er under forandring. Nye konkurrenter dukker op. Control Datas tidligere stærke position er ved at svækkes. Men så åbner historien en dør.

Mikhail Gorbatjov er kommet til magten som generalsekretær for Sovjetunionens Kommunistiske Parti og lancerer det, der bliver kendt som glasnost og perestrojka. Den kolde krig begynder at tø op. Sovjetunionen har brug for to ting, hvis systemet skal overleve: lavere militærudgifter og adgang til moderne teknologi.

[![Collage showing Earth from space, two vintage TV screens with politicians, a hazy cityscape with a church spire, and red Soviet flags in front of poles.](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)Det første skaber en åbning for diplomati.

Det andet fanger vestlige virksomheders opmærksomhed.

For Control Data, og for Henrik personligt, kan Sovjetunionen vise sig at være hans livs mulighed.

Det er historiens ydre handling.

Den indrer spænding ligger det egentlige spørgsmål:

> Hvor langt er vi villige til at gå, når præmien er meget stor?

# Geopolitik kan skabe forretningsmuligheder

Vi kan godt lide at tro, at markeder åbner sig, fordi kunder har problemer, og leverandører har løsninger.

Indimellem er det sådan. Men af og til åbner de sig, fordi verden forandrer sig.

I 1985 skabte Gorbatjovs forsøg på at reformere Sovjetunionen en ny geopolitisk situation. Hele den sovjetiske økonomi havde desperat brug for moderne teknologi. Fabrikker, ministerier, infrastruktur, forskningsinstitutioner og administrative systemer var alle sakket bagud.

Men energi- og råstofsektorerne havde en særlig betydning. De gav Sovjetunionen den bedste mulighed for at tjene den hårde valuta, der skulle bruges til at betale for importeret teknologi. Det skubbede dem øverst op på den politiske prioriteringsliste. Og fordi højtydende computere til videnskabelige, industrielle og energirelaterede formål netop var Control Datas kernemarked, så virksomheden en sjælden og potentielt enorm mulighed.

For Control Data var dette ikke bare endnu et eksportmarked. Det var en redningsbåd: en chance for at holde virksomheden flydende, mens den tilpassede sig de nye markedsvilkår, der var undervejs i Vesten.

[![Man in a suit presents a poster labeled 'SUPERCOMPUTER' showing a tall computer tower and monitor to a suited audience in a wood-paneled room on an easel.](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)Men når forretningsmuligheder opstår ud af geopolitik, er reglerne aldrig rent kommercielle.

Ethvert møde har flere lag. Ethvert håndtryk kan betyde mere, end det umiddelbart ser ud til. Regeringer, virksomheder, ministerier, efterretningstjenester og lokale mellemmænd har alle deres egne grunde til at ønske, at projektet lykkes — eller mislykkes.

Henrik ankommer til Moskva i den tro, at han er der for at sælge computere.

Han opdager snart et gigantisk potentiale, men også at han er trådt ind i et system, hvor teknologi, diplomati, statslige interesser og private ambitioner er filtret sammen.

# Når ét projekt bliver redningsplanken

Den samme teknologiske udvikling, der gør den sovjetiske mulighed attraktiv, undergraver også Henriks egen virksomhed.

Control Data har overset vigtige skift i markedet. Virksomhedens produkter mister konkurrencekraft. Den har brug for en saltvandsindsprøjtning, og et stort sovjetisk projekt kan blive redningsbåden.

Det er farligt.

Når en virksomhed bliver afhængig af nogle få store projekter, ændrer dømmekraften sig.

Ting, der normalt ville være blevet afvist som for risikable, får pludselig et ekstra opmærksomhed. Advarselstegn omdøbes til håndterbare komplikationer. Folk strækker sig længere, end de burde, fordi alternativet er uhyggeligt.

Det er et af de tilbagevendende dilemmaer i erhvervslivet. Afhængighed svækker disciplinen og den sunde dømmekraft.

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)Når pipelinen er sund, er det let at værne om værdier, compliance og strategisk fokus. Når virksomhedens fremtid kan afhænge af én handel, ændrer samtalen sig.

Tallene begynder at overdøve alt andet.

Når alt står på spil, skærpes villigheden til at fjerne forhindringer. Med alt at vinde og alt at tabe skrues der op for kynismen, og de finere hensyn bliver fejet ind under gulvtæppet.

Det, der før så tvivlsomt ud, begynder at ligne en nødvendighed. Det, der før føltes som en grænse, man ikke skulle krydse, bliver blot endnu en flytbar barriere for virksomhedens overlevelse.

Henrik forstår snart, at den sovjetiske mulighed kan redde virksomheden. Han forstår også, at den vil trække ham ind i situationer, hvor både virksomhedens politik og hans personlige værdier bliver sat under pres. Er han parat til at gå hele vejen?

# De officielle regler er ikke de virkelige

I et autokratisk bureaukrati som det sovjetiske er de officielle regler kun ét lag af virkeligheden.

Der findes procedurer, ministerier, godkendelseskanaler, komitéer og skriftlige regler. Men ved siden af dem findes et andet system: tjenester, adgang, personlige relationer, uformelle betalinger og stille aftaler. Korruption er ikke bare en afvigelse fra systemet. Den er blevet en del af den måde, systemet fungerer på.

Embedsmænd har fundet veje uden om reglerne. Mellemmænd ved, hvilke døre der betyder noget. Beslutninger kan være formelt begrundede, men de egentlige beslutninger træffes andre steder og på andre vilkår.

[![Two suited men discuss documents at a dark wooden desk in a vintage office; one holds a folder labeled Techosystem.](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-600x400.png)For en vestlig virksomhed skaber det et brutalt dilemma. Hvis du nægter at spille med, kan du miste alt. Hvis du spiller med, risikerer du at krydse juridiske, etiske og personlige grænser. Og hvis dine konkurrenter er villige til at gøre det, du ikke vil, kan renhed hurtigt blive en luksus, du ikke kan tillade dig.

Henrik har set versioner af dette før i Saudi-Arabien. Han ved, at det er kommercielt fatalt at insistere på lærebogsprocedurer i et miljø, der ikke kører efter bogen.

Men han ved også, at det første kompromis sjældent bliver det sidste.

Når du først accepterer, at “det er bare sådan, tingene fungerer her”, kan du snart finde dig selv i at forsvare handlinger, som du tidligere ville have fordømt.

# Efterretningstjenester har deres egne dagsordener

Hvor politikere ser reformer, og virksomheder ser salg, ser efterretningstjenester muligheder og trusler.

I [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) må Henrik navigere ikke kun mellem sovjetiske ministerier og amerikanske virksomhedskrav, men også mellem KGB’s og CIA’s dagsordener.

Hver af dem arbejder efter sin egen logik. Hver af dem vil have information. Hver af dem vil have indflydelse. Hver af dem er parat til at bruge mennesker, der måske ikke fuldt ud forstår det spil, de er blevet en del af.

Henrik er ikke spion. Han er forretningsmand. Men i den kolde krigs efterår er skellet ikke så klart, som han gerne ville have det.

En udenlandsk forretningsmand med adgang til amerikansk teknologi, sovjetiske embedsmænd, vestlige ambassader og ikke mindst penge er interessant for mange. Han er måske ikke nyttig i dag. Men han kan blive nyttig i morgen. Det er sådan, indflydelse fungerer. Den indsamles, før der bliver brug for den.

[![](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)Det er et af bogens mørkere temaer. Efterretningstjenester rekrutterer ikke kun mennesker, der allerede ligger inde med hemmeligheder. De identificerer også fremtidige muligheder.

En lille tjeneste. En mindre ulovlighed. En kompromittierende situation. En hjælpsom kontakt. Alt sammen kan blive nyttigt senere.

Henrik må lære at skelne mellem gæstfrihed, korruption, manipulation og fælder. Det er ikke let, når alle smiler, og krukken med guld for enden af regnbuen synes så tæt på.

# Succes har altid en høj pris

International forretning har endnu en omkostning. Den optræder sjældent i regneark.

Tid væk.

Store projekter kræver rejser, aftener, weekender, forsinkede fly, hotelværelser, middage med fremmede og telefonopkald hjem på ubelejlige tidspunkter. På kort sigt virker ofret acceptabelt. Eventyret er spændende. Projektet er vigtigt. Muligheden er sjælden. Pengene er attraktive.

Men familielivet går ikke på pause, mens forretningen accelererer.

Henrik har en kone, Sammy, to små børn, et hjemmeliv, venskaber og et rockband, der også kræver hans tid. Hvert enkelt valg kan være let at forsvare.

Én rejse. Ét møde. Ét job med bandet. Én sen aften. Ét ekstra skub.

Problemet er ophobningen.

[![](https://hpbech.com/wp-content/uploads/Henrik-and-family-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-and-family-600x400.png)De værdier, der i sidste ende betyder mest, er ofte dem, der lettest ofres på kort sigt: nærvær, tillid, kærlighed, fælles ansvar, tid med børnene, mens de stadig er børn, og de små rutiner, der holder en familie sammen.

Når den grønne gulerod dingler foran os, glemmer vi ofte at spørge, hvad vi ofrer for at jagte den.

# Erhvervsromaner kan lære os noget, businessbøgerne ikke kan

Jeg skriver også traditionelle erhvervsbøger. Jeg tror på rammer, modeller og struktureret tænkning. De hjælper os med at se mønstre og træffe bedre beslutninger.

Men praksis passer aldrig perfekt til teorien. Djævelen ligger altid i detaljen. Ikke i en Boston Matrix, men i det møde, hvor nogen siger noget tvetydigt. I den middag, hvor en tjeneste antydes. I hotellets lobby, hvor en tilfældig samtale ændrer hele magtbalancen. I budgetmødet, hvor alle ved, at målet er urealistisk, men ingen vil sige det højt. I det øjeblik, hvor det at gøre det rigtige kan koste handlen.

Derfor mener jeg, at vi kan lære meget om erhvervslivet ved at følge Henrik Bertelsen – hans initiativer, beslutninger, fejl, rationaliseringer og kompromiser. Vores virksomheder opfører sig ikke som de forretningsmodeller, vi har designet. Det påvirkes af mennesker under pres, med ufuldstændig information, blandede motiver, personlige ambitioner og private bekymringer.

*[![Man in a suit stands in a cluttered 1960s hotel room, looking off to the side amid maps, money, and a rotary phone.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)*[*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/) er nok en koldkrigsthriller. Men den er også en erhvervsroman om trivielle forretningsbeslutninger, internationalt salg, ubehagelig afhængighed, åbenlys korruption, virksomhedens overlevelse, familiemæssige omkostninger og moralsk erosion.

Et kompas, der bruger penge som sin nordstjerne, kan føre dig til interessante steder.

Det kan endda gøre dig rig.

Men det fører dig ikke nødvendigvis hjem.

[*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) er tilgængelig dér, hvor du normalt køber dine bøger, og i det format, du foretrækker.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")

[En del af Henrik Bertelsen Sagaen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Tre-Boger-DE-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Blog, Business development, Globalisation, Marketing, Politics, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [En geopolitisk mulighed: At sælge supercomputere bag jerntæppet](https://hpbech.com/a-geopolitical-opportunity-selling-supercomputers-behind-the-iron-curtain/)

**Published:** June 15, 2026
**Author:** Hans Peter Bech

**Content:**

[![Man in a suit presents a poster labeled 'SUPERCOMPUTER' showing a tall computer tower and monitor to a suited audience in a wood-paneled room on an easel.](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182.png)Ifølge lærebogen skal en sælger kende konkurrenterne, forstå kunden, håndtere indvendinger og forme sit tilbud, så handlen kan lukkes. I romanen [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) opdager Henrik Bertelsen, at bag jerntæppet har denne rationelle proces langt flere dimensioner, end noget salgskursus kunne have forberedt ham på.

Da han i 1985 bliver sendt til Moskva for at sælge amerikanske supercomputere til den sovjetiske energisektor, lander han midt imellem to systemer, to ideologier og to efterretningstjenester. På papiret er opgaven kommerciel. Henrik repræsenterer [Control Data](https://hpbech.com/da/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/), en amerikansk computervirksomhed under pres fra teknologiske forandringer, faldende konkurrenceevne og strategiske fejltagelser. Sovjetunionen har på dette tidspunkt brug for moderne computerkraft i et omfang, som landets egen industri ikke kan levere.

Alle sovjetiske ministerier og statsinstitutioner hungrer efter ny teknologi. Den mangeårige strategi med at stjæle og kopiere vestlige systemer er slået katastrofalt fejl: kopierne er upålidelige, forældede før de bliver installeret, og ude af stand til at levere den computerkapacitet, økonomien nu kræver.
Muligheden er enorm. Hvis Sovjetunionen kan købe vestlige computere til civile formål, kan Control Data måske sikre ordrer, der er store nok til at hjælpe virksomheden gennem en presserende omstrukturering. Men i et politisk system, hvor hele nationens behov for computerkraft kan samles i én gigantisk indkøbsordre styret af ét statsligt kontor, er invitationen til urent trav indbygget i selve strukturen. Når dette system på forhånd er gennemsyret af korruption, hemmelighedskræmmeri og en kronisk mangel på gennemsigtighed, bliver en kommerciel mulighed af denne størrelse til en rå kamp om adgang, indflydelse og kontrol.

# Glasnost åbner døren

[![](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500-400x400.png)

Da Mikhail Gorbatjov kom til magten i 1985, var Sovjetunionen allerede i dyb krise. Den økonomiske vækst var gået i stå.

Planøkonomien kunne mobilisere ressourcer, men den kunne ikke skabe innovation. Landet havde enorme reserver af olie, gas og råstoffer, men en effektiv udnyttelse af dem krævede teknologi, som det sovjetiske system ikke kunne producere i tilstrækkelig kvalitet og kvantitet.

Gorbatjovs tidlige udmeldinger om glasnost, uskorenie og senere perestrojka antydede en ny tilgang. Glasnost lovede større åbenhed. Uskorenie betød acceleration. Perestrojka, der for alvor kom til syne i 1986, indebar en omstrukturering. Bag disse luftige begreber lå en hård sandhed: den sovjetiske økonomi havde desperat brug for en saltvandsindsprøjtning.

For vestlige virksomheder lignede åbningen en mulighed, der kun opstår én gang i en generation. Men for de vestlige regeringer opstod der nu et strategisk dilemma. At støtte Gorbatjov kunne mindske spændingerne i den kolde krig og fremme reformer. Det kunne også styrke en modstander, hvis militær og efterretningstjenester fortsat var fjendtligt indstillet over for Vesten.

For Henrik ligner det en mulighed for et nyt eventyr. Han keder sig i sit chefjob, og hans forretningsområde lider under de strategiske fejltagelser, som Control Data har begået. De produkter, han skal sælge, har mistet deres konkurrencemæssige styrke, og den succes, han oplevede i sine første år i virksomheden, synes langsomt at klinge af.

At blive sendt til Sovjetunionen minder ham om turen til [Saudi-Arabien i 1979](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573). Dengang var han også blevet kastet ud i en opgave, hvor reglerne var uklare, kulturen fremmed og udfaldet uforudsigeligt. Den slags udfordringer tiltaler ham. Han trives bedst, når opgaven ikke på forhånd kan presses ind i en salgsmanual, og når sproglige, kulturelle og politiske barrierer gør spillet mere komplekst end en almindelig forhandling.

For Control Data er han derfor et oplagt valg. Han er dansker i en amerikansk virksomhed: europæer, tilsyneladende succesfuld, kommercielt ambitiøs og vant til at navigere mellem forskellige kulturer. Han har tidligere vist, at han kan skabe resultater uden for de vante rammer, og han kommer fra et lille land uden samme ideologiske tyngde som USA. I Moskva kan det være en fordel. Han er tæt nok på amerikanerne til at repræsentere deres teknologi, men langt nok fra Washington til at virke mindre truende.

Selv for en udenforstående er det oplagt, at Sovjetunionen må have et gigantisk behov for computere. Alene det at styre en planøkonomi gennem femårsplaner må kræve kolossale økonomiske modeller, enorme datamængder og en regnekraft, som systemet ikke selv kan levere. Det forstår Henrik intuitivt: Hvis Control Data kan få adgang til bare en del af dette behov, kan projektet blive større end noget, han tidligere har arbejdet med.

# Kunden er ikke en kunde

[![](https://hpbech.com/wp-content/uploads/ChatGPT-Image-Jun-14-2026-05_19_06-PM-400x400.png)](https://hpbech.com/wp-content/uploads/ChatGPT-Image-Jun-14-2026-05_19_06-PM-400x400.png)Henrik lærer hurtigt, at Sovjetunionen ikke har kunder i vestlig forstand. Den har ministerier, institutter, planlægningskontorer, handelsmyndigheder, politiske fraktioner og sikkerhedstjenester. De mennesker, der har brug for computere, er ikke nødvendigvis dem, der har lov til at købe dem. Dem, der har lov til at forhandle, forstår måske ikke teknologien. Dem, der forstår teknologien, har måske ingen direkte myndighed over pengene. Og omkring dem alle svæver KGB.

På et normalt marked ville Henrik identificere beslutningstagerne og påvirke deres præferencer med argumenter. I Moskva må han først finde ud af, hvem de overhovedet er. Ét ministerium ønsker måske udstyret. Et andet kontrollerer importprocessen. En tredje institution skal måske levere lokal support. Én fraktion ønsker projektet gennemført, fordi det styrker reformerne. En anden ønsker at sabotere det, fordi afhængighed af Vesten er politisk risikabel.

Den sovjetiske side ønsker vestlig teknologi, men ikke vestlig kontrol. Den har brug for amerikansk computerkraft, men frygter amerikansk indflydelse. Den ønsker modernisering, men inden for et system, der er skabt til at forhindre åbenhed.

Henriks møder med sovjetiske embedsmænd afslører modsætningen. Behovet for computere er reelt, og anvendelserne er civile og økonomisk rationelle: energiudvinding, geologiske undersøgelser, atomkraft, produktionsplanlægning, simuleringer og databehandling. Men enhver teknisk samtale er også politisk. En computer installeret i et ministerium er ikke blot et værktøj; den er et knudepunkt i et strategisk netværk, der i årtier har arbejdet på at underminere vestligt demokrati og vestlige interesser.

# I CIA’s skygge

Amerikanerne har også en dobbelt dagsorden. Amerikanske virksomheder ønsker at drage fordel af tøbruddet i forholdet mellem Øst og Vest, og nogle argumenterer for, at støtte til udvalgte civile sektorer kan hjælpe Gorbatjov med at føre Sovjetunionen i en mindre konfrontatorisk retning.

[![](https://hpbech.com/wp-content/uploads/Henrik-in-the-US-State-Department-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-in-the-US-State-Department-500-400x400.png)Men CIA’s bekymringer er indlysende. Den samme computerkraft, der kan forbedre olieefterforskning, kan også understøtte våbenudvikling. De samme systemer, der kan modellere geologiske formationer, kan modellere missilbaner, nukleare processer eller militær logistik. Når maskinerne først er sendt af sted, hvor bliver de så præcist installeret? Hvem får adgang til dem? Kan de overvåges? Kan de deaktiveres, hvis den kolde krig bliver koldere igen?

Det er det centrale geopolitiske dilemma i Henriks mission. Control Data vil sælge så meget som muligt. Sovjetiske ministerier vil anskaffe så meget som muligt. Reformfolk ønsker teknologi til at genoplive økonomien. Hardlinere ønsker kontrol. Amerikanerne ønsker kommerciel fordel uden strategisk risiko. CIA ønsker indsigt og sikkerhedsforanstaltninger.

Henrik forstår snart, at hvis han skal sikre Control Data en aftale, må han spille det sovjetiske spil. Men før han kan det, må han forstå det: hvem kontrollerer adgangen, hvem forventer betaling, hvem kan påvirke prioriteringerne, og hvem lader blot som om, de betyder noget. Han må også lære at holde forseelser på afstand, skjult for de amerikanske myndigheder, hvis godkendelse projektet stadig afhænger af. Samtidig opdager han, at spillet ikke kun handler om at betale for indflydelse; det handler også om selv at opnå handlekraft, så de investeringer, der foretages i skyggerne, faktisk fører til resultater.

# The KGB’s Interest

For KGB er Henrik nyttig for flere konkurrerende fraktioner, hver med sin egen dagsorden.

Én afdeling beskæftiger sig med udenlandske aktiver og operationer. Den mangler konstant hård valuta, en kronisk sovjetisk svaghed forværret af autarki og regimets manglende evne til at skabe tilstrækkelig konvertibel indkomst. For denne gruppe repræsenterer Henrik adgang til dollars. For den rette sum kan de hjælpe ham med at navigere i systemet, åbne døre og måske sikre den aftale, Control Data har så hårdt brug for.

[![](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500-400x400.png)En anden fraktion ser ham som et fremtidigt aktiv. Henrik sidder måske ikke på militære hemmeligheder, men han har adgang, bevægelsesfrihed og vestlig tillid. Han bevæger sig mellem amerikanske embedsmænd, vestlige virksomheder og sovjetiske institutioner. Det gør ham værd at opdyrke. Målet er ikke nødvendigvis at rekruttere ham med det samme, men at kompromittere ham i stilhed, gemme beviserne og bruge dem senere, når han er blevet mere værdifuld.

En tredje gruppe er indlejret i et bredere korruptionsnetværk. Den kontrollerer, eller hævder at kontrollere, adgangen til de egentlige beslutningstagere, hvis støtte er afgørende, hvis Control Data skal vinde ordrer. Dens interesse er direkte: penge i bytte for indflydelse. Den behøver ingen ideologi for at retfærdiggøre sig selv. Den sidder ganske enkelt mellem sælgeren og salget.
Det gør Henriks position langt farligere, end han først forstår. Han har ikke med ét sovjetisk system at gøre, men med flere overlappende systemer: efterretning, bureaukrati, korruption og udenrigshandel. Hvert system taler sit eget sprog. Hvert system vil noget forskelligt med ham. Ét tilbyder hjælp, et andet indsamler pressionsmidler, et tredje kræver betaling, og de holder alle øje med hinanden.

Det bliver afgørende at forstå, hvem der er hvem, og hvad hver spiller egentlig ønsker. Henrik må lære at spille spillet uden at blive en marionetdukke. Han har brug for lokal hjælp, men lokal hjælp skaber forpligtelser. Forpligtelser skaber sårbarhed. I Moskva kan enhver praktisk løsning senere blive omfortolket som bevis, gæld eller forræderi. Jo mere lovende projektet bliver, desto mere udsat er han.

# Korruption som driftsmodel

Henrik lærer, at korruption ikke er en undtagelse i det sovjetiske system. Den er vævet ind i den måde, magt, knaphed og adgang fungerer på. Den officielle struktur taler måske ministeriernes, planernes, indkøbsprocedurernes og statens prioriteringers sprog, men under den ligger en konkurrerende markedsplads for tjenester, indflydelse og hård valuta.

Adgang har værdi. Rejser har værdi. Udenlandsk valuta har værdi. En studierejse til USA har værdi. En konsulentaftale har værdi. En anbefaling har værdi. Selv løftet om at blive introduceret til den rette person kan blive en regning.

[![Man in a suit sits at a dark wooden desk counting cash, in a retro hotel-like lobby; a receptionist looms in the background and a man passes in a doorway.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-400x400.png)Problemet er, at Henrik ikke står over for én korrupt dørvogter. Han bevæger sig gennem overlappende netværk, hver med sin egen logik. Én gruppe vil have hård valuta. En anden vil have fremtidig kontrol over ham. En tredje vil blive betalt for adgang til de mennesker, der kan påvirke de faktiske ordrer. Det, der udefra ligner “den sovjetiske side”, er i praksis en labyrint af fraktioner, kontorer og personlige interesser.

Henrik kan ikke bare nægte at forholde sig til denne virkelighed. Hvis han insisterer på rene vestlige procedurer i et system bygget på uformelle aftaler, risikerer han at miste projektet til konkurrenter, der forstår spillet bedre, og som er mere villige til at spille det. Hvis han engagerer sig for direkte, risikerer han at overtræde amerikansk antikorruptionslovgivning, ødelægge sin karriere og trække Control Data med ned.

Hans løsning er det velkendte kompromis: at holde sine egne hænder formelt rene, mens sovjetiske partnere håndterer det praktiske. Det kan være kommercielt klogt, men er moralsk risikabelt. Når korruption bliver noget, andre håndterer på ens vegne, er man ikke undsluppet den. Man har blot outsourcet den.

Samtidig lærer Henrik, at det ikke er nok at betale. I et korrupt system kan penge forsvinde uden at skabe noget som helst. Udfordringen er ikke blot at gøre betalingerne usynlige for amerikanerne, men at sikre, at de køber indflydelse, adgang og resultater. Han må skjule spillet for dem, der vil straffe ham for at spille det, mens han opnår tilstrækkelig handlekraft inden for spillet til ikke at blive dets nyttige fjols.

Ifølge læserne er det en af romanens skarpeste forretningsmæssige indsigter. Virksomheder forestiller sig ofte, at risiko kan overføres til agenter, konsulenter eller lokale partnere. I virkeligheden vender risikoen tilbage i en anden form. Fakturaen kan være ren, men formålet bag den er det ikke. Kontrakten kan forsvares, men konteksten kan ikke. Sælgeren kan stadig fremstå compliant på papiret, mens han udmærket ved, hvad pengene skal udrette, og frygter, at det stadig ikke er nok.

# Chernobyl and the End of the Illusion

Den historiske virkelighed i årene 1985-1989 giver Henriks historie dens dybere vægt. I 1985 virker alt muligt. Gorbatjov er ny. Reagan er villig til at tale. Topmødet i Genève signalerer bevægelse. Vestlige virksomheder begynder at forestille sig Sovjetunionen som et fremtidigt marked.

Så kommer 1986.

[![](https://hpbech.com/wp-content/uploads/Chernobyl-after-explotion-500-400x400.png)](https://hpbech.com/wp-content/uploads/Chernobyl-after-explotion-500-400x400.png)Tjernobylkatastrofen afslører netop de svagheder, glasnost skulle rette op på: hemmelighedskræmmeri, frygt, bureaukratisk lammelse, fordrejet rapportering, teknologisk overmod og foragt for ubekvemme fakta. For Henrik er Tjernobyl ikke blot en historisk begivenhed. Det er historiens moralske åbenbaring. Korruption og mangel på gennemsigtighed er ikke lokale ulemper. De kan forgifte luft, jord, politik og tillid langt ud over nationale grænser.

Efter Tjernobyl bliver tanken om at overføre avanceret vestlig teknologi til Sovjetunionen endnu mere kompliceret. Hvis den sovjetiske stat ikke kan være åben om en atomkatastrofe, hvordan kan man så stole på, at den kun vil bruge importeret teknologi til godkendte civile formål? Hvis ministerier skjuler fejl for hinanden, hvordan kan vestlige leverandører så garantere, hvor deres systemer ender? Hvis efterretningstjenesterne ser ethvert forhold som en kilde til pressionsmidler, hvem kontrollerer så egentlig handlen?

I 1987, 1988 og 1989 fortsætter tøbruddet på én måde. Våbenkontrollen gør fremskridt. Gorbatjov vinder beundring i udlandet. Sovjetiske borgere taler mere åbent. Østeuropa begynder at bevæge sig. Men det økonomiske mirakel kommer aldrig. Systemet kan ikke reformere sig selv hurtigt nok uden at undergrave sine egne fundamenter. Vestlig kapital ankommer ikke i det nødvendige omfang. Planøkonomien forbliver fanget mellem kontrol og modernisering.

# Korruptionen, der gør modstand

Henriks mission rejser et spørgsmål, der er større end selve det sovjetiske projekt: Hvad sker der, når kommercielle ambitioner træder ind i et system, hvor korruption allerede er en del af driftsmodellen?

Svaret er ikke beroligende. Korruption er sjældent én enkelt transaktion eller ét enkelt uærligt menneske. Den er et levende system af tjenester, forventninger, genveje og tavse forståelser. Når den først slår rod, bliver den selvbeskyttende. Den belønner dem, der deltager, isolerer dem, der modsætter sig den, og straffer enhver, der truer med at afsløre den.

Derfor er korruption så svær at komme til livs. Den sidder ikke stille, mens anstændige mennesker forsøger at rydde op.

> Hvis man bekæmper korruption, stritter korruptionen imod.

[![](https://hpbech.com/wp-content/uploads/Henrik-at-the-airport-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-at-the-airport-500-400x400.png)I [*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) opdager Henrik dette skridt for skridt. Det sovjetiske system tolererer ikke blot uformelle betalinger og skjult indflydelse; det afhænger af dem. Adgang kontrolleres. Information rationeres. Beslutninger er uigennemsigtige. Alle hævder at kende nogen, der betyder noget. Alle antyder, at den rette introduktion, rejse, konsulenthonorar eller tjeneste kan bringe projektet videre.

For en sælger under pres er det et farligt miljø. Forretningsinteresser vil altid søge måder at lukke handlen på, ikke fordi forretningsfolk nødvendigvis er umoralske, men fordi de belønnes for resultater. Omsætning tæller. Markedsandel tæller. At vinde tæller. Forklaringer kan skrives bagefter.

Uden stærke værn glider organisationer i retning af misbrug. Langsomt i begyndelsen, derefter med alarmerende hast. Én undtagelse danner præcedens. En skjult betaling bliver en nødvendig omkostning ved at drive forretning. Den første kompromitterede beslutning bliver grunden til, at den næste også må kompromitteres. Det er korruptionens ondskab: Den breder sig som en kræftsvulst.

Henriks dilemma er, at hvis han nægter at spille spillet, kan det koste Control Data handlen. Han kan sige til sig selv, at systemet allerede er råddent, at konkurrenterne sandsynligvis gør noget værre, og at hans sovjetiske partnere håndterer det beskidte arbejde. Men outsourcing af korruption får den ikke til at forsvinde. Den flytter blot pletten ud af syne. For en tid.

Romanens løftede pegefinger er derfor ikke begrænset til Sovjetunionen. Enhver organisation kan drive i samme retning, når incitamenterne er stærke, og kontrollen er svag. Når kun resultater tæller, bliver metoderne til forhandling. Når metoderne bliver til forhandling, bliver integritet en omkostning. Og når integritet bliver en omkostning, vil nogen altid hævde, at virksomheden ikke har råd til den.

Derfor er forebyggelse vigtigere end redning. Når korruption først har indlejret sig, kræver det mere end regler, taler og gode intentioner for at fjerne den. Det kræver gennemsigtighed, ansvarlighed, uafhængigt tilsyn og ledere, der er villige til at tage en risiko for fællesskabet.

Uden værn bliver systemer korrupte. Det er en regel, der er næsten lige så forudsigelig som tyngdeloven.

### Den historiske baggrund for *For ussel mammon*

Denne artikel beskriver det politiske og teknologiske miljø, der inspirerede Hans Peter Bech til hans geopolitiske business-thriller *For ussel mammon*.

Romanen foregår i årene 1985–1986 og kombinerer fiktive personer med de politiske, teknologiske og forretningsmæssige realiteter i Den Kolde Krigs sidste fase.

[Læs mere om *For ussel mammon* →](https://hpbech.com/books/for-ussel-mammon/ "For ussel mammon")
[En del af Sagaen om Henrik Bertelsen →](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/ "Henrik Bertelsen Sagaen")

[![Tre romaner af Hans Peter Bech placeret fra venstre mod højre på en brun struktureret baggrund: Balladen i Mekka, For ussel mammon og Helt fra bunden.](https://hpbech.com/wp-content/uploads/Romaner-S.png)](https://hpbech.com/wp-content/uploads/Romaner-S.png)

**Categories:** Admin, Blog, Book reviews, Business development, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Sådan klarede The Dollar Compass sig i den første uge efter udgivelsen](https://hpbech.com/the-dollar-compass-how-the-book-performed-in-its-first-week/)

**Published:** June 30, 2026
**Author:** Hans Peter Bech

**Excerpt:** The Dollar Compass henvender sig til læsere, der holder af spionage, koldkrigshistorie og politisk suspense, men også til læsere med interesse for teknologi, international forretning, innovation, ledelse og de moralske gråzoner i arbejdslivet.

**Content:**

## En koldkrigsthriller om teknologi, magt og moralske kompromiser

[![](https://hpbech.com/wp-content/uploads/3D-Mammon-std3_500x750-267x400.jpg)](https://hpbech.com/wp-content/uploads/3D-Mammon-std3_500x750-267x400.jpg)

Jeg skrev [*For ussel mammon*](https://hpbech.com/da/boeger/for-ussel-mammon/), fordi jeg ønskede at fortælle en historie om forretning, teknologi og geopolitik på et tidspunkt, hvor den kolde krigs sidste krampetrækninger begyndte at ryste jorden under os alle.

Året er 1985. Mikhail Gorbatjov er kommet til magten i Sovjetunionen. I Vesten følger man udviklingen nøje og spørger sig selv, om glasnost og perestrojka er reelle tegn på forandring – eller blot ny indpakning af et forældet og fjendtligt regime.

Samtidig er den sovjetiske økonomi under hårdt pres. Hele landets industrielle base har brug for moderne teknologi. Sovjetunionen er håbløst bagud, og manglen på avanceret databehandling, automatisering og moderne produktionssystemer hæmmer væksten i næsten alle sektorer. For vestlige virksomheder ligner det både en politisk åbning og en mulighed for meget store kontrakter.

Ind i denne situation træder Henrik Bertelsen, en dansk sælger ansat i en kriseramt amerikansk computervirksomhed. Han bliver involveret i en dristig plan om at levere avancerede amerikanske supercomputere til Sovjetunionen. Hvad der begynder som en kommerciel mulighed, udvikler sig hurtigt til noget langt mere kompliceret. Teknologi, politik, efterretningstjenester, eksportkontrol, personlig ambition og moralske kompromiser bliver viklet ind i hinanden.

[*For ussel mammon*](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641) – på engelsk [*The Dollar Compass*](dollarhttps://hpbech.com/books/the-dollar-compass/) – er derfor ikke blot en koldkrigsthriller. Det er også en fortælling om, hvad der sker, når eventyr, penge og magt begynder at trække mennesker væk fra deres værdier. Det centrale spørgsmål er enkelt: Når kompasset peger mod pengene, hvor fører det dig så hen?

## Udgivet i tre formater

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Keynote-1-scaled-e1700349321130-542x800.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Keynote-1-scaled-e1700349321130.jpeg)

Den engelske udgave, [*The Dollar Compass*](https://hpbech.com/da/boeger/for-ussel-mammon/), udkom internationalt den 18. juni 2026 som e-bog, paperback og lydbog.

Som en relativt ukendt skønlitterær forfatter, der skriver på engelsk, vidste jeg fra begyndelsen, at synlighed ville blive den største udfordring. Verden mangler ikke thrillere. Læserne har mange etablerede forfattere at vælge imellem, og Amazons digitale boghylder er fyldt med titler, som allerede har hundredvis eller tusindvis af anmeldelser.

Derfor valgte jeg at bruge Amazons femdages Free-for-Kindle-kampagne i den første uge efter udgivelsen. Fra 22. til 26. juni kunne læserne downloade Kindle-udgaven af *The Dollar Compass* gratis. Målet var ikke kortsigtet omsætning. Målet var rækkevidde, synlighed og momentum.

## Gratis Kindle-kampagnen virkede

Effekten kom hurtigt.

[![](https://hpbech.com/wp-content/uploads/Amazon-Best-Seller-S-280x280.png)](https://hpbech.com/wp-content/uploads/Amazon-Best-Seller-S-280x280.png)

Under kampagnen rykkede *The Dollar Compass* op i toppen af flere Kindle-kategorier på Amazon. På et tidspunkt nåede den #1 i *Espionage Thrillers*, #1 i *20th Century Historical Fiction* og #2 i *Political Thrillers & Suspense*. Dens samlede placering i den gratis Kindle-butik forbedrede sig også markant – fra de lavere hundredeplaceringer til omkring #124 og senere fortsat synlighed omkring #150 i *Free Kindle Store*.

For en ny bog med kun få tidlige anmeldelser var det en meget opmuntrende præstation i den første uge. I kategorien *20th Century Historical Fiction* lå *The Dollar Compass* side om side med titler af forfattere som George Orwell og Ernest Hemingway. I *Espionage Thrillers* konkurrerede den med bøger, der har tusindvis af læservurderinger. Og i *Political Thrillers & Suspense* nåede den samme lister som veletablerede serier og genreforfattere.

## Hvorfor gratis downloads betyder noget

En gratis download er selvfølgelig ikke det samme som et betalt salg. Det er jeg helt klar over.

Men for en ny skønlitterær titel har gratis downloads en anden vigtig funktion: De bringer bogen ud til læsere, som ellers aldrig ville have opdaget den. Mange læsere tøver naturligt med at give en forfatter, de ikke kender, en chance. Et gratis Kindle-tilbud fjerner den barriere. Det giver bogen mulighed for selv at tage det første skridt.

Det er især vigtigt for skønlitteratur. En fagbog kan ofte sælges på et konkret løfte: Lær denne metode, løs dette problem, forbedr denne proces. En roman beder om noget mere krævende. Den beder læseren bruge flere timer i en verden skabt af en forfatter, de måske ikke kender. Når prisen i nogle få dage sættes til nul, bliver beslutningen lettere.

## Facebook-annoncerne skabte momentum

[![Promotional image for a geopolitical thriller book: 'The Dollar Compass' by Hans Peter Bech, with US and Soviet flags on the cover. Free for Kindle.](https://hpbech.com/wp-content/uploads/Compass_UK_Ad1-280x280.png)](https://hpbech.com/wp-content/uploads/Compass_UK_Ad1-280x280.png)

Vi understøttede Free-for-Kindle-kampagnen med annoncering på Facebook.

Annoncerne fokuserede på bogens kerne: en geopolitisk thriller baseret på virkelige begivenheder, placeret i den kolde krigs verden af teknologi, supercomputere og moralsk bedrag. Det visuelle materiale havde en mørk, filmisk stil, hvor bogforsiden var tydelig, og budskabet “Free for Kindle” ikke var til at overse.

Fra Amazons attribution-liste kunne vi se, at Facebook-annoncerne gjorde præcis det, de skulle. De skabte målbar trafik og hjalp med at omsætte opmærksomhed til Kindle-downloads.

Det er vigtigt, fordi Amazons egne ranglister reagerer på aktivitet. Jo flere læsere der klikker, downloader og engagerer sig i bogen, desto mere synlig bliver titlen på Amazons kategorisider. Synlighed skaber mere synlighed.

Det er et af paradokserne i bogmarkedsføring. Den sværeste læser at nå er ofte den første. Når en bog først begynder at bevæge sig, selv beskedent, begynder platformene at hjælpe. Kategorirangeringer, bestsellerlister, “also bought”-forslag og søgesynlighed bliver mere fordelagtige.

Free-for-Kindle-tilbuddet gav *The Dollar Compass* det første nødvendige skub ind i den cyklus.

## Opmuntrende femstjernede anmeldelser

[![](https://hpbech.com/wp-content/uploads/Review-Scott-280x280.png)](https://hpbech.com/wp-content/uploads/Review-Scott-280x280.png)

De tidlige anmeldelser hjalp også.

Bogen har allerede fået meget fine femstjernede anmeldelser, og en af dem indfanger præcis det, jeg håbede, læserne ville tage med sig fra historien.

Anmelderen skriver, at bogen – efter årtiers arbejde med at analysere teknologiske trends, geopolitiske skift og krydsfeltet mellem magt og innovation –

> “stopped me in my tracks”.

Det er en generøs formulering, men også en vigtig en, fordi anmelderen ikke blot behandler romanen som underholdning.

Anmeldelsen beskriver bogen som en af årets mest tankevækkende læseoplevelser og fremhæver parallellerne mellem den kolde krigs supercomputere og nutidens globale kapløb om kunstig intelligens, cloud computing, halvledere og strategisk teknologi.

Den forbindelse er central for bogen. Selvom historien foregår i 1985 og 1986, er den ikke låst fast i fortiden. De samme spørgsmål er stadig med os.

## Hvorfor historien stadig føles aktuel

- [![Man in a gray coat reads The New York Times on a busy sidewalk; headline: Reagan and Gorbachev to meet in Geneva.](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png)](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png)Hvem kontrollerer kritisk teknologi?
- Hvem får adgang til den?
- Hvornår bliver handel til strategi?
- Hvornår bliver teknologisk udvikling til politisk løftestang?
- Og hvornår bliver en sælger, der blot passer sit arbejde, til en brik i et langt større spil?

Det er ikke længere historiske spørgsmål. De er i høj grad aktuelle. I dag diskuterer regeringer halvledere, kunstig intelligens, cloud-infrastruktur, eksportkontrol og strategiske afhængigheder. Teknologierne har ændret sig, men magtspillene har ikke.

Derfor er *The Dollar Compass* ikke kun en historie om supercomputere i 1980’erne. Det er også en historie om, hvordan teknologi bevæger sig gennem verden som en kraft, der kan bruges til magt, påvirkning og undertiden ødelæggelse.

## Bogens centrale moralske spørgsmål

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)

Anmelderen peger også på bogens moralske dimension: På hvilket tidspunkt kommer jagten på fremskridt i konflikt med vores værdier?

Det spørgsmål præger Henrik Bertelsens rejse. Han er ikke nogen skurk. Han er ikke ideolog. Han er en flittig, ambitiøs sælger, der forsøger at passe sit arbejde, beskytte sin karriere, forsørge sin familie og hjælpe sin virksomhed med at overleve.

Men han arbejder i en verden, hvor enhver praktisk beslutning har politiske konsekvenser, og hvor små kompromiser kan åbne døren for større.

Det er netop det, der gør den kolde krig så velegnet som ramme for fiktion. Presset er ydre, men konflikten er indre. Læseren kan se systemerne arbejde – regeringer, virksomheder, efterretningstjenester, ministerier og bureaukratier – men dramaet afhænger i sidste ende af, hvad enkelte mennesker vælger at gøre, når de bliver sat under pres.

## Efterspørgslen løftede også *Tumult in Mecca*

[![](https://hpbech.com/wp-content/uploads/BIM-for-book-page_bright-S-267x400.png)](https://hpbech.com/wp-content/uploads/BIM-for-book-page_bright-S-267x400.png)

Et andet interessant resultat fra den første uge var, at efterspørgslen efter *The Dollar Compass* også påvirkede salget af *Tumult in Mecca*, den engelske udgave af [*Balladen i Mekka*](https://hpbech.com/da/boeger/balladen-i-mekka/) og første bog i Henrik Bertelsen-sagaen.

Det var opmuntrende, men ikke helt overraskende.

*The Dollar Compass* kan læses som en selvstændig roman, og man behøver ikke have læst første bind for at følge historien. Men fordi Amazon præsenterer bøgerne sammen, vil læsere, der får øje på det ene bind, også blive gjort opmærksomme på det andet. Dermed kan interessen for Henrik Bertelsen i *The Dollar Compass* meget naturligt føre nye læsere tilbage til begyndelsen af hans historie.

*Tumult in Mecca* introducerer ham i 1979, hvor han stadig er økonom i det danske Arbejdsministerium og uventet bliver involveret i et forretningsprojekt i Saudi-Arabien. Ligesom *The Dollar Compass* blander den forretning, historie, kultur og personlige dilemmaer. Rammen er en anden, men det underliggende tema er beslægtet: Almindelige professionelle mennesker bliver trukket ind i ekstraordinære situationer, hvor de må navigere i fremmede systemer, moralsk tvetydighed og kræfter, der er langt større end dem selv.

## En styrkelse af Henrik Bertelsen-sagaen

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-280x280.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-280x280.jpeg)På den måde gjorde den første uges resultater mere end blot at promovere én titel. **De styrkede hele serien.**

Kampagnen gav nye læsere en anledning til at træde ind i Henrik Bertelsens verden, og nogle af dem gik derefter tilbage til første bind. For en forfatter, der er ved at opbygge en flerbindssaga, er det præcis det, der gerne skal ske. Hver ny bog bør øge værdien og synligheden af de andre.

Henrik Bertelsen-sagaen følger en almindelig dansker gennem ekstraordinære historiske øjeblikke, hvor forretning, politik og personlig ambition kolliderer. Bøgerne er forankret i virkelige begivenheder, men de er først og fremmest historier om mennesker: deres valg, svagheder, loyalitet og kompromiser.

Den bredere serieeffekt er derfor et af de mest værdifulde resultater af den første uge.

## En bog i krydsfeltet mellem tre genrer

[![Two men in suits sit at a dark wooden desk comparing papers in a government office, with a Soviet flag and a portrait on the wall behind them.](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500-280x280.png)

Den første uge bekræftede også noget, jeg længe har troet: Skønlitteratur med et stærkt forretningsmæssigt og geopolitisk fundament kan finde læsere uden for det traditionelle thrillerpublikum.

*The Dollar Compass* henvender sig til læsere, der holder af spionage, koldkrigshistorie og politisk suspense, men også til læsere med interesse for teknologi, international forretning, innovation, ledelse og de moralske gråzoner i arbejdslivet.

Bogens placeringer i tre forskellige Amazon-kategorier viser, at denne positionering virker.

***20th Century Historical Fiction*** taler til den historiske ramme. ***Espionage Thrillers*** afspejler efterretnings- og koldkrigselementerne. ***Political Thrillers & Suspense*** indfanger det bredere magtspil.

Bogen lægger sig i krydsfeltet mellem alle tre.

## Hvad den første uge viste

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-2.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-2.png)

Den fem dage lange Free-for-Kindle-kampagne har nu gjort sit arbejde.

Den sænkede adgangsbarrieren for nye læsere, skabte downloads, løftede bogen ind i synlige Amazon-kategorier, understøttede de tidlige anmeldelser og skabte fornyet interesse for *Tumult in Mecca*. Den gav mig også et klarere billede af, hvilke budskaber og annoncevinkler der resonerer med læserne.

For en første uge kunne jeg næppe have ønsket mig meget mere.

Den virkelige test kommer selvfølgelig nu. Gratis downloads skal blive til læsning. Læsning skal blive til anmeldelser. Anmeldelser skal blive til anbefalinger. Og anbefalinger skal blive til betalte salg af e-bog, paperback og lydbog.

Den proces tager tid, især for en forfatter, der stadig er ved at opbygge et internationalt skønlitterært publikum.

## En lovende begyndelse

Men begyndelsen har været lovende.

*The Dollar Compass* har fundet sine første læsere. De har placeret den på Amazons bestsellerlister. De har givet den femstjernede anmeldelser. Og de har bekræftet, at en historie om supercomputere, koldkrigspolitik og moralske kompromiser i 1985 også kan tale til de teknologiske og geopolitiske dilemmaer, vi står over for i dag.

Det er mere end en god start.

Det er et kompas, der peger i den rigtige retning.

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_DK_S.png)](https://hpbech.com/wp-content/uploads/Romaner_DK_S.png)

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

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### [Hvorfor fire stjerner er den perfekte bedømmelse af Tumult in Mecca](https://hpbech.com/why-four-stars-may-be-the-perfect-rating-for-tumult-in-mecca/)

**Published:** July 14, 2026
**Author:** Hans Peter Bech

**Excerpt:** Jeg er tilfreds med fire ud af fem. Det fortæller mig, at bogen har fundet mange af sine læsere uden at blive ufarlig.

**Content:**

---

## Jeg skrev ikke bogen for at behage alle

[![](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mecca-452x400.png)](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mecca-452x400.png)

Ved første øjekast kan en bedømmelse på fire ud af fem stjerner ligne noget, der kun næsten er lykkedes. Forfattere drømmer vel om femstjernede anmeldelser, uforbeholden ros og læsere, der erklærer bogen for perfekt.

Sådan ser jeg ikke på det.

For [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY), den engelske udgave af [*Balladen i Mekka*](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573), synes jeg, at fire ud af fem stjerner er tæt på fremragende.

Ikke fordi jeg ikke sætter pris på femstjernede anmeldelser. Det gør jeg naturligvis. Enhver forfatter bliver glad, når en læser fanges af historien, bliver underholdt og tager sig tid til at skrive en positiv anmeldelse.

Men [*Balladen i Mekka* ](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573)er ikke skrevet for at behage alle. Den er skrevet som en fortælling, der både er morsom, ubehagelig, historisk forankret, moralsk tvetydig og til tider bevidst udfordrende. Den slags bøger bør dele vandene. Hvis den ikke gjorde det, ville jeg have fejlet.

Historien begynder med en næsten absurd tilfældighed. Tre danskere bliver med meget kort varsel involveret i, hvad der viser sig at være en særdeles lukrativ konsulentopgave i Saudi-Arabien. Projektet går ud på at renovere og drive hospitalskøkkener i Taif, tæt på Mekka.

Den ene af danskerne har betydelig faglig erfaring med området. De to andre, herunder hovedpersonen Henrik Bertelsen, har ikke. De er kvikke, lærenemme og handlekraftige, men eksperter er de ikke.

For at gøre situationen endnu mere prekær har den reelle ekspert et alkoholproblem. På et afgørende tidspunkt bliver han ude af stand til at udfylde den rolle, han er blevet taget med for at varetage. Henrik og hans bror Jakob må derfor træde til. De improviserer, observerer, analyserer, skriver, forhandler og optræder med større selvtillid, end deres faktiske erfaring berettiger til.

## Den moralske gråzone

[![](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png)](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png)

---

Allerede her rejser historien en række spørgsmål.

Burde de tre danskere have sagt nej til opgaven? Burde de mere åbent have erkendt, at de var på dybt vand? Eller er det netop sådan, international forretning ofte foregår: ufuldkomne mennesker, mangelfulde informationer, urealistiske tidsfrister og en vis mængde teater?

Bogen giver ikke noget rent moralsk svar, fordi virkeligheden sjældent gør det.

Nogle læsere vil måske opfatte Henrik og Jakob som opportunister. Andre vil se dem som praktiske, modige og entreprenante. Nogle vil more sig over deres evne til at lære undervejs. Andre vil føle ubehag ved, at de bluff­er sig gennem situationer, hvor større ydmyghed måske havde været på sin plads.

Alle disse reaktioner er legitime.

Det er en af grundene til, at en perfekt gennemsnitsbedømmelse næsten ville bekymre mig. Hvis alle læsere fandt bogen uproblematisk og behagelig, havde dilemmaerne ikke været skarpe nok.

Som forfatter kan man nemt blive fristet til at gøre personerne tydeligere, end de er i virkeligheden. Man kan gøre dem til helte eller skurke, så læseren ikke er i tvivl om, hvem der har ret, og hvem der tager fejl. Det kan give en mere behagelig fortælling med klare moralske holdepunkter.

Men sådan er virkeligheden sjældent. Mennesker er ofte både modige og selvoptagede, loyale og opportunistiske, sympatiske og irriterende på samme tid. De træffer beslutninger under pres, med begrænset viden og med motiver, de måske ikke engang selv forstår fuldt ud. Hvis en roman skal føles sand, må den give plads til de modsætninger.

Det kan måske koste nogle læsere undervejs. Til gengæld giver det en mere ærlig fortælling.

## Kultur, religion og læserens egen dom

*[![](https://hpbech.com/wp-content/uploads/Mecca-meeting.png)](https://hpbech.com/wp-content/uploads/Mecca-meeting.png)*

---

*Balladen i Mekka* handler også om kulturforskelle, og det er aldrig et neutralt emne. Historien fortælles fra en ung dansk mands perspektiv i 1979. Henrik rejser til Saudi-Arabien med skandinaviske forestillinger om demokrati, religion, kønsroller, bureaukrati, åbenhed, lighed og personlig frihed.

Han observerer det, han ser. Nogle gange er han nysgerrig. Andre gange morer han sig. Indimellem er han forvirret. Ofte er han kritisk.

Er skildringen af de forskellige kulturer fair og balanceret? Er refleksionerne over religion rimelige? Viser bogen tilstrækkelig forståelse for Saudi-Arabien, som landet var dengang? Eller afslører den også begrænsningerne og fordommene hos den danske iagttager?

Det kan jeg som forfatter ikke svare på for læseren. Det skal jeg heller ikke.

En roman er ikke en domsafsigelse. Den er ikke et afbalanceret politisk notat. Den er en invitation til at træde ind i en situation og opleve den gennem en bestemt bevidsthed. Henrik er ikke et neutralt kamera. Han bringer sin egen baggrund, sine værdier, sine blinde vinkler, sin humor, sin utålmodighed og sit ubehag med sig.

Læseren må selv afgøre, om man stoler på ham, udfordrer ham, griner med ham eller indimellem tager afstand fra ham.

Det er en del af læseoplevelsen.

## Derfor føles fire stjerner rigtigt

Det mest kontroversielle greb i romanen er måske beslutningen om at lade den religiøse belejring af stormoskeen i Mekka i november 1979 være fortællingens dramatiske centrum.

Begivenheden var virkelig, voldsom og historisk betydningsfuld. Den rystede Saudi-Arabien og fik konsekvenser for religiøse og politiske udviklinger langt ud over kongerigets grænser. At placere tre almindelige danskere tæt på denne begivenhed vil uundgåeligt rejse spørgsmål.

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)

---

Hvorfor bruge en så alvorlig historisk episode i en roman, der også rummer humor, forretningsmæssig improvisation, familieliv og social observation? Hvorfor lade et dansk bofællesskab, et saudiarabisk hospitalsudbud, alkoholmisbrug, religiøs konservatisme, oliepenge, adoption, ambition og væbnet ekstremisme mødes i samme fortælling?

Fordi livet ikke organiserer sig i rene kategorier.

Komedie og fare eksisterer ofte side om side. Mennesker træffer karrierebeslutninger, mens historien bevæger sig omkring dem. Moralske dilemmaer kommer sjældent med advarselsskilte. Og almindelige mennesker kan pludselig befinde sig langt tættere på store begivenheder, end de nogensinde havde forestillet sig.

Nogle læsere vil finde det fascinerende. Andre vil måske opfatte det stødende. Nogle vil holde af blandingen af erindringspræget fortælling, geopolitisk spænding, kulturkommentar og underspillet komik. Andre vil foretrække en mere rendyrket thriller, en mere heroisk hovedperson eller en tydeligere moralsk facitliste.

Det er helt fair.

En trestjernet anmeldelse kan komme fra en læser, der forventede noget andet. En tostjernet anmeldelse kan komme fra en læser, der blev irriteret over hovedpersonen, tonen, kulturblikket eller de moralske gråzoner. Selv en enstjernet anmeldelse kan være udtryk for en ærlig reaktion.

Ikke alle bøger er for alle læsere.

**Categories:** Blog, Book reviews, Business development, Globalisation, Politics, Travelling &amp; Leisure, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Key Considerations for the Direct vs. Indirect Go-to-Market Approach](https://hpbech.com/key-considerations-for-the-direct-vs-indirect-go-to-market-approach/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

---

> In the video, I discuss the main difference between the direct and the indirect go-to-market approach and how you can make the indirect approach work in your favour.

---

This is the second video in the Building Successful Partner Channels series of five videos that TBK Consult have made for the [Microsoft Smart Partner Marketing](http://smartpartnermarketing.microsoft.com) portal.

> *Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a depressing and constant struggle.*

I am [Hans Peter Bech](http://www.linkedin.com/in/hanspeterbech) and in the video I will discuss the main difference between the direct and the indirect go-to-market approach and how you can make the indirect approach work in your favor.

With a *direct* go-to-market approach you employ and you pay all the resources required for finding, winning, making, keeping and growing happy customers.

- The benefit of the direct approach is the full control you enjoy and your ability to make fast changes to the way you interact with the market.
- The drawback is the massive investments this approach requires and the steadily growing organization you need to manage on your path to global market leadership.

In the indirect go-to-market approach you must first find and recruit independent companies that then find, win, make, keep and grow happy customers providing solutions with your product as a core component.

Such independent companies operate in their own name, at their own expense and at their own risk.

- The benefit of the indirect approach is the enormous scalability potential.
- The drawback is the added complexity of managing independent companies between you and your customers and the additional time it takes to recruit and enable the channel partners before you can book any significant revenue.

When you choose the *indirect* go-to-market approach then you introduce a third party business model into your own business model.

[![ChannelWithBM_v2](http://tbkconsult.com/wp-content/uploads/2016/02/ChannelWithBM_v2-1024x662.jpg)](http://tbkconsult.com/wp-content/uploads/2016/02/ChannelWithBM_v2.jpg)

Your ability to manage this additional layer of complexity is the key competence that will help you become successful with the indirect channel.

I strongly recommend using the business model framework and terminology introduced by Alexander Osterwalder in his seminal book “[Business Model Generation](http://tbkconsult.com/product/business-model-generation-the-emperors-new-clothes/).”

Using the Osterwalder framework your business model with a *direct* channel is illustrated to the left while the business model using an *indirect* channel is illustrated to the right.

Introducing an indirect channel into your business model may very well have an impact on all the other building blocks in your business model.

Keeping the following issues in mind will help you become successful with the indirect channel approach:

- Customers of your channel partners are still y*our* customers even when the invoicing relationship is through your partners. You want to build and create brand awareness with your customers and ensure that they see value in the fact that the channel partners’ solutions are built with *your* core technology.
- You channel partners are *not* your customers. They are your *channel* to your customers.
- Recruiting and managing channel partners becomes a key activity and a core competence you must acquire and grow.
- You now need two value propositions: One for your customers and one for your channel partners. Your channel partner value proposition is based on your understanding of the business model opportunity you offer them.

With the indirect channel approach, it is not only your product that must be attractive and competitive. You must also help your channel partners build and scale a successful business model with your product as a key component of *their* customer value proposition.

> Compared to the direct go-to-market approach the indirect go-to-market approach generally requires more time and additional investments up front, but pays off as your channel partners gain momentum and grow their business with your product.

First published on [www.tbkconsult.com](http://tbkconsult.com/key-considerations-for-the-direct-vs-indirect-market-approach/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Building Successful Partner Channels, Business Model Generation

---

### [Curb Appeal – Why It Doesn’t Say Anything about the Interior](https://hpbech.com/curb-appeal-why-it-doesnt-say-anything-about-the-interior/)

**Published:** May 12, 2019
**Author:** Hans Peter Bech

**Excerpt:** All companies have all kinds of issues all the time. The perfectly running company doesn't exist.

**Content:**

---

> All companies have all kinds of issues all the time. The perfectly running company doesn’t exist.

---

 ![](https://www.hpbech.com/wp-content/Curb-appeal-banner.jpg) 

In September 2008 a company called ITFactory was named “Best IT Company of the Year” by IDG/Computerworld – for the second year in a row.

At a conference in Copenhagen with more than 500 of the top business people in Denmark present, the Award was presented and received by the CFO, as the CEO (Stein Bagger) was abroad on an important business trip.

 ![](https://www.hpbech.com/wp-content/IT-Factory.jpg) 

ITFactory had demonstrated impressive growth rates and was by far the best performing IT company in Denmark. They employed 150 people and the revenue expectation for 2008 was €200M with EBIT of €40M. The company had offices in Copenhagen, Vienna, Auckland and Atlanta.

A week later the company filed for bankruptcy and the CEO, Stein Bagger, disappeared. The impressive numbers were generated by fake leasing contracts that Stein Bagger had orchestrated. He later turned himself in and was sentenced to 7 years in prison. The shareholders lost everything and 150 people lost their jobs and left with a funny feeling of having worked for a fake company.

In late spring of 2015 I interviewed the CEO of a mid sized software company (500 people). The CEO told me about how successful they were and how well things were going. I know that growth creates all kinds of issues, but the CEO wasn’t prepared to share any of them with me and painted a very rosy picture instead. I left the coffee meeting with an uneasy feeling.

 [![coffee-meeting-networking](https://tbkconsult.com/wp-content/uploads/2015/12/coffee-meeting-networking-300x235.jpg)](https://tbkconsult.com/wp-content/uploads/2015/12/coffee-meeting-networking-e1448987771188.jpg) 

A week later I had a cup of coffee with an old acquaintance from Spain. He had just left a position as the VP of EMEA operations with that same company and he painted the picture from his perspective. That was a very different picture showing cracks all over the place. There was nothing criminal going on, but there were certainly plenty of business challenges.

My message is: All companies have issues all the time. There is no “perfectly” running company. If someone pretends that everything is perfect then they are not telling the truth and we should be suspicious. If something sounds too good to be true, then it probably is.

 [![Tweet: We should remain skeptical at all times. http://bit.ly/1V4984m @hpbech #leadership](http://clicktotweet.com/img/bg-twitter.png)](http://ctt.ec/tjF3d) 

 [We should remain skeptical at all times.](http://bit.ly/1V4984m)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en

---

### [An Idea That Eventually Turned Out to Be Worth $1.45B](https://hpbech.com/an-idea-that-eventually-turned-out-to-be-worth-1-45b/)

**Published:** May 30, 2019
**Author:** Hans Peter Bech

**Excerpt:** Improving something that already exists by making it easier to use, less expensive, faster to implement or adding some other convenience features is a viable way to start a business.

**Content:**

---

> The idea was not particularly sophisticated. It was an improvement of something that already existed. The timing and execution were brilliant.

---

 ![](https://www.hpbech.com/wp-content/ED-og-PD-i-Landemærket-229x300.png) Erik (left) and Preben Damgaard c. 1986  

When [Erik Damgaard](https://www.linkedin.com/in/erik-damgaard-nielsen-b0a34630/) in the summer of 1983 returned to Denmark from his six months at the [University of South Carolina](http://www.sc.edu), he had learned to program.

When his friend, [Morten Gregersen](https://www.linkedin.com/in/morten-gregersen-8528872b/), in the spring of 1984, showed him a CP/M based accounting system, that with a price tag of $1,500 sold around 100 copies a month, he believed that he could make a better and more user-friendly product.

So he started programming.

### Booking $100,000 in the first week

At the annual Danish computer fair in October 1984, Erik and his brother Preben Damgaard presented the integrated business management system Maxisoft to the visitors. The price tag was $2.450 for a single user license. They sold 40 licenses during the fair and engaged with a handful of resellers that wanted to bundle hardware and software and provide service and support to customers.

### Selling to Microsoft for $1.45B

 ![](https://www.hpbech.com/wp-content/P49-Preben-Microsoft-198x300.png) 

Fast forward from 1984 to 2002 and Microsoft acquires Navision for $1.3B in cash. Navision was then only 18 months old and the merger of Damgaard and Navision Software, and Erik and Preben Damgaard were still among the principal shareholders.

My book “[5,460 Miles from Silicon Valley: The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)” provides all the details of what happened between 1984 and 2002. Making it from the original idea to something that Microsoft would pay $1.45B for was by no means a walk in the park, but the original idea was not particularly sophisticated. It was an improvement of something that already existed.

In 1986 Erik released Concorde which was an improved version of the previous product now taking advantage of the capabilities of the PC and MS-DOS. With a large base of resellers in place, sales accelerated very fast and enabled Damgaard Data to hire more people and embark on even more ambitious development projects.

### Concorde XAL

 ![](https://www.hpbech.com/wp-content/concorde-4-og-5-300x276.gif) 

In 1991 Erik and his team launched Concorde XAL. That was an innovative product and a great leap forward for the company. It turned out that the product was an excellent fit with the reseller based business model. The product included an SDK that enabled the resellers to customize the product and to develop additional functionality. For each dollar in license fees to Damgaard Data the reseller made ten dollars in auxiliary revenue on services where he kept the full gross margin. Concorde XAL was a business enabler for the resellers.

### An improvement of what we already know may not be such a bad idea

 ![](https://www.hpbech.com/wp-content/Damgaard_UK_3D_badge_soft-480x580-248x300.png) 

Navision Software started the same way. Their first product PCPLUS (1985) was a single user accounting system for the PC. It did what many other products did, but it had a user-friendly design. It sold well and gave Navision Software the financial foundation for making more advanced products later on.

Improving something that already exists by making it easier to use, less expensive, faster to implement or adding some other convenience features is a viable way to start a business. It can be kicked off with little investment and you don’t have to do missionary work to convince customers to solve a problem they don’t know they have.

[You can get all the details in the book](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Damgaard Data, Erik Damgaard, ERP

---

### [An Idea That Eventually Turned Out to Be Worth $1.45B](https://hpbech.com/an-idea-that-eventually-turned-out-to-be-worth-1-45b/)

**Published:** May 30, 2019
**Author:** Hans Peter Bech

**Excerpt:** Improving something that already exists by making it easier to use, less expensive, faster to implement or adding some other convenience features is a viable way to start a business.

**Content:**

---

> The idea was not particularly sophisticated. It was an improvement of something that already existed. The timing and execution were brilliant.

---

 ![](https://hpbech.com/wp-content/uploads/ED-og-PD-i-Landemærket-229x300.png) Erik (left) and Preben Damgaard c. 1986  

When [Erik Damgaard](https://www.linkedin.com/in/erik-damgaard-nielsen-b0a34630/) in the summer of 1983 returned to Denmark from his six months at the [University of South Carolina](http://www.sc.edu), he had learned to program.

When his friend, [Morten Gregersen](https://www.linkedin.com/in/morten-gregersen-8528872b/), in the spring of 1984, showed him a CP/M based accounting system, that with a price tag of $1,500 sold around 100 copies a month, he believed that he could make a better and more user-friendly product.

So he started programming.

### Booking $100,000 in the first week

At the annual Danish computer fair in October 1984, Erik and his brother Preben Damgaard presented the integrated business management system Maxisoft to the visitors. The price tag was $2.450 for a single user license. They sold 40 licenses during the fair and engaged with a handful of resellers that wanted to bundle hardware and software and provide service and support to customers.

### Selling to Microsoft for $1.45B

 ![](https://hpbech.com/wp-content/uploads/P49-Preben-Microsoft-198x300.png) 

Fast forward from 1984 to 2002 and Microsoft acquires Navision for $1.3B in cash. Navision was then only 18 months old and the merger of Damgaard and Navision Software, and Erik and Preben Damgaard were still among the principal shareholders.

My book “[5,460 Miles from Silicon Valley: The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)” provides all the details of what happened between 1984 and 2002. Making it from the original idea to something that Microsoft would pay $1.45B for was by no means a walk in the park, but the original idea was not particularly sophisticated. It was an improvement of something that already existed.

In 1986 Erik released Concorde which was an improved version of the previous product now taking advantage of the capabilities of the PC and MS-DOS. With a large base of resellers in place, sales accelerated very fast and enabled Damgaard Data to hire more people and embark on even more ambitious development projects.

### Concorde XAL

 ![](https://hpbech.com/wp-content/uploads/concorde-4-og-5-300x276.gif) 

In 1991 Erik and his team launched Concorde XAL. That was an innovative product and a great leap forward for the company. It turned out that the product was an excellent fit with the reseller based business model. The product included an SDK that enabled the resellers to customize the product and to develop additional functionality. For each dollar in license fees to Damgaard Data the reseller made ten dollars in auxiliary revenue on services where he kept the full gross margin. Concorde XAL was a business enabler for the resellers.

### An improvement of what we already know may not be such a bad idea

 ![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-248x300.png) 

Navision Software started the same way. Their first product PCPLUS (1985) was a single user accounting system for the PC. It did what many other products did, but it had a user-friendly design. It sold well and gave Navision Software the financial foundation for making more advanced products later on.

Improving something that already exists by making it easier to use, less expensive, faster to implement or adding some other convenience features is a viable way to start a business. It can be kicked off with little investment and you don’t have to do missionary work to convince customers to solve a problem they don’t know they have.

[You can get all the details in the book](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Damgaard Data, Erik Damgaard, ERP

---

### [The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture](https://hpbech.com/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/)

**Published:** June 4, 2019
**Author:** Hans Peter Bech

**Excerpt:** The story about PLATO is not only interesting, but it will also teach you a lesson or two. It explains the fate of great ideas that are not in sync with the times and how large, well-established companies can make bigger mistakes than they can afford.

**Content:**



---

> The story about PLATO is not only interesting, but it will also teach you a lesson or two. It explains the fate of great ideas that are not in sync with the times and how large, well-established companies can make bigger mistakes than they can afford.

---

 ![](https://www.hpbech.com/wp-content/Plato-at-Boing.jpg) 

In January 1980, I started as a sales trainee in the Danish subsidiary of Control Data Corporation (CDC). At that time, the company had a staff of around 65,000 employees worldwide and earned tons of money. My job was to sell big mainframes at prices that started at a million dollars. From our price lists, that filled two red binders, I remember that the gross margin was on average over 90 per cent. The 1980s were in all respects a golden era in the IT industry.

During the trainee-program, which lasted two years and started with a 3-week new hire training at the head office in Minneapolis, I was introduced to the PLATO system, which Brian Dear’s book *The Friendly Orange Glow* deals with in great detail. In fact, in Denmark, we succeeded in selling a PLATO system to Aarhus University a few years later. I’ll tell you why that never became successful later in the post.

### When big companies blunder

The story about PLATO is not only interesting, but it will also teach you a lesson or two. It explains the fate of great ideas that are not in sync with the times and how large, well-established companies can make bigger mistakes than they can afford.

 ![](https://www.hpbech.com/wp-content/Formal_Board_meeting-small-300x238.png) 

When I left Control Data in the spring of 1986, the staff was reduced by half, and in 1988 the company started to withdraw completely from the computer industry through divestment. In 1992, when the staff numbered about 5,000, the company was renamed Control Data Systems to later change its name to Ceridian. CDC, which since 1957 as an offshoot of military research during World War II and with Seymour Cray as chief engineer, had developed and produced the world’s most powerful computers, ceased to exist. 65,000 people were either fired or had found other employment themselves.

Control Data was by no means the only computer company that suffered a sad fate in the late 1980s and early 1990s. Names like Digital Equipment Corporation, Norsk Data, Olivetti, Prime Computers, Regnecentralen, Nixdorf, Danish Data Electronics (DDE), Data General, Wang, Nixdorf, ICL and many others were riding the big waves in the 1980s and drowned in the 1990s. Even IBM, who was internally perceived as untouchable, had to report some of history’s largest deficits in the early 1990s and reduce staff by over 100,000 people.

### PLATO – great idea

PLATO, an acronym for **P**rogrammed **L**ogic for **A**utomatic **T**eaching **O**perations, was developed at the University of Illinois Computer-based Education Research Laboratory (CERL) starting in the 1960s. The project was largely sponsored by US tax dollars via The National Science Foundation.

On paper, PLATO was a system for developing and delivering training or education via computer terminals. At CERL, however, it would turn out to become much more than that. Many of the concepts we know today from the Internet such as social media, message boards, online testing, e-mail, chat rooms, image processing, instant messaging, remote screen sharing and real-time multiplayer games saw the light of day at PLATO. The terminals that CERL itself developed and produced had a touch sensitive plasma screen (the friendly orange glow) with a resolution of 512 \* 512 pixels and was far ahead of its time.

 ![](https://www.hpbech.com/wp-content/Control-Data.png) 

Control Data entered the picture in the mid-1960s when the university needed more computer capacity. Bids from various vendors were called for and Control Data offered their CDC-1604, which at that time was the world’s most powerful computer. The price was $995,000. IBM offered their 7090 at a price of $1,900,000, but when they heard that they would probably not be selected, they lowered the price to $200,000. After three rounds of bidding, CDC was awarded the order and got its $995,000. At that time, different computing systems were not compatible, and once the software development had started on a platform, it could not be moved to another without much effort (time and money). Consequently, it was Control Data that delivered the additional hardware as PLATO grew and was installed at other universities and in private enterprises, primarily in the US but also abroad.

### Control Data believed and invested in PLATO

In 1976, Control Data entered into a license agreement with CERL, under which the company could develop its own version of the system and sell it globally on normal commercial terms. Control Data also invested in the development of courseware, which in many areas competed with the activities in which CERL was engaged. What should have been a close co-operation and symbiotic partnership, instead drove CERL and CDC apart.

 ![CDC Mainframe 1984](https://www.hpbech.com/wp-content/CDC-Mainframe-1984-292x300.jpg) CDC Mainframe 1984  

As mentioned, PLATO was based on mainframes from CDC, which meant that a system was priced from at least a million dollars. On top of this came the terminals, which even after Control Data had developed a new model cost about 10,000 dollars a piece.

You could also subscribe to PLATO. It required a fixed phone line costing $2,000 per month, plus the terminal (which you could rent), plus course fees or payment for system resources.

While Control Data was trying to identify the markets that were ready to pay the huge cost of the system, the IT-industry was headed in a completely different direction. This different path could be difficult to see when the money from the established customer base kept pouring in.

As Brian Dear describes in the book, Control Data tried to sell PLATO to countries with solid sources of revenue, but a substantial educational backlog. These were countries like Saudi Arabia, Iran, the Soviet Union, South Africa and Venezuela. The interest was huge, and delegations were sent on study trips back and forth, but it never came down to solid business.

### PLATO in Denmark

In the early 1980s, the market for mainframes in Denmark was largely consolidated among the leading suppliers. Although Control Data actually had a relatively large market share domestically, IBM with around 5,000 employees in the Danish departments was the undisputed market leader. For the six years I worked for Control Data, we only had one new mainframe customer, the Ministry of Fisheries, who bought a used Cyber. Mainframe customers never changed supplier and new customers preferred other technologies.

 ![](https://www.hpbech.com/wp-content/Poet-1-265x300.png) 

I saw PLATO as an opportunity to knock on the doors and get talk time with all the big companies and institutions. It also proved quite easy to get appointments with the people who were responsible for training and education. When the IT department got involved, the interest immediately cooled off. It was unlikely that a company or institution that had a supplier other than Control Data (and it had the vast majority) would let us in. *“Come back when your software can run on our hardware”* was the message. In the 1980s, CIOs were kings who could block everything.

The Association of Danish Manufacturers, of which we were a member, showed great interest in PLATO and together with the Danish Metalworkers’ Union and their Vocational School in Ballerup, I organized one of several field trips to the US. When the Computer Centre at Aarhus University (RECAU) was to renew their Control Data installation, we bundled a PLATO system into the deal. They, in turn, should set up a business unit to serve the Danish educational sector. The system was installed in the mid-1980s but never became successful.

It was still very expensive to use PLATO and the development of courseware was extremely time-consuming. The Danish market was in most areas too small for the system. In addition, the Ministry of Education preferred Danish suppliers such as the Regnecentralen, on whose hardware PLATO could not run. Finally, many in the Danish educational system were afraid of computers. There was a great distrust in the suppliers (especially those with headquarters in the US). Teachers were convinced that we were dedicated to replacing them with computers and that we would flood Denmark with foreign-made educational materials.

 ![](https://www.hpbech.com/wp-content/Plato-classroom.jpg)I remember the Danish educational sector as being technology-scared and very conservative. After holding teaching positions at the University of Copenhagen and at the Social College (education of social workers), I knew that a large part of the curriculum could benefit from being delivered by computers. You would then get more time for discussions in the teacher-driven sessions. Not many people shared that mindset. In the 1980s, the teachers’ response to computer-aided education was more marked by fear than by curiosity.

In Denmark, PLATO was first and foremost overtaken by the PCs, which equipped with diskettes and CD-ROM did not need to be connected via expensive telephone lines to an even more expensive mainframe. As VHS players fell in price, teaching material was delivered on cheap video cassettes. In fact, it has turned out that e-learning would largely become video footage of talking heads. PLATO had visions of far more than that!

The most successful e-learning platform of the 1980s was developed by Michael Allen after he purchased the rights from Control Data for $400,000. He formed the Authorware company and developed the product Course of Action that ran on Apple Macintosh. The company merged with MacroMind in the early 1990s and became Macromedia, which after its listing reached a market value of $1.5 billion.

### Games and social media

 ![](https://www.hpbech.com/wp-content/Plato-terminal.jpg) 

It is only now when reading Brian Dear’s book that I realize that PLATO was much more than computer-aided teaching. Control Data never understood the community facilitator role that the system played in university circles and especially at CERL. Although I and my colleague, Peer Hjorth Lorentzen, worked intensively for some years to demonstrate the system, we did not have our own terminals. A special PLATO room was set up at the Control Data offices in Copenhagen, where a single terminal was connected to CDC’s European PLATO Centre in Brussels. At no point in time during my tenure at Control Data did I have a terminal in my office. Computers were something we sold, not something we used. Internally, we communicated via ink and paper, and if we were to speak to overseas colleagues, we used telex. All this despite the fact that we developed and produced the world’s fastest computers. Many of the concepts that have formed the basis of some of today’s greatest companies ran on PLATO and lay just under our nose, but we couldn’t see them.

It was people like Ray Ozzie, Tim Halvorsen and Len Kawell who, with roots in the PLATO environment, later developed Lotus Notes, which IBM bought for $5.52 billion in 1995. Notes that included email, calendar, meeting booking, address book, document sharing, online forums and application development would have been perfect for Control Data’s target audience. However, tied to a single vendor’s mainframe platform it would not have gained any widespread deployment. Lotus Notes hit the market at the same time as Microsoft made Windows on the PC platform the preferred infrastructure of all companies and the Internet opened the gates for cheap data communication.

### The really big mistakes

 ![](https://www.hpbech.com/wp-content/Objectives-Portrait-250x300.png) 

Control Data was probably one of the companies that in the 1980s missed most of the big waves in the IT industry. The company was, in essence, a mainframe shop. The necessary system software was developed, but it was the customers or software houses that developed the applications. The customers acquired the systems because they needed the most computer capacity per dollar that they could get. The customers were those companies and institutions in the world who needed and could pay for the most computing power. Universities, research labs, meteorological institutes, development labs and the military were frequent customers of Control Data. Customers were increasingly demanding faster computers, and Control Data was busy delivering just that. Therefore, the appearance of the minicomputer was ignored. It was not the type of computers their customers wanted. But it turned out that the customers’ customers were interested, and when they had acquired a minicomputer, they no longer had such a great need for the central mainframes. Control Data’s customers lost customers and that affected the demand. The company was the victim of what Clayton Christensen describes in his book [The Innovator’s Dilemma ](https://www.amazon.com/Innovators-Dilemma-Technologies-Management-Innovation-ebook/dp/B012BLTM6I)(When New Technologies Cause Great Firms to Fail).

 https://youtu.be/yUAtIQDllo8

 Instead, the company created the Cybernet, where one could rent and use computer power and applications (especially technical) as needed. But as the minicomputers and later the PC won hearts and minds, all the software developers went there and the interest in Control Data’s mainframe-based solutions fell like a rock.

### Problems often start at the top

 ![](https://www.hpbech.com/wp-content/Bag_of_Money_In-little-Fire-300x274.png) 

As Brian Dear rightly points out, the company’s huge blunders must also be attributed to chief executive Bill Norris and his successors. From my chair as a salesman and later sales manager in the Danish subsidiary, it soon became clear that we lacked competitive products to win against the minicomputers and later the PC wave. When we expressed our distress, we were told that we were selling wrongly, and then we were sent on sales training. Sales training is great, especially when it is delivered in Hawaii, in Southern France, in London, on Bornholm or at Newport Beach, but it cannot compensate for outdated products. Instead, we started developing solutions based on products that we sourced locally. This allowed us to maintain revenue, earnings and employment but meant a substantially reduced cash flow to the parent company. At a 100% Club in 1985, I remember that my Norwegian colleague joked that in Control Data, product management was located in the countries, while sales management had moved to the headquarters. It was a poisonous cocktail and probably the one that cost the company its life. When the chief executive was afraid of flying and did not want to listen to the soldiers, then his perception of the world soon became very different from ours. Without support from the trenches, no company lasts long.

I left Control Data in 1986 in favour of a startup ([Dataco](https://www.hpbech.com/going-global-on-a-shoestring-the-start/)). It was like going from hell to paradise. Control Data Denmark was a fantastic place to work with talented managers and dedicated staff, but the parent company in Minneapolis was hopelessly out of tune with the times and sometimes oblivious to the fact that there is a world outside the United States. If you want to read more about the development in the IT industry, I can warmly recommend (!) my book *[5,460 Miles from Silicon Valley](https://www.hpbech.com/books/5460-miles-from-silicon-valley/)*.

## The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture

 ![](https://www.hpbech.com/wp-content/The-Friendly-Orange-Glow.jpg) 

**Title:** [The Friendly Orange Glow: The Untold Story of the Rise of Cyberculture.](https://www.amazon.com/Friendly-Orange-Glow-Untold-Cyberculture-ebook/dp/B06W9N6F5R)

**Author:** Brian Dear

**Publisher:** Vintage

**Date of publishing:** October 2, 2018

**Number of pages:** 640

**Prices:** USD 8-10

**Reviews:** There are many good and rich reviews on Amazon and [Goodreads](https://www.goodreads.com/book/show/34950670-the-friendly-orange-glow).

**Categories:** Blog, Business development, Strategy

**Tags:** Control Data, fixion_en

---

### [Predictable Prospecting: How to Radically Increase Your B2B Sales Pipeline](https://hpbech.com/predictable-prospecting-how-to-radically-increase-your-b2b-sales-pipeline/)

**Published:** June 4, 2019
**Author:** Hans Peter Bech

**Excerpt:** The book is a "must read" for all business development, marketing, sales and other revenue generation professionals in the information technology industry. 

**Content:**

---

> The book is a “must read” for all business development, marketing, sales and other revenue generation professionals in the information technology industry.
> 
> Well, maybe for all of those in all industries.

---

 ![](https://www.hpbech.com/wp-content/Funnel_simple-271x300.png) 

[Predictable Prospecting](https://www.amazon.com/Predictable-Prospecting-Radically-Increase-Pipeline-ebook/dp/B01H5SHIYU) is a member of a family of books that came out last year and earlier this year and that describes the best practices for various revenue generation activities in a time where there is a desperate need for improving the productivity of each dollar we invest in sales and marketing. All the books have a practical approach to what we used to call direct marketing, but that over the years has been renamed to outbound lead generation and sales through the telephone (although the approach also applies to situations where the final mile of the sales process requires meeting face to face with the potential customers).

These books are:

- [The Sales Acceleration Formula](https://www.amazon.com/Sales-Acceleration-Formula-Technology-Inbound-ebook/dp/B00T7Q9E2S): Using Data, Technology, and Inbound Selling to go from $0 to $100 Million, by Mark Roberge.
- [Predictable Revenue](https://www.amazon.com/Predictable-Revenue-Business-Practices-Salesforce-com-ebook/dp/B005ERYEGU) (Turn Your Business Into A Sales Machine With $100 Million Best Practices of salesforce.com) by Aaron Ross and Marylou Tyler.
- [The Sales Development Playbook](https://www.amazon.com/Sales-Development-Playbook-Repeatable-Accelerate-ebook/dp/B01AOG3N7Q): Build Repeatable Pipeline and Accelerate Growth with Inside Sales by Trish Bertuzzi.
- [From Impossible To Inevitable:](https://www.amazon.com/Impossible-Inevitable-Hyper-Growth-Companies-Predictable-ebook/dp/B01AXTFMSW) How Hyper-Growth Companies Create Predictable Revenue, by Aaron Ross and Jason Lemkin
 
### The race for market leadership

 ![](https://www.hpbech.com/wp-content/Global_race-698x400-300x172.jpg) 

Apart from *The Sales Acceleration Formula* by Mark Roberge, that is based on the inbound “religion” preached by his company Hubspot (and not without some merit), the other books deal with business models that require knocking on the door of potential customers and building relationships that will lead to sales and revenue. Blind chickens can also find corn, so the two big questions all these books discuss are:

- How do we design our business development, marketing, sales development, sales, account management and other revenue generation activities so they provide predictable outcomes?
- How do we ensure that we can scale these activities, maintain predictability and achieve steadily falling customer acquisition cost per revenue dollar?
 
Although none of the books explicitly refers to why scalability is so crucial I dare conclude that they all agree that the objective of any information technology business must be reaching the market leadership position before the competitors. Crossing the chasm, passing the tipping point and achieving market leadership changes the market dynamics in your favour, you will enjoy higher profitability than your competitors and you will be hard to beat for any insurgent.

### Filling the pipeline

 ![](https://www.hpbech.com/wp-content/Hypnosis-300x170.png) 

Most technology companies actually do a decent sales job when they first have got their foot in the door and sit at the table with a potential customer. The challenge for most is that they sit there far too seldom and therefore Predictable Prospecting by Marylou Tyler and Jeremy Donovan comes as a godsend. The book effectively punctures the myth that lead-generation is some sort of magic or wizardry and instead the book gives you a step by step approach for designing an approach that will work.

#### Well begun is half done

She who expects to find a quick formula for combining some specific words that will open all doors will be disappointed. Part one of the book is about crafting a competitive value proposition and carefully, very carefully, identifying the target segment, the ideal prospect (account profile) and the various personas that we should expect to engage with. 30% of the book is devoted to planning and profiling, but it pays off to hold out and read these pages carefully. You may end up as the blind chicken if you don’t: You may find corn, but not very often.

If you, like many others (including myself), have a strong propensity for action then it is worthwhile remembering that “planning is cheap and execution is expensive”. While “just do it” may sound more macho than “think”, it often pays off to at least think a little bit before you jump head first into an unknown swimming pool.

#### Crafting the message

 ![](https://www.hpbech.com/wp-content/Poet-265x300.png) 

What I truly enjoyed when reading part two of the book was the logical approach and practical examples. Marylou and Jeremy give you templates that you can use as the starting point for making your own outbound lead generation machine. I had a conversation with Marylou some weeks ago and we agreed that the examples given in the book will work well in North America and Northern Europe, while they will need some tweaking before they will work in other cultures.

The approach recommended by Marylou and Jeremy is based on two premises:

- We must assume that the leads on our list don’t have an active need for what we offer. We therefore need to engage with providing something of value that is not just pushing our products and our company.
- We don’t know if the leads on our list are a good fit for our value proposition, so the first objectives when getting contact is to clarify this (AWAF: Are we a fit?).
 
The book provides guidelines, recommendations and templates for e-mail campaigns as well as the follow-up phone calls, recognising that phone calls are very expensive and that we, therefore, must have a very high probability that we are calling on the best possible prospects.

### Building, managing and growing the organisation

The third and last part of the book is devoted to all the issues and challenges associated with monitoring performance and with building, managing and growing an organisation that can produce a steadily increasing stream of qualified leads for our business. When I started reading this part of the book I had the expectation that this may be filler material to bring the book beyond 200 pages (which often is the case with non-fiction books), but I was wrong. There is genuine value in these pages as well. What good does it do if you have the recipe for crafting powerful messages and can design effective call flows if you don’t know how to build and grow an organisation that can execute your wonderful blueprints?

 ![](https://www.hpbech.com/wp-content/Sales-Process.jpg)All pages in this book are worth reading twice. For most companies and individuals engaged with business development, marketing, sales development, sales, account management and other revenue generation activities this book could well be their bible when it comes to ensuring predictable lead generation.

## Book details

 ![](https://www.hpbech.com/wp-content/Predictable-Prospecting-2D.jpg) 

**Title:** [Predictable Prospecting: How to Radically Increase Your B2B Sales Pipeline.](https://www.amazon.com/Predictable-Prospecting-Radically-Increase-Pipeline-ebook/dp/B01H5SHIYU)
**Authors:** [Marylou Tyler](https://www.linkedin.com/in/maryloutyler/) and [Jeremy Donovan](https://www.linkedin.com/in/jeremeydonovan/)
**Publisher:** McGraw-Hill Education
**Date of publishing:** August 15, 2016
**Number of pages:** 256
**Prices:** USD 15.00
**Reviews:** [Over 100 reviews on Goodread](https://www.goodreads.com/book/show/29107146-predictable-prospecting)

**Categories:** Blog, Business development, Marketing

**Tags:** biznes

---

### [Proposals Are the Last Thing You Do](https://hpbech.com/proposals-are-the-last-thing-you-do/)

**Published:** June 18, 2019
**Author:** Hans Peter Bech

**Excerpt:** I now realized the advantage I had in proposal writing. It was never about me. It was always about the customers. What does the customer need and how do we deliver that, mitigating the risk of failure? How can we summarize this in the briefest way possible?

**Content:**

---

> The proposal is the very last thing you do. There are a number of phases you have to work through first.

---

 ![](https://www.hpbech.com/wp-content/Beskæftigelsesministeriet.jpg) 

I have written proposals for over 35 years.

It started in 1977 when I graduated from university and landed a job working for the Danish government.

I was very fortunate in getting a job where I had to prepare memos for the Secretary of Employment.

My boss was a talented writer himself and also a seasoned civil servant. None of my drafts got anywhere before they had been through his experienced hands. I learned a lot from him as he took the time to correct my errors and mistakes. I am still impressed by and grateful for his patience.

None of my drafts went uncorrected. Back and forth several times.

It was before the days of computers, word processors, email and communication networks. We wrote long hand. Then we passed our drafts to the secretaries for typing. Then it went to the boss. Then back to us. Then to the secretaries. Then to the boss. Then back to us. Then to the secretaries. Then through the boss to his boss. Then back and forth a few times. Then to the Secretary of Employment.

Sometimes we didn’t have the time required for this refinement and had to make shortcuts. So we did and then we made mistakes. A process that vets out all the mistakes is long, time-consuming and expensive.

One of the most challenging jobs was writing “Tarzan Briefings.” A “Tarzan Briefing” is presenting a situation and the appropriate response on a single page. The “Tarzan Briefing” was used when the Secretary of Employment had to rush completely unprepared to a meeting on a certain subject. The “Tarzan Briefing” was supposed to give him enough ammunition to survive the meeting in the 15 minutes it took him getting from where he was to the new meeting location. Under no circumstances should the information provided get him into more trouble.

“Primum non nocere.”

I must have had a gift for writing because after one year of writing one-page Tarzan Briefings I was asked to prepare speeches.

Writing speeches for someone else is a challenge. Writing political speeches for someone with whom you do not share political views is a huge challenge. However, that is the tradition of the Danish civil service. We do this to support our political leaders in the pursuit of their political ambitions and we suppress our own points of view. We challenge internally, but we remain loyal in our support of the Secretary’s political strategy.

## Transforming from a civil servant to a business man

 ![](https://www.hpbech.com/wp-content/CDC.jpg) Control Data Corporation – R.I.P.  

Then I became a salesman with Control Data Corporation. Selling mainframes and bespoke software development always required highly customized proposal development processes. My advantage was that I knew very little about computers and programming. I had to rely on other people’s input. My focus was on the business value and how to mitigate the risk. It was my job to translate all those technical details into business benefits. Our proposals always had an Executive Summary without any technical details, but that entirely focussed on the investment seen from the customers’ perspective. We always delivered the Executive Summary as a separate document and there were always tables and illustrations conveying the most important concepts and messages.

> I now realized the advantage I had in proposal writing. It was never about me. It was always about the customers. What does the customer need and how do we deliver that, mitigating the risk of failure? How can we summarize this in the briefest way possible?

## From sales to management consulting

When I started as a business angel and management consultant in 2003, I brought along what I considered my excellent proposal writing skills. I also brought along my vast experience with international business development and the 360-degree experience from being a CEO.

Although I thought my proposals outstanding I lost too many.

Why?

This series of posts will explain what I found out and what I did to fix it.

### Moving too fast

When you move from being a CEO or from some other executive position to management consulting you will have to let go of your idiosyncrasies. As an executive, I was a “getting things done” type of person. I was very fast at making decisions and always prepared to change them if they were wrong. I was not a corporate eagle and political master mind. I was the entrepreneurial type kicking tires and moving fast. I trust my instincts and intuition. Sometimes I am wrong. Fix it and move on.

 [![Time](https://tbkconsult.com/wp-content/uploads/2016/02/Time.jpg)](https://tbkconsult.com/wp-content/uploads/2016/02/Time.jpg) 

When I started out as a management consultant and was with potential clients, I assumed that they wanted to deal with their issues today rather than tomorrow.

I was wrong.

Being very experienced and, usually, older than your potential clients gives you the ability to analyze situations fast. Very often much faster than your potential clients.

That is dangerous. Clients get overwhelmed and sometimes even scared. Some of them probably also felt that I was trying to boss them about (which I probably was).

I needed to slow down and take more time qualifying the opportunities and to wait for the client to come to their own conclusions.

I made too many proposals for situations that were not yet mature enough for a decision. Not because there was “no fire on the oil rig,” but because the fire wasn’t burning wildly enough and the client found that there was still time to consider if this particular issue was really more important than other pressing issues. All CEOs always have many pressing issues.

I learned what I now call Bech’s 3rd law:

> If doing nothing is acceptable, then “doing nothing” will be done.

### Proposals are the last thing you do

 [![Porposals](https://tbkconsult.com/wp-content/uploads/2016/02/Proposal-256x300.png)](https://tbkconsult.com/wp-content/uploads/2016/02/Proposal.png) 

I had to learn that the speed is decided by the client, not by me. Maybe I can see a huge problem or a great opportunity, but that doesn’t matter. I learned to work with the client at his pace and I learned to be patient.

“Take your time Mr. or Ms. Client – it is your business.”

Unless the client can see a devastating fire then there is no fire.

What I also learned is that [what clients want is seldom what clients need](https://tbkconsult.com/what-the-client-wants-and-what-the-client-needs-is-not-the-same/ "Why what the client wants and what the client needs is not the same!").

There is no need to engage in a consulting project unless we can measure the achievements. Undertaking research, writing reports and facilitating workshops are meaningless unless they are steps in a process delivering measurable results.

#### Thank you, Alan Weiss

It wasn’t until I learned about [Alan Weiss](http://summitconsulting.com) that I fully grasped the problem I was struggling with. After reading his book “[The Consulting Bible](http://www.amazon.com/The-Consulting-Bible-Everything-Seven-Figure/dp/0470928085)” it was all crystal clear.

The proposal is the very last thing you do.

There are a number of phases you have to work through first.

 [![](https://www.hpbech.com/wp-content/Consulting_Sales_process_ver2.jpg)](https://tbkconsult.com/wp-content/uploads/2016/03/Consulting-Model.png) 

I will cover each phase in the next posts in this series.

**Categories:** Blog, Business development, Marketing

**Tags:** Alan Weiss, biznes, consulting, Control Data

---

### [Slow down - it's not your business](https://hpbech.com/slow-down-its-not-your-business/)

**Published:** August 13, 2019
**Author:** Hans Peter Bech

**Excerpt:** As a management consultant you have to take responsibility for the outcome of the process you are engaged to help improve. You cannot assume responsibility for the final results. That responsibility resides with the client’s executives, but you have to guarantee the quality of your own contributions.

**Content:**

---

> As a management consultant you have to take responsibility for the outcome of the process you are engaged to help improve. You cannot assume responsibility for the final results. That responsibility resides with the client’s executives, but you have to guarantee the quality of your own contributions.

---

In 2001 I became a management consultant. As a solo practitioner I started helping information technology companies fix problems with their revenue generation processes.

Although I had substantial operational experience from and could document many successes in the revenue generation domain I often found my proposals for consulting services being rejected.

 ![](https://www.hpbech.com/wp-content/the-4-types.jpg) The 4 types of consulting by David Mister  

None of my clients’ situations were the same. There were similarities, but no two situations were identical. Therefore, even though I had a toolbox of methods and substantial operational experience, the solution for each of my clients was highly customised and often required new approaches. My proposals for advisory services were correspondingly customised and were based on preliminary insight into the challenges of the individual client situation. They all fell into the psychotherapist category of [David Maister’s consulting services matrix](https://www.amazon.com/Trusted-Advisor-David-H-Maister/dp/0743212347).

Analysing why I lost too many proposals, I came to the following conclusions:

1. I was too impatient
2. Consulting projects must provide tangible value = results
 
## Impatience

 ![](https://www.hpbech.com/wp-content/06_agenda-250x300.png) I was used to setting the agenda  

With an operational background I was used to running the business. I called the shots and pushed for action. I am good at listening and analysing, but until we have tried our hypothesises in the real world we cannot know if they will work or not. Therefore I have a strong inclination for execution – getting things done.

If we are wrong and fail, we can fix it and move on.

This approach doesn’t work as a management consultant. The client is in charge of the timing, not you.

I had to learn the hard way that the client is ready when the client is ready. I may not be available when the client is ready, but that is not a problem I can do anything about.

## Value and results

In the beginning of my career as a management consultant I was reluctant to take responsibility for the outcome of a project. Too many factors outside my control would have an impact on the final results.

That was a mistake.

As a management consultant you have to take responsibility for the outcome of the process you are engaged to help improve. You cannot assume responsibility for the final results. That responsibility resides with the client’s executives, but you have to guarantee the quality of your own contributions.

I also failed to distinguish between input and output.

 ![](https://www.hpbech.com/wp-content/7-steps-simple-300x300.jpg) The 7 step management consulting process.  

All clients need output. They need tangible and measurable improvements in conversion rates, employee and customer retention, revenue growth in new markets, improved sales productivity and so on. However, clients often ask you to help with inputs. They need help to review their business model and strategy, to sharpen their customer value proposition, to analyse why something doesn’t work as expected, to design a customer satisfaction survey, to do a market assessment in Germany, to recruit resellers in the UK and so on.

Inputs such as strategy and business model reviews, market assessments etc. are tactical commodities. They have no value per se. How do you charge for commodities that have only perceived value? How do you secure urgency on a tactical activity that has no measurable value?

I am now reluctant to engage in tactical input driven projects. Most of them never get executed and those that do tend to end up with a very low price tag on them.

## The management consulting sales process

As I did research on the issues, I was facing, I came across [Alan Weiss](https://www.linkedin.com/in/alanweissphd/) and his book “[The Consulting Bible](https://www.amazon.com/Consulting-Bible-Everything-Seven-Figure-Practice/dp/0470928085).” Alan Weiss is American and I am Danish. There are major differences in our cultural backgrounds. I think many European management consultants will write off Alan Weiss as too American for their taste, but that is a big mistake.

From his writing I have adopted this management consulting sales process:

 ![](https://www.hpbech.com/wp-content/Consulting_Sales_process_ver2.png) 
I have covered the steps “[Shared Value](https://www.hpbech.com/proposals-are-the-last-thing-you-do/)” and “[Relationship](https://www.hpbech.com/i-dont-sell-anything/)” in the previous post. Now we get to “Conceptual Agreement.”

### Conceptual agreement

The “Conceptual Agreement” phase has two objectives:

1. Determine the project’s success criteria
2. Outline and agree on the consulting approach
 
### The success criteria

This is where I failed utterly in the beginning of my career as a management consultant. I failed to define the success criteria of my potential engagements.

- What do we want to achieve and how do we measure/register/agree when we have achieved it?
- What is the value of this achievement?
 
 ![](https://www.hpbech.com/wp-content/TBK-valueprice-698400-300x172.png) 

I have adopted Alan Weiss’s rule of thumb and do not want to engage in projects where the relationship between my consulting fee and the value to the client is not at least 10:1 in favor of the client.

The amazing observation is that I am much more concerned about the success criteria than most of my potential clients are. In the early days my potential clients wanted references, case stories and other types of proof that I had done similar projects to the satisfaction of other clients. However, they were mostly unprepared to define tangible success criteria for their own projects. Defining the success criteria is the best approach for clearly defining the project and its’ environment. Without clear success criteria I cannot engage.

### The consulting approach

When we have agreed on the success criteria for the project then we can briefly outline the consulting approach. As we are aiming to reach the success criteria as fast as possible with as little “disturbance” as possible, the consulting approach can be adjusted as we move along. There is no longer a need for being very specific on the input side as long as we deliver on the value side of the equation.

### The proposal

Now the proposal becomes a confirmation of the Conceptual Agreement. The only amendments are the fee and the payment terms and conditions. With a value ratio of 10:1 in the client´s favor that seldom is an issue.

**Categories:** Blog, Business development, Marketing

**Tags:** Alan Weiss, biznes, consulting

---

### [Did McKinsey & Company Kill Swissair?](https://hpbech.com/did-mckinsey-company-kill-swissair/)

**Published:** August 27, 2019
**Author:** Hans Peter Bech

**Content:**



---

> *All had been well until the early 1990s, when consultants McKinsey & Company recommended that the company embark on a “hunter” strategy of buying up poor-quality airlines around Europe, sorting them out with some high-quality Swiss management, and so step up into the big league of international airlines*.

---

 ![](https://www.hpbech.com/wp-content/Swissair-300x246.jpg) 

In the fall of 2001, a colleague and I left Kastrup airport in Copenhagen heading for San Francisco, California. We were going to attend a conference on 3D software. We had freshly printed business cards in our pockets and printouts from an early prototype of our new revolutionary software (more about this later).

The first stop was Zürich, which was the main Swissair hub, and then on to San Francisco, where we would arrive late in the afternoon local time. There would be plenty of time to go to Redwood City, check in at the hotel, have a good American dinner with a steak and a glass of cabernet sauvignon and then an early night. The conference was scheduled to start the next day.

Given that we were a start-up company we had chosen Swissair over SAS simply because of price. SAS didn’t have a direct connection from Copenhagen to San Francisco, so we had to do a stop-over someplace anyway. Swissair had the cheapest tickets. I recall a price of €500 roundtrip.

Our luggage was checked through to San Francisco and we were assigned seats by the emergency exit on the long leg of our trip (frequent flyer trick).

Leaving Copenhagen on schedule we had breakfast on board the Swissair flight to Zürich. Everything was utterly normal. Safety instructions were given, the captain made his announcements and we landed in Zurich on time welcomed by the stewardess who wished us a great day.

## Arriving in Zurich

 ![](https://www.hpbech.com/wp-content/Zurich-airport.jpg) 

Zurich is an airport with small islands connected to the main terminal through underground tunnels. As we made our way to the main terminal we were discussing how much information on our new software we should reveal at the conference. I was in favor of being very open, but my colleague (the CTO) thought we should be more reserved.

Entering the main departure hall we were looking for the monitors announcing the gate number of the flight to San Francisco. We found the monitors and a very long day was just about to start.

All the Swissair flights were in “waiting for information” mode. Some were cancelled, but most were just in this “status unknown” state. The gate number was announced on the monitor so we started for the gate to have a chat with the Swissair staff. Arriving at the gate there we lots of passengers and no Swissair staff. We looked around to see if we could spot some Swissair representatives, but they had all vanished.

We headed for a cafe to grab a sandwich and picked up the rumours that Swissair was in financial trouble. Swissair? The Flying Bank? They couldn’t get fuel unless they paid cash in advance. Swissair executives were chasing someone who could release the cash and make the fuel flow.

No pay -> no cure.

Coming back to the gate a piece of paper had been posted on the gate door announcing that there would be an announcement at 16:00. 16:00 was AFTER our flight was supposed to leave. Not a good sign.

At 16:00 a Swissair representative opened the gate door and read the announcement. All Swissair flights were grounded and nothing could be said about if and when they would operate again. Everyone had to take care of themselves. Swissair was not in a position to help anybody with booking alternative flights or hotel accommodation. Goodbye. And gone he was.

## One Man’s Death Is Another Man’s Bread

 ![](https://www.hpbech.com/wp-content/crowd-airport-300x200.jpg) 

It must have been a great day for the other airlines. We all rushed to the ticket counters to get seats on other flights. After 2 hours in the line all flights from Europe to the US had departed. We had to book for the next day. Lufthansa had tickets in Economy Class: €4.000 each! I almost fainted. “How much is Business” I asked.” €5.000″. We bought 2 tickets on Economy for the next morning. We had to stopover in Frankfurt, but what the heck.

Then find a hotel for the night. Do you know the prices of hotels in Zurich? We found something affordable half an hour away and headed for the place. It was nice and clean and the hotel even had a good restaurant. We had something with rösti and “eine Stange” (a beer) and went off to get some sleep in huge Swiss duvets. Switzerland is a civilized country. How could Swissair get into such a mess?

We got to San Francisco, missed the first 1/2 day of the conference, but managed to get our message through and returned to Copenhagen with the assistance of Lufthansa.

A few days after returning we found out that Swissair did not go bankrupt but was under reconstruction. We carefully drafted a letter to the entity responsible for the reconstruction and enclosed copies of all the additional costs the incident had incurred including the new tickets we had to purchase with Lufthansa. And would you believe it: A few months later we got all the additional costs refunded and an apology as well. Swiss service at its best!

## 11 Years Later

A friend of mine just recently recommended to me a new book by Kim Warren titled “[The Trouble with Strategy….](https://www.amazon.com/The-Trouble-Strategy-ebook/dp/B0089ME37W)”. Being obsessed with strategy I downloaded the book immediately and began reading. It is a interesting book, although it deals with strategy on a different level to what I do. I’ll write a [review](https://tbkconsult.com/the-trouble-with-strategy/) of the book in the near future.

About 14% into the book (Kindle version, loc 624) I find this statement:

 ![Kim Warren](https://www.hpbech.com/wp-content/Kim-Warren-1.jpg) Kim Warren  

> “Swissair was seen by the proud Swiss nation as more than just an airline: it was symbolic of the excellence that pervaded the country’s business sector. So the grounding of its fleet in 2001 came as a shock to the entire nation. All had been well until the early 1990s, when consultants McKinsey & Company recommended that the company embark on a “hunter” strategy of buying up poor-quality airlines around Europe, sorting them out with some high-quality Swiss management, and so step up into the big league of international airlines. The company acquired stakes in a dozen airlines, some small, but other larger, such as the loss-making Belgian airline Sabena and Portugal’s TAP. All this cost vast amounts of cash, leaving the company crippled with debt. The logic of the strategy might have been reasonable enough, but when embarking on something on such a large scale that neither you nor anyone else has attempted before, you might at least expect to test the process on a small scale first, then learn and scale-up, rather than just betting the farm on its working”
> 
>  Kim Warren, author of “The Trouble with Strategy…”

---

Although I have flown around the world more than most I do not consider myself an “airline industry expert”. I am in no position to judge whether the recommendations provided by McKinsey & Company were sober or not. However, I assume that the reason for Kim Warren deliberately and explicitly including McKinsey & Company by name must indicate that he believes they do have a share or two in the misfortune of Swissair?

He could have written: “All had been well until the early 1990s when Swissair embarked on a “hunter” strategy of buying up poor-quality…”

But he did not write so. He choose to include the McKinsey & Company name. Thus my question: Did McKinsey & Company kill Swissair?

Doing a little research I came across an article from Bloomberg Businessweek published in July 2002 titled: [Inside McKinsey](http://www.businessweek.com/stories/2002-07-07/inside-mckinsey). Interesting reading indeed.

## Strategy and Execution

I have been working with strategy for more than 30 years. The last 9 years as a management consultant. As an executive I was also intimately involved with the execution. I don’t recall any situation where strategy and execution was not an iterative process. The process goes like this: Define strategy – test – adjust strategy – test – adjust strategy – test etc. You carried on until it worked or you had to give up and try something different. The reason for this “chicken” approach was simple. None of the business units or the companies I was responsible for could afford to bet all our money on a “hole in one” implementation.

Now, there are situations where you cannot apply the “chicken” approach. If you are Apple and want to enter the smartphone market, you better get it right from the start. However, in most situations I think the “chicken” approach makes very good sense.

As a consultant, you are often excluded from the execution. You facilitate the strategy process and help identify the options. You facilitate the process of choosing the “best option” and then it is goodbye. You call back and follow up, but they don’t want you involved in the execution process. They hire the wrong people, they skip the market assessment and dive in blindfolded, they reduce the OPEX budget and increase the revenue target. Thousands of things can change or go wrong in implementation including the reality being substantially different from your assumptions. [Predicting the future](https://www.hpbech.com/im-sorry-i-broke-your-company-another-trouble-with-management-consulting/) still remains a very difficult exercise. Especially so for management consultants.

If you use consultants to help you facilitate your strategy process, but exclude them from the implementation, then you have no right to blame them for the failure of the strategy.

As a management consultant, I have great respect for and admire McKinsey & Company. I read a lot of the stuff they publish and get inspiration from their thinking. I am working for a couple of their clients and cannot help but envy the bills they are able to generate. Clients do not keep paying that kind of money unless there is value in return. Yes, they have been involved with clients who went bust, but that is hard to avoid if you have most of the Fortune 500 as your clients.

## NOVAMIND

The company that I represented en route to San Francisco was a software start-up. A venture fund had invested €1,5M in the company on the promise that the software would be able to generate 3D geometry and texture out of simple film footage. If that could be done, then it would disrupt the entire 3D industry and make 3D representation available for applications where the cost today is still prohibitive. I was hired to sort out the business plan and take the product to market.

A long story short. The software [could not deliver](https://medium.com/@hpbech/silicon-valleys-rule-number-one-fake-it-till-you-make-it-b9b03bf32dd3) the promised results. We managed to generate a reasonable 3D model of a Danish Pastry (Spandauer), but nothing beyond that. Failing to raise the €10M we estimated it would require to build a robust prototype, I wrapped up the company nine months later.

The strategy was unrealistic, but the execution brilliant.

This post was first published in July 2012

**Categories:** Blog, Strategy

**Tags:** biznes

---

### [How will you know if a certain sales approach will work or not?](https://hpbech.com/how-will-you-know-if-a-certain-sales-approach-will-work-or-not/)

**Published:** October 9, 2019
**Author:** Hans Peter Bech

**Content:**

---

> You will have to continue to test, measure and test because the markets move all the time and what worked well yesterday may not work well tomorrow.

---

The other day I received this question from one of my readers:

> *Do you think that sending old fashioned “snail mail” might be a better method than cold calling or cold emailing for prospecting, especially in situations where I have a deep understanding of problems the prospect may be facing and can explain how our product helps? Of course, there is no guarantee they indeed have a problem at the time of my letter or a budget, but do you think this is worth trying?*

 ![](https://www.hpbech.com/wp-content/Crazy-Salesman-2016.png) 

The challenge with the question is that it leaves no clues as to what we want to achieve. Do we want to engage and close a transaction in the same call? Do we want to make an appointment to initiate a sales process or start building a relationship? I will make the assumption that we want to book an appointment and start a sales process (since a deep understanding of the customer’s situation apparently will be helpful for what happens next).

Before I answer the questions we need to have a common understanding of the term “cold call.” Looking up the term on Wikipedia gives us this definition:

> “An unsolicited *visit* or *telephone call* made by someone trying to sell goods or services.”

*Unsolicited* means that we have no indication that the person we call on has any need for or interest in what we have to offer. It also means that the person didn’t ask us to call. *Visit* and *telephone call* means that we need to get in touch and talk to someone in person.

If we are selling something that does require a personal conversation with the potential customer very early in the sales process, then we can ask the following questions:

## Q1: Will sending letters to potential customers give more appointments than making cold calls?

Probably not, but test it!

- Send out a thousand identical letters
- Have 10 salespeople make 100 cold calls each (to another 1,000 suspects)
- Compare the outcome
- Add up the expenses
- Calculate the appointment/expense ratio of each approach. The higher the number the better.
 
We know (Google “direct marketing response rates” and you will find numerous sources for industry data on the various direct marketing channels) that the average response rate on direct mails is 1-5% and that the average response rate on cold calls is 8-12%, but your situation may be different. Making cold calls is obviously much more expensive than sending out letters, so it is hard to say what your specific benchmark will show.

**Note:** The reason that we need to send 1.000 letters and have 10 sales reps perform this exercise in parallel is the need for enough data to achieve what we call *statistical significance*. **Too few observations may lead us to the wrong conclusions**. (Try flipping a coin 10 times. Note the result. Flip the coin 100 times. Note the result. We know that the chances of each side is 50/50, but with too few observations the average is most likely not 50/50).

## Q2. Is calling cold more effective if I send a letter first?

Probably not, but test it!

- Send a thousand identical letters and make the same 10 sales reps follow up on those letters
- Compare with the results from exercise 1
 
The reason that I do not expect the “letter first” process to be more effective is the added cost of sending out letters on top of the cost of cold calls. Your specific situation may be different.

## Q3. Is a traditional letter more effective than an email?

Probably not, but test it.

- Send out 1.000 emails with same message as the letter
- Have 10 sales reps follow up on 100 emails each
 
Response rates on emails are much lower than on physical letters, and there may be additional costs associated with finding the email addresses. I wouldn’t expect an email prior to a cold call to make much of a difference.

## Q4. Should I stop making cold calls and rely on following up on inbound inquiries instead?

If we have to rely exclusively on cold calls because we never receive any inbound inquiries, then there must be a major flaw in our business model. [I have written a separate post on this challenge.](https://www.linkedin.com/pulse/you-never-receive-inbound-inquiries-something-terribly-bech) It is not impossible to build and grow a business based on outbound cold calling. I have seen it done successfully a couple of times, but I have seen it fail many more times.

## The lean approach

I know that many sales (and marketing) organizations are unfamiliar with the approaches described above, but there are no other ways of finding out which approaches are the best for driving a marketing and sales process for a specific product/service in a specific market. If you want to try this approach I recommend you read “[The Lean Startup](http://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898)” by Eric Ries, EVEN when you do not consider your company a startup. Eric Ries provides a good description of the lean approach and what we must do to constantly refine our approach without jumping to and making incorrect conclusions.

 ![](https://www.hpbech.com/wp-content/Sales-Process.jpg)Marketing and sales are business processes just as R&D, financial management, manufacturing, logistics etc. The big difference is that the marketing and sales processes are extremely affected by the behavior of people external to us and over whom we have no control. Optimizing marketing and sales processes is required in all businesses and the only way is to test, measure, test, measure, test, measure and so on until you have a process that works and can be scaled. You will have to continue to test, measure and test because the markets move all the time and what worked well yesterday may not work well tomorrow.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [I Don’t Sell Anything](https://hpbech.com/i-dont-sell-anything/)

**Published:** December 18, 2019
**Author:** Hans Peter Bech

**Excerpt:** Selling management consulting is a relationship business. Without bilateral, trusting relationships there will be no engagements. Thus, before we move to the details of a potential consulting engagement, there are some rituals that must be completed.

**Content:**

---

> Take your time and establish that you and your potential client share basic business values and that the project has a measurable outcome.

---

 ![](https://www.hpbech.com/wp-content/KEEP.png) 

Selling management consulting is a relationship business. Without bilateral, trusting relationships, there will be no engagements. Thus, before we move to the details of a potential consulting engagement, there are some rituals that must be completed.

Working as a management consultant for over 15 years, I have come to the conclusion that I don’t sell anything. My profession is to help my clients improve their situations. When I leave the building, they must be measurably much better off than when I entered. That is the only way that I can demonstrate genuine value. Being a nice and helpful guy just doesn’t work for me. I need to see real and measurable change.

Making that change happen is not trivial and mechanical. As a management consultant, I am dealing with human beings. The changes that I can make are based on activities I do *with* the client and her staff. I may do some research on my own, but 80% of my consulting is based on working WITH the client and her staff. The final results are changes in the client’s behaviour and processes.

### Ideal Client Profile

I accept that many business issues are the same across all industries and organizations. However, I have decided to focus my consulting business on helping information technology companies grow. Therefore I turn down all potential assignments outside this domain.

I have decided not to work with startups (with a few exceptions!). Although I have been intimately engaged in more than ten startups in my operational career, I am convinced that startups should avoid hiring management consultants. There is a world of difference between helping an established company increase their growth rate and helping a startup find a repeatable and scalable business model.

I have specialized in the first and not the second.

As 100% of my potential consulting engagements are inbound, I qualify them first against my Ideal Client Profile.

I finished [the first post in this series](https://hpbech.com/proposals-are-the-last-thing-you-do/) with this illustration:

 ![](https://www.hpbech.com/wp-content/Consulting_Sales_process_ver2.jpg)The credit for this process goes to [Alan Weiss](http://summitconsulting.com).

Before even thinking about the proposal there are three phases that I must complete with a potential client.

### 1. Shared Values

Shared values is the first step in building solid relationships. Stephen R. Covey’s seminal book “[The 7 Habits of Highly Effective People](http://www.amazon.com/The-Habits-Highly-Effective-People/dp/0743269519)” represents the very values that I subscribe to. When I am with a potential client that I don’t already know, I test if he or she shares the same values. If I sense that we are too far from each other, then I find a way out.

I assume we have all burned our fingers in the past. Did that teach us a lesson?

Take your time and establish that you and your potential client share basic business relationship values.

### 2. Relationship

Improving the performance capacity of my clients requires working closely with key people, and especially with the person having the P&L responsibility for the outcome. I must respect and trust my clients. Otherwise, I cannot deliver the value required.

> Doing repeat business with people you know is much easier and less risky than engaging with someone new. It goes both ways.

Take your time and build a bilateral eye-to-eye relationship with your potential client.

### 3. Conceptual Agreement

Now we come to the specific engagement. This is where I failed utterly at the beginning of my management consulting career. I raced through this phase to get to the next, only to meet rejection.

## Other posts in this series:

- [Take your time – it’s not your project](https://www.hpbech.com/how-to-deliver-winning-proposals-part-1/)
 
Banner image: Taken from the top of Salling in Aalborg, Northern Denmark. I posted this article from the café there.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en

---

### [The Difference Between Business Development and Sales](https://hpbech.com/the-difference-between-business-development-and-sales/)

**Published:** December 25, 2019
**Author:** Hans Peter Bech

**Excerpt:** Business development, marketing and sales are business processes just like R&D, G&A, manufacturing and logistics.

**Content:**

---

> Business development, marketing and sales are business processes just like R&D, G&A, manufacturing and logistics.

---

Many information technology companies fail to distinguish between business development and sales. So what is the difference and why does it matter?

## The short version

- **Business development** is the process of finding the match between a product (or solution) and a segment in the market.
- **Sales is** the process of systematically generating revenue with the product (solution) in the chosen market segment in the race for market leadership.
 
## Business development

 ![business development](https://www.hpbech.com/wp-content/Business-Model-with-environment-1024x761.png) 

Business development will work very closely with product management on the competitive positioning and the feature set as well as with marketing for developing the most productive definition of the value proposition, the identification of the most effective communication channels and the most cost/effective lead generation process. This match-making process is based on continuous and close interaction with potential customers. The objective is not revenue generation, but finding the right product-market fit. When we move into a new market (which may also be a new geographic market) where the environment is different from where we are already operating, then we need to go through the business development process first before we employ sales resources.

## Sales

 ![Sales](https://www.hpbech.com/wp-content/crazy_salesman_v2.png) 

Sales is the tactical process of revenue generation when we have proven and documented product/market fit and defined the most effective way to support our customers’ buying journey. To achieve market leadership we will have to continuously scale and optimize our sales operation, which means hiring more and more salespeople (or recruiting more and more channel partners). We can define compensation plans with realistic objectives and quotas and we can benchmark salespeople against each other, optimizing the sales process.

## When we confuse the two situations

Failing to distinguish between the two situations and the corresponding roles of the people we hire will result in unfocused market penetration, unpredictable sales cycles, unpredictable revenue forecasts, fluctuating revenue and processes that are impossible to repeat, optimize and scale. In such situations, revenue generation becomes a “black box” where some salespeople are successful and some are not, but we have a hard time putting our finger on what makes the difference.

## Social engineering processes

 [![](https://www.hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1024x751.png)](https://www.hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process.png)Business development, marketing, sales development, sales, and customer success are business processes just like R&D, G&A, manufacturing and logistics. I call them social engineering processes since they depend heavily on understanding and influencing the behaviour of human beings outside our direct control. Unless we define these processes, describe them, test them, formalize them, optimize them and scale them, then achieving market leadership will be by accident only. And I am afraid that achieving market leadership by accident is becoming less and less likely in the information technology industry.

**Categories:** Blog, Business development, Marketing

**Tags:** biznes, business development, Business Model Generation

---

### [From Baker to Digital Nomad](https://hpbech.com/from-baker-to-digital-nomad/)

**Published:** April 14, 2020
**Author:** Hans Peter Bech

**Excerpt:** The gig economy, where you have no permanent employment but work from project to project, and the phenomenon of digital nomads, where you also do not have a permanent residence, is snowballing. Here is the story of Dane Benny Holgaard, who runs his business while exploring the world.

**Content:**



---

> *The gig economy, where you have no permanent employment but work from project to project, and the phenomenon of digital nomads, where you also do not have a permanent residence, is snowballing. Here is the story of Dane Benny Holgaard, who runs his business while exploring the world.*

---

 ![](https://hpbech.com/wp-content/uploads/Benny-poserer-300x214.jpg) Benny Holgaard  

Benny Holgaard is in Cordova in the Philippines when I call. Because of the Corona crisis, he is grounded and unable to move on. For how long, he doesn’t know. However, it does not affect his business. As long as there is a WiFi or cellular signal, he’s up and running.

Benny runs the company [shoptech.media](https://shoptech.media/da/), and I got his contact information from Estonian [XOLO](https://www.xolo.io), which is one of the case studies in my upcoming book *[Going Global on a Shoestring](https://www.hpbech.com/books/going-global-on-a-shoestring/)*. We have mailed a bit back and forth to find a time to talk that suits both of us.

Originally, I was just going to get a few quotes about Benny’s experiences with XOLO. However, as the conversation progressed, a fascinating story unfolded. A story about a worldwide trend; digital nomads and the gig economy, but also a story about how to pursue and find harmony and happiness.

## Danish pastries made in Silkeborg

Benny is originally a baker from Silkeborg, and for four years, after finishing his apprenticeship, he baked bread while the rest of us slept. Then he worked at a factory for eight years before discovering his fascination for IT. From the mid-nineties, he was busy building PCs and working with software when in 2003 his wife announced that she wanted a divorce.

> *“That divorce came as a shock to me,” Benny says. “It reset my entire life, and it took some time before I found my bearings again. I started studying psychology, coaching and NLP and worked with, among others, refugees who were traumatized by war experiences.”*

After Apple launched its iPhone in 2007, Benny returned to IT and began working with apps. He became very active on [amino.dk](https://www.amino.dk) (a popular website for small businesses in Denmark), made contacts within the entrepreneurial community and established himself as a freelance app developer.

## E-commerce and webshops

Through his clients, Benny was increasingly exposed to issues surrounding E-commerce and webshops. As he both found it wildly exciting and apparently also had a flair for it, this eventually became his focus area.

> *“It was in 2012 that I decided that I wanted to explore the world. I hadn’t fully recovered from the divorce, was unhappy, didn’t make much money from my work as a freelance developer and had been cheated a few times. The projects I undertook didn’t require me to be face to face with the clients. As long as I responded quickly and delivered quality work, I could do my job on the moon. I hoped that happiness could be found somewhere out there in the big world.”*

On January 1, 2014, Benny said his goodbyes to Denmark and with $500 in his pocket he left for Spain. He didn’t intend to settle there. It was just the first stop and as far as he could afford to go. He needed to make more money before he could move on to the more exotic places on his wishlist. Fortunately, one of his Danish clients kept sending him projects, and soon he could book the first long haul flight to the Philippines. As the business grew new destinations such as Thailand, Cambodia, Korea, Indonesia and Japan became temporary residences.

 ![](https://hpbech.com/wp-content/uploads/Benny-slapper-af.jpg)Parallel to the travel, Bennys spirits brightened, and the business kept growing. To cope with the increasing workload, Benny took on associate freelancers to his company.

> *“I’ve never spent a penny on marketing,” Benny elaborates. “I am active in the social media groups where there is serious discussion about e-commerce issues. The customers find me, and by using hand-picked freelancers, I can maintain the quality and responsiveness that has become my trademark. For most jobs, we have a turnaround time of less than 24 hours. From the time we receive an assignment and until the solution is tested and implemented in production, less than a day has passed.”*

## The Estonian solution

When Benny decided to leave Denmark, he had no intention of finding a permanent residence anywhere else right away. He did decide, though, to keep his company registration and bank account on Danish soil. Without a permanent home in Denmark, however, or anywhere else for that matter, SKAT (the Danish tax authority) would not allow him to create a limited liability company. Instead, Benny set up a company in the Seychelles.

> *“That was a toxic constellation. I had to constantly document that I did not run money laundering for drug cartels. I do understand that concern, but for my small business, it became a bureaucratic nightmare.”*

While the business grew nicely, so did the administrative challenges. There were ongoing problems with the bank that required more and more documentation, and for periods they simply closed the account.

 ![](https://hpbech.com/wp-content/uploads/Benny-arbejder.jpg)In 2019, Benny chanced upon the opportunity to become an e-citizen in Estonia. He applied, was approved and picked up his welcome pack in the fall of 2019 at the Estonian Embassy in Tokyo, where he was staying at the time.

> “The Estonian solution is almost perfect. Now my company is registered *in Estonia and with an account with [Transferwise](https://transferwise.com) and XOLO respectively it works smoothly. Customers can pay me and I can pay my freelancers and other creditors without much delay and expensive fees. The only bottleneck is the connection to my private funds.”*

Today Benny Holgaard has a permanent residence in Thailand, where he pays tax and has his private bank account. Paying wages or profits to the bank in Thailand takes time and is associated with high bank fees.

## A billion digital nomads?

 ![](https://hpbech.com/wp-content/uploads/Benny-på-marked-225x300.jpg) 

The gig economy, where you have no permanent employment but work from project to project, and the phenomenon of digital nomads, where you also do not have a permanent residence, is snowballing. Benny, a Danish citizen, can hang out in Thailand and work for an English customer who receives an invoice from Benny’s Estonian company, which must be paid to a German bank. Then he can pay his subcontractors in the Philippines. It might sound like the activities of a big multinational company, but it’s just Benny’s little shoptech.media, which on a good day, keeps what equals 10 men (or women) employed.

Only a few countries are geared to handle the legal, tax and banking needs of this type of business activity. It looks like Estonia has seen the need and potential, and the [SMART visa program](https://smart-visa.boi.go.th/smart/) in Thailand is also targeting this growing population. Digital nomads are not out to avoid paying taxes but need agile authorities and banks to avoid the administrative hassle. For now, it seems that Estonia takes the lead.

> *“With the Estonian solution and XOLO, my business can grow again,” Benny concludes. “Next year we will have our own product ready, and I plan to bring partners into the company. It is most likely to be based in Estonia, so we will probably visit Europe to get the paperwork sorted out.”*

---

 ```
First published in Danish here on 14 April 2020.
First published in English here on 21 April 2020
```

**Categories:** Blog, Business development, Society, Strategy, Travelling &amp; Leisure

**Tags:** fixion_en, international business

---

### [Going Global on a Shoestring](https://hpbech.com/going-global-on-a-shoestring/)

**Published:** July 14, 2020
**Author:** Hans Peter Bech

**Excerpt:** "How long is a shoestring?" asked Rick Pizzoli when he first heard about the title of my next book. Rick, who runs Sales Force Europe and lives by helping primarily US companies enter the European markets, knows about where the challenges lie.

**Content:**

---

 ![](https://www.hpbech.com/wp-content/GoingGlobal_Bookcover2018_transparency-copy-221x300.png) 

> “How long is a shoestring?” asked [Rick Pizzoli](https://www.linkedin.com/in/rickpizzoli/) when he first heard about the title of my next book. Rick, who runs [Sales Force Europe ](https://salesforceeurope.com)and lives by helping, primarily US, companies enter the European markets, knows about where the challenges lie. He is therefore also one of the book’s many sources.

---

How do you get into the international markets without having to invest more than your business can bear? That is the question I answer in my book titled *[Going Global on a Shoestring](https://www.hpbech.com/books/going-global-on-a-shoestring/)*. The subtitle is *International Expansion in the IT Industry on a Small Budget*.

The research work, that was just recently completed, included interviews of 23 companies, but the book contains many more examples from real life, including from my own work as a consultant and international business developer.

 ![](https://www.hpbech.com/wp-content/Hands-over-head-Square-300x281.jpg) 

The idea for the book came in the wake of a series of workshops I held at Sabanci University’s School of Management in Istanbul a few years ago. In the classes sat well over a hundred managers of smaller software companies, all of whom had exciting products, were fuelled by the ambition to enter international markets, but did not know how to approach it. I have held similar workshops in other countries and also at home. The challenges are exactly the same. The products have international potential, but where do you begin and how can you get started without having to bet the entire farm? A book of experiences and ideas could help more people to make a realistic plan and try it out.

## The many shipwrecks

The challenge is that as a small business you can easily endanger the entire life of the shop by investing outside your domestic market. The book therefore initially describes a number of such examples of notorious disasters from the internationalization wonderland. The examples do not intend to scare anyone away, but should urge caution and above all for ingenuity. It can easily go terribly wrong, and it can not so easily go well. History shows that the traps often do not lie in unexpected places and represent combinations of conditions that you could have foreseen if you had had the relevant experience represented in the preparation phase and in the project follow-up group.

 ![](https://www.hpbech.com/wp-content/Ship-wreck-small-300x199.jpg) 

But the shipwrecks also illustrate that the companies are in completely different markets and situations. Although the book deals exclusively with IT companies (primarily software), products and markets differ widely. Are there any common denominators, rules of thumb or even recipes that apply to everyone? Yes, there are. Maybe not exactly a recipe, but I do believe there are principles and methods that can be used by everyone, and I describe them in the book.

When tasks are approached differently, it is often solely because the people behind the companies are different. We do things differently simply because we are different. This is also the case with internationalization. Business leaders’ way of tackling the challenges is not always because their situations are so different, but that they are human beings. Some are convinced that hiring local leaders abroad is the best approach. Others believe that you should start by relocating some of your already trusted employees first. There are examples that both work and do not work, so no definitive conclusion can be made, but each model has its advantages and disadvantages that must be weighed in a specific situation. It is my goal that the book should help decision-makers make better choices based on sober trade-offs rather than their prejudices.

## Things take time

 ![](https://www.hpbech.com/wp-content/Time.jpg) 

The book has been brewing for a long time. However, there have been other activities that have taken my time, and it is actually a difficult book to write. Although I work exclusively with IT companies, focus on smaller companies and only deal with the first steps to ensure a solid bridgehead, the subject area is very large.

I have decided to skip all the traditional stuff with formal corporate setups, trade restrictions, national legislation and cultural differences. Partly because much has been written about it elsewhere, and partly because it doesn’t really make a big difference. The knowledge you need to have in these areas can be acquired when it becomes relevant. The more soft parts such as choosing a market, organizing your resources, choosing forms of collaboration and partners and determining the initial initiatives are far more crucial to whether or not you succeed.

You can read one of the case stories [here](https://tbkconsult.com/insurance-an-industry-in-disruption-and-growth/).

If you would like to be notified when the book is released, [click here](https://www.subscribepage.com/c4x2g2_gg).

**Categories:** Blog, Business development, Strategy

**Tags:** biznes, international business

---

### [A Promised Land](https://hpbech.com/a-promised-land/)

**Published:** January 12, 2021
**Author:** Hans Peter Bech

**Excerpt:** It is not often I get a little sad when a book of 768 pages is nearing its end. Fortunately, I can look forward to reading Volume 2.

**Content:**

---

> It is not often I get a little sad when a book of 768 pages is nearing its end. Fortunately, I can look forward to reading Volume 2.

---

*A Promised Land* is Barack Obama’s account of his path to the job as the 44th President of the United States of America, commencing January 20, 2009, and events during the time leading up to May 2011.

The last episode in the book is the showdown with Osama bin Laden, a mission to which Barack Obama assigned a very high priority.

The American intelligence service had successfully located what they suspected was Bin Laden himself. Then US Navy Seals carried out a raid on a house in the Pakistani city of Abbottabad, found bin Laden, shot him and brought the body back to their base for final verification.

 [![](https://www.hpbech.com/wp-content/uploads/Obama-watches-mission-Osama.png)](https://www.hpbech.com/wp-content/uploads/Obama-watches-mission-Osama.png) Photo: Pete Souza/White House It was him.

I highlight that incident because of the apparent challenge of describing and justifying a liquidation without a trial in a foreign country. Even when it comes to the terrorist Osama bin Laden.

However, Barack Obama presents the facts and provides the rationale for why this was the right thing to do. He does not neglect the moral and ethical dilemmas that characterize much of America’s domestic and foreign policy, and it is refreshing to learn how consciously and realistically he recognizes, expresses, and relates to those challenges.

## The strength of the contrast

When reading of *A Promised Land*, you cannot refrain from comparing the style and content with that of the 45th President, who for the last four years has performed on Twitter and in the White House. Especially the utterly surreal circus of recent months, where millions of Americans and large sections (most!) of the GOP – The Republican Party – have exhibited behaviour that suggests that the anti-democratic forces in the world’s most powerful nation are surprisingly prominent.

In that light, Barack Obama’s book is a positive reminder that there are American politicians who think and behave very differently. It is refreshing and inspiring that the country still produces people who are not entirely dominated by their egos and self-interest to the extent that it completely blocks their view and distorts their judgement. People that envisage a better life for the millions who are not born with a silver spoon in their mouth, and who recognize the role, responsibilities and obligations of the United States in the global community.

## A Social Democrat

 [![](https://www.hpbech.com/wp-content/uploads/Socialdemokratiet-300x190.jpg)](https://www.hpbech.com/wp-content/uploads/Socialdemokratiet.jpg) 

From my perspective and in the eyes of most Europeans, Barack Obama is a Social Democrat with a vision of making life better for most Americans through higher taxes, an expansion of public services and tighter regulation of the market. His political mission thus includes first and foremost the establishment of solidarity programs within education, healthcare and social security, like those we have enjoyed in the Nordic countries and most of Europe since World War II.

In Europe, some find that the Social Democratic vision has gone a little too far and believe that the public sectors have grown too big. However, only few will deny that Social Democrats are capable of running a government and that they for more than a hundred years have contributed constructively and significantly to the prosperity and welfare that we all enjoy today.

We have learned that Social Democrats are *not* socialists (which requires having the abolition of private property rights as a key objective). Instead, they are social liberals or liberalists (as someone in favour of liberalism), depending on your terminology. To advance real socialist ambitions, we have parties to the left of the Social Democrats. Ultimately, it is even doubtful whether they are prepared to re-test community models with collective ownership of the means of production. To the right of the Social Democrats, we have parties that would like to see the public sector reduced. Still, even they do not promote extensive privatization of vital public services such as education, healthcare and social security.

It’s different in the United States.

There, a suggestion for higher taxes to finance public services is perceived by many as socialistic heresy.

Had the fall of 2008 not been dominated by one of the worst economic crisis we had experienced since the Great Depression, it is unlikely that Barack Obama would have been able to win the presidential election. The Financial Crisis that originated in the USA demonstrated severe systemic problems with the capitalist market economy – especially in the United States. A failed, and costly war in Iraq also made Americans prepared to try something different.

The book describes these American idiosyncrasies. It explains how strong capital interests sponsor lobbying activity and media companies that perpetuate the myth that when you do not get an education, a good job and a good salary, then it is entirely your fault. When you are financially successful, then it also a result of your own actions, and you don’t owe anything to anyone.

## The two great paradoxes

I have travelled and worked extensively in the United States and have family and friends all across the continent. These are lovely people, and their country is beautiful and varied. However, two issues have always amazed me.

 [![](https://www.hpbech.com/wp-content/uploads/USA-300x245.gif)](https://www.hpbech.com/wp-content/uploads/USA.gif) 

One is US foreign policy, and the other is their lack of appetite for solidarity solutions.

The United States is a freedom-loving democracy that has had a particular penchant for allying itself with autocratic dictators who were experts in oppressing their peoples, enriching themselves, and clinging to power through undemocratic methods. How could the United States justify helping despots come to power and support them to maintain regimes that they would never accept at home? The principle of recognizing the enemy of your enemy as your friend seems primitive and short-sighted for such a sophisticated nation. It has often turned out to be exactly so (primitive!).

You will have a hard time finding someone in Europe who does not support a publicly funded healthcare system, a publicly funded education system and a social safety net. Especially in the Nordic countries, only an insignificant minority will question this way of organizing a society. Not only for altruistic reasons but also because it provides social stability and less crime, creates a better foundation for running private enterprises, and because it eliminates the worst excesses of the free markets.

The United States, one of the wealthiest and most resourceful countries in the world, has millions of citizens living in economic poverty, from which they and their children have the most incredible difficulties escaping.

How can one accept a political system that is so bad at providing for its citizens? A system that excels in generating wealth, but cannot figure out how to spread it to the benefit of everyone.

Precisely these fundamental paradoxes are discussed thoroughly in Barack Obama’s autobiography. When it is so expansive, then it is because he takes the time to explain the background for his political initiatives, the historical preludes, the positions and motives of his opponents, as well as the ideological and monetary forces that try so hard to maintain the status quo or worse.

His description of the background and difficulties surrounding the preparation and approval of The Affordable Care Act (Obamacare) is fascinating. It explains why even Democrats had a hard time supporting what was called The Public Option, which could be the precursor to a public health care system. Historical developments in the United States have made that option close to impossible even though it means that Americans have to pay far more for their healthcare than we do in Europe and Canada.

## For what we do not admire Americans

 [![](https://www.hpbech.com/wp-content/uploads/Hotel-california.jpg)](https://www.hpbech.com/wp-content/uploads/Hotel-california.jpg) 

In Europe, we have a lot for which to thank the Americans.

Our appetite for American culture (in a broad sense) has been enormous in my lifetime. We listen to and play American music, watch American movies, are big consumers of American technology and look with envious eyes at their ability to create fast-growing companies.

Funnily enough, however, we have not been inspired much by American political practices. I do not recall any European politician suggesting that we should arm the people in the same way as is the situation in the United States. In Europe, no one is calling for radical privatization of education, social services and health care, so it could work more like it does in the US.

## The job of being the US President

 [![](https://www.hpbech.com/wp-content/uploads/US-President-Shield-300x300.png)](https://www.hpbech.com/wp-content/uploads/US-President-Shield.png) 

The President of the United States is often described as the most powerful person in the world. After reading *A Promised Land*, you may wonder what that means.

The book describes in detail the many formal and trivial obligations that the job entails. And how to see to them at the same time as you need to fix urgent and critical issues that are not of your doing, but still require swift solutions that are well thought out. All the while, you must find time to advance your own political agenda and implement reforms that can find legislative majorities in Congress (the Senate and the House of Representatives). It all takes place while in the full public spotlight.

Through the years we have seen very different American presidents motivated by vastly different ideas seeking the job as head of the world’s most resourceful nation. Barack Obama credibly illustrates that his ambition was driven by a Social Democratic vision that was to make life better for most Americans.

He was also very well aware of the risks that the job entailed for his family and himself. The risk was not only related to safety but also included the impact of never having time off, of having a servant on every finger, of being isolated from the outside world, of being the target of unwarranted and hateful criticism and the object of adoring admiration. In particular, he and his wife, Michelle, were sensitive to how it all might affect their two small girls, Malia and Sasha.

The Obama family got themselves organized and seemed to have come out of the two presidential terms unscathed. With great humour, Barack Obama continuously explains the many benefits that, after all, are associated with “living upstairs from the shop” and not having to think about commuting, shopping, cooking, laundry and cleaning.

## Entertaining lessons in contemporary history

The book does not touch upon political episodes that you as a reasonably well-informed newspaper reader have not heard of before. Still, it opens the door to the inner workings of the American political systems and offers layers of relevant details and background information on top. It is an elaboration of contemporary historical events, the outcome of which has had an impact on millions of Americans but also on billions of people worldwide.

I remember Barack Obama as an excellent speaker, and after reading *A Promised Land*, I must also give him top marks for written disposition, style, and dramaturgy. It is a very well-written book, and for the English-savvy person, it is easily read in its original language.

If you have read my other book reviews, you will know that I have a weakness for books that document how reality always surpasses fiction when it comes to suspense, relevance, and drama. A Promised Land supports my claim and kept me spellbound for hours.

It is not often I get a little sad when a book of 768 pages is nearing its end. Fortunately, I can look forward to reading Volume 2.

 ![](https://www.hpbech.com/wp-content/uploads/A-promised-land-649x1024.jpeg)**Title:** A Promised Land

**Author:** Barack Obama

**Publication date:** November 17, 2020

**Number of pages:** 768

**Categories:** Business development, Politics, Strategy

**Tags:** fixion_en

---

### [Thought Leadership – Generating Inbound Leads on a Shoestring Budget](https://hpbech.com/thought-leadership-on-a-shoestring-budget/)

**Published:** March 18, 2021
**Author:** Hans Peter Bech

**Excerpt:** The quick 10-step shoestring process for becoming a thought leader within your subject matter domain and how to use this position to drive quality traffic from all over the world to your web site.

**Content:**



---

> The quick 10-step shoestring process for becoming a thought leader within your subject matter domain and how to use this position to drive quality traffic from all over the world to your web site.

---

Check out the e-book [International Inbound Lead Generation](https://tbkconsult.com/product/international-inbound-lead-generation/).

---

I realise that including a single chapter on how to be found on the Internet is quite ambitious. Thick books have been written on this subject. Nevertheless, I do see untapped potential for most small software companies with limited budgets. In my recent book, *[Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)*, I give the reader a quick 10-step shoestring process for becoming a thought leader within her subject matter domain and explain how to use this position to drive quality traffic from all over the world to her web site. In this post, I will review the first two steps.

## You are an expert

 [![](https://www.hpbech.com/wp-content/uploads/Lecture-Economy-300x300.png)](https://www.hpbech.com/wp-content/uploads/Lecture-Economy.png)The thing you have in abundance and which is unrelated to your limited budget is your insight. You know and understand the issues, problems, challenges and opportunities that your customers have within the domain where you operate. You know the difficulties they face with managing the change from their current modus operandi to a situation based on your category of software or service. You understand the value that your type of solution can release and how to make it happen. That insight is something your potential customers all over the world would like to learn if they knew you existed and if you shared your wisdom in a non-propaganda and product-agnostic type format.

## Real thought leaders are not self-appointed

I admit that the term thought leadership is misused. Doing a simple search on LinkedIn returns over 100,000 people in my immediate network that use the phrase to describe themselves. A quick look reveals that most of them don’t share any leading thoughts on their LinkedIn profiles or anywhere else for that matter. They claim to be thought leaders, but it doesn’t show.

There is a process for becoming a recognised thought leader or a subject matter authority and, if you follow my advice, you won’t have to make the claim yourself.

Instead, you must establish a schedule for thinking, documenting and sharing your thoughts – generously. The key objective is to make others consider you a thought leader or a trustworthy industry authority, which doesn’t require self-inflation. Rather the opposite. If your global key audience can find and enjoy your documented thoughts, then you are on the right track.

## Understand your business model

When you have invested time in understanding and documenting your business model, then you already know your target audience well. If not, then now is the time to become super-specific.

 [![](https://www.hpbech.com/wp-content/uploads/Ideal-Customer-Profile-1024x660.png)](https://www.hpbech.com/wp-content/uploads/Ideal-Customer-Profile.png)First, you define the type of companies or people that get the most value from using your product or service. Start with the demographic characteristics, and you might as well limit the description to the filter options available in LinkedIn’s Sales Navigator because, in step seven, we will use these variables to find them by name.

Now consider if there are any specific challenges that your type of customers face as organisations and individuals. Find industry sources that can help you understand the big picture, but also remember to talk to your customers about their specific issues and what they think about them.

When the buying journey for your product is complex, then your target audience consists of several individuals within each firm. They are a generic type of decision-maker, purchaser, end-user or influencer that plays a specific and essential role in acquiring your kind of solution. Decide how many individuals you are dealing with and make a generic description of their position, concerns, challenges and success criteria. Again, start the description by using the demographic search options offered by LinkedIn’s Sales Navigator.

Now that you know your target audience, then you can define the process for how they find, become interested in and end up buying a product or service like yours. Your revenue generation process then becomes the facilitation of the customers’ buying journey as illustrated here.

 [![](https://www.hpbech.com/wp-content/uploads/Sales-Process.jpg)](https://www.hpbech.com/wp-content/uploads/Sales-Process.jpg)## Search engine optimisation

Becoming a thought leader or a trustworthy industry authority requires that you provide content that helps these key individuals in each step of their buying journey. As you are interested in being found, you must have an idea of which keywords or phrases they use when searching for information or solution for their problems.

This discipline is called SEO – Search Engine Optimisation. Which words and phrases do your key personas use when talking about the problems you solve? Which phrases will they use when searching for information on the various search engines (Google, YouTube, Bing, DuckDuckGo, Baidu and others)?

 [![](https://www.hpbech.com/wp-content/uploads/Inbound_outbound_ver3-1024x550.png)](https://www.hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)Before writing the book, I was fortunate to get an introduction to SEO by Grit Neumann, a senior online marketing consultant at the German company Ströer. By coincidence, she and her family stayed at the same holiday resort in Croatia as we did, and she was generous and took some hours of her holiday to give me a peek into the mystery of being found on search engines. After reviewing some of the tools she uses to help her clients get found more often, she made a meaningful conclusion:

> No SEO tool in the world will help you unless you produce quality content that your target audience wants to consume.
> 
>  Grit Neumann, a senior online marketing consultant at the German company Ströer

---

I will not go into the details of SEO, but before you start writing and producing videos and a podcast, you need to have a good feeling for the vocabulary your customers use. You must use their words to describe their world so that they can relate to it. If you are not familiar with SEO, then you should learn the basics. There are plenty of [resources](https://yoast.com) available that will help you understand the concepts and how to use the tools available to explore the key phrases used by your target audience.

## The difference between propaganda and industry-centric content

There are two main categories of content produced for revenue generation purposes.
All companies produce **company and product-centric content** telling the world who they are and what they do. Some companies also produce **industry-centric content** discussing the problems, challenges and opportunities that their customers are facing now and in the future, and what to do about them at the general solution level.

 [![](https://www.hpbech.com/wp-content/uploads/Crazy-Salesman-2016.png)](https://www.hpbech.com/wp-content/uploads/Crazy-Salesman-2016.png)The first category, company and product-centric content, is valuable for people who may consider buying your product. When the customer’s buying process is complex, the higher-level decision-makers are not interested in product-centric content. They are more concerned about mitigating risk.

Industry-centric content is relevant to all customers irrespective of where they are in the buying journey. At any point in time, the bulk of your potential customers are not in active buying mode, which means that your company and your product-centric content doesn’t attract their attention. Instead, they may consider it annoying propaganda.

 [![](https://www.hpbech.com/wp-content/uploads/Total_addressable_market-236x300.png)](https://www.hpbech.com/wp-content/uploads/Total_addressable_market.png)Achieving the status as an internationally recognised thought leader requires that you produce a steady stream of industry-centric content. You can package such content into blog posts or articles, videos, podcasts, white-papers, infographics, ebooks, presentations or some other searchable material that teaches the visitor something valuable in the cross-section of their problems and your area of expertise.

My suggestion would be that you produce ten blog posts of at least 1,200 words each and publish on a regular basis, two white-papers or eBooks of at least 4,000 words each and five videos of five minutes each (remember subtitles!). You can start with the white-papers and then break them up into several articles afterwards or the other way around. The videos can be visual presentations of the content from the articles or the white-papers, including your talking head. If some of the material is suited for the podcast format, then do some of those, too.

Reusing the content across formats is perfectly acceptable and advisable. The whole idea of providing text, videos and podcasts is to reach as large a portion of your target audience as possible. Some prefer reading text; some listen to podcasts while walking the dog or working out, and some prefer to watch videos. The same content in different formats extends your reach.

Having created your starter package, you now produce two one-minute videos to introduce the white-papers and some short teaser texts (280 characters including everything) for each piece of content.

## Whitepapers are an excellent format for sharing your insight

 [![](https://www.hpbech.com/wp-content/uploads/TBK-WIPA-036_530x375-238x300.png)](https://www.hpbech.com/wp-content/uploads/TBK-WIPA-036_530x375.png) Whitepapers are an excellent format
for sharing your insight When drafting the posts, the white-papers and the scripts for the videos and podcasts, consider who you are talking to and where they are in their buying journey. The same content can address more than one type of buyer and be relevant across several steps of the journey, but looking at the map of people and issues, it seldom covers everything. Over time you should have produced something for all the bases or touch-points in the buying journey.
Try not to mention your product and company in any of this material. You can add a reference at the end of the text, video or podcast, but never at the beginning. Be personable and visible. A thought leader is a human being, not a robot or a company.

Before you move on to step three, you must develop a list of subjects for upcoming content and a publication schedule. Publishing once a week is ideal, but once or twice a month will also work if you have limited resources. Less than once a month is too little.

## How to produce quality content

Content production is a problem for most companies, both big and small. Who is going to produce it? How can you take time out of people’s busy calendars to write articles, shoot videos and record podcasts? Can you outsource it to external content producers on a freelance basis? What does it cost?

The preferred scenario is to do most of the production in-house. With the tools available today, setting up video and audio studios and post-production facilities are not expensive, and the benefit of having easy access makes it so much faster to get things done. The shoestring approach should focus on content quality over format quality. There is neither room nor need for expensive productions on a shoestring budget. The quality should be acceptable, which isn’t difficult with the tools available today. Don’t spend your money on being super professional at the format level. You could even argue that a moderate format quality improves the feeling of authenticity. Content is more important than format.

 [![](https://www.hpbech.com/wp-content/uploads/10-ways-front-page-with-shadow-217x300.png)](https://www.hpbech.com/wp-content/uploads/10-ways-front-page-with-shadow.png)If you don’t have the skills in-house, you can outsource the production of illustrations and final formatting. For the proofing of English content, you will, in any case, need a native English-speaking resource.

If you cannot produce the core content in-house, because you don’t have the writing skills or are uncomfortable talking to a camera or a microphone, then you have a problem. There are plenty of agencies and freelancers offering to produce content, but only a few are good at communicating complex matters. It also comes down to the quality of the briefings they get, and the budgets allocated. It takes substantial briefing to have a third party write something which the readers consider thought-leading. If you go for the outsourcing option, then invest in a long-term relationship with your freelancers or agency. There is a considerable upfront investment in briefing your content team to a level where they can produce something genuinely original.

Several of the companies in the case story section of the book are doing excellent jobs creating thought-leading content. The eBook “*[10 ways to navigate the implementation maze](https://tiatechnology.com/insights/)*” from Tia Technology is an outstanding example of product-agnostic content that addresses the concerns of the customers’ top-level decision-makers.

---

This post is an excerpt from my book *[Going Global on a Shoestring](https://www.hpbech.com/books/going-global-on-a-shoestring/)*

The post published first on the [TBK Consult blog](https://tbkconsult.com/becoming-a-thought-leader-generating-inbound-leads-on-a-shoestring-budget/).

---

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, business model, SEO

---

### [My recipe for making international bestsellers](https://hpbech.com/my-recipe-for-making-international-bestsellers/)

**Published:** April 13, 2021
**Author:** Hans Peter Bech

**Excerpt:** This is the first article in a series that describes how I made several international bestsellers

**Content:**



---

> This is the first article in a series that describes how I wrote several international bestsellers and what it has meant to my boutique consulting business. Feel free to be inspired to do the same if it fits with your business model, your ambitions, and you find the process exciting.

---

# It must be a fun journey

 [![](https://www.hpbech.com/wp-content/uploads/No-1-in-new-release-300x234.png)](https://www.hpbech.com/wp-content/uploads/No-1-in-new-release.png) 

Seeing your book rank first in one of Amazon’s categories is, of course, a great experience, but if you find the road that gets you there tiresome, forcing you to do things you do not like, then drop it.

Writing, publishing and marketing a bestseller as a one-man-band is a big job. There are many good reasons why even world-renowned authors continue to choose to leave a publisher in charge of most of the work.

But if you, like me, prefer to sit at the end of the table and be in control, then I will give you my recipe in this series of articles. I love writing, but I also love all the other activities required for the book to become known and eventually purchased. That’s why I enjoy the tasks and whistle every morning when I walk the few steps into my study or find a café and get started.

# English non-fiction

Before you spend too much time reading on, I must emphasise that – so far – my bestsellers are English-language textbooks in the how-to genre. I do not think the method works for fiction, and there will be some non-fiction books where it is not applicable either. I also doubt whether it is suitable for a book that only targets a local language market, but I will return to that later.

 [![](https://www.hpbech.com/wp-content/uploads/All-books-1-1024x326.png)](https://www.hpbech.com/wp-content/uploads/All-books-1.png)My subject area is **international business development in the software industry**. It is a narrow market, but worldwide there are about 5 million potential readers. Precisely that limited but global market is a significant reason for the success.

# I didn’t invent the wheel

I will admit that I did not invent the wheel. As with most innovative business models, mine also builds on top of many others and their ideas.

 [![](https://www.hpbech.com/wp-content/uploads/The-new-rules-500x500-1-300x300.jpg)](https://www.hpbech.com/wp-content/uploads/The-new-rules-500x500-1.jpg) 

The first fundamental element of my success story comes from [David Meerman Scott](https://www.linkedin.com/in/davidmeermanscott/) and his book *[The New Rules of Marketing and PR](https://www.amazon.com/New-Rules-Marketing-Podcasting-Newsjacking/dp/1119651549)*, which came out in the first edition in 2007. I read it while on summer vacation in [Croatia](https://www.linkedin.com/pulse/my-paradise-croatia-hans-peter-bech/) and was hyper-excited about the possibilities that opened up. It got me completely re-evaluating the go-to-market approach for my consulting business and got me started blogging regularly. The result was a substantial increase in the number of unsolicited inquiries, and by the end of 2015, I had 5,000 followers on LinkedIn. At the time of writing, I have almost [32,000 followers](https://www.linkedin.com/pulse/reaching-30000-connections-limit-now-what-hans-peter-bech/), and more are coming every day. I will return to this in a later article about how to do that and for what it can be used.

 [![](https://www.hpbech.com/wp-content/uploads/The-Consulting-Bible-300x298.png)](https://www.hpbech.com/wp-content/uploads/The-Consulting-Bible.png) 

I picked up the second essential element from [Alan Weiss](https://www.linkedin.com/in/alanweissphd/) and his book *[The Consulting Bible](https://www.amazon.com/Consulting-Bible-Everything-Seven-Figure-Practice/dp/0470928085)* (2011), which I bought and read in July 2013 (summer vacation once more!). Again, I revised my go-to-market approach as well as deciding that I should write a book. I pretty much knew what it was going to be about, but I did not have the recipe on how to get it written, published and marketed.

In the spring of 2014, I attended an [Alexander Osterwalder](https://www.linkedin.com/in/osterwalder/) [Business Model Generation](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers/dp/0470876417) master class in London, which in turn contributed to a redesign of my consulting shop and provided input to my upcoming book.

 [![](https://www.hpbech.com/wp-content/uploads/How-to-write-a-book-248x300.jpg)](https://www.hpbech.com/wp-content/uploads/How-to-write-a-book.jpg) 

After the master class in London, Sabanci University’s business management school in Istanbul, Turkey, invited me to deliver a series of international business development workshops for software industry executives. Preparing the workshop, I had large parts of the material ready for three books and only had to decide which book should come first.

The last but crucial essential element came from [Andreas Ramos](https://www.linkedin.com/in/andreasramos/) and his book *[How to Write a Book!: To Get More Opportunities and Improve Your Career](https://www.amazon.com/How-Write-Book-Opportunities-Improve-ebook/dp/B00MOYSUNY)*, which came out in August 2014.

Now all the sub-elements were in place. It was just up to me to bring them to life.

# Marketing for rookies

Knowing your target audience and the message they are receptive to are two of the most central variables in marketing. If you know who you are talking to and what challenges they face, you have come a long way towards the goal.

Based on my career and consulting business, it was logical to define the target group as everyone who works with revenue generation in software companies, especially those struggling with the international aspect. I was only interested in that part of the target group who were prepared to read a book in English.

However, revenue generation is a concept I use a lot, but the target audience does not. It covers all activities within business development, marketing, sales and customer support, including managing the relevant areas of responsibility. I, therefore, had to translate the term into the search criteria that LinkedIn offers in its Sales Navigator.

 [![](https://www.hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1024x751.png)](https://www.hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process.png)By searching among English-language profiles on LinkedIn, I found **five million people** who fit the criteria. I was well aware that only some of them were book readers, yet I judged that the target group was large enough to pull a sale of at least 10,000 copies.

Whether I was skilled enough to write and publish a book they wanted to buy and read was not yet clear, but I was convinced that there were enough potential readers.

In a later article, I will dig into the details on how to use LinkedIn Sales Navigator, which in my situation is a gift from heaven.

# Choosing the subject

 [![](https://www.hpbech.com/wp-content/uploads/Poet-265x300.png)](https://www.hpbech.com/wp-content/uploads/Poet.png) 

It may sound strange that I defined the target audience before choosing which topic I wanted to write about. But there was a good reason for that.

At that time, I primarily saw the book as a support vehicle for my consulting business, and here the target group was precisely what I describe above. I had a list of topics that I knew from my consulting activities that all companies constantly struggle with, so it was just a matter of choosing which one to deal with first. In addition to being a topic that the target audience recognised was a problem for them, my background and profile should also support that I had a particular insight so that readers would perceive me as a credible source.

The choice fell on the challenges of establishing and operating reseller channels. I will elaborate on that choice in a later article.

# Choosing the publisher

Very early in the process, I had to decide how to publish the book.
In principle, there are three options:

- The traditional publisher
- Co-publishing
- Self-publishing
 
Let me emphasise that for readers – those who buy your books – it does not matter which publishing path you choose.

Suppose you are dependent on book reviews in the traditional media such as newspapers, magazines, TV, radio and the like. In that case, it is probably an advantage to be published by an established publishing house. There are far more books published than the commercial book reviewers can find time to review, which is why they often choose to concentrate on those that come from the largest publishers. That’s also why you often see reviews of books that the reviewer does not like. Books that the rest of us would have put half-finished aside, but which the reviewer still spends energy on finishing reading and giving a bad review.

Like me, if you are not dependent on that type of review, you have a free choice.

## The traditional publishing house

 [![](https://www.hpbech.com/wp-content/uploads/penguin-213x300.png)](https://www.hpbech.com/wp-content/uploads/penguin.png) 

In the traditional publishing model, the author transfers the rights to his work to a publisher, who is then responsible for all the practicalities of having the book produced, marketed and distributed.

The publisher provides editorial resources, proofreading, setup, cover design, marketing, production and distribution.

Roughly speaking, publishers and authors share the turnover in the ratio 85:15. Still, in the individual situation, the financial conditions can vary considerably depending on how well-known the author is and how much potential the publisher believes the book has. The author can both get more and less than 15%.

I have never published a book through a traditional publisher. Here are the reasons that immediately led me to opt-out of that model.

- I could finance the publication myself and therefore did not need that service from a publisher.
- My research suggested that I would have to spend a lot of time finding a publisher who would connect with a debutant. Was I ready for that? Did I want to spend time and energy chasing publishers? Couldn’t I spend that time better on the book?
- Many authors I spoke to were disappointed with the support they received from their publishers. It seemed as if the publishers were throwing spaghetti on the wall and then waiting to see if anything stuck. If your book did not get off to a good start, it was quickly forgotten by the publisher.
- I could figure out that a publisher had to spend considerable resources reviewing proposals and manuscripts that they chose not to publish. These costs were to be covered by the authors whose books they decided to publish. As a writer, I needed just one publisher who said yes to my book. The costs that publishers have to say no thanks to a thousand others have no value to me.
 
Note. When I prepared my fourth book, I did approach two publishers and got rejections from both. Then I decided to stop the search and publish the book myself (and it sold well!). I will describe that experience in a later article.

## Co-publishing

The traditional publishers are often mistaken, which means that many of the books they publish do not reach the sales figures they hoped. This makes publishers extremely cautious. If you are a debutant and unknown, it is pretty tricky to get your book published by an established publishing house.

Against this background, publishing houses have sprung up where the authors co-finance the publication. Of course, this type of publisher is easier to approach simply because their commercial risk on the individual publication is limited.

But co-publishers have a tarnished reputation among both reviewers and authors.

In principle, there is nothing wrong with an author co-financing the publication of her work. However, if the co-publisher primarily lives on the authors’ contributions and not on the subsequent book sales, then a conflict of interest arises.

I have not published books through co-publishers but recognise that it can be a good solution for debutants and bestsellers. However, effort must be made to have clear agreements where the conflicts of interest can be managed.

## Self-publishing

[![](https://hpbech.com/wp-content/uploads/BOOX_BIZNES_logo.png)](https://hpbech.com/wp-content/uploads/BOOX_BIZNES_logo.png)From the beginning, I chose to publish my books myself.

[BOOX Publishing](https://hpbech.com/boox-a-new-publisher-sees-the-light-of-day/) (previously [TBK Publishing](https://tbkconsult.com/publishing/)) is a division of my consulting company, [BOOX Consulting](https://hpbech.com/workshops/) (previously [TBK Consult ApS](https://tbkconsult.com/)).

It was Andreas Ramos who inspired me to take this path.

[BOOX Publishing](https://hpbech.com/biznes/) is a publisher like any other. We have a company registration number, our own ISBN series, and we have the same resources as all other publishers with two important exceptions:

1. We do not spend energy or money on evaluating external project proposals. We only publish my books. (Update: I am preparing the publication of a book where I am the editor and not the author).
2. All competencies are engaged on a freelance basis. We have very low fixed costs.
 
What that entails is the topic of the next article in this series.

---

[To be continued….](https://hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Alan Weiss, Alexander Osterwalder, Amazon, fixion_en

---

### [Blood and Oil: Mohammed Bin Salman’s Quest for Global Power](https://hpbech.com/blood-and-oil-mohammed-bin-salmans-quest-for-global-power/)

**Published:** July 20, 2021
**Author:** Hans Peter Bech

**Excerpt:** Mohammed Bin Salman may be fighting corruption, but nepotism is the DNA of the Saudi Arabian political system.

**Content:**

[![](https://www.hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979-300x205.jpg)](https://www.hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979.jpg) En route to Jeddah in July 1979  

My interest in Saudi Arabia started in 1979 when I did my first (and last) [business development projec](https://tbkconsult.com/how-i-got-started-with-international-business-development/)t there. What I found then was a country with lots of money but not much else. According to the book, *[Blood and Oil ](https://www.amazon.com/Blood-Oil-Mohammed-Salmans-Ruthless/dp/0306846667)*by [Bradley Hope](https://www.linkedin.com/in/bradleyhope/) and [Justin Scheck](https://www.linkedin.com/in/justin-scheck-0886814/), that seems to still be the case.

Life in Denmark and Saudi Arabia may represent two extremes.

We practically don’t share any values, institutions and political observations. Yes, we do have a royal family in Denmark, but they wield no power. The current head of state is the Queen (a woman!). Her family doesn’t breed tons of children all to be fed by the government’s coffers. They are respected for their deeds and not feared for their positions. You don’t get thrown into jail for criticising them, the government or any other political entity. Instead, criticism is considered a key element in the ongoing development of our legislation and institutions.

As an author it probably comes as no surprise that I prefer Denmark to Saudi Arabia. Anytime. And my wife agrees.

## The brutal dictator is often the last

 [![](https://www.hpbech.com/wp-content/uploads/Blood-and-Oil-199x300.jpg)](https://www.hpbech.com/wp-content/uploads/Blood-and-Oil.jpg) 

*Blood and Oil* is a well researched and well written book that illustrates just how inefficient, unproductive and unfair an autocratic system is despite having practically all the money in the world to do good for their citizens. Its religious base doesn’t make it any easier. I have a theory that in any autocracy the most brutal person will emerge as the ultimate dictator. This book sustains the theory. Saudi Arabia is on its way to getting the most brutal dictator they have ever had. Maybe then he will be the last.

[Mohammed bin Salman](https://en.wikipedia.org/wiki/Mohammed_bin_Salman) (MBS) does understand that Saudi Arabia cannot base its economy on oil forever. For some time, oil will remain a source for substantial income, but unless the proceeds are invested in other activities, that provide jobs and wealth for its growing population, the country will slowly but surely slide into oblivion. It will return to being one of the driest, hottest and most unforgiving countries on the planet. The country is already on this trajectory. Unless something is changed this is where it will ultimately go.

## Choose the right role models

To help him define the transition project MBS has turned to the world’s other super rich people and to the global management consulting companies. Do they have a proven track record of making such transitions?

Not exactly. Neither the super rich nor the management consultants have done anything that is even close to what MBS wants. But they are asked to chip in and the fees are attractive.

Could MBS look for inspiration elsewhere?

 [![](https://www.hpbech.com/wp-content/uploads/Norway.jpg)](https://www.hpbech.com/wp-content/uploads/Norway.jpg) Norway could be a role model for Saudi Arabia (Photo: Hans Peter Bech) Yes, he could look to Norway or Alaska, that both have similar situations, but apply very different approaches.

But he doesn’t do that.

And the reasons are very simple.

MBS’s primary objectives are to retain his political power and then his riches. Anything else are means to serve these ends. History has clearly demonstrated that such priorities are not sustainable. Even though he may convince his population that he is working in their best interests, the Saudis themselves will see in the long-term that this is not the case. There will come a day when people will want freedom and choice on issues that an autocracy can only provide by stepping aside. Such aspirations will be supported by economic powers that also benefit from a liberal and democratic market economy. MBS’s current strategy working with the world’s super rich individuals and the top management consulting companies may polish his ego, but it will never build the political institutions and scalable market frameworks required for the transitions ahead.

## MBS is on a mission impossible

 [![](https://www.hpbech.com/wp-content/uploads/Saudi-Arabia-500-300x300.png)](https://www.hpbech.com/wp-content/uploads/Saudi-Arabia-500.png) 

MBS is on a mission impossible.

This is my prediction and the information provided by *Blood and Oil* supports it.

Sustainable societies and economies are based on institutions that are transparent, consistent and independent of the individuals that currently run them. They are meritocratic and immune to corruption and nepotism.

Saudi Arabia is exactly the opposite and even though MBS does realise that the current self-service kleptocracy undermines the economy as well as the legitimacy of its political system, the changes he pursues takes the country in the wrong direction. Replacing many small kleptocrats with just one giant one won’t fool anybody and the reliance on individuals rather than institutions will not create scalable economic activity. Massive development and construction projects such as NEOM may appear impressive on paper, but buildings don’t build institutions.

MBS has two massive personal weaknesses. He is impatient and he is thin-skinned. I understand that he is in an awkward situation. Since Saudi Arabia has very weak institutions, no-one can predict which direction the country will take should he lose control. That’s why he enjoys some support from his allies (we know what we have and not what we may get). If MBS wants to go down in history as someone who made a difference, then NEOM is not going to be on his tombstone. He must give Saudi Arabia back to its people and build a society which grows from within and doesn’t require suppression and violence to maintain itself.

He doesn’t understand that and that’s why he will fail.

---

This article was first posted on the [TBK Consult blo](https://tbkconsult.com/blood-and-oil-mohammed-bin-salmans-quest-for-global-power/)g.

**Categories:** Book reviews, Politics, Strategy

**Tags:** fixion_en

---

### [How Navision Cracked the North American Market](https://hpbech.com/how-navision-cracked-the-north-american-market/)

**Published:** March 1, 2022
**Author:** Hans Peter Bech

**Excerpt:** A small Danish software company, PC&C, founded in 1984, originally developed Microsoft Dynamics NAV (now Business Central).

**Content:**



> ---
> 
> *About 30 years ago Navision (then named PC&C) decided to try their luck in North America. As you will learn below, the road to success was long and winding.*

---

 [![](https://www.hpbech.com/wp-content/uploads/microsoft-dynamics-365-business-central-300x300-1.jpg)](https://www.hpbech.com/wp-content/uploads/microsoft-dynamics-365-business-central-300x300-1.jpg) 

A small Danish software company, PC&C, founded in 1984, originally developed Microsoft Dynamics NAV (now Business Central). Three young engineers, Jesper Balser, Torben Wind and Peter Bang, saw the potential of the emerging PC technology and decided to develop an integrated DOS-based financial management product for small companies. Not because they were experts in financial management, but because they believed each and every company on the globe needed such an application.

In 1985 they launched PCPLUS and, realising that they didn’t know much about marketing and sales, decided to put the distribution in the hands of an established distributor, Sophus Berendsen Computer Products.

## From idea to profit in 12 months

The product was very well received by the market and in their 2nd year of operation, PC&C was profitable (and remained so ever since).

  [![](https://www.hpbech.com/wp-content/uploads/1987-navision-stiftere-og-ibm-300x229-1.png)](https://www.hpbech.com/wp-content/uploads/1987-navision-stiftere-og-ibm-300x229-1.png)From left: Jesper Balser, Peter Bang,Carl Christian Ægidius (IBM),Ole Anker Larsen (IBM) and Torben Wind.(1987)  

With the feedback from the market, the three engineers soon recognized the demand for a product supporting multiuser PC-network environments, and in 1987 they launched the first version of Navision, named Navigator.

This time they managed to win [IBM Denmark](https://tbkconsult.com/cooperating-ibm-better-worse/) as their distributor, and they terminated the agreement with Berendsen.

IBM was a major player in the PC market in the 1980s, and IBM Denmark had developed a marketing strategy that gave the company the highest market shares in any country in the world. Although Denmark is a small market (representing about 0.24 per cent of global demand) this strategy, which contributed one per cent to IBM’s global turnover, was admired by the company’s executive office.

## Navigator for the IBM AS/400

 [![](https://www.hpbech.com/wp-content/uploads/as-400-300x213.png)](https://www.hpbech.com/wp-content/uploads/as-400.png) IBM AS/400  

In the market for small and medium-sized businesses, IBM was very successful with their minicomputer, then named AS/400 (launched as [a successor to S/36](https://en.wikipedia.org/wiki/IBM_AS/400) in 1988). IBM pushed PC&C for a version of Navigator running on the AS/400, and the development of this version was undertaken.

Through these activities, an AS/400 salesman, by the name of [Erik Seifert](https://www.linkedin.com/in/erikseifert/) from IBM Denmark, became acquainted with Navigator. He immediately saw the global potential that the product represented. With Navigator, IBM could win substantial market share in the vast market represented by small and medium-sized companies.

In 1989 Erik approached the country management of IBM Denmark with the idea of creating a small team responsible for convincing other IBM subsidiaries around the world to adopt Navigator as an IBM logo product and win market shares just as IBM had done in Denmark. He was particularly keen on getting the activity started in the US. If they took on Navigator in the US, other countries would automatically follow.

The Danish country management was reluctant. Their focus was on selling into the local market, where they were very successful. Doing cross-border activities was a new idea for which there was no established procedure and for which they didn’t have a budget and related resources. Erik explained the global potential and how it would support IBM’s hardware sales. Still, he wasn’t able to convince them to support the idea.

IBM’s reluctance didn’t stop him. Instead, he turned to PC&C with his ideas. The PC&C founders were also reluctant. They were still a tiny shop with a staff of just 12 people, didn’t feel prepared to challenge the biggest market in the world located 6-9 time zones away and were also convinced that there was already something equivalent or even better on the US market. However, after lengthy discussions, Erik managed to convince them that they should give it a try and that North America should be the testbed.

## Navigator 3.0 (with an Application Language)

In the meantime, PC&C had terminated the development of the AS/400 version and had instead released a version 3 of Navigator for DOS and OS/2 with an application language (AL) allowing the resellers to customise and add functionality to the product. This concept proved to be an even more significant success than the previous products and made Erik more convinced that the global market potential should be tapped now.

Erik left IBM in March 1990, moved to North America and started approaching IBM Canada. Although he managed to infiltrate the organisation, he was not able to win support for investing in a business with Navigator. Running out of funds, Erik returned to Denmark and continued the discussions with PC&C about the opportunities in America.

## PC&C Americas Inc.

 [![](https://www.hpbech.com/wp-content/uploads/erik-seifert-square-298x300-1.png)](https://www.hpbech.com/wp-content/uploads/erik-seifert-square-298x300-1.png) Erik Seifert  

On October 2nd, 1990 PC&C Americas Inc. was established in Atlanta, Georgia with Erik having 25 per cent of the shares and PC&C 75 per cent.

Erik then adopted a strategy of approaching all the major software vendors and selling them the idea of moving into the market for business management software through a channel of value-added resellers. He approached IBM, Microsoft, Lotus, WordPerfect, Computerland and many other leading IT companies. Still, none of them showed any genuine interest and they also had a hard time understanding what he was talking about.

In spring 1991, PC&C lost confidence in the venture and decided to pull out. Erik was not prepared to return to Denmark with the second failure in his bag. From his work in the field, he also experienced that Navigator was several years ahead of anything available in the US. He wanted to stay and carry on, and as his visa and work permit was tied to PC&C Americas Inc., he decided to buy the shares from PC&C for a nominal price ($1,400) and continue on his own account, again funding his effort with money from friends and relatives. With the exclusive rights for North and South America, he was convinced that there was enough market to build a successful business.

## The Peachtree opportunity

 [![](https://www.hpbech.com/wp-content/uploads/peachtree-accounting-300x300-1.jpg)](https://www.hpbech.com/wp-content/uploads/peachtree-accounting-300x300-1.jpg) 

Being on his own again, he reconsidered the strategy. He came to the conclusion that maybe the current providers of business management software were better targets. At least they would understand what he was talking about. He researched the market, developed a list of potential targets and started calling on their CEOs.

They surely did understand what he was talking about, but working with Erik and PC&C would be the same as giving up their own products, and none of the CEOs saw that as an attractive scenario for the future.

One early morning in July 1991, Erik called on [Bill Goodhew](https://www.linkedin.com/in/bill-goodhew-960138/), the CEO of Peachtree Software. On that particular morning, Bill picked up the phone himself and took the call. As Bill was not the engineer behind the Peachtree product, but rather the business executive taking care of strategy, organisation, marketing and sales, he didn’t suffer from the “not-invented-here” syndrome and listened to what Erik had to say. Peachtree already had a new product in the pipeline. Still, he was curious to learn why IBM in Denmark had chosen to work with PC&C and asked Erik to come over for an introduction.

The introduction went very well. Bill Goodhew was positive while the VP of R&D was more sceptical, mainly because adopting a product from a third party meant dropping their own development project. Nevertheless, Erik got the green light from Bill Goodhew, and further evaluations were initiated, eventually leading to negotiations about terms and conditions for exclusive representation in the US.

PC&C in Copenhagen were now involved in the discussions, and it became clear to Erik that the final contract would be made directly between Peachtree and PC&C in Denmark. As the deliberations entered a deadlock in October 1991, Erik was running out of funds. He made an agreement with PC&C and became an agent instead of a distributor. Part of this agreement also secured Erik a retainer enabling him to continue to drive the project from his base in Atlanta.

The distribution agreement between PC&C and Peachtree was signed in August 1992, securing Peachtree exclusivity for the US market for five years against a committed minimum royalty of five million dollars to be paid during the period. The agreement required that PC&C should provide a localised version of the product, and this work was now started.

From his base in Atlanta, Erik continued to support Peachtree in their efforts in building the new team for running the business with Navigator (which was to be branded Avista in the US). To head the team Erik recommended recruiting one of his previous IBM Denmark colleagues, [René Stockner](https://www.linkedin.com/in/rene-stockner-1497a5/), who was responsible for the relationship with PC&C in Denmark and therefore intimately familiar with the product, the business model and had excellent relations with the PC&C people. Rene accepted the challenge and relocated with his family to Atlanta, Georgia in 1993. With Peachtree covering the US market and Rene Stockner heading the Peachtree project, Erik was offered to assume responsibility for all of PC&C’s global sales and marketing activities. A position he accepted and performed from his base in the US.

## Then nothing happens

 [![](https://www.hpbech.com/wp-content/uploads/rene-stockner-square-280x300-1.jpg)](https://www.hpbech.com/wp-content/uploads/rene-stockner-square-280x300-1.jpg) Rene Stockner  

Although the challenging commitment of paying five million dollars in minimum royalty should motivate Peachtree to move ahead at full speed, things were developing slowly. One of the reasons was the increasing popularity of Microsoft Windows for which there was no support in Navigator. Instead of porting Navigator, PC&C had decided to develop a new product, taking full advantage of the Windows platform. However, the release of this product kept getting postponed.

Another reason became obvious in June 1994, when Peachtree was acquired by ADP (Automatic Data Processing). Companies in the process of being acquired do not invest heavily in new business ventures. ADP was not interested in continuing the Peachtree/Avista project, and the activity was therefore divested into a separate company, where PC&C got a majority share in return for reducing the royalty commitment.

Now PC&C was in the driver’s seat, and René Stockner could devote all his energy to the recruitment of new resellers.

## Microsoft Windows 95

PC&C’s decision to develop a new product for the upcoming version of Windows, then codenamed Chicago, was a big bet. Microsoft initially scheduled the release for late 1993, but it didn’t reach the market until August 1995. At the time of release the new version of Navigator, now named Navision Financials, was the one and only ERP product certified for the new operating system.

 [![](https://www.hpbech.com/wp-content/uploads/windows-95-300x212-1.jpg)](https://www.hpbech.com/wp-content/uploads/windows-95-300x212-1.jpg) 

Windows 95 became a rapid success and quickly captured the hearts and minds of customers and developers reaching a 57.4 per cent market share in 2002. All the hard work PC&C, renamed Navision Software in 1995, had done building a global reseller channel now paid off.

In 1995 Navision Software also increased their majority share in the US operation to 70% of the company and now fully controlled the operation. From then on things start moving and the business snowballed.

Although Navision Financials initially was the only product certified for Windows 95, Stockner still faced several challenges. Navision Software was a small, unknown company with few resources, an excellent product, and a brand-new business model. Resellers were to make money on customisation, implementation and extensions.

 [![](https://www.hpbech.com/wp-content/uploads/Channel_model_conceptual_698400-300x300-1.jpeg)](https://www.hpbech.com/wp-content/uploads/Channel_model_conceptual_698400-300x300-1.jpeg) 

When René travelled around the USA to find new resellers, he needed them to make quick decisions, and what could be more stimulating than a cheaper admission ticket? Therefore, he offered them free training and support and a 50 per cent discount on the recommended list price, terms which were entirely unheard of and very attractive within the IT industry. In return, however, he was to get a 15 per cent share of their service revenue, which stemmed from the Navision business. Although resellers had to adhere to strict training and certification requirements, they were able to get started without having to put their hands in their own pockets. As they earned only a little service revenue at the beginning, it seemed like a good deal.

As the resellers grew and their customization service revenues increased, it also became an attractive business for Navision Software. Indeed, it was such a profitable business that even if business partners didn’t sell new licences, Navision continued to earn from the resellers’ service revenue. The genius of the model was that it made it easy for partners to get started. Despite the vast majority of other vendors’ resellers levelling off once they reached a certain number of customers, Navision’s resellers (named “Navision Solution Centres”) continued to make positive contributions to Navision Software’s business.

## Microsoft acquired Navision

When Microsoft acquired Navision in 2002, the revenue in North America accounted for 13 per cent of Navision’s global turnover of close to two billion DKK (USD 300M) with an EBITA-margin of 23 per cent.

 ![Doug Burgum (im), Microsoft senior vice president, er flankeret af to af softwareselskabet Navisons hovedaktionaerer Preben Damgaard(tv) og Jesper Balser(th) på et pressemøde tirsdag maj 7, 2002 i København, hvor det blev meddelt, at Microsoft køber Navision.SE RITZAU (Foto: BJARKE ØRSTED/SCANPIX NORDFOTO 2002)](https://www.hpbech.com/wp-content/uploads/53-Page-462-Press-meeting-May-2002-e1559591363106.jpg) From left: Preben Damgaard, Doug Burgum (Microsoft) and Jesper Balser at the press meeting announcing Microsoft’s acquisition of Navision.
Tuesday. May 7th 2002, Copenhagen, Denmark.
(Photo: BJARKE ØRSTED/SCANPIX NORDFOTO 2002) In November 2000 Navision Software merged with Damgaard and became NavisionDamgaard. On March 15th 2001 the name was changed to Navision.

Sources:

- [5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA and Going Global on a Shoestring](https://www.amazon.com/460-Miles-Silicon-Valley-depth-ebook/dp/B07DF8VK8K)
- [Global Expansion in the Software Industry a Small Budget.](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)
 
---

Thank you to Erik Seifert and René Stockner for reviewing and commenting on the post.

**Categories:** Blog, Book reviews, Business development, Marketing, Strategy

**Tags:** biznes

---

### [How the Value of a Reseller Channel Can Be Counted in Billions](https://hpbech.com/how-the-value-of-a-reseller-channel-can-be-counted-in-billions/)

**Published:** November 9, 2021
**Author:** Hans Peter Bech

**Excerpt:** When a customer implemented an ERP solution from Navision, only ten per cent went for licenses. Ninety per cent of the value was created by and remained with the dealers.

**Content:**

---

> *When a customer implemented an ERP solution from Navision, only ten per cent went for licenses. Ninety per cent of the value was created by and remained with the dealers.*

---

When Microsoft acquired Navision in 2002, the latter had a turnover of DKK 1.8 billion (USD 360M), employed 1,200 people and showed a profit of 22% of revenue.

A healthy business you could say.

But Microsoft also took over Navision’s ecosystem with more than 2,000 business partners serving over 100,000 customers in 30 countries. The Partners developed industry solutions, general modules and customizations, as well as providing for the implementation and training of customers. And they were at the forefront of all marketing and sales activities.

 ![](https://www.hpbech.com/wp-content/Channel_model_conceptual.jpg) 

When a customer implemented an ERP solution from Navision, only 10 percent went for licenses. 90 percent of the value was created by and remained with the dealers.

The total turnover of and around Navision’s products was in the order of DKK 17 billion (USD 3.4B) in 2002 and the entire ecosystem employed over 20,000 people.

When Microsoft paid DKK 11 billion (USD 1.45B) for Navision, a large part of the amount was justified by the ecosystem. If Navision itself were to have built an organization to handle so many customers, they would have had to recruit more than 100 new employees every single month in their 18 years of service. They might have been able to do that, but it was just not a task they wanted to take on, and getting independent dealers to do it instead made the business model much more robust.

### It Takes Time to Develop a Reseller Channel

Although both Damgaard Data and Navision Software (the two companies merged in 2000 and became Navision) from the start in 1984 based their business models on resellers, it took several tours around the drawing board before they found the value-added scaling muscle that the partner channel in 2002 constituted.

 ![PCPLUS from PC&C](https://www.hpbech.com/wp-content/1984_pcplus-300x198.png) 

The first products, Danmax and PCPLUS were fairly simple and did not give dealers any opportunities for making extensions. But it was also not so important in the 1980s, where the retail discount on a single user solution (hardware and software) easily reached DKK 20,000 (USD 4,000). There was good money to make even with simple resale.

It changed with Concorde Economy and Navigator, and took on serious momentum with Concorde XAL and Navigator/AL, which included SDK tools to enable the resellers to further develop the products.

### Disruption from the Bottom

Damgaard Data and Navision Software started at the bottom of the market and worked upwards. In the beginning, it was quite easy to become a dealer, but over time the learning curve became steeper and culminated with Damgaard Data’s Axapta in 1998.

 ![](https://www.hpbech.com/wp-content/Friendly_tornado-300x290.jpg) 

The products benefited from the development of the IBM-PC and network technology. Where Danmax and PCPLUS helped customers switch from paper and ink to IT, Concorde XAL and Navigator/AL became products that outcompeted minicomputers, mainframes and service bureaux. With the dealers as a value-added link, Concorde XAL and Navigator/AL could do much more and at much lower prices (cost of ownership) than the minicomputer- and mainframe-based incumbents.

Together with Microsoft, Lotus and many others in the PC industry, Damgaard Data and Navision Software helped create one of the biggest bloodbaths\*) that the IT industry to date has experienced. In the mid-1980s, suppliers of mainframes and minicomputers dominated the IT industry. Just 10 years later, most of them had closed up shop. They didn’t see what potential PCs tied together in a network offered and had not noticed the forest of small software houses that developed solutions as customers due to price and facilities were quick to adopt.

Damgaard Data and Navision Software did not know that they disrupted the market for ERP solutions, for neither the term “disruption” nor “ERP” was invented at the time. They just did!

 ![The innovator's dilemma](https://www.hpbech.com/wp-content/The-Innovators-Dilemma-200x300.jpg) 

Only in 1997 came Clayton M. Christensen’s *The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail*, introducing the concept of disruption and explaining how it could take place just under the nose of the big and market-leading companies. It would take a few more years before the content of Clayton Christensen’s book had reached the broad audience and the word disruption was on everybody’s lips. Today, it is virtually used as a synonym for all types of changes, although it was not thought so.

### Two Completely Different Models

 ![5,460 Miles from Silicon Valley](https://www.hpbech.com/wp-content/Damgaard_UK_3D_badge_soft-480x580-248x300.png) 

As you can read in my book 5,460 Miles from Silicon Valley, Damgaard Data and Navision Software seized the task in completely different ways.
Both companies were aware that the recruitment and management of the dealers were called “distribution.” Damgaard Data, therefore, created Damgaard Data Distribution A/S, which took care of the tasks, while Navision Software handed them over first to Sophus Berendsen and later on to IBM Denmark (Damgaard Data Distribution was for a short period of time distributor of PCPLUS!). Only when Navision Software broke with IBM in 1994, did they get directly engaged in the distribution activity. When Damgaard Data was to start internationalization, they laid the distribution in IBM’s hands. It went wrong, and in 1998 they bought out IBM and took on activities themselves.

Both Damgaard Data and Navision Software fully understood the value of an efficient reseller channel and constantly refined the methods for recruiting more and making the existing ones more successful.

These methods can still inspire companies, even today.

---

\*) IBM alone reduced the number of employees by 180,000 from 1985 to 1995, while number 2, Digital Equipment Corporation after massive layoffs, was acquired in 1998 by PC company Compaq. The many hundreds of thousands of employees who lost their jobs by layoffs and company closures usually got new jobs quickly in the expanding part of the IT industry.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** 5460 Miles from Silicon Valley, biznes, Damgaard Data, ERP

---

### [International Bestsellers – Marketing 1](https://hpbech.com/international-bestsellers-marketing-1/)

**Published:** May 3, 2022
**Author:** Hans Peter Bech

**Content:**

This is the sixth article in a series describing how I produce international bestsellers. This time we will be discussing marketing.

---

Links to the first 5 articles:

- Article 1: [How to make an international bestseller](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/)
- Article 2: [The four main activities in producing a bestseller](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)
- Article 3: [Idea and creation](https://www.hpbech.com/international-bestsellers-idea-and-creation/)
- Article 4: [Production](https://www.hpbech.com/international-bestsellers-production/)
- Article 5: [Distribution](https://www.hpbech.com/international-bestsellers-distribution/)
 
---

## Books are bought, not sold

Whenever I am asked how I sell my books, my answer always is that I don’t.

I don’t sell books.

Readers buy them.

And it’s not just a matter of splitting hairs.

Even though my books are targeted at a business audience, they are consumer products. The purchase decision is made by a single person (in most cases), and since the price is not very high, it is a simple one.

I have full control over the process and result of the activities Idea, Creation, Production, and Distribution, but the link between effort and outcome in marketing and promotion is much more blurred. This does not only apply to me and my books, but to marketing in general.

I remember a phrase saying, “I realise that half my marketing spend is wasted; the trouble is, I don’t know which half”.

In this and the next articles, I describe my marketing method and activities, but I can’t claim that I have found the link between effort and outcome. However, I carry out activities and my books are bought every day around the world, so I must be doing something right.

## The book’s business model

As a self-publisher, I am in full control of my business model. I use Alexander Osterwalder’s terminology which is thoroughly explained in the book *[Business Model Generation](https://tbkconsult.com/product/business-model-generation-the-emperors-new-clothes/)*.

Where the previous articles in this series have primarily focused on the left side of the business model – the back office – we will now discuss the right side – what we also call the front office. This is where I plan and execute the activities that make my potential readers familiar with my offers so they can consider and decide if they want to buy my product – a book.

 [![](https://www.hpbech.com/wp-content/uploads/TBK_BusinessModel_v1-1024x662-1.jpg)](https://www.hpbech.com/wp-content/uploads/TBK_BusinessModel_v1-1024x662-1.jpg)The business model for my recent book *[Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)* looks like this:

**Customers**: Everyone who works with international sales in software companies. Estimated at five million people when searching LinkedIn. I will elaborate further on my identification of the target audience in the next article where I also describe how I use social media.

**Value proposition**: In a [previous](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/) article I have stated that a textbook is a product and not a work of art. When marketing a product, you need to know what value it creates and for whom.

 [![](https://www.hpbech.com/wp-content/uploads/Value-Proposition.jpg)](https://www.hpbech.com/wp-content/uploads/Value-Proposition.jpg)In a marketing context, my books have the advantage that they offer inspiration and help to solve key challenges and jobs for a very well-defined target group.

In other words, if a reader can benefit from just one of the ideas I present, then it can significantly increase her productivity, earnings, and wealth. However, I have chosen not to promise the world. I leave it up to the readers to judge the quality of my books in their reviews. We’ll get back to that.

I define the target group and the value proposition in *[The Book Summary](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf?media=1643280189)* before I start writing. I may adjust the text along the way, but the overall definitions (value proposition and target group) are fixed from the beginning.

I reuse the text snippets from the book summary in all the marketing activities.

This means that I can start the marketing while the book is being created and ensure that there is active demand on Amazon upon its release.

**Channels**: The channels I use to market and distribute the book. The marketing is done organically (no ads!) via LinkedIn, Twitter, Facebook, Youtube, and search engines. Distribution takes place via the established system with Amazon (global), IngramSpark (global), Author’s Republic (audio, global), DBK (Denmark), and Publizon (Denmark).

I have made commission agreements for the book *[5,460 Miles from Silicon Valley](https://tbkconsult.com/product/5460-miles-from-silicon-valley/)* (the english version of Fra Damgaard til Microsoft) directly with some selected bookstores. It has provided a decent sale and is a nice way to be in touch with other book lovers. I don’t make commission agreements for my English language books.

**Customer Relationships**: I’m happy to connect with 30,000 of my readers on LinkedIn. LinkedIn doesn’t allow more than 30,000 connections, so now you can only follow me (Follow), which many choose to do. From time to time, I go through my connections to make room for new and more active readers.

I get many inquiries and questions from readers. I pretty much always send a “thank you reply” for an inquiry, but rarely respond with an answer directly. Instead, I use the questions as inspiration for articles on my blogs from which all readers can benefit. Readers who want individual advice can start by purchasing a package of two virtual consultations. This type of service has become popular among the readers.

**Revenue**: The revenue that the book generates directly, and the revenue derived from workshops and the consulting assistance that the book results in.

**Key Activities:** Include all activities described in these articles.

**Key Resources:** I work with a permanent staff of freelancers who help with all the practical activities in the process. It’s a huge advantage to work with the same people and not have to shop around every time a task needs doing.

**Key Partners:** My business model has no Key Partners. Amazon, IngramSpark, Author’s Republic, LaserTryk, DBK, and Publizon are general suppliers that others can use on the same terms. There is nothing special about my relationship with them.

**Costs:** The costs associated with publishing the book. In a later article, I will give an overview of the costs of the individual parts and activities of Going Global on a Shoestring.

## The book exists before it is written

As I mentioned earlier, the cover is one of the first things we design. It makes it possible to create a [webpage](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) that shows the book and describes what it is about and whom it is written for.

I also record a short video where I present the book.

 https://youtu.be/I7pgbdTMVeI

 ---

Once it’s published and the first reviews are available, I’ll re-record the video where the readers’ enthusiasm is included.

All the marketing activities are intended to drive traffic to the pages on our website where the books are presented. The pages have been successful because in 2020 we had 44,271 unique visitors who read 174,775 pages and spent an average of 53 seconds.

Not everyone who buys the books has been visiting our website. Many find the book in other ways or click directly on e.g. [Amazon](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160) or [Tales](https://tales.dk/building-successful-partner-channels-channel-development-management-in-the-software-industry_hans-peter-bech_9788793116160) from an article or recommendation.

For books in the pipeline, readers can sign up to be notified when they are published. For such early birds, I offer a price reduction. My goal is to get around 1,000 sign-ups, but no more. After all, there is no reason to give a discount to more people than necessary. I will discuss why the number is 1,000 later. Early birds are not the same as pre-orders. I’ll also discuss that later.To build the registration form, save the sign-ups and send out the notifications, I use *[Mailerlite](https://www.mailerlite.com)* which I link to our website.

## Reviews

Reviews are important. They help readers make a purchase decision.

There are five types of reviews:

1. Editorial reviews
2. Reader reviews
3. Recommendations on social media
4. Book bloggers
5. Professional reviews
 
I source the editorial reviews myself.

When the manuscript is almost complete, I contact several people for whom the book is relevant and ask if they would like to write a review. No one has declined yet. Editorial reviews are printed on the back of the book and brought to the front in the electronic version. They are also used on the book’s website and for marketing in general.

**Reader reviews** are written as the book is purchased on the digital book portals. My book Building Successful Partner Channels has so far received 137 reviews on Amazon. Out of five possible stars, the average is 4.5, which is very high.

 [![](https://www.hpbech.com/wp-content/uploads/Rating-for-Building-Successful-Partner-Channels.png)](https://www.hpbech.com/wp-content/uploads/Rating-for-Building-Successful-Partner-Channels.png)---

Only very few readers rate books and write some lines about their reading experience. Fortunately, quite a few readers write directly to me, and I can then encourage them to write a review. Reader reviews don’t build awareness, but it does make the buying decision much easier for a potential reader, when she can see that other readers are recommending the book.

I copy some of the reader reviews and use them on the book’s webpage.

**Recommendations on social media** can help spread the message to new readers.

 [![](https://www.hpbech.com/wp-content/uploads/PD-and-SA-on-LinkedIn.jpg)](https://www.hpbech.com/wp-content/uploads/PD-and-SA-on-LinkedIn.jpg)---

Only a few in your network know they can help you for free by taking a picture of the book and posting it with a short comment on LinkedIn, Facebook, or Twitter. If they include a few hashtags (#) and tag some contacts, the post will have extra reach.

I do it with books that I want to read, and sometimes get a thank you from the author 🙂

You can increase the number of recommendations by explicitly encouraging your contacts to share the message about your new book.

There are not many **book bloggers**. I am one of them and [review books](https://www.linkedin.com/pulse/why-writing-book-reviews-your-advantage-hans-peter-bech/) that I enjoy or that I believe may drive relevant traffic to my website.

I don’t contact book bloggers myself, but frequently receive inquiries from authors who offer me a free copy of their book in the hope that I will review it. I rarely accept that. Many of the books are not relevant to me, and I don’t mind buying the books I choose to read.

I am often invited to participate in [interviews](https://tbkconsult.com/product/international_inbound_lead_generation/) and podcasts on the topics I write about. I usually accept.

**Professional reviews** are found in newspapers, magazines, and other mainstream media. Here, reviewers are paid by their media to write reviews. Getting professional reviews is very difficult and for niche books like mine, they do not matter much either. Of course, I would love to see my books featured in The Financial Times and The Wall Street Journal, but that’s unlikely to happen.

My book *From Damgaard to Microsoft* was mentioned and reviewed in national daily newspapers such Børsen, Berlingske Tidende, Jyllands-Posten and on Danish radio and television (DR, and TV2), but it was solely because it had Preben and Erik Damgaard as the main characters. And because I hired and paid a professional PR consultant to help me.

For my English language books, I am not aiming for professional reviews.

---

The description of my marketing activities continues in the next article.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Amazon, fixion_en, Publishing

---

### [International Bestsellers - The Financial Aspects of Indie Publishing](https://hpbech.com/international-bestsellers-the-financial-aspects-of-indie-publishing/)

**Published:** November 22, 2022
**Author:** Hans Peter Bech

**Excerpt:** Generally, you can choose how much it should cost to publish your books. It all depends on how much work you can do yourself and how specific a format you choose.

**Content:**

This is the ninth article in a series on how I produce international bestsellers. This time I will be discussing the financial aspects of indie publishing.

---

Links to the first eight articles:

Article 1: [How to make an international bestseller](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/) 
Article 2: [The four main activities in producing a bestseller](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/) 
Article 3: [Idea and creation](https://www.hpbech.com/international-bestsellers-idea-and-creation/) 
Article 4: [Production](https://www.hpbech.com/international-bestsellers-production/) 
Article 5: [Distribution](https://www.hpbech.com/international-bestsellers-distribution/) 
Article 6: [Marketing 1](https://www.hpbech.com/international-bestsellers-marketing-1/) 
Article 7: [Marketing 2](https://www.hpbech.com/international-bestsellers-marketing-2/) 
Article 8: [Marketing 3](https://www.hpbech.com/international-bestsellers-marketing-3/)

---

Generally, you can decide for yourself how much it should cost to publish your books. It all depends on how much of the work you can do yourself and which formats you choose.

My books are ordinary textbooks in the standard format of 6 x 9 inches, corresponding to 152.4 x 228.6 mm. There are only a few illustrations, and the content can be reproduced in monochrome print, as an e-book and (without the illustrations) as an audiobook.

## **The author’s workbench**

In my work as a consultant, I use several tools that also serve my writing and publishing business. This applies to my computers and pretty much all the software I use.

I only use Apple and have a MacBook Pro and a MacMini with a 27-inch screen. I also have an iPhone (with which the picture below is taken) and an iPadPro.

 [![](https://www.hpbech.com/wp-content/uploads/Apple-gear-1600-1-1024x305.jpg)](https://www.hpbech.com/wp-content/uploads/Apple-gear-1600-1.jpg) The workbench in my home office [Scrivener](https://www.literatureandlatte.com) and [Endnote](https://endnote.com) are the only tools used exclusively for writing books. Scrivener costs €70 in total and has so far been used to write seven books. It is €10 per book. Endnote costs approx. €50 every three years.

## **External assistance** 

The most expensive items are illustrations, editing, proofreading, cover design, pagination and layout.

 [![](https://www.hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1-768x768-3-300x300.png)](https://www.hpbech.com/wp-content/uploads/3D_book_coverGG_onS-1-768x768-3.png)I have lately cut back on the number of illustrations making the production of the audiobook version easier. For my latest book *[Going Global on a Shoestring](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)*, I thus only spent around €1,000 on graphic design and the cover. In addition, the pagination or layout of the printed version costs another €1,000.

The editorial work, that the expert committee carried out, was free, while the linguistic editorial and proofreading cost €300.

In total, it cost me around €2,300 to get the book ready for distribution.

Expenses for external assistance for English books are significantly lower than for Danish, as the supply of freelancers is considerably higher, and the prices they demand are much lower.

## **Print-on-demand** 

I use print-on-demand (PoD) for my English books, so I have no upfront printing costs. Usually, I order 50 printed copies for the Danish market, which [DBK](https://www.dbk.dk/) distributes. The price using [BookBox](https://scandinavianbook.dk/bookbox-priser) is approximately €150. When they are sold, I order another 50 copies.

€3 per book is significantly more than the PoD prices at [Amazon KDP](https://kdp.amazon.com/en_US/) and [IngramSpark](https://www.ingramspark.com). However, since I also charge a higher price for the books in Denmark, my gross margin is roughly the same.

IngramSpark demands €39 in upload fee for a combination of e-book and PDF for print. So, make sure it is the final version you upload because they charge the fee each time!

## **Fra Damgaard til Microsoft**

My Danish business biography, *[Fra Damgaard til Microsoft](https://www.hpbech.com/books/5460-miles-from-silicon-valley/)* (From Damgaard to Microsoft), had a completely different economy.

 [![](https://www.hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1-2.png)](https://www.hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1-2.png)Editing, illustration and design, image rights, and proofreading were about €10,000, and I invested the same amount in marketing. Since the book has sold 3,000 copies, my investment has been paid back, but it has not in itself been a very profitable business. I have earned far more from the workshops, keynotes and consulting activities than the book has generated.

On the other hand, it was great fun to research and write the book, and I am still very pleased with the result. Many readers call it Denmark’s best-documented entrepreneurial history, and I think that is a nice legacy.

The book is now available in English titled *[5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA](https://www.amazon.com/460-Miles-Silicon-Valley-depth/dp/8793116357)*.

## **Auxilliary income streams**

As mentioned in [the second](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/)[ article](https://www.hpbech.dk/de-fire-hovedaktiviteter-i-tilblivelsen-af-en-bestseller/) in this series, my motive for writing books was a desire to restructure my consulting business.

 [![](https://www.hpbech.com/wp-content/uploads/1649270512072-225x300.jpeg)](https://www.hpbech.com/wp-content/uploads/1649270512072.jpeg) On a project with a client in Norway It has indeed succeeded. I have increased the profitability of my consulting business while reducing the hours it requires. I now have more time for writing, which again increases the stream of inbound inquiries.

My books generate inquiries from potential clients from near and far who want help with their specific challenges. I can handle most of the jobs with a few web meetings, while others require many months of work. Some projects even run for years or have ongoing activities.

One of my favourite jobs is [producing content for clients](https://www.hpbech.com/content-for-you/). It turns out that many software companies struggle to explain what they do, what value ​​they create for their customers, and how they differ from their competitors. Especially for companies that do not yet enjoy a widespread degree of awareness, it seems a considerable challenge.

Producing marketing material that potential customers want to consume, that is SEO friendly, drives trust and generates inbound inquiries is something I love to do and for which my clients are prepared to pay attractive fees.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** fixion_en, Publishing

---

### [International Bestsellers – Marketing 3](https://hpbech.com/international-bestsellers-marketing-3/)

**Published:** February 15, 2023
**Author:** Hans Peter Bech

**Excerpt:** This is the eighth article in a series on how I produce international bestsellers. This time I will discuss how to get the book to the top of the bestseller list.

**Content:**

*This is the eighth article in a series on how I produce international bestsellers. This time I will discuss how to get the book to the top of the bestseller list.*

Links to the first seven articles:

- Article 1: [How to make an international bestseller](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/)
- Article 2: [The four main activities in producing a bestseller](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)
- Article 3: [Idea and creation](https://www.hpbech.com/international-bestsellers-idea-and-creation/)
- Article 4: [Production](https://www.hpbech.com/international-bestsellers-production/)
- Article 5: [Distribution](https://www.hpbech.com/international-bestsellers-distribution/)
- Article 6: [Marketing 1](https://www.hpbech.com/international-bestsellers-marketing-1/)
- Article 7: [Marketing 2](https://www.hpbech.com/international-bestsellers-marketing-2/)

The printed version of *[Building Successful Partner Channels](https://www.hpbech.com/books/building-successful-partner-channels/)* is currently number 14 in the categories [Global Marketing](https://www.amazon.com/gp/bestsellers/books/2705/) and [Industrial Marketing](https://www.amazon.com/gp/bestsellers/books/2706/). The Kindle version is number 47 in Global Marketing, and the audio version is number 12 in Global Marketing. Both the printed and the Kindle versions have been number one in Global Marketing.

## Success requires careful planning

 [![](https://www.hpbech.com/wp-content/uploads/building-successful-partner-c-1-244x300.jpg)](https://www.hpbech.com/wp-content/uploads/building-successful-partner-c-1.jpg) Building Succesful Partner Channels is number seven on the bestsellers list. In the months leading up to the release of the book, I will make a list of 1,000 potential readers. When just half of them buy the book simultaneously or within a few days, you can hardly avoid going all the way to the top in your category.

On Amazon (and everywhere else), your books are published within specific categories. The categories I use do not compete with either Barack Obama or Harry Potter. If they did, I would hardly stand a chance.

Not many books are published in the categories of *Global Marketing*, *Industrial Marketing*, *International Business* and *Small Business & Entrepreneurship*. Due to the niche character of the categories, sales are generally very modest. If you sell 500 to 1,000 copies in a week, your book can reach the top.

## **How do you find 1,000 potential readers?**

 [![](https://www.hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://www.hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)A few months before the release date, I start writing to those of my LinkedIn connections who have characteristics that fit with the book’s topic. To identify those people, I use the search functions in LinkedIn’s Sales Navigator, which offers more filters than the free subscription.

In the message, I offer a free copy of the Kindle edition or a copy of the printed edition with an introductory discount.

My message is brief and concise and does not contain links. It can be read in a split second, and if a recipient wants to know more, I can always send a link to the product page.

I now ask those who respond, which is about half, to sign up to a mailing list. I use [Mailerlite](https://www.mailerlite.com/) for that purpose, where I have designed a specific landing page connected to their email submission service.

I use double opt-in. This means respondents will be asked to confirm their email addresses.

I deliberately add several small obstacles to the process. I only want seriously interested readers on the list; otherwise, the final conversion rate will be too low.

I send 200 messages daily using [Dux-Soup](https://www.dux-soup.com/), and when the list consists of 1,000 people, I stop sending messages.

After the book is uploaded to Amazon, I sign up for the [KDP Select](https://kdp.amazon.com/en_US/select) program, which allows me to offer the Kindle version for free for up to a week at no cost to me. The printed version is set at about 75% of the normal price.

On the release date, I notify the 1,000 people on the list, informing them that they must complete the purchase within three days if they want to use the offer.

About 80% do, after which the book rises to the top in its category.

 [![](https://www.hpbech.com/wp-content/uploads/No-1-in-new-release-1-1024x799.png)](https://www.hpbech.com/wp-content/uploads/No-1-in-new-release-1.png)After the offer period expires, the price is raised to the regular price.

If the book is good, it will continue to sell and pass the 5,000 copies that generally characterize a bestseller. With my method, you will soon be able to announce that the book is in first place.

Is it vanity considerations? No, it’s a marketing trick.

Most readers prefer to read books that others also buy or have bought. A bestselling book on the sales list will automatically sell more copies in the huge selection of options.

That is just how it is.

## **Stir the pot** 

As mentioned earlier, marketing starts many months before the release date, but intensifies in the last three months.

I use five social media channels:

1. My personal [LinkedIn profile](https://www.linkedin.com/in/hanspeterbech/)
2. TBK Consult’s [LinkedIn company page](https://www.linkedin.com/company/tbk-consult/)
3. TBK Consult’s [Facebook company page](https://www.facebook.com/TBK-Consult-ApS-142655162483847/)
4. TBK Publishing’s [Facebook company page](https://www.facebook.com/TBKPublishing)
5. My personal [Twitter account](https://twitter.com/hpbech)

Via [Buffer](https://buffer.com/) I post, as mentioned earlier, twice daily on all channels. Most of my activities on social media during this period are centred around the book, where excerpts and summaries are posted.

I can see that the activities drive traffic to the book’s [landing page](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/), from which some choose to sign up for the list.

I want to make an observation regarding social media.

When you post content that is not directly controversial and does not target a broad audience, do not expect it to go viral. When only a few respond, social media sharing algorithms will ensure it doesn’t spread further. But even exposure to a few hundred or thousand people can have value. If you post frequently, attention will accumulate.

Your goal should not be to get likes, comments, or shares. Your goal should be to sell books. If you sell books every day, then your marketing works.

## **Keep stirring the pot**

When the book is published, I receive invitations to participate in webinars and podcasts. As long as my contributions can have the books as a starting point, I am most often willing to participate.

Before the recordings, I send a list of questions that I suggest the interviewer asks. These are questions whose answers I know are relevant to my target audience. Then I prepare my answers to ensure that we stay on topic and that we stay within the agreed time frame.

 https://youtu.be/RRNNyl0GGKE

 Webinar with YASAD, the Turkish Software Industry Association The interviewers are responsible for marketing their broadcasts, but, of course, I am also very diligent to share the content on my channels both before and after it has taken place.

In addition, I continue to write about the book’s topic for many months and include links to its page on our website or directly to Amazon or Tales.

## Search Engine Optimization (SEO)

Book sales benefit from what author Chris Anderson calls [*The Long Tail*](https://www.wired.com/2004/10/tail/). However, only when potential readers can find your books can they buy them.

To ensure that your books are exposed to the target audience, you must have one or more active forms of representation on the Internet. Also, be aware of what keywords or phrases your potential readers use when searching for some of the topics your books are about.

 [![](https://www.hpbech.com/wp-content/uploads/SEO-1024x558.jpg)](https://www.hpbech.com/wp-content/uploads/SEO.jpg)The most obvious representation is a website, but you can also choose a page on Facebook, LinkedIn, Twitter, Instagram, Pinterest, or another place where many of your potential readers are active. As mentioned earlier, I have three websites, a LinkedIn profile, a company page and two Facebook pages. In fact, I have four Facebook pages since the book [*From Damgaard to Microsoft*](https://www.facebook.com/damgaardbogen) has its own page. I also have my personal Facebook profile, but do not use this for marketing purposes.

Being found when potential readers search for what you write requires that you leave as big a digital footprint as possible.

In 2007 I started blogging (writing articles), and over time I have published more than 200 articles in Danish and over 1,000 in English. That is why I am pretty high on the search engine results pages for many key terms I write about. As a result, I have around 5,000 unique visitors per month to my websites and social media profiles. On the websites, they read almost four pages each on average and stay for about a minute. The bounce rate, that is the visits that leave immediately, is below one per cent.

Achieving that type of outcome is a function of, on the one hand, the production of content (articles, videos, podcasts, illustrations, and texts) that readers find valuable, and, on the other hand, the use of the technical tools that help search engines understand what your content is about.

I have chosen [Yoast](https://yoast.com/) to help me with the technical aspect and have participated in some of their online courses. My three websites have Yoast Pro as an SEO tool, which makes the work easier, but also serves as a nice check list of the things to remember every time an article is prepared for publication.

In [the next article](https://www.hpbech.dk/internationale-bestsellere-bogens-oekonomi/), I will discuss the financial aspects of indie publishing.

**Categories:** Blog, Book reviews, Business development, Strategy

**Tags:** fixion_en, Publishing

---

### [About Artificial Intelligence](https://hpbech.com/about-artificial-intelligence/)

**Published:** February 28, 2023
**Author:** Hans Peter Bech

**Excerpt:** That the outcome of an AI-powered system is systematically incorrect doesn't make it useless.

**Content:**

That the outcome of an AI-powered system is systematically incorrect doesn’t make it useless.

---

 [![](https://www.hpbech.com/wp-content/uploads/Control-Data-1.png)](https://www.hpbech.com/wp-content/uploads/Control-Data-1.png)The year 1980 marked my initial exposure to the concept of artificial intelligence.

Upon starting my role as a sales trainee at the Danish branch of Control Data Corporation (CDC), I was tasked with promoting (selling) the company’s mainframe computers, which were then the world’s most powerful. However, by the end of the two-year training period, circumstances had changed drastically, and something entirely unexpected had occurred.

 [![](https://www.hpbech.com/wp-content/uploads/Control-Data-1-292x300.jpg)](https://www.hpbech.com/wp-content/uploads/Control-Data-1.jpg) CDC 6600 CDC established its dominance in the supercomputer market after unveiling its System 6600 in 1963. The impact was so profound that IBM’s CEO, Thomas Watson Jr., promptly drafted [an internal memo](https://www.computerhistory.org/revolution/supercomputers/10/33/62) to his development head in response to the shock. Soon after, IBM began losing business to the Minnesota-based firm as customers needed the added computing capabilities only CDC could provide. As a result, orders flooded in for CDC’s supercomputers.

Because IBM was a significantly larger company, most clients would likely have preferred to transact with them. However, IBM did not have the product then, nor did they have anything in the pipeline that could compete with CDC’s machines.

So, to prevent customers from doing business with a competitor, IBM announced that it would soon launch a more powerful computer than CDC’s and that it would be compatible with its successful System/360 machines.

That worked!!

Customers started to postpone their purchase decision for additional computer capacity to see what IBM would offer. As a result, the order intake for Control Data thinned out.

But no machine came from IBM. The announcement was a FUD manoeuvre. Fear. Uncertainty. Doubt.

Therefore, Control Data sued IBM for unfair competition.

Long story short: IBM ended up offering a settlement, estimated to be worth 80 million USD (equivalent to 650 million USD or 4.5 billion DKK today), and CDC accepted it. IBM was not convicted of unfair competition. Instead, they chose to pay what today corresponds to USD 650 million to avoid a judge or jury having to pass sentence on the issue.

## And now to artificial intelligence

 [![](https://www.hpbech.com/wp-content/uploads/Artificial-intelligence-768x529-1-300x207.jpg)](https://www.hpbech.com/wp-content/uploads/Artificial-intelligence-768x529-1.jpg)As part of the proceedings, the court asked IBM to hand over internal documents that could clarify whether the company did reasonably believe that it would be able to complete the development of and ship a computer as advertised.

To make the work for Control Data’s lawyers more difficult and expensive, IBM delivered trucks full of documents. So enormous was the number of documents that Control Data didn’t stand a chance of paying for the lawyers’ review.

Instead, the nimble Minnesota company used OCR technology to scan the documents and store them digitally. Then, they developed a program (AI) that could find precisely the combination of phrases they needed while presenting their case. The combination of scanning, storing and searching enabled Control Data to make IBM nervous. The technology was called Artificial Intelligence because it could do something that otherwise required an army of people, working for years.

The technology was so successful that IBM’s settlement with Control Data was conditional on the database, with millions of documents being deleted. Deleting the database was a significant inconvenience for similar cases against IBM that were being prepared at the time. But what won’t you do for a few hundred million? The AI software became the product BASIS, which for many years was used for free text searching on CDC’s machines.

## Research and copywriting

 [![](https://www.hpbech.com/wp-content/uploads/ChatGPT-300x282-1.png)](https://www.hpbech.com/wp-content/uploads/ChatGPT-300x282-1.png)Then for the next forty years, I didn’t pay much attention to the subject.

AI got ample coverage in the media, but it was always about whether a computer could replace the human brain or if it could have feelings. Subjects I found uninteresting. I knew the answers. And they were boring.

I also occasionally read [books](https://www.hpbech.dk/kunstig-intelligens-et-middel-og-ikke-et-mal/) on the subject.

But then I got the opportunity to become the editor and publisher of a book about AI and had to dive into the area again. When ChatGPT was launched, I started experimenting hands-on with the technology.

My work includes two activities that take a considerable amount of time: research and writing.

Like so many other authors, I have spent days at the Royal Library digging into old archives. And I have spent a zillion hours searching the internet from a browser. Research takes time, and much sludge must be removed before you find the gold nuggets.

### Is ChatGPT the new fact-finding productivity tool?

Yes, it might be. In many cases, ChatGPT provides a faster response than a search that lists a series of references.

But the response to your query is not always [correct](https://www.newyorker.com/tech/annals-of-technology/chatgpt-is-a-blurry-jpeg-of-the-web).

So, if you are working on a topic that you only know little about, it can be challenging to determine whether the answer you get from ChatGPT or similar services is correct. How do you validate information on a subject where you have little or no domain expertise? It is a challenge that applies to all research and requires liaising with a subject matter expert.

### Copy writing 

 [![](https://www.hpbech.com/wp-content/uploads/Grammarly-300x300-1.png)](https://www.hpbech.com/wp-content/uploads/Grammarly-300x300-1.png)My other main task is copywriting. As my native language is Danish, I need support for my English copy. So far, Grammarly has been a helpful coach.

ChatGPT, but also many other services, offer to rephrase shorter texts. And it works well. You can give the service a quick version of your text, and it suggests several alternatives. It’s not perfect, but it is often better than the starting point. You can use Grammarly to correct some of the errors ChatGPT makes; others you must fix manually.

Another approach is to write the copy in your native language and ask a service, such as Google Translate, to do the translation. Again, this is a good starting point. However, it requires much manual correction before it is acceptable. That’s why [a human](https://www.linkedin.com/in/emmacrabtree/) does the final proofing with English as her native language.

## Artificial intelligence will always make mistakes

 [![](https://www.hpbech.com/wp-content/uploads/Objectives-Portrait-1-250x300-1.png)](https://www.hpbech.com/wp-content/uploads/Objectives-Portrait-1-250x300-1.png)The title of this section might indicate that AI will always be wrong, but that is not the case. Sometimes it will be completely wrong; mostly, it will miss a bit, and in between, it might be spot on.

Where traditional IT is based on precise instructions, AI is based on instructions **and** data. Standard IT provides accurate results. AI gives uncertain results. How uncertain depends both on the algorithms and on the data it uses.

When I submit a payable invoice to my financial system, it is read by an AI-based program that suggests how it should be posted, including date, creditor information, due date, expense account, the amount and the VAT. The AI ​​does most of the work, but I often need to make a few adjustments.

 [![](https://www.hpbech.com/wp-content/uploads/3D-Applying-Artificial-Intelligence-Stack-S-300x400.png)](https://www.hpbech.com/wp-content/uploads/3D-Applying-Artificial-Intelligence-Stack-S.png)When I press “enter,” I am one hundred per cent sure that the correct creditor is selected, that the VAT amount is transferred to the account for outstanding sales tax, that the net amount is booked on the expense account I have chosen, and that it is ready for reconciliation with the payment from the bank. When I generate a profit and loss report or a balance sheet, I know with one hundred per cent certainty that all posted transactions are included.

The fact that the results of a system using AI are only sometimes correct does not mean that it cannot be valuable. Far from. It means you must know what you want to use it for and how to handle the uncertainty.

[Dan Rose Johansen](https://www.linkedin.com/in/dan-rose-johansen-57800430/) is the author of [a book on artificial intelligence](https://www.amazon.com/dp/B0CVTT6H9Z), which will be published this summer. I am the book’s editor and publisher. Our ambition is that the book should help organizations and companies use AI where it makes sense, within an acceptable budget and with a positive outcome.

**Categories:** Blog, Business development

**Tags:** Control Data, fixion_en

---

### [When Microsoft bought Navision](https://hpbech.com/20th-anniversary-when-microsoft-bought-navision/)

**Published:** March 8, 2023
**Author:** Hans Peter Bech

**Excerpt:** In my opinion, Navision continues to be an excellent example of how to bootstrap and grow a successful global company based in Denmark. 

**Content:**

**Celebrating the 20th anniversary of the acquisition.**

Microsoft had made an offer to purchase the Danish technology company Navision. The Americans were ready to pay over 10 billion kroner ($1.4B) to fulfill their ambition of gaining a significant position in the global market for ERP (Enterprise Resource Planning) software to SMBs.

It was the big news in the early summer of 2002.

## A light in the darkness

Following the burst of the dot-com bubble in the first half of 2000, Navision was a small miracle in an industry that was severely battered. The company employed just over 1,200 employees, had a turnover of close to two billion kroner ($300M) and had a bottom line of 400 million kroner ($60M). It had 2,000 value-added resellers, more than 100,000 customers and was active in 30 countries.

 [![](https://www.hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://www.hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)The news of the acquisition was not received [equally positively](https://www.hpbech.dk/kunne-navision-vaere-forblevet-i-danske-haender/) everywhere. Many were sad that yet another successful Danish company should fall into foreign hands. That pattern repeated itself too often. Smart Danes turned a good idea into a blooming business, after which cash-rich Americans bought it and moved the best jobs elsewhere.

It happened to Navision too, but what were the alternatives?

## A successful merger

In November 2000, the companies Damgaard and Navision Software announced that they wanted to merge. The two companies did essentially the same thing and used the same channel-based business model. Together, they could save considerable administrative costs internally, and externally they would stand much stronger. The distance between the companies’ head offices, which were in Birkerød and Vedbæk, was less than 15 kilometres. The synergy benefits would be easy to harvest.

On the exact same day that the board of directors of the newly merged company held its inaugural meeting, Microsoft announced that it wanted to enter the market for ERP software. For a start, it had purchased Great Plains. The move completely changed the competitive situation. When Microsoft, less than six months later, unofficially said that they were interested in also buying Navision, the latter was left with two options: To get Microsoft with them or against them.

The owners, who also were in the top management, favoured the first alternative.

## Bill Gates and 9/11 got in the way

The acquisition initially fell through. Bill Gates thought it was a bad idea, which dragged out the negotiations. When terrorists flew into The World Trade Center in New York City on September 11, 2001, the project was unceremoniously cancelled.

Microsoft’s inquiry took Navision’s board of directors by surprise. They had not established a solid strategic alternative. They learned from the mistake, so when Microsoft approached them again in the spring of 2002, they were much better prepared. Therefore, the negotiations, which naturally had plenty of dramatic elements, could be completed relatively quickly.

 [![](https://www.hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small.jpg)](https://www.hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small.jpg) Preben Damgaard, Doug Borgum and Jesper Balser (Photo: Bjarke Ørsted/SCANPIX) On 7 May 2002, the world press was informed, and on August 22 of the same year, Navision’s shares were delisted on the Copenhagen Stock Exchange. At the same time, Microsoft downgraded the firm from a limited liability company (aktieselskab) to a private limited company (anpartsselskab).

## The perfect role model

Navision remains an excellent showcase of how to bootstrap and grow a successful global company from a base in a small non-English-speaking country.

The foundation was a suite of excellent products for a very broad market. The sales model was (almost) exclusively indirect, where the products enabled an unusually high degree of value creation for partners. When a reseller sold and implemented a solution, only 10% of the project was software from Navision. The other 90% were services and software, where the resellers had the entire margin.

It is worth noting that for the first 16 years, Navision was two different companies. **Damgaard**, which until the IPO in 1999 was called Damgaard Data, was founded and run by Erik and Preben Damgaard. **PC&C**, which changed its name to **Navision Software** in 1995, was founded by Jesper Balser, Peter Bang, and Torben Vind. The two companies, which made the same type of products, for the same market and used the same sales model, were very different.

 [![](https://www.hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580.png)](https://www.hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580.png)Culturally, they were almost opposites of each other.

Navision Software was academically thorough, careful, and meticulous. The decision-making structure in their global setup was highly decentralized. Damgaard was innovative, bold, and risk-averse. Their decision-making structure was centralized. Navision was big abroad. Damgaard was the market leader in Denmark.

The different cultures attracted different types of people, and the employees of the two companies loved their workplaces. This created major challenges in the merger, but the construction with two co-CEOs, Preben Damgaard and Jesper Balser, one from each camp, was the glue that held it all together. According to management textbooks, such an arrangement should be avoided, but in real life, there are always exceptions to the rule.

Navision managed to show impressive results before Microsoft offered billions.

Read more in the business biography [From Damgaard to Microsoft](https://tales.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344), which describes in detail the development of the two companies from 1984 to Microsoft’s purchase in 2002.

---

This article was first posted on [Techsavvy](https://techsavvy.media/20-aar-siden-i-dag-historien-bag-microsofts-opkoeb-af-danske-navision/) in Danish.

**Categories:** Blog, Business development, Globalisation, Strategy

**Tags:** biznes, Damgaard Data

---

### [Is There a Recipe for Success?](https://hpbech.com/is-there-a-recipe-for-success/)

**Published:** August 14, 2023
**Author:** Hans Peter Bech

**Excerpt:** I make reflections on this subject because, while I wrote the book 5,460 Miles from Silicon Valley (The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA), it was repeatedly suggested that I should draw some general conclusions from the story, which other entrepreneurs could learn from. 

**Content:**



---

> I make reflections on this subject because, while I wrote the book *5,460 Miles from Silicon Valley (The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA)*, it was repeatedly suggested that I should draw some general conclusions from the story, which other entrepreneurs could learn from.

---

 ![](https://www.hpbech.com/wp-content/The-halo-effect-198x300.jpg)If you read business books, the answer seems to be a clear yes. The authors all claim to have found and can now pass on a [recipe for success](https://tbkconsult.com/cannot-learn-success-successful-people-companies/) to their readers.

Look a little deeper, however, it is obvious that the readers will not and never will become as successful as the authors. When publishing a new book titled: “The Way to Riches”(virtually all business book titles can be boiled down to these four words), none of the readers will find the way by following the book’s instructions.

I dare to guarantee that.

Why does the steady flow of books that promise a recipe for success then continue?

It does so because there is always a large audience looking for a way (and preferably an easy shortcut) to success. And where there is a need, there will also be a product.

*Ten Things That Will Make You Successful* or *Seven Ways to Avoid Fiasco* are more appealing book titles than *Make a Hundred Mistakes and You’ll Finally Get it Right*. Although the last title is far more honest and closer to reality than the first two.

## Circumstances play the big part

I make reflections on this subject because, while I wrote the book [5,460 Miles from Silicon Valley](https://www.hpbech.com/books/5460-miles-from-silicon-valley/) (The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA), it was repeatedly suggested that I should draw some general conclusions from the story, which other entrepreneurs could learn from. What could readers take away from a book about Damgaard Data and Navision Software? (I do answer that question in the video below).

 ![](https://www.hpbech.com/wp-content/Damgaard_UK_3D_badge_soft-480x580-248x300.png)At first glance, it sounds like a reasonable call, and maybe I could write a new and much shorter book (than the 544 pages that the current book occupies), which contained only the 10-15 key features that led Microsoft to put 1.45 billion dollars on the table.

But every time I tried to draw some general conclusions from the context, they turned out to sound like outright platitudes:

- It is about hiring the right employees (who strives to employ the wrong ones?).
- You have to treat your employees well (have you met someone who thinks the opposite?).
- You have to grab the opportunity when it comes (but precisely when do you say yes, and when do you say no thanks?).
- You must choose your partners carefully (and what does “carefully” mean exactly?).
- Success requires a good product (how do you define “good”? Damgaard’s XAL and Axapta were far from flawless, but were nevertheless big successes).
- You must launch when you have an MVP (minimal viable product). (So how do you know that you have it and do not send a product to the market that will destroy your reputation?).
- You must bet on the winning platforms (is anyone able to predict who wins a platform game before it is decided?).
 
## Same type of business – completely different approaches

Damgaard and Navision Software, which basically ran the same type of business (same type of product for the same type of customer through a reseller channel), did it very differently (the book describes the details).

After the first ten years, most Danes would have thought that Damgaard would win the contest for the leadership in the ERP-market for SMEs.Damgaard grew faster than Navision Software in the first 10 years and had in 1993 four times more revenue.

- Damgaard grew faster than Navision Software in the first 10 years and had in 1993 four times more revenue.
- Damgaard earned four times more profit than Navision Software in the first 15 years.
- Damgaard invested more in corporate culture and employee engagement.
- Damgaard had by far the largest reseller network.
- Damgaard had several products covering more market segments.
- Damgaard did a joint venture with IBM, the world’s largest IT company.
- Damgaard was up to the acquisition by Microsoft’s the market leader in Denmark.
 
However, when the two companies merged in 2000, the relationship was completely reversed and the share allocation ratio was 72:28 in Navision Software’s favour.

## How could that be?

The short explanation is that Navision Software started with internationalization five years earlier and that they managed the process better than Damgaard. But when you read the details in the book, you will find that Navision Software’s fortune was not foreseeable at the time when it happened.

The initiative for Navision Software’s launch on the German market (which became the company’s global locomotive) came from the outside. The company never managed in replicating the German model equally successful in other countries.

 ![](https://www.hpbech.com/wp-content/Combined-revenue-1984-2002.png) Damgaard Data revenue for 1998 covers six months only. Another explanation is Navision Software’s decision to develop (and certify) an ERP product for Windows95. Windows fast victory (over OS/2, UNIX and other operating systems) came as a surprise to most, and it was the interaction with the early international expansion that created the huge growth rates for Navision Financials. Navision Software had the distributor and reseller platform in place to make full use of Microsoft’s success with Windows95. Navision Software was a “one-product company” that focused its efforts on a smaller part of the market (than Damgaard). Under the special circumstances that applied in the period 1984 to 1995, there was no strategy that showed better results than Damgaard’s (multiple products on multiple platforms for several types of customers). But in the period 1996-2000, Navision Software performed far better. It was during the same period that Damgaard put international sales in the hands of Columbus (Eastern Europe) and IBM (the rest of the world). Who could have predicted that that was a mistake?

## You have to draw your own conclusions

If a book is to end with a recipe for success, then the author will always start by defining the recipe (based on her research or opinion) and subsequently build the book to support it.

This represents a serious scientific mistake.

[I preferred to avoid such a mistake.](https://tbkconsult.com/management-gobbledygook-and-consulting-magic/)

I chose to stick to my original idea and write the book [5,460 Miles from Silicon Valley](https://www.hpbech.com/books/5460-miles-from-silicon-valley/) as the detailed report of what actually happened. The book also contains reflections from my side, but I have not assumed that all readers can learn the same and that the outcome of the two companies’ decisions and dispositions will lead to the same results under different circumstances.

I was and still am convinced that the book in this way gives the reader the best opportunities to learn from the Navision experience, draw her own conclusions and apply it to her own situation.

**Categories:** Blog, Business development, Strategy

**Tags:** 5460 Miles from Silicon Valley, fixion_en

---

### [Designing Effective Revenue Generation Processes for B2B Software](https://hpbech.com/designing-effective-revenue-generation-processes-for-b2b-software/)

**Published:** January 30, 2024
**Author:** Hans Peter Bech

**Content:**



[![](https://www.hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)](https://www.hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)

In the over forty years I have been working with revenue generation for B2B software companies, we have discussed if and how vendors can activate, accelerate and direct the buying journey of their potential customers. Is there information you can provide, activities you can undertake, behaviour you can display or situations you can create to make more potential customers move faster towards purchasing your software?

> You ask such questions because you want to design effective, predictable and scalable revenue-generation processes. As with anything related to changing the behaviour and priorities of others, the answers are complex.

My upcoming book, Revenue Generation Fundamentals, addresses these challenges and devises methods for overcoming them. In this and upcoming articles, I discuss some of the concepts presented in the book, including how viewing the customer journey as three separate phases can help us improve overall revenue generation efficiency. My conclusion is that the better our revenue generation activities can create awareness and stimulate preference in **all the steps** of the customer journey, the more likely we will win more customers faster.

# What is the customer journey?

In my terminology, the customer journey is the process a company (potential customer) goes through from the moment a buying influence becomes aware of an improvement opportunity that could involve your products and services until a solution addressing that opportunity is due for extension or replacement. Then a new journey can commence.

It could look like this:

[![](https://www.hpbech.com/wp-content/uploads/B2B-software-customer-journeyS.png)](https://www.hpbech.com/wp-content/uploads/B2B-software-customer-journeyS.png)Opportunity recognition -> Need verification -> Business Case Blueprint -> Project Prioritisation -> Purchase Process – BANT -> Implementation -> Operation -> Upgrade -> Extension -> Replacement

Designing effective, predictable and scaleable revenue generation processes for anything requires a thorough understanding of the customer journey. All the activities we undertake within functions such as business development, marketing, sales development, sales, account management and customer success must facilitate how we believe customers, potential and existing, initiate, prepare and make purchase decisions.

[![](https://www.hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-e1705841151226.png)](https://www.hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-e1705841151226.png)The better our revenue generation organisation, as illustrated above, can create awareness and stimulate preference in **all the steps** of the buying journey, the more likely we will win more customers faster.

# The main challenges

When it comes to generating revenue for B2B or business software, that does not already enjoy widespread market recognition, we are faced with the following challenges:

- The shift from paid perpetual licenses to the SaaS format has changed the cash flow profile of deals. SaaS cash flow is slower. Controlling CAC (customer acquisition cost) becomes a critical management task.
- The Law of Diffusion of Innovation affects the customer journey for B2B software, especially new solutions from new vendors.
- When a project becomes mission-critical, mitigating perceived project risk predominately takes priority over other solution capabilities.
- The various steps in the customer journey are influenced by more than one person. We call such situations complex, and the people involved are “buying influences”. Although there are some commonalities, the situation differs from company to company.
- Our generic value propositions may generate interest, but they do not drive purchase decisions. Each client needs a customised business case to complete the project and select and approve the vendor.

One of my recommendations is to view the customer journey as three separate phases:

**Phase 1: Pre-Purchase Inertia** (Opportunity recognition -> Need verification -> Business Case Blueprint -> Project Prioritisation)

**Phase 2: Purchase Process – BANT**

**Phase 3: Post-Purchase** (Implementation -> Operation -> Upgrade -> Extension -> Replacement)

## Phase 1: Pre-Purchase Inertia

For potential customers in phase one, the buying influences still need to be organised to recommend initiatives within the domain where your software could be considered.

How receptive the buying influences are to information about the opportunities you and your competitors offer will differ across companies. The vast majority will probably not be aware of any opportunity, and they will not know that you exist. But there will also be situations where the level of awareness is high, but the urgency is considered low compared to other project opportunities.

For B2B software, most of your potential customers are in pre-purchase inertia. With a replacement cycle of ten years, as an example, 80-90 per cent of your potential customers will be in this phase.

## Phase 2: Purchase Process – BANT

Potential customers in this phase have decided to assign a budget (B) to a project that could involve your software. People have been appointed to drive the project (A for authority). A business case has been outlined (N for need), and a timeline (T) has been proposed.

With a replacement cycle of ten years, 10 per cent of your potential customers will be in this phase.

## Phase 3: Post-Purchase

For most B2B software, the solution is completed after the purchase decision has been made. Activities such as software customisation, data migration, integration, change and project management, training, pilot project and roll-out are part of the initial implementation. Upgrades, support and extensions are activities required for the ongoing operation.

After implementation, the customer moves into pre-purchase inertia again and may stay there for years.

# Lead Generation

[![](https://www.hpbech.com/wp-content/uploads/Funnel_Marketing_ver3.png)](https://www.hpbech.com/wp-content/uploads/Funnel_Marketing_ver3.png)Although effectively facilitating all three phases of the buying journey is required for optimal revenue generation (with the best possible gross margin), most B2B companies typically need help with phase one. How to create awareness, stimulate interest and raise the desire to a level where the buying influences within potential customers take action and formulate a project that drives towards BANT.

We also call this activity “Lead Generation”.

Lead generation is a challenge because:

- Buying influences are hard to identify as they differ from company to company
- Buying influences have different interests and priorities (the Law of Diffusion of Innovation).
- Product and company-centric information is ineffective in making buying influences aware of an improvement opportunity.
- Producing problem/solution-oriented content (which is effective) requires domain expertise.
- Getting problem/solution-oriented content to the attention of buying influences requires technical marketing skills.
- Measuring the impact of lead generation activities requires analytic skills.
- Measuring lead progress involves ongoing data collection, analysis and interpretation.
- While lead generation requires experience and specific skills, it is often left to inexperienced junior staff.

Despite the above-mentioned issues, effective lead generation is the first challenge that must be solved. With a steady stream of qualified leads, successfully optimising the subsequent sales and post-sales processes into a scalable and predictable revenue generation model becomes much more likely.

# Prescribing the medicine

If you are disappointed with your revenue generation capabilities, have difficulty predicting future revenue flow and need to reduce customer acquisition cost, then start by looking closely at your lead generation capabilities vis-a-vis those of your potential customers that are in pre-purchase inertia.

Across your pipeline of identified opportunities, at least 75 per cent should be in pre-purchase inertia.

Concentrate your efforts here until you reach that level.

In the next article, I will elaborate more on how you can make your lead-generation activities more effective without needing a big budget.

---

This article was published first on the [TBK Consult blog](https://tbkconsult.com/designing-effective-revenue-generation-processes-for-b2b-software/).

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, business development, revenue generation

---

### [The Fall of The Soviet Union](https://hpbech.com/the-fall-of-the-soviet-union/)

**Published:** April 23, 2024
**Author:** Hans Peter Bech

**Excerpt:** While Gorbachev was successful breaking with the principles of a community model that didn't work, he failed at replacing it with something that did.

**Content:**



[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)While the action in [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) primarily took place in Denmark, Indonesia and Saudi Arabia and culminated in the religious uprising in the holy city in November 1979, the sequel. [*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T), is set in the USA and USSR. Again, the narrative is wrapped in the grand sweep of history where baby boomer Henrik Bertelsen, due to his curiosity and appetite for adventure, lands in the eye of the storm.

# The Hot and Cold Wars

The combination of Stalin’s policies, the Truman Doctrine in 1947, and the establishment of NATO in 1949 started the Cold War. The USSR had an ambition to actively spread their version of communism to the rest of the world, while the USA and its allies, including Denmark, aimed to prevent it. The latter preferred to spread democracy, human rights, and free markets to all.

The Cold War and the parallel arms race were resource-intensive, with the constant looming risk of a devastating nuclear war. The proxy wars fought by the two blocs, primarily in Korea, Vietnam, and Afghanistan, could not be won, and quickly became unpopular at home, leading to obvious human tragedies on both sides.

# The Russians Lose the Technology Race

With the development of mainframes in the 1960s, the spread of minicomputers in the 1970s, and the success of the IBM-compatible PC in the 1980s, an IT revolution began in the West that, within 20 years, spread to all parts of society.

But not in the Soviet Union, where a planned economy, bureaucracy, and production problems hampered innovation and dissemination. Furthermore, the quality of the telephone system prevented it from being used for data communication.

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-280x280.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-280x280.png)As part of the Cold War, the Americans imposed restrictions on the technologies that Western companies could sell to the Russians. Despite leading the space race until the late 1960s and gaining a leading position on intercontinental missiles, the USSR could not keep up with technological development in the West. Nor did they succeed in the general introduction of new technology into the economy. The difficulty was not caused by lack of knowledge to develop, but by the failing attempts to achieve quality in volume production. The Russian leaders believed it was the opposite and decided in the mid-1960s to stop their research and development efforts and instead bet on the theft and copying of Western technology.

From 1965 to 1985, the Russians tried to establish and maintain a pirate production of CDC- and IBM-compatible mainframes. In 1976, they stole one of the first Cray supercomputers that was en route to the French weather service. In the early 1980s, they tried to smuggle a VAX superminicomputer in via South Africa. While some theft attempts succeeded and others did not, the Russians could not achieve sufficient quality and quantity in the production of the pirated copies. Furthermore, copying took time, and they fell further and further behind.

Around 1982, the CIA became aware of the massive KGB activities involving around 2,000 agents targeted at stealing Western technology to catch up and simultaneously save costs on their own research and development. In response, the Americans launched a program that tricked the Russians into stealing information that had built-in errors. The result was that the products developed and put into production based on the stolen information did not work or even exploded. Over time, the technological gap between the two blocs grew ever larger.

# The Soviet Union Is on Its Knees

[![](https://hpbech.com/wp-content/uploads/USSR.jpg)](https://hpbech.com/wp-content/uploads/USSR.jpg)By the early 1980s, the Soviet Union was not doing well. The military consumed almost a quarter of the economy, and growth had come to a halt. US President Ronald Reagan (1981-89) was convinced that he could drive the communist economy into the ground. On one hand, he could force them to increase their already extremely high military spending through the arms race, and on the other hand, he could prevent them from accessing modern technology through import restrictions. If successful, the USSR would have to give up its ambition to spread communism to the rest of the world.

The Eastern European vassal states, which had tried to break free from Moscow on several occasions, were revived with the Polish Solidarity initiative in 1980. An alliance between Reagan and the new Polish Pope John Paul II (1979-2005) garnered support among the Polish population for the changes, and Moscow now hesitated to intervene militarily.

Voice of America and Radio Free Europe received higher budgets in the 1980s and increased their playing of pop and rock ‘n’ roll, which became mega-popular behind the Iron Curtain. The authorities’ attempts to combat the spread of Western culture only painted a clearer domestic picture of meaningless, oppressive, and inhumane regimes.

The Americans’ massive support of the mujahideen in Afghanistan contributed to making the Russians’ efforts and presence there difficult and extremely resource-intensive. At the same time, the soldiers struggled to understand what they were actually fighting for.

# The Turning Point

[![](https://hpbech.com/wp-content/uploads/Cherneko-Funeral.jpg)](https://hpbech.com/wp-content/uploads/Cherneko-Funeral.jpg)Chernenko’s Funeral. Gorbachev Glances at the Camera. Photo: Boris Yurchenko/AP

In March 1985, the Politburo recommended Mikhail Gorbachev as the successor to Konstantin Chernenko, who died after only a year in office. By then, the Soviet Union was visibly falling apart.

The combination of:

- A top-down economic system that stifled initiative and innovation and thus could not produce growth, quality, or the goods and services that consumers demanded (and which the West offered in abundance)
- A heavy and corrupt bureaucracy that was expensive in itself, undermined citizens’ trust in each other, and together with a political system that suppressed free speech and punished critical voices, obscured problems for decision-makers
- A system based on a political philosophy with principles and promises that were now far from reality
- A world-political ambition that took an enormous amount of resources to maintain
- An expensive and failed war in Afghanistan
- Plummeting energy prices

led to the entire Eastern bloc coming to a standstill and failing to deliver on any of its ambitions.

In the same period, 1918-1985, the West, with capitalism and liberal democracies, produced societies far better equipped to ensure widespread prosperity and welfare. Despite periods of crises, unemployment, and increasing inequality, market-based democracies resting on private property rights, secular humanism, and respect for human rights proved superior to the Soviet model.

Gorbachev was aware that something needed to be done, and his starting point was that the system could be repaired and that the principles of a socialist society with a planned economy could be made to work. Initially, through more openness and transparency (glasnost). In the longer term, he needed to end the Cold War. There had to be détente so that he could reduce military spending. He also needed access to Western technology. Without it, he could not modernize the economy. The strategy of stealing and copying did not work. There was a need for perestroika – restructuring.

# Détente

[![](https://hpbech.com/wp-content/uploads/Time-11-1985.jpeg)](https://hpbech.com/wp-content/uploads/Time-11-1985.jpeg)The Cover of Time Magazine in November 1985

Unlike his predecessors, Gorbachev, likely forced by circumstances but also on a principled level, did not have the ambition that the Soviet societal model should be spread globally. Nor did he find that socialist regimes elsewhere in the world should be financially supported, or believe that the USA and the West in general posed a military threat to his country and union.

Then US-president Ronald Reagan launched The Strategic Defence Initiative (SDI, also known as the Star Wars program) in March 1983, which was supposed to provide the USA with total protection against a nuclear attack. With SDI implemented, the USSR would lose its most important military-strategic weapon (the threat of using nuclear weapons) while the USA would retain their lead in all other areas. The Russians did not have the resources to develop a similar defence system, and were also not convinced that it solely had a defensive purpose. Stopping the realisation of SDI became a top Soviet priority.

At Chernenko’s funeral in March 1985, Gorbachev (just days after he was appointed by the Politburo) met with Vice President George W. Bush and Secretary of State George Schultz. (It was immediately following this meeting that Henrik Bertelsen came into the picture.)

In November 1985, Gorbachev and Reagan met in Geneva. The meeting went well, and the partners agreed to start a disarmament process on nuclear weapons. But could they fully trust each other, and would their successors be loyal to the agreements?

On January 15, 1986, Gorbachev unveiled a plan for the elimination of nuclear weapons by the end of the 20th century, with a 50% reduction within the first 5 to 8 years. With this, he met a request from Ronald Reagan.

# Chernobyl

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)The city of Pripyat was only a few kilometres from the Chernobyl nuclear power plant in Ukraine.

When Gorbachev became involved in the crisis surrounding the meltdown of the reactor at Chernobyl on April 25, 1986, it became clear to him just how rotten the Soviet system had become. He realised that the reforms had to be even more extensive, and needed to be carried out faster than he had originally envisioned. But what should they look like, would the power apparatus cooperate, and could it succeed in creating humane and well-functioning socialism? He believed so.

While Gorbachev was successful breaking with the principles of a community model that didn’t work, he failed at replacing it with something that did. By the end of the 1980s, he realised that saving the Soviet Union required the introduction of a market economy. Making the transition was unmapped territory and many mistakes were made. He continuously pleaded for financial help from the west to complete restructuring the economy and introduce market principles and private ownership, but only received encouraging words in return.

Reagan’s strategy succeeded, but he did not have a plan for what should happen next. When you bring a society to its knees, shouldn’t you have a plan to help it get back on its feet? Is it not a bit risky to leave 300 million people to their own fate and expect that, without democratic institutions and traditions, they will create a peaceful and just regime? Neither Ronald Reagan nor his successor George H. W. Bush understood what was going on and offered to help, and perhaps we are experiencing the consequences of that today?

**Categories:** Blog, Book reviews, Globalisation, Politics, Society, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Tumult in Mecca](https://hpbech.com/tumult-in-mecca/)

**Published:** July 16, 2024
**Author:** Hans Peter Bech

**Excerpt:** The book is a multifaceted narrative intertwining personal, cultural, business, and historical themes.

**Content:**



[![](https://www.hpbech.com/wp-content/uploads/3D_on_table_square_S.png)](https://www.hpbech.com/wp-content/uploads/3D_on_table_square_S.png)

---

I have written a novel.

It’s titled [*Tumult in Mecca*](https://www.hpbech.com/books/tumult-in-mecca/), as most of the action occurs in Saudi Arabia and culminates in Mecca.

However, it’s not a book about religion.

It’s a book about how chance, fortune, coincidence and serendipitous opportunities may affect your life and send you in a different direction than the one you had in mind as you started your first job.

# The narrative

*Tumult in Mecca* unfolds in Denmark, Saudi Arabia and Indonesia in the second half of 1979.

The protagonist, baby boomer Henrik Bertelsen, works as an economist in the Ministry of Labour in Copenhagen, grappling with the country’s significant economic issues at the time. Twice a week, he lectures in macroeconomics at the local university.

As the pace slows down in the ministry over the summer and the university students are off, Henrik gets involved in a business venture in Saudi Arabia through his older brother, Jakob. Mistakenly, they are invited to bid on renovating five hospital kitchens in a provincial town east of Mecca and operating them for ten years.

The two brothers soon find themselves in deep water. They know nothing about hospital kitchens. Nevertheless, they complete the task to the Saudis’ utmost satisfaction and are invited to participate in more projects.

[![](https://www.hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979.jpg)](https://www.hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979.jpg)*I was in Saudi Arabia in 1979. Here I’m sitting on the plane from Copenhagen to Beirut, studying the request for proposal issued by the Saudi Ministry of Health.*

Enticed by the adventure and a substantial amount of money, they continue working after the summer break. However, they soon realise that the culture and business conditions in this part of the Middle East are entirely different from those in Denmark, and due to their already full-time jobs, they need to leave the projects.

But it’s not that simple.

Fortunately, Prime Minister Anker Jørgensen calls an election, and as the ministry’s pace slows down again, Henrik and his brother believe they can tie up the loose ends of the projects and withdraw.

While back in Denmark, preparing a presentation for the Saudi Ministry of Health, Henrik is offered a job at a large American computer company. This opportunity does not fit with his career plan, but his interest is piqued by the potential for a substantial salary increase, especially given his experience with Saudi projects. The extra income would be helpful, as he and his English wife, Samantha, are in the midst of two costly endeavours: establishing a co-housing community and adopting a child from Indonesia.

After presenting what they expect to be the final report to the Saudi Ministry of Health, Henrik and his brother are invited to consult on a project at the University of Mecca. They do not want to miss this opportunity, but as non-Muslims, they are not allowed to enter the city. The issue was resolved, and early one November morning in 1979, just before sunrise, they positioned themselves on a hilltop just outside the Grand Mosque, awaiting the start of the morning prayer. According to the Muslim lunar calendar, it is the first day of the 14th century, and anticipation fills the air.

Then all hell breaks loose.

I won’t reveal more, but like the rest of the book, it’s quite an adventure.

# Is the book an autobiography?

The short answer is no. The book falls into the genre known as autofiction, meaning it is rooted in autobiography, but the events, institutions, and characters may be fictional. Readers will find a historically realistic framework, which I present as biographically accurate as possible. Within this setting, characters navigate and create or encounter fictional events.

However, everything in the book is plausible and could have happened in reality.

# Why did I write the book?

[![](https://www.hpbech.com/wp-content/uploads/saudi-2.jpg)](https://www.hpbech.com/wp-content/uploads/saudi-2.jpg)*My brother, Jørgen Bech, poses as we take a break on the last leg of the trip from Mecca to Taif. Jørgen is the inspiration for the figure, Jakob, in the book.*

First and foremost, I aimed to tell a series of unusual and exciting stories. Henrik and his brother’s project in Saudi Arabia is the first, but I have more in the pipeline. My goal was for the book to fulfil the need for an engaging read in a business setting.

However, there is also a more profound message, perhaps several. I dedicated the book to the Danish community model, which has been and continues to be the framework of my life. Denmark’s political system and culture are perfectly suited to someone like me. (No surprise, as I was born and raised here!) The country has invested in me—I received a university education, only paying for room and board. We have a wonderful informal culture and trust each other.

It’s easy to do business in Denmark, at least the type I run, and we have unspoken rules and ethics that protect us from exploitation and abuse. I’m not saying it’s perfect and can’t be improved, but in the first book, “Tumult in Mecca,” the contrast with a religious autocracy is clear. Henrik’s wife would never dream of setting foot in Saudi Arabia, and he also faces challenges with Saudi culture and business practices.

# What will you gain from reading it?

I hope you will spend some pleasant and exciting hours with Henrik Bertelsen. Depending on your age, the book will either refresh your memory of that era or teach you something new. You will also encounter Henrik’s definition of the good life, which isn’t about wealth and fame but about unexplored adventures and genuine social relationships.

Henrik realises early on that happiness and well-being are closely tied to his physical condition and his relationships with others. He quickly learns to distinguish between what he can influence and what he cannot. Moreover, he is willing to take risks, making him like a cork that quickly rises to the surface after being hit by a torpedo. And he faces many of those challenges.

# Who should read the book?

[![](https://www.hpbech.com/wp-content/uploads/IMG_9253-scaled.jpg)](https://www.hpbech.com/wp-content/uploads/IMG_9253-scaled.jpg)*The description of the trip from Jeddah to Mecca is inspired by my personal experience.*

The book is a multifaceted narrative intertwining personal, cultural, business, and historical themes. Thus, anyone who enjoys reading Ken Follett, Jan Guillou, Jeffrey Archer, Ken Kesey and Wilbur Smith will like this book. Anyone who likes reading biographies and contemporary history will enjoy *Tumult in Mecca*.

It’s based on a true story, as they say 🙂

Those interested in the late 1970s will appreciate the vivid depiction of this era, providing a nostalgic or educational glimpse into the past. It is also ideal for readers who enjoy exploring different cultures and societies.

With settings ranging from a Danish co-housing community to Saudi Arabia and Indonesia, the book provides a rich tapestry of locations and adventures that will appeal to those who love travel and exploration.

The discussion of modern work-life balance threaded throughout the narrative will resonate with readers who are navigating or reflecting on their professional and personal lives.

[![](https://www.hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)](https://www.hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)*A picture of one of the kitchens that we were supposed to renovate.*

The detailed depiction of legal proceedings for adopting a child in Indonesia adds a layer of intrigue for those interested in legal dramas or adoption processes.

The whimsical and somewhat inadvertent events unfolding, and a narrative filled with unexpected twists and turns are perfect for readers who enjoy stories that defy predictability.

The ideological debates and multifaceted themes make this book an excellent choice for group discussions, providing ample material for varied perspectives and in-depth conversation.

Given the author’s background and interests, it is likely that professionals and enthusiasts in international business development might find the book’s exploration of cultural and business dynamics particularly relevant and insightful.

Overall, *Tumult in Mecca* offers a rich and engaging read for a diverse audience, blending personal journeys with broader social and cultural themes.

# Where can it be purchased?

When it is released in September this year (2024), it will be available in bookshops and online portals worldwide as a paperback, e-book, and audiobook. It may also be available for loan at libraries.

[Sign up now](https://www.hpbech.com/books/tumult-in-mecca/) for your copy and enjoy some entertaining hours with Henrik Bertelsen and his brother while they embark on their remarkable and unbelievable adventure in Saudi Arabia.

# What others say about the book

## *An ideological debate and a whimsical adventure.*

*As soon as you turn the first page of “Tumult in Mecca,” the stage is set for an ideological debate and a whimsical adventure. The book offers a breakdown of the now-modern work-life balance, a vivid depiction of the late 1970s, and a cultural clash of epic proportions that is both entertaining and upsetting. Readers are invited to coffee in a Danish co-housing community, taken on a journey to Saudi Arabia and join the legal proceedings for adopting a child in Indonesia. All this unfolds somewhat inadvertently and tumultuously.*

⭐️ ⭐️ ⭐️ ⭐️ ⭐️ Louise Trankjær

---

## *A baby boomers tale*

*Henrik Bertelsen is a child of the ’60s who seeks to balance his ideals with his appetite for adventure. Building a co-housing community and adopting a child are costly, and money must be made. His reflections, quirky analyses, and practical approach to his work at the ministry and the project in the Middle East make for a highly entertaining narrative.*

⭐️ ⭐️ ⭐️ ⭐️ ⭐️ Tine Curtis

---

## *An engaging and multifaceted narrative*

*“Tumult in Mecca” is an engaging and multifaceted narrative set in Denmark, Saudi Arabia, and Indonesia during the latter half of 1979. The story follows Henrik Bertelsen, an economist and lecturer in Copenhagen, as he ventures into an unexpected business opportunity in Saudi Arabia through his brother, Jakob. Their accidental involvement in renovating hospital kitchens leads to a series of challenging yet successful projects, despite their initial inexperience.*

*The narrative captures the cultural and business complexities the brothers face in the Middle East, highlighting the stark differences from their familiar Danish environment. Henrik’s journey is further complicated by his responsibilities back home, including his career, the establishment of a co-housing community, and the adoption process of a child from Indonesia.*

*The story takes a dramatic turn when Henrik and Jakob find themselves near the Grand Mosque in Mecca on the eve of a significant historical event, adding a layer of suspense and unpredictability to their adventure.*

*“Tumult in Mecca” combines elements of historical fiction, business development, cultural exploration, and personal growth, making it a compelling read for those interested in these themes.* 

⭐️ ⭐️ ⭐️ ⭐️ ⭐️ Per Pedersen

---

**Categories:** Blog, Book reviews, Business development, Globalisation, Politics, Travelling &amp; Leisure

**Tags:** business development, Control Data, culture, fixion_en, The Henrik Bertelsen Saga

---

### [Tumult in Mecca](https://hpbech.com/tumult-in-mecca/)

**Published:** July 16, 2024
**Author:** Hans Peter Bech

**Excerpt:** The book is a multifaceted narrative intertwining personal, cultural, business, and historical themes.

**Content:**



[![](https://hpbech.com/wp-content/uploads/3D_on_table_square_S.png)](https://hpbech.com/wp-content/uploads/3D_on_table_square_S.png)

---

I have written a novel.

It’s titled [*Tumult in Mecca*](https://www.hpbech.com/books/tumult-in-mecca/), as most of the action occurs in Saudi Arabia and culminates in Mecca.

However, it’s not a book about religion.

It’s a book about how chance, fortune, coincidence and serendipitous opportunities may affect your life and send you in a different direction than the one you had in mind as you started your first job.

# The narrative

*Tumult in Mecca* unfolds in Denmark, Saudi Arabia and Indonesia in the second half of 1979.

The protagonist, baby boomer Henrik Bertelsen, works as an economist in the Ministry of Labour in Copenhagen, grappling with the country’s significant economic issues at the time. Twice a week, he lectures in macroeconomics at the local university.

As the pace slows down in the ministry over the summer and the university students are off, Henrik gets involved in a business venture in Saudi Arabia through his older brother, Jakob. Mistakenly, they are invited to bid on renovating five hospital kitchens in a provincial town east of Mecca and operating them for ten years.

The two brothers soon find themselves in deep water. They know nothing about hospital kitchens. Nevertheless, they complete the task to the Saudis’ utmost satisfaction and are invited to participate in more projects.

[![](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979.jpg)](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979.jpg)*I was in Saudi Arabia in 1979. Here I’m sitting on the plane from Copenhagen to Beirut, studying the request for proposal issued by the Saudi Ministry of Health.*

Enticed by the adventure and a substantial amount of money, they continue working after the summer break. However, they soon realise that the culture and business conditions in this part of the Middle East are entirely different from those in Denmark, and due to their already full-time jobs, they need to leave the projects.

But it’s not that simple.

Fortunately, Prime Minister Anker Jørgensen calls an election, and as the ministry’s pace slows down again, Henrik and his brother believe they can tie up the loose ends of the projects and withdraw.

While back in Denmark, preparing a presentation for the Saudi Ministry of Health, Henrik is offered a job at a large American computer company. This opportunity does not fit with his career plan, but his interest is piqued by the potential for a substantial salary increase, especially given his experience with Saudi projects. The extra income would be helpful, as he and his English wife, Samantha, are in the midst of two costly endeavours: establishing a co-housing community and adopting a child from Indonesia.

After presenting what they expect to be the final report to the Saudi Ministry of Health, Henrik and his brother are invited to consult on a project at the University of Mecca. They do not want to miss this opportunity, but as non-Muslims, they are not allowed to enter the city. The issue was resolved, and early one November morning in 1979, just before sunrise, they positioned themselves on a hilltop just outside the Grand Mosque, awaiting the start of the morning prayer. According to the Muslim lunar calendar, it is the first day of the 14th century, and anticipation fills the air.

Then all hell breaks loose.

I won’t reveal more, but like the rest of the book, it’s quite an adventure.

# Is the book an autobiography?

The short answer is no. The book falls into the genre known as autofiction, meaning it is rooted in autobiography, but the events, institutions, and characters may be fictional. Readers will find a historically realistic framework, which I present as biographically accurate as possible. Within this setting, characters navigate and create or encounter fictional events.

However, everything in the book is plausible and could have happened in reality.

# Why did I write the book?

[![](https://hpbech.com/wp-content/uploads/saudi-2.jpg)](https://hpbech.com/wp-content/uploads/saudi-2.jpg)*My brother, Jørgen Bech, poses as we take a break on the last leg of the trip from Mecca to Taif. Jørgen is the inspiration for the figure, Jakob, in the book.*

First and foremost, I aimed to tell a series of unusual and exciting stories. Henrik and his brother’s project in Saudi Arabia is the first, but I have more in the pipeline. My goal was for the book to fulfil the need for an engaging read in a business setting.

However, there is also a more profound message, perhaps several. I dedicated the book to the Danish community model, which has been and continues to be the framework of my life. Denmark’s political system and culture are perfectly suited to someone like me. (No surprise, as I was born and raised here!) The country has invested in me—I received a university education, only paying for room and board. We have a wonderful informal culture and trust each other.

It’s easy to do business in Denmark, at least the type I run, and we have unspoken rules and ethics that protect us from exploitation and abuse. I’m not saying it’s perfect and can’t be improved, but in the first book, “Tumult in Mecca,” the contrast with a religious autocracy is clear. Henrik’s wife would never dream of setting foot in Saudi Arabia, and he also faces challenges with Saudi culture and business practices.

# What will you gain from reading it?

I hope you will spend some pleasant and exciting hours with Henrik Bertelsen. Depending on your age, the book will either refresh your memory of that era or teach you something new. You will also encounter Henrik’s definition of the good life, which isn’t about wealth and fame but about unexplored adventures and genuine social relationships.

Henrik realises early on that happiness and well-being are closely tied to his physical condition and his relationships with others. He quickly learns to distinguish between what he can influence and what he cannot. Moreover, he is willing to take risks, making him like a cork that quickly rises to the surface after being hit by a torpedo. And he faces many of those challenges.

# Who should read the book?

[![](https://hpbech.com/wp-content/uploads/IMG_9253-scaled.jpg)](https://hpbech.com/wp-content/uploads/IMG_9253-scaled.jpg)*The description of the trip from Jeddah to Mecca is inspired by my personal experience.*

The book is a multifaceted narrative intertwining personal, cultural, business, and historical themes. Thus, anyone who enjoys reading Ken Follett, Jan Guillou, Jeffrey Archer, Ken Kesey and Wilbur Smith will like this book. Anyone who likes reading biographies and contemporary history will enjoy *Tumult in Mecca*.

It’s based on a true story, as they say 🙂

Those interested in the late 1970s will appreciate the vivid depiction of this era, providing a nostalgic or educational glimpse into the past. It is also ideal for readers who enjoy exploring different cultures and societies.

With settings ranging from a Danish co-housing community to Saudi Arabia and Indonesia, the book provides a rich tapestry of locations and adventures that will appeal to those who love travel and exploration.

The discussion of modern work-life balance threaded throughout the narrative will resonate with readers who are navigating or reflecting on their professional and personal lives.

[![](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)](https://hpbech.com/wp-content/uploads/In-Saudi-Arabia.jpeg)*A picture of one of the kitchens that we were supposed to renovate.*

The detailed depiction of legal proceedings for adopting a child in Indonesia adds a layer of intrigue for those interested in legal dramas or adoption processes.

The whimsical and somewhat inadvertent events unfolding, and a narrative filled with unexpected twists and turns are perfect for readers who enjoy stories that defy predictability.

The ideological debates and multifaceted themes make this book an excellent choice for group discussions, providing ample material for varied perspectives and in-depth conversation.

Given the author’s background and interests, it is likely that professionals and enthusiasts in international business development might find the book’s exploration of cultural and business dynamics particularly relevant and insightful.

Overall, *Tumult in Mecca* offers a rich and engaging read for a diverse audience, blending personal journeys with broader social and cultural themes.

# Where can it be purchased?

When it is released in September this year (2024), it will be available in bookshops and online portals worldwide as a paperback, e-book, and audiobook. It may also be available for loan at libraries.

[Sign up now](https://www.hpbech.com/books/tumult-in-mecca/) for your copy and enjoy some entertaining hours with Henrik Bertelsen and his brother while they embark on their remarkable and unbelievable adventure in Saudi Arabia.

# What others say about the book

## *An ideological debate and a whimsical adventure.*

*As soon as you turn the first page of “Tumult in Mecca,” the stage is set for an ideological debate and a whimsical adventure. The book offers a breakdown of the now-modern work-life balance, a vivid depiction of the late 1970s, and a cultural clash of epic proportions that is both entertaining and upsetting. Readers are invited to coffee in a Danish co-housing community, taken on a journey to Saudi Arabia and join the legal proceedings for adopting a child in Indonesia. All this unfolds somewhat inadvertently and tumultuously.*

⭐️ ⭐️ ⭐️ ⭐️ ⭐️ Louise Trankjær

---

## *A baby boomers tale*

*Henrik Bertelsen is a child of the ’60s who seeks to balance his ideals with his appetite for adventure. Building a co-housing community and adopting a child are costly, and money must be made. His reflections, quirky analyses, and practical approach to his work at the ministry and the project in the Middle East make for a highly entertaining narrative.*

⭐️ ⭐️ ⭐️ ⭐️ ⭐️ Tine Curtis

---

## *An engaging and multifaceted narrative*

*“Tumult in Mecca” is an engaging and multifaceted narrative set in Denmark, Saudi Arabia, and Indonesia during the latter half of 1979. The story follows Henrik Bertelsen, an economist and lecturer in Copenhagen, as he ventures into an unexpected business opportunity in Saudi Arabia through his brother, Jakob. Their accidental involvement in renovating hospital kitchens leads to a series of challenging yet successful projects, despite their initial inexperience.*

*The narrative captures the cultural and business complexities the brothers face in the Middle East, highlighting the stark differences from their familiar Danish environment. Henrik’s journey is further complicated by his responsibilities back home, including his career, the establishment of a co-housing community, and the adoption process of a child from Indonesia.*

*The story takes a dramatic turn when Henrik and Jakob find themselves near the Grand Mosque in Mecca on the eve of a significant historical event, adding a layer of suspense and unpredictability to their adventure.*

*“Tumult in Mecca” combines elements of historical fiction, business development, cultural exploration, and personal growth, making it a compelling read for those interested in these themes.* 

⭐️ ⭐️ ⭐️ ⭐️ ⭐️ Per Pedersen

---

**Categories:** Blog, Book reviews, Business development, Globalisation, Politics, Travelling &amp; Leisure

**Tags:** Control Data, fixion_en, culture, The Henrik Bertelsen Saga

---

### [Who is Henrik Bertelsen?](https://hpbech.com/who-is-henrik-bertelsen/)

**Published:** August 20, 2024
**Author:** Hans Peter Bech

**Content:**

---

---

He is the main character in my new novel series, *The Henrik Bertelsen Saga.*

Born on Amager (an island in Copenhagen) on July 4, 1951, he is the youngest of four boys. In 1954, the family moved to Aalborg in the northern part of Jutland, where he grew up, became a teenager, held down jobs, went to school, played football, learned to play guitar, went to parties and graduated. After a year at Aarhus University, he moved to Copenhagen, where he graduated in 1977 as cand. polit. (M.Sc. econ.)

When, in volume one, [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca/), we meet Henrik for the first time, he is a civil servant at the Ministry of Labour with a part-time job as a teaching assistant at the University of Copenhagen. He is doing well and has his eyes firmly set on a career in public administration. But that’s not going to happen at all.

# Trauma and pain-free literature

Unlike many other literary figures, Henrik is not characterized by a traumatic and painful childhood. Quite the opposite. He had loving, caring and outgoing parents. During his teenage years, which coincided with the youth rebellion of the late 1960s, his relationship with his parents was put to the test, but harmony was restored when he left home at the age of 19. Relationships with and between his brothers are also good, and overall, the family and friends are devoid of major conflicts and traumas.

After a hectic bachelorhood, young Bertelsen met English Samantha in 1973 and in 1975 they were married at Copenhagen City Hall. Together, they decide to establish a co-housing community, and in July 1979, they move into their small terraced house in the Leerbjerg Lod co-housing community in Ny Hammersholt south of Hillerød, just north of Copenhagen. In November, the following year, they travel to Indonesia to adopt their first child, a boy, and in 1985 they adopt their second child, a girl, from Korea.

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg)At the end of volume one, Henrik quits his good jobs in the state administration and at the university to become a salesman for a large American computer company. Higher pay and fewer working hours enticed him to make the switch. What he didn’t anticipate was that he would end up in an industry that was about to undergo enormous changes over the following years. Changes that, in parallel with social developments and shifts in world politics, pull the rug out from under him and tempt him with new adventures.

In the eight volumes I have planned so far for the series about the life and times of Henrik Bertelsen, things will never go as he plans. Something always gets in the way. Sometimes plans change on his initiative, but often others or circumstances do it for him. His appetite for adventure and variety always lands him in conflicts and dilemmas that are not so easy to get out of.

The Henrik Bertelsen chronicle is not about deep human pain and great tragedies. It’s about what the search for the good life can look like in an ever-changing world, and how courage and luck can be the lifeline when things look bleakest. Perhaps there’s also a good dose of Stoic philosophy in the plot. Whatever the cause of the problems Henrik constantly runs into, he always takes responsibility.

> “What could I have done differently?” he asks himself. “What can I learn?” he adds.

# In Denmark, I was born …

[![Copenhagen - Nyhavn](https://hpbech.com/wp-content/uploads/Danmark.jpg)](https://hpbech.com/wp-content/uploads/Danmark.jpg) Although the plot of *The Henrik Bertelsen Saga* takes us around the world, Denmark is the starting point. This is where he grew up and where his values and outlook on life were shaped. As the first academic in his family, he doesn’t attribute his success to himself.

> “I stand on the shoulders of others,” is one of his favorite expressions. “I’m no better or smarter than anyone else,” he says, “but I was born in a lucky place and time. I started life with sunshine and a tailwind, and when the storms came, there were rubber boots and a raincoat on the dresser. Even at the worst of times, I don’t feel that my family’s life and well-being is threatened.”

With the security offered by the Danish social model, Henrik can throw himself headlong into daring business adventures without giving much thought to the possibility of things going wrong. And it usually does go wrong. None of the plans work out. But that doesn’t matter, because new opportunities always arise. Sometimes he just has to look for them first.

# Overview of the series content

[![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1-267x400.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1-267x400.png)In ***[Tumult in Mecca](https://hpbech.com/books/tumult-in-mecca-en/)*** we are in 1979. Henrik, 28 years old, has a good job as an economist at the Ministry of Labor. Twice a week he teaches economics at the University of Copenhagen.

Together with his English wife, Sammy, he is setting up a cohousing community in North Zealand, while they are also preparing to adopt a child from Indonesia. Out of the blue, he is invited to join a business project to renovate and manage hospital kitchens in Taif, east of Mecca. Working on a business project in the Middle East is very different from his job as a civil servant, but he likes it. So much so that at the end of the first book, he accepts a job offer from Control Data Corporation, a large and successful American computer company.

[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png)Book two, ***The Dollar Compass*** (covering the years 1980 to 1986) is about Henrik’s rise from sales trainee to sales manager in a rapidly changing industry.

His appetite for international adventure leads him to the Soviet Union just as Mikhail Gorbachev launches glasnost and perestroika, and Ronald Reagan finds the recipe to tame communist ambitions for global ideological expansion. An intensive travel program collides with opportunities to play with his new rock band, a dream since his teenage years, and the adoption of a second child. This time a little girl from Korea. He must find a way to balance his family life, his musical ambitions and his appetite for business challenges.

In book three, ***Starting From Scratch*** (working title covering 1986 to 1989), Henrik leaves a promising career in the big American company and instead accepts an offer from a start-up Danish company.

[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-1-267x400.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-1-267x400.png)Samantha also wants to pursue a career, so Henrik has to do his share of looking after the family’s two young children. In addition to playing an increasing number of gigs with his rock band, Henrik is now also responsible for driving revenue in the newly established company. After getting a handle on the small Danish market, he’s moving on to open up the international markets. Things are going really well for Henrik until external investors, brought in to strengthen the international expansion, suddenly start to change the company’s management and culture. Henrik defects, gets a job at another start-up company, only to discover that their product isn’t ready for the market. The more he sells, the more problems arise. What’s next?

In book four, ***Vanity Summit*** (working title covering 1989 to 1997), Henrik Bertelsen is tempted by a headhunter looking for a country manager for the subsidiary of a small and somewhat failing American computer company.

Dazzled by the title and an attractive salary package with stock options, he breaks his promise to never work for an American company again. However, due to circumstances beyond his control, his subsidiary company exceeds its budgets and outperforms his colleagues in its sister companies. He is celebrated as a hero and showered with bonuses and stock options. When reality hits, and he has to fight for a conservative budget, no one will listen. For the first time in his career, he is fired.

In volume five, ***In a strong tailwind*** (working title covering 1997 to 2001), Henrik gets a job in a very successful software company and moves to Germany to build and run the business in the German-speaking countries.

It’s 1997 and customers are replacing their old software to avoid millennial risk. Preparing for an IPO requires the company to demonstrate high growth rates abroad and Henrik is asked to create and implement an aggressive marketing plan. While he’s busy delivering on his budget, the family is struggling to adapt to their new surroundings in southern Germany. He manages to balance family needs and company expectations when a merger suddenly disrupts all his plans and ambitions.

In book six, ***On Loan Only*** (working title covering 2001 to 2004), Henrik Bertelsen is fired again, returns to Denmark and decides to start his own business.

No more company politics and surprises. But what type of business should he start? As he considers his options, headhunters present him with new opportunities, but he turns them down. He has lost his appetite for monogamous working relationships. When a start-up company offers him the job as the general manager on consulting terms, he agrees. But entrepreneurship is risky and without a safety net, and for the first time in his life, he has to take a company through bankruptcy.

In volume seven, ***On His Own*** (working title covering 2004 to 2013), Henrik finally manages to break away from his monogamous working relationship and launches a consulting company.

Although business is picking up, he quickly realizes that he needs to move away from selling hours. Increasing your income by simply working more hours doesn’t seem attractive. He’d rather spend more time with his family and friends and on his hobbies. An idea to build a consultancy of equal partners on franchise terms gains some momentum, but never lives up to his ambitions. He has to find other ways.

In book eight, ***Independence*** (working title covering 2013 to the present), Henrik starts blogging and writing how-to books on international business development.

His core area of expertise. The fourth book becomes an international bestseller, and his phone starts ringing more often. He wants to spend more time writing books, and especially fulfil an old dream of writing fiction. Once again, he revises his business model and manages to find the time and money needed to write his first novel, which he titles ***Tumult in Mecca***.

# Autobiography?

No, it isn’t! But writing about something you’re already familiar with is the lazy writer’s shortcut to a good story. Of course, I’ve drawn from my own world and my own experiences. Inspired by Forrest Gump, a number of real people and institutions appear in the books. However, they are described as historically accurate as possible. Technically, the genre is called autofiction, where reality and fantasy are mixed in such a way that it can be difficult for the reader to tell which is which. My advice to the reader is to see it all as fantasy. My goal is to leave the reader with the impression that it could have happened in reality.

“Based on a true story” is what they say in Hollywood.

# Why?

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpeg)Why on earth did I set out to write eight novels?

Because I want to, and because I have so much I want to tell. It’s as simple as that.

The book as a medium, where I have the reader’s full attention and an alignment of expectations where the story can unfold over a few hundred pages, is the perfect medium for what I would like to tell.

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### ['Tumult in Mecca' is ready for publication - now what?](https://hpbech.com/tumult-in-mecca-is-ready-for-publication-now-what/)

**Published:** August 27, 2024
**Author:** Hans Peter Bech

**Excerpt:** I admit that marketing and promoting a novel are much more challenging than writing it. While the latter is totally under my control, the former is not.

**Content:**

Listen to the article:



Last week, the beta readers gave me remarks and suggestions that were encouraging. After making the final corrections, the manuscript is now [ready for publication](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) on 17 September this year (2024).

The text has been adapted for the audio version and submitted to the narrator, and the international versions have been uploaded to Amazon and IngramSpark, which will, for all practical purposes, make the book available worldwide. You can even [pre-order](https://www.amazon.com/dp/B0DCC4SYTY) the Kindle version on Amazon now.

What remains is the marketing and promotion strategy and activities required to bring the book to the potential reader’s attention.

I admit that marketing and promoting a novel are much more challenging than writing it. While the latter is totally under my control, the former is not.

The challenge is traditional in the sense that I need to define a target audience, craft messages that catch their attention, choose communication channels that provide the lowest possible contact cost and find ways to convert awareness to interest, desire and action. It’s marketing 101.

[ Buy the book ](http://)

# The Henrik Bertelsen Saga

[*Tumult in Mecca*](https://www.hpbech.com/books/tumult-in-mecca/) is the first book in a series of eight titled *The Henrik Bertelsen Saga*. The novels tell the story of the protagonist, baby boomer Henrik Bertelsen’s pursuit of adventure and happiness in his professional as well as private life.

*The Henrik Bertelsen Saga* is about balancing your life with all the things you want and love. Family, career, adventure, hobbies and independence. In a world of rapid change that constantly disrupts your plans and prospects. How to navigate foreign cultures and find the path to personal growth and prosperity.

[![](https://www.hpbech.com/wp-content/uploads/MU-DBD-On-Table_sharp_ver.jpg)](https://www.hpbech.com/wp-content/uploads/MU-DBD-On-Table_sharp_ver.jpg)In *[Tumult in Mecca](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY),* we are in 1979. Henrik, 28 years old, has a great job as an economist with the Ministry of Labour in Copenhagen. Twice a week he gives lectures in macroeconomics at the local university. With his English wife, Sammy, he is establishing a co-housing community in North Zealand while preparing the adoption of a child from Indonesia. Out of the blue he is invited to participate in a business project renovation and managing hospital kitchens in the provisional town Taif just east of Mecca. Working on a business project in the Middle East is very different from his job as a civil servant, but he likes it. So much, that he, at the end of the first book, accepts a job offer from Control Data Corporation, an American computer company.

**Book two, *Driven by Dollars*** (working title covering the years 1980 to 1986), is about Henrik’s advancement from sales trainee to sales manager in an industry in rapid disruption. His appetite for international adventure takes him to the USSR just as Mikhail Gorbachev launches glasnost and perestroika and Ronald Reagan finds the recipe for curtailing Soviet ambitions for global ideological expansion. The intensive travel schedule conflicts with his opportunities for playing with his new rock band, a dream since his teenage years, and with the adoption of a second child. This time from Korea. He must find a way to balance his family life, his musical ambitions and his appetite for business venture.

**In book three, *Starting from Scratch*** (working title covering 1986 to 1989), Henrik leaves a promising career in the corporate world and joins a start-up. While raising a family with two small kids and playing an increasing number of gigs with his rock band, Henrik is also responsible for getting revenue flowing at his newly minted startup. Getting off in the small Danish market, he then moves to open the international ones. Things go really well for Henrik when external investors, brought in to boost international expansion, suddenly start changing the company’s management and culture. Henrik jumps ship, joins another startup, only to learn that their product is immature. The more he sells, the more problems they get. What now?

**In book four, *The Vanity Summit*** (working title covering 1989 to 1997) Henrik Bertelsen submits to the temptations offered by a headhunter looking for a country manager for the subsidiary of a US-based computer company. Blinded by the title and an attractive compensation package with stock options, he fails on his promise to never work for an American corporation again. However, due to issues completely outside his control, his subsidiary exceeds its budgets and performs ways better than his peers. He is celebrated as a hero and showered with bonuses and stock options. When reality kicks in, and he needs to fight for a conservative budget, no one listens. For the first time in his career, he is fired.

**In book five, *Riding a Tailwind*** (working title covering 1997 to 2001), the protagonist lands a job with a very successful software company and relocates to Germany to build and run the operations in the German-speaking countries. It’s 1997 and customers are replacing their old software to avoid the risk of the millennium. Preparing for an IPO, his company needs to demonstrate high growth rates abroad, and he is asked to prepare and implement an aggressive revenue generation plan. While busy delivering on his budget, the family has difficulties adapting to their new environment in Southern Germany. He manages to balance the needs of the family and the expectations from his company, when suddenly a merger disrupts all his plans and ambitions.

**In book six, *On Loan Only*** (working title covering 2001 to 2004), Henrik Bertelsen is fired again, returns to Denmark and decides to start his own business. No more corporate politics and surprises. But what type of business should he build? While pondering his options, headhunters present him with new opportunities, but he turns them down. He has lost his appetite for monogamous working relationships. When a startup offers him the CEO position, he gives in. However, running startups is a volatile activity, and for the first time in his life he must take a company through liquidation.

**In book seven,** ***On His Own Feet*** (working title covering 2004 to 2013), the protagonist finally succeeds in breaking with monogamy working relationships and launches a consulting company. Although the business takes off nicely, he soon realises that he must get away from selling hours. Increasing his income only by working more hours doesn’t seem attractive, as he wants to spend more time with his family and friends and on his hobbies. His idea of building a consulting franchise get some tracking, but never delivers on his ambitions. He must pursue other paths.

**In book eight, *Independence*** (working title covering 2013 to today), Henrik starts blogging and writing “how-to” books on international business development. His core area of expertise. The fourth book becomes an international bestseller, and his phone starts ringing more frequently. He can increase his prices and repackage his consulting, breaking the relationship with the hours. Almost. He wants to spend more time writing books, and especially deliver on an old dream of writing fiction. Again, he reworks his business model and find the time and money required for writing his first novel, which he titles “*Tumult in Mecca*“.

# Target audience

[![](https://www.hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)](https://www.hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)The books in my Henrik Bertelsen series appeal to a broad business-oriented audience of both genders, but how do I identify the segment that is particularly interested in my stories, the dilemmas I present and the time portrait that I paint? Which demographic segmentation criteria must I use?

## Age

**Young Adults (18-29 years)**: This age group reads a significant amount, particularly fiction. Genres like fantasy, science fiction, and young adult (YA) fiction are particularly popular. In the first book of the Henrik Bertelsen Saga, the protagonist is 28 years old and faces all the challenges of building the foundation for his life.

**Adults (30-49 years)**: This group is generally the most active in terms of purchasing books. They read across a wide range of genres, including non-fiction, self-help, and literary fiction. Many in this age group are struggling to balance work and family, so *The Henrik Bertelsen Saga* may appear relevant.

**Older Adults (50+ years)**: This demographic segment tends to favour non-fiction, history, biographies, and classical literature.*The Henrik Bertelsen Saga* is contemporary history.

When there is something for everyone, then age doesn’t seem to be a significant segmentation criteria for my books. Nevertheless, where I can segment on age, I will choose **25+.** These are the years when you realise that your choices have consequences.

## Gender

Globally, women read more books than men.

**Women** are more likely to read fiction, particularly genres such as romance, literary fiction, and historical fiction. Women are also significant consumers of non-fiction, especially in categories like self-help and biography.

**Men** tend to prefer non-fiction genres, such as history, science, technology, and business. When it comes to fiction, they are more likely to read genres like science fiction, fantasy, and thrillers.

Although the protagonist, Henrik Bertelsen, is male, I don’t think gender is a significant segmentation criteria.

## Education

Individuals with a college degree or higher are more likely to be frequent readers. This group is also more likely to purchase books and engage with diverse genres, including academic texts, non-fiction, and literary fiction. As Henrik Bertelsen starts off with on academic background which helps him as he recovers from failures and search for new opportunities, my books may appeal more to **an audience with a higher education**.

## Geographic Location

[![](https://www.hpbech.com/wp-content/uploads/World-Map.jpeg)](https://www.hpbech.com/wp-content/uploads/World-Map.jpeg)The books are specifically appealing to an audience with an interest in languages, cultural diversity, international affairs and business development. They will also appeal to the majority of people who struggle to balance their love for family, hobbies and career with a heavy travelling schedule.

## Profession

In *Tumult in Mecca,* Henrik Bertelsen starts off as an economist and civil servant. By the end of the book and in the remaining seven, he is engaged in international business development, sales, marketing and management. I therefore assume that potential readers **in these job positions** can identify with the narrative.

## Industry

*The Henrik Bertelsen Saga* takes place in the IT-industry. Compared to many other industries, it is extraordinarily tumultuous, which also affects Henrik Bertelsen’s situation and options. Although changes occur in all industries, I assume that potential readers that work in the **IT-industry** can identify with challenges that my books present.

## Demographic Summary

Through paid and organic promotion, I will target an audience aged 25 and up, with or enrolled in a higher education, working in business development, marketing, sales and management in the IT-industry.

## Interest and Behavioural Criteria

Certain marketing channels such as Facebook offer interest and behavioural targeting criteria. I have used such criteria with great success (very effective contact prices) in previous campaigns, however the conversion rates so far are not good. I will keep experimenting with these criteria.

# Communication Channels

[![](https://www.hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)](https://www.hpbech.com/wp-content/uploads/Inbound_outbound_ver3.png)When knowing with whom I want to communicate (raise awareness of my message) I must identify those channels that can offer the most attractive contact price. I do not really have a budget constraint, so any channel could be considered. However, I am a business person and want to mitigate the risk. Running a full-page ad in the New York Times’ book section on a Sunday will take me down $250.000 plus production. Selling 50,000 books will get me to break even. Will that happen?

Probably not.

Until someone convincingly teaches me otherwise, I have decided to focus on LinkedIn, YouTube, Amazon, Facebook and SEO.

## LinkedIn

[![](https://www.hpbech.com/wp-content/uploads/LinkedIn_heart-square.jpg)](https://www.hpbech.com/wp-content/uploads/LinkedIn_heart-square.jpg)I have close to 34,000 followers and connections on LinkedIn. However, I don’t know how many of them read fiction. Over the next six months, I will ask each of them individually. Thereafter, I will run campaigns targeting 2nd and 3rd level connections that match the target audience demographics.

I will also continue to post content daily, but do not expect significant traffic from this activity.

## Youtube

YouTube and Vimeo host my videos and the content is therefore indexed by the search engines, which again drives traffic to my web sites and social media profiles.

## Amazon

Advertising on Amazon is potentially effective because you can combine segmentation criteria with messages directed at an audience of book readers.

I have successfully used Amazon advertisement for my non-fiction books and will invest time and money in the novels that have a much wider audience but also much tougher competition.

## Facebook

Facebook advertisement (including boosting) is an effective way to reach a receptive audience. You can combine demographics with interest and behaviour, which is yields a very attractive contact price. Conversion, however, is a challenge. I need to do more experimentation to find ways to convert interest to action.

## SEO

Organic search is the main source of traffic to my websites. Therefore, I keep creating new content. Also, here is conversion the big challenge.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [5,460 Miles from Silicon Valley - A Goodreads Giveaway](https://hpbech.com/5460-miles-from-silicon-valley-a-goodreads-giveaway/)

**Published:** October 18, 2024
**Author:** Hans Peter Bech

**Content:**

Do you want to read a free copy of my book *5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA*?

It’s now possible to do so if you live in the USA and read books on a Kindle or the [Kindle App.](https://hpbech.com/kindle-is-also-an-app/)

## [Goodreads](https://www.goodreads.com) Book Giveaway

[![5,460 Miles from Silicon Valley by Hans Peter Bech](https://i.gr-assets.com/images/S/compressed.photo.goodreads.com/books/1529528972l/40599706._SX318_.jpg "5,460 Miles from Silicon Valley by Hans Peter Bech")](https://www.goodreads.com/book/show/40599706)

### [5,460 Miles from Silicon Valley](https://www.goodreads.com/book/show/40599706)

#### by [Hans Peter Bech](https://www.goodreads.com/author/show/7953149.Hans_Peter_Bech)

Giveaway ends October 31, 2024.

See the [giveaway details](https://www.goodreads.com/giveaway/show/398422)
at Goodreads.

[Enter Giveaway](https://www.goodreads.com/giveaway/enter_kindle_giveaway/398422)

You can sign up for October’s Book Giveaway on Goodreads by clicking the link above.

Check out this video if you want to learn more about the book before signing up.

You can also read the first chapter if you so prefer.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes, Damgaard Data, ERP

---

### [Tumult in Mecca is now #1 in two Amazon categories](https://hpbech.com/tumult-in-mecca-is-now-1-in-two-amazon-categories/)

**Published:** November 16, 2024
**Author:** Hans Peter Bech

**Content:**

During the first three days of the Free Kindle Campaign (November 13-17, 2024), 1,800 readers downloaded Tumult in Mecca, which catapulted the book to the top of the Amazon bestseller categories in which it is registered.

[![](https://hpbech.com/wp-content/uploads/Screenshot-2024-11-16-at-09.00.52.png)](https://hpbech.com/wp-content/uploads/Screenshot-2024-11-16-at-09.00.52.png)

This is by far the best performance of the books I have written and published so far.

Click here: [Kindle Version](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) to get your copy. And remember, you [don’t need a Kindle](https://hpbech.com/kindle-is-also-an-app/) to read a Kindle book 😎.

The book is also available in print and as an audiobook.

**Categories:** Book reviews

**Tags:** bestseller, fixion_en, The Henrik Bertelsen Saga

---

### [Anniversary - Twenty Years as an Independent Consultant](https://hpbech.com/anniversary-twenty-years-as-an-independent-consultant/)

**Published:** December 22, 2024
**Author:** Hans Peter Bech

**Content:**

---



---

On October 16, 2003, I established my first limited liability company (ApS), which still serves as the foundation for my work as an independent consultant.

The term “independent” is a bit peculiar. Its antonym is “dependent”, which doesn’t quite fit. “Independent” simply refers to someone who runs their own business and is not employed by others.

---

Actually, it all began much earlier than 2003. It started in the fall of 1997. [![](https://hpbech.com/wp-content/uploads/Fired-698x400-1.jpg)](https://hpbech.com/wp-content/uploads/Fired-698x400-1.jpg)

After being [fired](https://hpbech.com/how-getting-fired-advanced-my-career/) from my position as Sales and Marketing Director at RE Technology (now [Barco](https://www.barco.com/en)), I felt like trying something entirely different – where I wouldn’t have a boss or a staff. In other words, I was fully clear on what I *didn’t* want. On the other hand, I had no idea about *what* I wanted.

I needed a backup plan.

I reached out to companies that might need international business development services, while also asking around my network if something affordable was for sale.

Both approaches bore fruit, and by November 1997, I had two concrete offers on the table.

**Offer A:** A small PR agency with clients in the IT industry was up for sale at a reasonable price. The owner was eager to sell to me and was very accommodating with both the price and the terms.

**Offer B**: [Damgaard](https://hpbech.com/biznes/5460-miles-from-silicon-valley/) offered me a job as Director and Regional Manager for their activities in the German-speaking countries. The job required me and my family to relocate to Stuttgart under a three-year expatriate contract.

After much deliberation, I chose offer B. This didn’t make me independent in the legal sense of the word. Still, after conversations with Preben Damgaard and my immediate boss, Per Pedersen, it seemed that Damgaard offered plenty of freedom. My journey as a fully independent entrepreneur would have to wait a little longer.

# Fired again

In December 2000, Damgaard and Navision Software merged. [![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)

The merger happened right as I was preparing to return to Denmark.

When companies merge, anything can happen, and on June 23, 2001, I was fired from my new job at the merged company, where I was responsible for operations in Germany, Austria, Switzerland, the Netherlands, Belgium, Poland, Czech Republic, Slovenia, and Russia. You can read more about this in the book [*5,460 Miles from Silicon Valley*](https://www.amazon.com/460-Miles-Silicon-Valley-depth-ebook/dp/B07DF8VK8K).

My time at Damgaard had been absolutely fantastic, and I was convinced it would be very difficult to find a company with the same culture and similar challenges. Now, the time had come to take the leap into self-employment. But doing what?

During a quick getaway from Stuttgart to Lake Como, before we moved back to Denmark, my wife and I drove through Lugano, Switzerland. We stopped and took a boat ride on the lake.

Lugano!

That was the name of the company. Great name. It felt good to have that decided. But what would it actually do? I had no idea.

# We need a managing director

While I was pondering what my future company with the fantastic name, Lugano ApS, should contribute to humanity, the phone rang.

> “I need a managing director for a startup,” the headhunter explained. “It’s just the thing for you!”

We met, and after ten minutes, it became clear that the last thing in the world the 10 engineers with the great idea and 10 million in the bank needed was a managing director. What they needed was a business developer and salesperson. That was a role I was willing to take on.

The project was extremely risky, but after my recent layoffs, I had learned that life as such is risky. Read more about the 10 engineers, the 10 million, and the great idea [here](https://www.hpbech.dk/2018/12/12/fake-it-till-you-make-it/).

After another stunt as a contract-based managing director, I had the opportunity to buy into a company at a reasonable price. So, in October 2003, I established the limited liability company (ApS) that would serve as the holding company for my co-ownership. After a couple of years, we decided to part ways, and I sold my shares back to the other owners. The separation happened amicably, but now I was resolved: I was done with monogamous working relationships.

# Hedging your bets

The two most tangible differences between having a job and being self-employed lie in the terms of employment.

As an employee, you receive a fixed monthly salary transferred to your account, and you can only be fired with cause, notice or severance pay.

As a self-employed person, you cannot be fired, but you only get paid if you can attract customers and invoice them for work completed. From your revenue, you need to set aside funds for education, vacation, sick periods, and retirement as well cover expenses for premises, insurance, travel, accommodation, marketing, IT equipment, software, and all the other costs associated with running a business. What remains after these expenses can be used to pay yourself a salary – provided you also remember to set aside money for periods when you have no paying customers. [![](https://hpbech.com/wp-content/uploads/Thinking-man-500-802x800.png)](https://hpbech.com/wp-content/uploads/Thinking-man-500-802x800.png)

While I was once again pondering what my company (which never ended up being named Lugano), should focus on, a new offer came in for a job in international business development. Fortunately, the position didn’t include people management. However, it was still a monogamous working relationship.

I declined, unless I could take on the tasks as a consultant and be allowed to have other assignments alongside it. This was accepted, and my newly established consulting firm found its purpose along the way. From then on, I would assist software companies with international business development.

That’s how I finally, and after a very long process, became self-employed and found my niche at the same time.
Why hadn’t I thought of it sooner?

International business development in the software industry was and is my expertise. It’s what I had been doing since January 1980, when I first walked through the doors of Control Data Corporation’s Danish subsidiary on Sønder Boulevard in Copenhagen in January 1980 as [a new sales trainee](https://hpbech.com/books/the-dollar-compass/). The lead-up to that adventure can be read about in the book [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY).

# Free at last

[![](https://hpbech.com/wp-content/uploads/Bird-free.jpg)](https://hpbech.com/wp-content/uploads/Bird-free.jpg)I still remember the day we signed the consulting contract. It was a business development assignment that included both strategy and execution. I had access to an office at the client’s premises, but I was free to work from wherever I wanted.

The feeling of freedom was fantastic. My loyalty was to the task. I could stay out of all the internal company intrigues and political battles and focus on achieving the goals that the project required.

It was far from the perfect consulting assignment, but it was a good way to get started. It gave me some practical experience with the role and taught me the difference between being a freelancer (which was a big part of the job) and being a consultant whose role was to enhance the skills of the company’s permanent employees.

When the project ended two years later, I had established my business with a website, service concepts, a wide network of contacts, and new assignments.

# Business development

[![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)](https://hpbech.com/wp-content/uploads/Global-planning-1.png)With my first consulting assignment secured in 2005, I had to learn from scratch what it meant to be an independent consultant. Others who had taken the leap before me offered a friendly warning.

> “Watch out! Otherwise you’ll end up with a working life where you’re either busy as hell or have nothing to do.”

The advice was based on the fact that you don’t have time to do marketing and sales when you’re really busy delivering. As a result, you risk having an empty order book the day your projects end.

I took that advice to heart, but still fell into the trap.

Together with a group of colleagues, I discussed how we could create a steady flow of projects and make income independent of the hours spent. We tried out the various ideas, and the experience culminated in February 2013 in the publication of my first book, *[Management Consulting Essentials.](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK?)* The topic continued to interest me and led to a series of [articles](https://hpbech.com/proposals-are-the-last-thing-you-do/) that I posted on my English blog.

One of the ideas was to write books about your domain expertise, and in April 2015, I published [*Building Successful Partner Channels* ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)which, despite its narrow target audience, quickly achieved bestseller status. This and subsequent books generated revenue that was independent of my hours and consulting assignments, and that didn’t require me to spend time on marketing and pre-sales.

# Value versus price

[![](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)For me, the freedom and independence have been by far the most valuable aspects of life as an independent consultant. Being able to do what I want to do, when and where I want to do it, is liberating.

It requires maintaining a steady stream of projects and avoiding situations where a task becomes more important to you than to your client. You need enough opportunities in your pipeline so you don’t have to take on every assignment, and you must be confident that the value you deliver to your client far exceeds the fee you charge. When working with international business development, the latter isn’t so difficult. If I can help my client find a functional model for international expansion, the value will be more than a hundred times greater than the fee I charge.

The price is what the client pays, the value is what they receive.

**Categories:** Blog, Business development, Globalisation, Society

**Tags:** consulting, fixion_en

---

### [The Siege in Mecca](https://hpbech.com/the-siege-in-mecca/)

**Published:** December 12, 2024
**Author:** Hans Peter Bech

**Content:**



---

[![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1.png)While planning the “[*Henrik Bertelsen Saga*](https://hpbech.com/who-is-henrik-bertelsen/)“, I decided to start the first book, “[Tumult in Mecca](https://hpbech.com/books/tumult-in-mecca-en/)“, in 1979. That year was pivotal for me personally: I completed a project in Saudi Arabia, resigned from my government job, and began working as a sales trainee for an American computer company. It was also the year my wife and I, along with some friends, established a co-housing community—and the year we adopted a child from Indonesia. So much happened in 1979 that it felt like the perfect starting point for the eight-book series I was about to write.

The story of Henrik Bertelsen would unfold within a historical framework, similar to the structure of “Forrest Gump”. As I researched global events from 1979, I discovered a wealth of inspiration.

That year, the Egypt-Israel Peace Treaty was signed, marking Egypt as the first Arab country to formally recognize Israel. In Nicaragua, the Sandinista National Liberation Front (FSLN) overthrew Anastasio Somoza Debayle, ending the Somoza family’s 43-year dictatorship. Meanwhile, the U.S. and China officially established diplomatic relations, ending decades of estrangement after the Chinese Civil War.

1979 also brought a second major oil shock, disrupting global production and causing oil prices to skyrocket. This led to energy crises in many Western countries and economic instability worldwide, including in Denmark. At the same time, the UK and U.S. began shifting toward economic deregulation under leaders like Margaret Thatcher and Ronald Reagan, moving away from the post-war Keynesian model.

On the geopolitical front, the USSR invaded Afghanistan, and in Iran, Ayatollah Khomeini returned from exile, establishing a theocratic regime. This culminated in the takeover of the U.S. Embassy in Tehran, where 52 American diplomats and citizens were taken hostage. Additionally, that year, the Grand Mosque in Mecca was seized by armed religious extremists, sparking violent demonstrations against the U.S.—despite its lack of involvement in the matter.

These events, particularly in the Middle East, provided the ideal backdrop for Henrik Bertelsen’s business venture in Saudi Arabia, so I decided to weave them into the story. In doing so, the title, “*Tumult in Mecca*“, practically chose itself.

---

This post was first published on [Gina Ray Mitchell’s blog](https://ginaraemitchell.com/tumult-in-mecca/).

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Free Kindle Promotion: Tumult in Mecca](https://hpbech.com/free-kindle-promotion-tumult-in-mecca/)

**Published:** November 13, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-FREE-KU-Graphic.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-FREE-KU-Graphic.png)Amazon is offering a five-day Free Kindle Promotion. During the same period, we have also reduced the price of the paperback version.

Click [here](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) to take advantage of the offer:

**Categories:** Blog, Book reviews, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Am I an AI Slop or an Innovator?](https://hpbech.com/am-i-an-ai-slop-or-an-innovator/)

**Published:** January 23, 2025
**Author:** Hans Peter Bech

**Content:**


[![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page.png)

---

I watched a paid social media advertising [video course](https://www.matthewjholmes.com/fbads-masterclass-1) while developing a strategy for promoting my recent novel, [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca-en/). The course recommended using stills instead of videos and generative AI to create images of situations from the book.

The course recommended testing several images, as it is impossible to determine which one will catch the most attention (the first step in the [AIDA](https://tbkconsult.com/from-our-own-qorld-how-to-improve-the-aida-process/) process).

So, I ventured into the mystical world of AI text prompt engineering using OpenAI’s DALL-E, to which I have a PLUS subscription.

Let me give you the main conclusions:

Text prompt engineering is **time-consuming and difficult** if you want a specific outcome and consistency in the people gallery over various images. It took me hours to generate the three images I needed for the first test.

Although I was particular about describing the cultural environment, the images had **an American tone**, which was challenging to eliminate.

Strange **artefacts** were always an issue and almost impossible to eliminate.

# AI Slop

Facebook was the first social media platform I tested the ads on, and soon, I started getting messages saying what I did was AI slop (or I was an AI slop).

I looked up the term and found this explanation: *AI slop refers to poor-quality, often unwanted, AI-generated content.*

Why would anyone take the time to comment on a picture in an ad for a book? Given that *Tumult in Mecca* is a novel, fiction, wouldn’t AI-generated images of scenes from the narrative be precisely the right thing to do? I asked some of the commenters, and the responses I got were out of context. They came from people who, for some reason, didn’t like AI-generated stuff.

I don’t find that the images have quality issues. Quite the opposite. It is an advantage that they look artificial. Most ads are unwanted, but that is not related to AI. Being against AI-generated text and images may be a thing, but not one that I suffer from. If my potential readers do, then I’ll back off.

[![](https://hpbech.com/wp-content/uploads/AI-images.png)](https://hpbech.com/wp-content/uploads/AI-images.png)

The picture in the middle (above) took the longest to generate, and I am still not happy with the outcome. Not that the quality is bad, but it doesn’t illustrate what I tried to describe in the text prompt. Maybe I need to elevate my prompt engineering skills, or the AI image generator has a hard time understanding instructions on the individual character. Perhaps a combination.

[![](https://hpbech.com/wp-content/uploads/AI-images-2.png)](https://hpbech.com/wp-content/uploads/AI-images-2.png)

Generating images with several characters, that have unusual features, proved to be extremely difficult. For some reason (bias?), DALL-E struggled to generate an image of a blond person without a beard and dressed in a traditional Saudi outfit. If you describe a person as Arabic, he (it’s always a male) will have a beard.

## Artefacts

[![](https://hpbech.com/wp-content/uploads/3-400x400.png)](https://hpbech.com/wp-content/uploads/3.png)Almost all the AI-generated images my text prompt produced had unwanted artefacts.

Why is there a helicopter in the image in the middle of the first strip above? I didn’t ask for it.

The image to the left is supposed to illustrate three Scandinavian looking men in a bar in Beirut airport in 1979. Look at the legs of the man in the middle. I didn’t notice the issue at first glance, but caught it as I learned that I had to check for artefacts.

DALL-E has an editing function that should allow you to change segments of the image. The outcome of an edit, however, was unpredictable. I needed at bald person in an image, but the image generator didn’t catch this request from my text prompt. Marking a face in the generated image and asking to make the head bald changed the whole setting and gave other characters beards.

Defining a setting as business, the DALL-E gave the characters three-piece suits, although that is very uncommon in Scandinavia.

# Targeting and optimisation

[![](https://hpbech.com/wp-content/uploads/Target-audience-400x400.png)](https://hpbech.com/wp-content/uploads/Target-audience.png)Marketing 101 says that you need to define your target segment before crafting the message conveying the value proposition. However, identifying a target segment for my novel is difficult (using social media segmentation criteria), and the video course recommended leaving the job to Facebook. In doing so, Facebook will expose the ad to a broad variety of users and identify the characteristics of those who react. Then it will continuously adjust the algorithm, ensuring better and better conversion.

Given a number of alternatives (text and images), Facebook will test which combination has the highest impact. You can keep on testing until you have a reasonable conversion price.

# The ultimate metric

My [textbooks](https://tbkconsult.com/publishing/) (on revenue generation and business development in the software industry) sell very well without paid advertisement, but so far, my novels do not. Can promoting a novel through paid advertisement serve the full AIDA purchase process, and how can I measure if it does?

My novels are inexpensive consumer products. The price of the electronic version is $9.99, the paperback is $14.99 and the audio version can be streamed and thus paid through the reader’s subscription, or it can be purchased for $14.99 (all prices are before VAT or sales tax). The gross margin on my printed and electronic books is around $6. On the audio versions, which are primarily streamed through subscription services, the gross margin is around $1. (Streaming services have managed to substantially decrease the content creators’ gross margin).

Finding a profitable model would require much experimentation, and handcrafting the images would increase the upfront investment and thus the risk.

The objective of my advertisement experiment was to test if it could generate profitable book sales. By using Amazon attribution tags, I could monitor the traffic coming from the Facebook ad campaigns.

So far, I have not found a profitable model. The ads that I have tested in the UK, produced 23,000 exposures and 325 clicks on the call-to-action link. From the Amazon attribution dashboard, I registered no book sales.

The questions now are: Can I, through continued experimentation, find a set of adds that converts at a price per purchase that is less than the book’s gross margin, or am I wasting my time and money?

**Categories:** Blog, Marketing, Strategy

**Tags:** fixion_en

---

### [On social media, you get more of what you comment](https://hpbech.com/on-social-media-you-get-more-of-what-you-comment/)

**Published:** January 30, 2025
**Author:** Hans Peter Bech

**Excerpt:** Commenting on a post is the same as telling the social medium that the topic is engaging and relevant. Otherwise, you wouldn't spend time on it. 

**Content:**

[![](https://www.hpbech.com/wp-content/uploads/LinkedIn-2000px-768x768-1-300x300.png)](https://www.hpbech.com/wp-content/uploads/LinkedIn-2000px-768x768-1.png)Are you the type of person who jumps on any opportunity to write a comment expressing your displeasure with a post on social media? Then, perhaps, you should think twice. You help the post you dislike get even more visibility.

Social media makes money by selling ads. Ads that are supposed to make you buy something (commercial) or do something (political). A crucial element in getting as many ads sold as expensively as possible is having you spend as [much time as possible](https://www.hpbech.dk/danmark-disrupted-tro-hab-og-tech-giganter/) on the social medium. Therefore, their algorithms keep a very close eye on what catches your interest and then pushes more of that type of content into your feed.

Commenting on a post is the same as telling the social medium that the topic is engaging and relevant. Otherwise, you wouldn’t spend time on it. The algorithm captures your behavior, sends the post out to more people, and remembers your interest. In the future, you will get more of the same. You have just documented that you want to spend your time on it. Stealing and spending your time and attention are some of the most important objectives of [social media](https://www.hpbech.dk/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/).

## LinkedIn

On LinkedIn, people often write comments saying that a post does not belong here. Instead, it should have been posted on Facebook or Twitter. “LinkedIn is not Facebook” is a statement I often see.

 [![](https://www.hpbech.com/wp-content/uploads/LinkedIn-tre-prikker.jpg)](https://www.hpbech.com/wp-content/uploads/LinkedIn-tre-prikker.jpg)Apart from being nonsense, it is also relatively unintelligent.

Who decides what to post on a social platform? The users, of course. Promoting yourself as the content police is both presumptuous and pretentious.

The unintelligent behavior is to award attention to a post you don’t like. I can understand that you may want to express disagreement with a point of view on a subject that you deem worthy of a discussion. But helping a message you don’t think should have been posted in the first place by giving it further attention is not particularly clever, is it?

If a post bothers you so much that you can’t ignore it and scroll on, you can use the three small dots in the right corner.

In the picture above, my friend Christian Frost has commented on a post about Mette Frederiksen (our prime minister), of whom he is probably not too enthusiastic. By pressing the three small dots, I now get a few options.

I can unfollow Christian Frost. I don’t want to do that because he posts some good and funny car review videos that I enjoy watching.

I can mute the two other people who posted and shared the post. I do this occasionally, but not in this case.

Or I can choose “I don’t want to see this”, which gives me several choices.

I chose the option to tell LinkedIn that I am not interested in posts about Mette Frederiksen. Other media fulfill my need for opinions about the country’s prime minister.

## Getting a relevant feed

 [![](https://www.hpbech.com/wp-content/uploads/LinkedIn-dont-want-to-see.jpg)](https://www.hpbech.com/wp-content/uploads/LinkedIn-dont-want-to-see.jpg)There are several options attached to the three small dots. By investing some time in telling LinkedIn’s algorithm about your preferences, you can increase the relevance and quality of your so-called home feed.

I have 30,000 connections on [LinkedIn](https://www.linkedin.com/in/hanspeterbech/), and luckily, few post anything. Among those who do, there is a lot of noise. I occasionally spend some time training LinkedIn’s algorithm, and it has helped tremendously with the quality of what emerges.

**Categories:** Blog, Business development, Marketing

**Tags:** biznes, social media

---

### [Uniconta - An impressive Achievement](https://hpbech.com/uniconta-an-impressive-achievement/)

**Published:** April 19, 2025
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-06-small-289x400.jpg)](https://hpbech.com/wp-content/uploads/Erik-Damgaard-06-small-289x400.jpg)Erik Damgaard

[Uniconta](https://www.uniconta.com/), the company behind Erik Damgaard’s “new” financial management system of the same name, has won the 2023 Gazelle Award for the Capital of Denmark.

According to articles in the newspaper, Uniconta has grown 2,338.5% in just four years.

I think the company’s ability to acquire new customers and retain existing ones is more impressive. Uniconta is sold as a monthly subscription, which means that customers can drop out at very short notice.

But they don’t.

Widespread customer satisfaction ensures a steadily (and rapidly) growing turnover and exceptionally high earnings. The recipe for success has several elements, which I will discuss later.

# The early start

I put “new” in quotation marks at the beginning of the article because Uniconta’s history goes back further.

While I was working on writing the book “*[5,460 Miles from Silicon Valley](https://www.amazon.com/460-Miles-Silicon-Valley-depth-ebook/dp/B07DF8VK8K)*“, Erik Damgaard told me about his activities developing a new financial system to replace Microsoft’s C5, which they (Microsoft) did not want to continue. During our conversations about his time with Damgaard Data, Erik sometimes had to stop by to restart a server or fix a network problem. He would also much rather show me his new system, which at the time was named after a Brazilian state, than talk about the old days 🙂

[![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-1-331x400.png)](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-1.png)5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA.

It was clear that he was back in his element.

With Microsoft’s farewell to C5, he saw a gap in the market, and based on modern cloud technology, he had an architecture in mind for a product that could help small and medium-sized businesses streamline their daily operational tasks and financial management.

> “The genius of C5 was that it was customisable,” Erik told me then. “It allowed our resellers to customise it for all kinds of purposes. That customisation attracted new customers and was good business for the resellers.”

Meanwhile, a technological shift had made it possible to deliver software as a service. This was a huge advantage for customers, who no longer had to deal with their own servers and all the technical software that a financial system is based on. Erik had thoroughly familiarised himself with the new technology, and with a previous product, Straticator, he had also gained valuable practical experience.

> “Just because the technology has changed doesn’t mean that all companies are now the same and can get by with the same system,” Erik added. “There is still a desire to customise the features to the specific needs of businesses, and my new system must offer that.”

It took some effort to get Erik to talk about the old days. He succeeded (the Damgaard book was published in September 2017), but the many hours of interviews were constantly peppered with demos of new features in the upcoming product and troubleshooting the infrastructure.

Erik was better in the future than in the past.

# The Damgaard model all over again

[![](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)With the new product, he wanted to follow the same sales model that had worked so well for Damgaard Data: resellers.

> “Customers still want customisation,” Erik emphasised, “and no one is better at that task than dealers.”

Therefore, the new product also had to be a reseller product.

It was an excellent opportunity to get Erik to tell us when and how he realised that retailers could do more than just resell the products.

> *“It happened already in the late 1980s,” Erik remembered. “Our first product at Damgaard was Danmax. It was completely standard.”*

Danmax hit the market in 1984, when IBM launched the PC, which made IT accessible to small and medium-sized businesses. Brødrene Damgaard’s choice to serve customers via resellers was a bit of a coincidence. But as they were practically queuing up to sell the product, the two brothers, Erik and Preben, quickly realised that this model could scale.

In 1986, Erik launched Concorde Økonomi, which would become the preferred financial system for Danish companies for many years to come.

[![](https://hpbech.com/wp-content/uploads/concorde-4-og-5-435x400.png)](https://hpbech.com/wp-content/uploads/concorde-4-og-5-435x400.png)The C5 was technically a reduced version of Concorde XAL and was intended as a successor to Concorde Economy. However, both products were allowed to live side by side so that customers could choose if and when they wanted to switch.

In the fall of 1987, he started developing Concorde Economy version 4 to meet some of the many requests coming in from customers and dealers. He decided to change the file system so dealers and customers could customise and expand the product. Erik had learned that when he allowed dealers and customers to change something in the system, they adopted it at lightning speed. With the changes to the file system, it was possible to respond more quickly to special requests from existing and new users, and dealers could expand their consulting business by offering to make these changes.

The dealers got a better business when selling products and consulting hours. At the same time, Damgaard Data did not have to take care of all requests for extensions but could settle for developing the most general improvements.

Concorde Økonomi version 4 was the first step towards a paradigm shift for Damgaard Data. The product could be used without any other setup than chart of accounts and standard reports. However, now, customers can also add new data fields and functions to solve tasks that the standard product does not immediately support. In addition to making Concorde more customisable for each customer, dealers used the improved flexibility of version 4 to develop features to serve entirely new customer groups. In other words, the resellers could now serve customers for whom Damgaard Data had no special knowledge and could not develop products.

Concorde XAL, released in April 1991, was the world’s first financial system with built-in development tools. It was designed from the ground up as a dealer product, and over the next ten years, it became the foundation for many dealers’ great success. And thus Damgaard’s.

> “I need someone to build the reseller channel for my new product,” Erik Damgaard said, once again looking to the future. “Do you know anyone?”

# Experienced people

[![](https://hpbech.com/wp-content/uploads/Per-Pedersen.jpg)](https://hpbech.com/wp-content/uploads/Per-Pedersen.jpg)Per Pedersen

With the product and business model in place, Erik needed a business developer to execute. He persuaded [Per Pedersen](https://www.linkedin.com/in/per-s-pedersen/) to take the baton for this position.

For many years, Per was responsible for sales and marketing activities at Damgaard and is probably the person in Denmark who has the most experience with the partner channel that Uniconta required. It succeeded far beyond expectations, and in just six months, Uniconta, as the product was now called, [recruited 100 dealers](https://tbkconsult.com/recruit-100-resellers-6-months/) across the country.

Erik was also aware that the way to many small and medium-sized businesses is through their accountants, and he brought in [Jørn Rejndrup](https://www.linkedin.com/in/j%C3%B8rn-rejndrup/) to take on this task.

Jørn, Per, and Erik made up the executive management team and were responsible for both the outward sales work and the inward management. [Casper Guldbrandsen](https://www.linkedin.com/in/casper-guldbrandsen/), who also started at Damgaard Data, was put in charge of marketing. Together, the quartet and the other employees have created impressive results.

# The recipe for Gazelle of the year 2023

I have followed the company closely since its beginning, and in February 2020, I joined its board of directors. Now, they have won this year’s Gazelle award in the capital.

[![](https://hpbech.com/wp-content/uploads/Win-no-text.png)](https://hpbech.com/wp-content/uploads/Win-no-text.png)I followed the creation, the start, the first years with investments and losses, and then the development into a unique star.

The success is based on a well-known and proven business model, where the individual elements work perfectly together and where the people assigned to execute have relevant knowledge and experience. In this way, Uniconta is also the success of what we call “the grey gold”, resulting from experience and good craftsmanship.

The foundation is a comprehensive product designed to be delivered from the cloud, developed to serve thousands of users, customisable to their individual needs, and delivered through resellers with industry and customer insight. To execute the model, Erik has chosen several highly experienced people who know how it should be done. Based on Microsoft’s decision to discontinue C5, they have pursued a three-pronged marketing strategy with equal emphasis on resellers, customers, and accountants.

Uniconta skilfully and confidently exploited a change in the market to find space for a product that many felt already had enough alternatives. The [positioning](https://hpbech.com/da/uniconta-gir-den-gas/) was well-thought-out and effectively communicated to the three key target groups using proven concepts. Selling financial systems to small and medium-sized businesses requires personal contact, which the entire [marketing strategy](https://hpbech.com/da/uniconta-giver-den-endnu-mere-gas/) has supported.

# Der er et yndigt land (The title of the Danish national anthem)

[![](https://hpbech.com/wp-content/uploads/Global-planning-660x660-1-1-400x400.png)](https://hpbech.com/wp-content/uploads/Global-planning-660x660-1-1-400x400.png)I often write that Denmark only represents 0.25% of the world market, so software companies must orient themselves internationally. This is true in most cases, but an area like financial management systems makes an exception. There are three reasons for this.

1. Despite its modesty, the Danish market is big enough to support a company that offers software that every business needs. And every company needs a financial management system. Read the book [*5,460 Miles from Silicon Valley*](https://www.amazon.com/460-Miles-Silicon-Valley-depth-ebook/dp/B07DF8VK8K). You will also learn that Damgaard Data and Navision Software (they merged in 2000) lived off the Danish market for many years before the international activities took off.
2. Financial systems for small and medium-sized businesses must adapt to national legislation and market practices. This requires investment and ongoing maintenance before the first customers can go live.
3. Entering the market for financial systems for small and medium-sized businesses in a new country requires more than a good product. It requires the right timing when there is already movement in the market. Microsoft’s decision to discontinue C5 created the movement in Denmark. The fact that Erik Damgaard was the architect behind C5 made his Uniconta a credible replacement. Finding a similar movement in another country requires patience.

I am convinced that Uniconta will one day have more customers outside Denmark, but when and how this will happen depends heavily on external factors that need to be monitored.

**Categories:** Blog, Business development, Globalisation, Strategy

**Tags:** biznes, business development, Erik Damgaard, ERP

---

### [Apple in China](https://hpbech.com/apple-in-china/)

**Published:** June 17, 2025
**Author:** Hans Peter Bech

**Excerpt:** As a die-hard Apple user, reading Patrick McGee's ‘Apple in China: The Capture of the World's Greatest Company’ made me cringe more than once. 

**Content:**



---

As a die-hard Apple user, reading [Patrick McGee](https://www.linkedin.com/in/prmcgee/)‘s ‘[Apple in China: The Capture of the World’s Greatest Company](https://www.amazon.com/Apple-China-Capture-Greatest-Company/dp/1668053373)’ made me cringe more than once.

# My history with Apple

In 2007, I bought an iPhone in the United States and jailbroke it so I could use it with a Danish SIM card.

In April 2009, I decided to switch from the Windows-based IBM ThinkPad to [Apple’s Mac universe](https://hpbech.com/da/apple-macbook-pro/). The switch was motivated by a project where my client was a staunch Mac user, but also by a desire to try something different.

Steven Jobs’ 1997 advertisement, in which he made a virtue of necessity and emphasised that Apple products were mainly for geniuses, probably also played a part. In other words, for the few. Since the success of the Apple II, he had been thoroughly overtaken by the IBM-compatible PC. The launch of the Apple Macintosh in 1984 was innovative, but the train had already left the station.

When I switched in 2009, Apple’s MacBook was the symbol of independence. When I pulled it out of my backpack on the plane, I was signalling that I was the one in charge at my company. All those who pulled out their black and grey Windows PCs were employees on a fixed monthly salary in companies where they did not have the opportunity to influence their own working conditions. Steve Jobs’ ability to position Apple had shaped my worldview.

In May 2010, Apple launched the iPad in Germany, and I bought one on my way home from a holiday in Southern Europe. I wrote [a brief article](https://hpbech.com/da/ipad-den-er-bestilt-i-tyskland/) about my expectations, which have proven to be quite accurate.

The icing on the cake (!) was the purchase of a Mac Mini and a Studio Display, which ensures that I have a certain amount of redundancy and can cope if one of the computers fails.

[![](https://hpbech.com/wp-content/uploads/Apple-gear-1600-1-1024x305.jpg)](https://hpbech.com/wp-content/uploads/Apple-gear-1600-1.jpg)

# The advantages of Apple products

There are several compelling reasons why Apple has cultivated an almost cult-like user base worldwide. The products have many strengths:

**Intuitive design:** Apple has a consistent user interface across platforms. This makes it easy to switch between iPhone, iPad and Mac without having to learn too much new stuff.

**Ecosystem:** The interaction between devices is seamless – from AirDrop and iCloud to Handoff and Universal Clipboard. Everything works together.

**Security and privacy:** Apple has consistently marketed itself as a champion of user privacy and has, among other things, made it more difficult for third-party companies to track users without their consent.

**Long life and updates:** iOS and macOS are updated regularly and often support devices for 5–7 years, which is longer than the industry average.

**Quality hardware and software:** The combination of proprietary hardware and software enables Apple to optimise performance and stability in a way that few other manufacturers can match.

But even the most elegant products come at a price – not least on an ethical level.

# How Apple taught the Chinese to produce electronics

[![](https://hpbech.com/wp-content/uploads/Apple-in-China-266x400.jpeg)](https://hpbech.com/wp-content/uploads/Apple-in-China.jpeg)It’s been many years since I stopped gluing myself to the screen when Apple held its world-famous product launches. I purchased new devices approximately every five years, or when I felt it was appropriate. For the same reason, I had also lost touch with Apple as a company and did not keep up with its developments.
However, with Trump’s second term in the White House and the introduction of his tariff circus, it struck me that Apple was now in a difficult position. When I came across Patrick McGee’s book, I thought it might be interesting to receive an update.

And that’s what I got.

The book is partly the story of Apple, but naturally, with the main focus on what has been happening in China.

Apple, which in 2024 had a turnover of just under $400 billion and was the first publicly traded company to reach a value of $3 trillion, manufactures around 80% of its products in China.

This renders the company highly vulnerable – both to political tensions and logistical disruptions.

Since the late 1990s, Apple has been profoundly integrated into the Chinese economy. The company has trained over 28 million Chinese workers and established a vast supplier network. In 2016, Tim Cook signed an agreement with the Chinese government to invest $275 billion in the country over five years – an investment that far surpasses the Marshall Aid to Europe after the Second World War.

# China – a technological superpower thanks to Apple?

[![](https://hpbech.com/wp-content/uploads/Apple-i-Kina.png)](https://hpbech.com/wp-content/uploads/Apple-i-Kina.png)Foxconn and other subcontractors have played a vital role in facilitating the rapid scaling up of production for new Apple products, taking them from concept to mass production in record time. McGee describes how, immediately after a new launch, Apple can employ up to 3 million people in its supply chain – a number that decreases by one million during the quieter months.

This collaboration has not only made Apple the world’s most efficient hardware manufacturer; it has also enhanced China’s skills and helped the country realise its ambition of technological independence and global dominance. This did not occur by force – it happened through investment, knowledge, and Western naivety. We believed that trade would automatically lead to democratisation. It did not.

# The ethical dilemmas

Why did I cringe?

Because Apple – despite its reputation as a champion of innovation, individualism and ethics – compromises the very values it claims to uphold, according to the book. The company has apparently not only ignored but also actively contributed to working conditions and political adjustments that cast doubt on its moral compass.

McGee describes how Apple has removed apps on behalf of the government in China, stored user data locally, potentially granting the authorities access to it, and ignored or downplayed the working conditions at subcontractors. Tim Cook – known as the operations genius – has demonstrated expertise in geopolitical balancing as well as logistics. But at what cost?

# An ambitious company in a complex world

Apple unites the sublime with the brutal—a company that has transformed the world with its products, yet is also entangled in global power struggles and dependencies that challenge our notions of what is ‘right’ and ‘wrong’.
McGee’s book is not merely a tale of a company; it serves as a reflection of our times, highlighting the price and complexity of globalisation.

**Categories:** Blog, Book reviews, Globalisation, Politics, Strategy

**Tags:** Apple, fixion_en

---

### [The ignorant customer and the unfortunate salesman?](https://hpbech.com/the-ignorant-customer-and-the-unfortunate-salesman/)

**Published:** October 16, 2025
**Author:** Hans Peter Bech

**Content:**

---

> It is easy to jump to the conclusion that potential customers that don’t get it must be “ignorants.” However, blaming our failing sales strategy on the customers may prevent us from making the changes that could overcome the resistance. Look in the mirror. That’s where all the answers are.

---

 [![Crazy Salesman](https://www.hpbech.com/wp-content/Crazy-Salesman-300x200.jpg)](https://www.hpbech.com/wp-content/Crazy-Salesman.jpg) 

This picture has been posted on LinkedIn several times over the last few years.

The context has always been that “sometimes corporate executives are so busy (or ignorant) that they do not take the time to consider new solutions that could improve their situations dramatically.”

When I saw the cartoon the first time I also throught that the King must be daft. However, when I thought twice about it I changed my perspective.

The machine gun salesman had apparently talked to the King’s people. He had apparently convinced the king’s people that he had something of interest. However, the king’s people were not able to convey the value of the machine gun to the King. At least not to the extent that the King is prepared to take a time-out now and listen to the value proposition.

Is this situation so unusual?

Not at all. This happens each and every day all over the world in the year 2014 and it will continue so forever.

## The Kings needs a victory

The machine gun salesman is trying to sell the King a product today. The King needs a victory today. The enemy is lining up on the battlefield. The King has to fight now. He cannot cancel the battle and call the enemy when he is ready.

This difference in terminology and mindset between sales people and customer executives is common.

Sales people are speaking a language that makes customer executives fall asleep or doesn’t manage to catch their span of attention. Sales people peddle a product, but ignore all the training and implementation issues associated with making the product deliver value. Executives want something that works when they need it. They want to have the full RoI analysis and risk assessment before making a critical investment decision.

Making machine guns win battles is much more than just buying the hardware.

 ![](https://www.hpbech.com/wp-content/Crazy-Salesman-2016.png)## Crossing the chasm

I have come to the conclusion that the King is the King (we can’t change him, we can’t remove him, we must learn to deal with him or we must avoid him). So we may have the wrong sales strategy in the first place (is the King an early innovator?). We may have the wrong salesman assigned to the account (is today the best time for a sales call?).

We have a killer app (sorry!!), but we apparently need to navigate the King’s purchase process much different.

In the software industry, where I operate, our products are invisible. Imagine being a salesman with an invisible product. Imagine selling something that is invisible AND that the customer has never heard of before. Something that is also truly disruptive.

This situation is well documented by Geoffrey Moore in his book “[Crossing the chasm.](http://www.amazon.com/Crossing-Chasm-Marketing-High-Tech-Mainstream/dp/0060517123)“

 [![Crossing_the_chasm](https://www.hpbech.com/wp-content/Crossing_the_chasm.jpg)](https://www.hpbech.com/wp-content/Crossing_the_chasm.jpg) 

There are approaches for overcoming such obstacles. I agree that these approaches were not available when the King was king, but they are available today.

## Don’t blame the customer – blame yourself

As sales persons we get to know a lot about the domain area in which we operate. Often we get to know much more than our potential customers. As we refine our sales pitch and win new customers we get frustrated when potential customers “don’t get it.”

How come some customers get it and others don’t?

It is easy to jump to the conclusion that potential customers that don’t get it must be “ignorants.” However, blaming our failing sales strategy on the customers may prevent us from making the changes that could overcome the resistance.

Look in the mirror. That’s where all the answers are.

First published on [LinkedIn on 20 August 2014](https://www.linkedin.com/pulse/article/20140820091527-170840-the-ignorant-customer-and-the-unfortunate-salesman?)

**Categories:** Blog, Marketing

**Tags:** biznes, business development, revenue generation

---

### [Tumult in Mecca is out in German 🎉](https://hpbech.com/tumult-in-mecca-is-out-in-german-🎉/)

**Published:** December 3, 2025
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-Big-Eyes-S.png)The German release of [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca-en/) is a significant personal milestone for me — and the start of a literary project I’ve been carrying around for a long time. The ambitions are high (even if my expectations are still pretty modest).

With absolute joy — and yes, a few butterflies — I can say that Tumult in Mecca is being published today in German under the title:

[*Tumult in Mekka – Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette*](https://hpbech.com/de/buecher/tumult-in-mekka-de/)

For me, this is more than “just” a launch. It’s the result of several years of work, and also the fulfilment of something I’ve wanted to do for a long time.

# First book in a bigger series

*Tumult in Mecca* is the first novel in a series that stretches from 1979 to the present day. At heart, it’s about modern people chasing the good life in a world where globalisation, technology, and rising wealth can open every door — and slam them shut again just as fast.

The English version came out in September 2024, and now the German edition is ready too.

Getting the book out in German feels huge, and I’m deeply grateful to everyone who helped make it happen.

# Big ambitions, modest expectations

When I say “modest expectations,” it’s mainly about the marketing side.

Experienced book people handle the editing and publishing work — and they’re fantastic — but even so, it can feel like shouting into a giant forest where not many people pass by. I can control the writing process and the book production. But visibility? That depends on [networks](https://jetzt-pr.de/hans_peter_bech_roman_tumult_in_mekka), algorithms, and budgets that I don’t control.

Reviews and recognition rarely arrive by themselves. Without them, books can stay invisible, no matter how much work went into them.

I’m planning a series of 6–8 books, so the ambition is definitely there. Whether the books find their readers… well, that part is largely out of my hands.

# Why a saga about modern man?

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka2.png)The story of Henrik Bertelsen, a young Danish economist in 1979, has stayed with me for years. I wanted to write novels that capture the spirit of a period full of chaos and upheaval — but also a near-unstoppable belief in the future.

Henrik starts out with what looks like a solid, promising life:

- a career in government administration
- a stable marriage
- an upcoming move to a co-housing community on a beautiful hill in North Zealand (Denmark)
- and an adoption process for a child from Indonesia

Then a phone call from Saudi Arabia changes everything.

What begins as a reliable business project slowly turns into an existential trial. And when a religious uprising breaks out in Mecca in November 1979, Henrik suddenly finds himself in the middle of a real inferno — where it’s no longer about career or adventure, but survival.

The dramatic core is based on real historical events. But the novel is just as much about the person inside those events: Henrik’s idealism, blind spots, and moral compass get tested in a world that moves faster than he can keep up with.

# The Henrik Bertelsen Saga

*[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg)Tumult in Mecca* is volume one in a multi-book saga.

The series follows Henrik through four decades — from the safety of the welfare state into international markets, tech revolutions, personal risks, temptations, and a constant search for meaning.

I want to explore what happens when an “ordinary” person from a small Nordic country gets pushed around by the forces of globalisation.

Henrik isn’t a genius or a hero. He’s curious, well-meaning, and (like many of us) a bit too easily tempted by new possibilities. He rides the optimism of the times — and gets bruised by its darker side.

# A book is never a solo project

Even if my name is the only one on the cover, I’m not doing this alone.

Huge thanks to: Tina Krüger, Ole Møller-Jensen, Katharina Paul, Jelena Galkina, and Udo Sieberg

Without you, the German edition wouldn’t be what it is. Your work in translation, editing, design, sparring, and a hundred little crucial choices has been priceless. The book carries your fingerprints in all sorts of ways.

# Still relevant themes

Even though the story takes place in 1979, I keep being surprised by how modern the themes feel:

- How do you balance integrity and ambition?
- How do you act responsibly in a global economy?
- What happens when you meet a culture with totally different norms?
- And how do you live a good life when the options feel endless — but every choice has consequences?

Henrik’s struggle to find solid ground is a reminder that human dilemmas don’t belong to one era or one place.

# Where to get it + what’s next

The German edition is available now — online and in physical bookshops — as:

- paperback
- hardcover
- e-book

Coming up next:

- Audiobook in early 2026, read by Jan Orth
- Volume two (The Dollar Compass) in German expected in autumn 2026

# What I hope readers take away

If I had to sum up my biggest hope, it’s this:

That readers meet Henrik as he is — well-meaning, flawed, optimistic, sometimes naïve, but always curious and searching and trying to do the right thing in a world that won’t stand still.

I hope the story entertains and gives something to think about. That it sparks recognition in some readers, curiosity in others — and that maybe a few people see a bit of themselves in Henrik’s search for direction, courage, and meaning.

# A new beginning

This release feels like the start of a new phase — both for Henrik and for me. I’m excited to share the rest of the saga with an international audience, and to hear how the story lands in other languages and cultures.

Thanks for being part of the journey. More is coming.

**Categories:** Blog, Book reviews, Marketing

**Tags:** fixion_en, Germany, The Henrik Bertelsen Saga

---

### ["Tumult in Mekka" tops Amazon.de: A Nordic breakthrough on the German market](https://hpbech.com/tumult-in-mecca-tops-amazon-de-a-nordic-breakthrough-on-the-german-market/)

**Published:** December 6, 2025
**Author:** Hans Peter Bech

**Content:**


[![](https://hpbech.com/wp-content/uploads/Number-1-1-432x400.png)](https://hpbech.com/wp-content/uploads/Number-1-1-432x400.png)

---

It doesn’t happen every day that a novel from a small Danish publisher breaks the sound barrier in Germany. Yet this is exactly what has happened to [*Tumult in Mekka: Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette*](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M) – the German edition of [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected/dp/8793116705). Right now, the book holds the number-one spot in all three of its Amazon.de categories. For BOOX Publishing and for me as the author, this marks a breakthrough that is strategically, culturally, and commercially striking.

## The result of systematic groundwork

When a title goes straight to the top of several Amazon.de categories, it rarely happens by accident. A crucial explanation lies in the preparatory work done by my agent, [Martina Krüger](https://www.linkedin.com/in/martina-kr%C3%BCger-26b7a1395/). Through tireless efforts to build visibility long before publication day, she created anticipation, relationships, and momentum around the book. That kind of thorough pre-launch work is often what separates a decent release from a true bestseller start: readers feel the book is already present in their awareness by the time it hits the market.

## Deliberately bypassing traditional channels

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing.png)

The German launch may serve as a textbook example of how smaller publishers can slip into a major market. Instead of taking the classic route via large press distributions, book fairs, and retail agreements from day one, we have intentionally gone directly to readers.

The strategy has been simple but effective: mobilization through personal networks, the networks of those networks, and social media. In other words, a deliberate ripple-in-the-water approach, where credible recommendations from real people spread organically. This model is especially powerful on Amazon, where visibility and algorithms reward early purchases, reviews, and shares.

## A market that already loves the Nordic voice

[![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)](https://hpbech.com/wp-content/uploads/Germany-small-1.jpg)

The success has also been helped along by a broad German affection for Nordic literature. Scandinavian authors have held a strong position in Germany for decades — from the crime wave to historical and socially oriented novels — and “Scandinavian” functions for many German readers as a hallmark of quality.

BOOX Publishing has explicitly leaned into that connection in our marketing. When a German audience is already curious about Nordic storytelling, it makes sense to highlight the origin as part of the book’s appeal. This becomes not only a novel set in Mecca in 1979, but also a Nordic lens on globalization, values, ethics, and market forces — themes German readers have a strong appetite for.

## Amazon as a shortcut to a huge audience

[![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)

Choosing Amazon.de as our primary launch channel has not only been practical, but strategic. Germany is Europe’s largest book market, with industry turnover of around €9.7 billion in 2023 and continued growth into 2024, driven in part by fiction and younger readers.

At the same time, online retail plays an increasingly important role: internet book sales account for roughly a quarter of the German book market, a share that has grown significantly since 2019. Amazon is the dominant platform within that segment. A large consumer survey shows that 62% of German readers have bought books on Amazon within the past year. In other words, if you manage to trigger Amazon’s algorithms effectively, you can reach a very large share of the market — even without a massive marketing budget.

For a small Danish publisher, that is remarkable. Not because small publishers can’t sell in Germany, but because it normally requires heavy distribution agreements, large PR machinery, and a long build-up period. Here, an early bestseller position has instead been created through precision, relationships, and digital energy.

## Next step: bookstores and audiobook

The Amazon top rankings are only the first stage. In a few weeks, Tumult in Mecca will also be available through all German bookstores. That opens the door to the classical retail channel, which still accounts for the largest proportion of book sales in Germany.

In January, the audiobook follows — placing the novel in a rapidly expanding segment. The German audiobook market is among the fastest growing in Europe, and industry figures point to audio as one of the most important growth engines in recent years. Combined with the book’s strong start, this gives the story an unusually good platform to live longer, find new audiences, and build a stable backlist effect.

## A series with international ambition

*[Tumult in Mecca](https://hpbech.com/books/tumult-in-mecca-en/)* is the first book in the series about Henrik Bertelsen. Starting the series with a breakthrough in German is not only good news for this title, but for the entire project. BOOX Publishing has decided that all volumes in the series will be published in Danish, English and German, while other languages await market reaction. It’s an aggressive but realistic plan. When the first book shows international carrying capacity, the next volumes will be much easier to lift – both in algorithms, in bookstores and in translation negotiations.

## More than a bestseller – proof of a new model

The story of *Tumult in Mecca’s* early success in Germany is therefore bigger than a chart position. It shows that a small Nordic publisher can access a gigantic market by combining three things:

1. Strong groundwork and a committed agent,
2. Direct reader relationships and network-driven launching, and
3. Clear cultural positioning in a market that is already receptive.

That the book is number one in three Amazon categories is an achievement in itself. But the real point is that it has been achieved in a way that is repeatable – and should make any smaller publisher want to think bigger.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Preparing for 2026: It is sandbagging time again - are you ready?](https://hpbech.com/preparing-for-2026-it-is-sandbagging-time-again-are-you-ready/)

**Published:** December 15, 2025
**Author:** Hans Peter Bech

**Excerpt:** Accepting a budget you don’t believe in brings you into a psychological mode of proving you were right. Any option of proving that you cannot deliver will be used in a self-destructive approach towards failure. As a manager in the corporate environment, you must always be prepared to walk away. There is nothing wrong with leaving due to disagreements over the budget. It’s actually much better than being fired for under-performing.

**Content:**

---

> Success in big corporations is delivering on your budget again and again. Never come short and never come too high. Stay within 101-105%.

---

 [![Sandbagging](https://www.hpbech.com/wp-content/Sandbagging-300x171.jpg)](https://www.hpbech.com/wp-content/Sandbagging.jpg) 

It is December and you are most likely struggling with the budgets and the plans for 2026 (if your fiscal year is the calendar year).

When I became sales manager the first time in 1982 and had to go through my first budget process, I was very fortunate to have a brilliant mentor who helped me understand some crucial premises, that I will now share with you. This post is about planning and budgeting in *the mature corporate environment*. I will address the issues in startups and smaller companies in another post.

## What defines success?

Success is delivering on your budget again and again. Never come short and never come too high. Stay within the 101-105 per cent bracket. If you come in too low you will be punished and may lose your job. If you come in too high your superiors will be suspicious that you have sandbagged and they will just add on top for the following period, making your life increasingly more miserable.

In sales, success is *not* associated with anything else than meeting your budget and other fiscal targets. Whether you increase or lose market share is not an issue. As long as you deliver on your numbers you will be forgiven almost anything else.

> ***Success is delivering on your budget again and again. Never come short and never come too high. Stay within the 101-105 per cent bracket.***

---

## When is a success secured?

Success is secured when you negotiate the budget. The lower the revenue budget and the higher the expense budget you can negotiate the better are your chances of success. The fact is that your options for changing much in the marketplace in a single budget period are slim. Getting a low revenue and a high expense budget is your best insurance for success.

> ***Success is secured when you negotiate the budget.***

---

## Write a plan

 [![](https://www.hpbech.com/wp-content/uploads/Budget-boss-with-body-guard-853x1024.jpg)](https://www.hpbech.com/wp-content/uploads/Budget-boss-with-body-guard.jpg)A budget consists of numbers in a spreadsheet. They do not say anything about how you are going to achieve the revenue line and under which assumptions all the numbers were made. You need to carefully consider what you must do to deliver the revenue targets with the expense allowance you have available, and you must write it down with all the details. Whenever someone pushes you for higher numbers or wants you to cut the expenses, you take out the plan and revisit the assumptions. First, you fight to avoid the increase/decrease, then you ask for proportional adjustments if you believe that the adjusted targets are achievable.

## Be prepared to walk away

Getting and accepting a budget that you do not believe is achievable is like getting the kiss of death. If you meet or overperform you have just proved that you were sandbagging in the first place. If you miss the budget, then you will be punished.

Accepting a budget you don’t believe in easily brings you into a psychological state of mind where you burn calories proving you were right. Any indication that you cannot deliver will be used in a self-destructive approach towards failure. As a budget responsible manager in the corporate environment, you must always be prepared to [walk away](https://www.hpbech.com/how-getting-fired-advanced-my-career/). There is nothing wrong with resigning due to disagreements over the budget. It’s actually much better than being fired for under-performing.

> ***Getting and accepting a budget that you do not believe is achievable is like getting the kiss of death.***

---

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [My little personal productivity hack](https://hpbech.com/my-little-personal-productivity-hack/)

**Published:** December 19, 2025
**Author:** Hans Peter Bech

**Content:**

### – A simple path to a better and more balanced work life

[![](https://hpbech.com/wp-content/uploads/Time.jpg)](https://hpbech.com/wp-content/uploads/Time.jpg)

For more than forty years, I’ve lived with a to-do list that was consistently longer than the time I had available. I strongly suspect I’m not alone in that particular struggle.

So when I started my [own company in 2003](https://hpbech.com/anniversary-twenty-years-as-an-independent-consultant/), I was convinced the solution was finally within reach. At last, I could decide what I worked on—and when. Surely that would lead to clarity, calm, and a sensible balance between tasks and calendar.

Spoiler alert: it didn’t.

On the contrary. Even though I controlled what went on the to-do list, it still grew faster than I could complete it. The tasks multiplied in the dead of night and the result was the same as before: frustration, guilt and periods of stress.

Over the years, I’ve thrown myself into a whole arsenal of systems and methods in search of the Holy Grail. TimeManager. TimeSystem. Reminders. Trello. Basecamp. Jive. The Pomodoro technique. The Seven Habits of Highly Effective People. Getting Things Done. Tony Robbins. Don Miguel Ruiz – and probably more I’ve forgotten. What they all had in common was that they offered great tools and smart insights. But none of them solved the fundamental problem: there were simply too many tasks and far too little time.

The turning point came when I finished a large, multi-year project a few years ago. For the first time in a long time, I had the space to stop and ask myself what I really wanted to do with my time. I decided to clean up – for real – and take a hard look at my priorities.

It was in that process that I realized something that today seems almost embarrassingly obvious:

# The calendar is my new to-do list

[![](https://hpbech.com/wp-content/uploads//Weekly-calendar-550x400.png)](https://hpbech.com/wp-content/uploads//Weekly-calendar-550x400.png)

When I force myself to put every task in the calendar, something interesting happens. I have to consider how much time each activity actually requires and when I can realistically achieve it. Of course, it’s obvious that I can’t write a paragraph for the new book, read a report and solve a client task at the same time – but that realisation remains abstract until concrete hours need to be booked in the calendar.

Only then does reality become inexorable. The calendar quickly reveals that the 24 hours of the day are already busy and that new tasks can only fit in if something else has to be moved or canceled.

That’s why today I consult the calendar – not a to-do list – when someone asks for help. If I say yes, it’s because I’m consciously choosing to move or opt out of something else. A yes is no longer free.

I also have colleagues and collaborators to whom I can delegate tasks. But delegation also takes time: briefing, follow-up and evaluation don’t happen by themselves. That’s why these activities get their own fixed blocks of time in the calendar, instead of hiding as invisible extra work.

[![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)Some projects also require contact with people I don’t already know – for example, potential reviewers, interview sources or experts. In the past, I tended to put off these types of tasks. They were easy to skip and hard to “get started”. Today, I set aside specific blocks of time and the result is amazingly simple: Tasks get done. And on time too.

I still use [Trello](https://trello.com/) for tasks that involve others, but my classic to-do list has pretty much disappeared. It has been replaced by a calendar that serves as both a management tool and a prioritization compass. Google Calendar is the focal point, synchronized across my devices, and I reserve fixed time slots for planning, where activities are continuously measured against my goals and strategies.

And it works – surprisingly well.

I say “almost” because I still have a small list of tasks that are either not yet scheduled or are so trivial that they don’t deserve a separate place in the calendar. I keep track of them in [Apple’s Reminders app](https://www.icloud.com/reminders), which is so well integrated with the calendar that I only use it for small tasks.

# The democratically distributed resource

[![](https://hpbech.com/wp-content/uploads//Clock-400x400.png)](https://hpbech.com/wp-content/uploads/Clock.png)By the way, have you ever noticed how often we use the phrases “when I get the time” and “I don’t have time”?

These are really strange formulations. Because every single day, when we pass midnight, every person on the planet is given exactly 24 brand new hours. It happens every day, all year round, right up until the day we are no longer here. In this way, time is one of the most democratically distributed resources we have: everyone gets the same amount.

Of course, how we spend our time depends on our living conditions. If you live in a place where you have to spend several hours a day fetching water, or live in a country where the minimum wage is so low that one job is not enough to make ends meet, the freely available time is quickly eaten up.

However, where I live and work, most people have a relatively large amount of time on their hands. Yet its management varies quite considerably. The common thread is that many see their time use as something externally determined: meetings, appointments, commitments – and a diffuse “busyness blanket” that seems to just drape itself over the calendar.

But is that the whole truth?

Our actions may take time, but ultimately they are the result of decisions we make ourselves. That’s why I think the phrases “when I get the time” and “I don’t have time” should often be replaced with the much more honest: “I don’t want to spend time on that”.

It sounds harsher, but it’s also truer. Because we are each the boss of our own calendar, and time is not something we are given – it is something we choose to take from the pool we already have.

**Categories:** Admin, Blog, Business development, Marketing, Strategy

**Tags:** biznes

---

### [Lunch in a minefield](https://hpbech.com/lunch-in-a-minefield/)

**Published:** December 23, 2025
**Author:** Hans Peter Bech

**Content:**

A winding mountain road, troops of monkeys along the asphalt, and a meeting that from the very first minute turns into an exercise in cultural tightrope-walking. In Taif—high above the desert—the differences between Danish everyday thinking and Saudi reality suddenly become very tangible. A hospital visit that ought to be about kitchens and catering unfolds instead into a story of power, politeness, half-truths, and the questions one may think—but would rather not ask. This excerpt from “[Tumult in Mecca](https://hpbech.com/books/tumult-in-mecca-en/)” offers a rare glimpse of how professional ambitions, personal boundaries, and deep cultural divides collide when you work in the midst of a society that is both rapidly changing and firmly anchored in tradition.

---

[![](https://hpbech.com/wp-content/uploads//Jorgen-in-Saudi-Arabia-1400x775.jpeg)](https://hpbech.com/wp-content/uploads//Jorgen-in-Saudi-Arabia-1400x775.jpeg)

---

We were back on the main road to Taif, winding up through the mountains. The conversation shifted to the barren but beautiful landscape. On the last stretch up to the city, we encountered groups of monkeys sitting along the road.

When we drove into the mountain town, it was half past ten, and we decided to visit the first hospital before lunch. Although the director had called ahead, no one at the gate was expecting us. After half an hour, we were finally picked up and taken to the director’s office, where we again waited for about twenty minutes.

The entire circus from Thursday’s visit repeated itself in every detail. The hospital director willingly and thoroughly answered our questions. Later, when we visited the kitchen, we found none of what he’d told us matched reality. Jakob and I took it in our stride, but Helmuth was agitated.

‘Calm down, Helmuth,’ Jakob said firmly in Danish. ‘We’re here to observe and record. This isn’t a criminal investigation.’

We were finished by noon, and the director invited us to lunch. Jakob and I were leaning towards a quick sandwich, but that was out of the question. After a short drive, we stepped into a brand-new marble-clad American chain hotel—the InterContinental. There were fountains and palm trees in the lobby and, once again, a teeth-chattering temperature. Fortunately, we had our jackets with us.

The director ordered Saudi champagne in the restaurant, and Helmuth suddenly looked hopeful. His disappointment was equally great when he learned there were no exceptions to the alcohol ban in the kingdom, at least not in public spaces. The champagne was Apfelschorle, served in tall glasses.

We were chatting when Helmuth suddenly asked the director if polygamy was still practised in the country. Jakob and I were so surprised that we didn’t intervene before the director responded. ‘Yes, it is,’ he confirmed. ‘I don’t practice it. My wife is French and would probably return home if I showed up with a new one.’

Jakob and I smiled, while Helmuth looked puzzled.

‘In wealthier circles, it’s respected and expected to take multiple wives,’ the director continued. ‘Overall, however, it’s only a small number of marriages in Saudi Arabia where the man has multiple wives. It’s expensive. And impractical.’
The director’s response was polite, relaxed, and without a hint of irritation. It elegantly closed the topic, but Helmuth continued with, ‘Why do so many women wear niqab? Is it voluntary?’

At that moment, our order arrived, and the attention was deftly shifted to the food, which was excellent. However, it was clear Helmuth hadn’t forgotten his question and was waiting for another opportunity to ask it. Jakob sensed that, too, and asked Helmuth to step out into the lobby for a moment. I couldn’t overhear their conversation but guessed that Jakob had spoken firmly. Helmuth looked pale when they returned.

The cultures and social systems in Denmark and Saudi Arabia had little in common. We viewed almost everything differently. But we’d known that before accepting the project. Our task was to prepare a bid to improve the food services at five public hospitals. That wasn’t too bad. We couldn’t simultaneously introduce a parliamentary democracy, freedom of religion and gender equality. Holding the director accountable for what we perceived as unethical social and cultural conditions was inappropriate and rude. When the conversation or circumstances warranted, we could illustrate the disadvantages the culture and system caused in other ways. Or we could, when the moment came naturally, explain how we lived and organised ourselves.

‘There are still strict rules for women’s clothing,’ the director resumed the topic, ‘but wearing a niqab is no longer required. Women can now get an education, work, go to the cinema and participate in social activities. They still don’t have the right to vote and they aren’t allowed to drive. None of us have the right to vote, so there’s a kind of equality there.’

He spoke clearly but softly. Our conversation couldn’t be overheard at the other tables in the room. ‘Development is moving in the right direction,’ he continued, ‘but there’s still a long way to go. A male guardian must still approve almost all major decisions in a woman’s life. You Europeans have dismantled these norms over the last couple of hundred years. We’re barely getting started. When we build the new central kitchen and staff the operations, it’ll be obvious that these conditions hinder recruiting qualified labour. We don’t have it ourselves, and very high salaries and perks are needed to attract foreigners to move to Taif.’

We wouldn’t do it ourselves, and our wives wouldn’t even set foot in the country. Excluding half the population from the labour market created unnecessary economic bottlenecks. That was probably one of the reasons the regime had started relaxing the restrictions.

The rest of the lunch went smoothly, and we avoided potentially controversial topics. Instead, we discussed the project, its challenges, and possible solutions. That’s why we were there.

The director steered the conversation back to the general situation in Saudi Arabia, where oil revenue was steadily increasing and bringing new opportunities. The government wanted to modernise society within the framework of Islamic tradition. The health and education sectors would receive significant investment, and we could expect a wave of new projects. The five hospital kitchens we were working on were just the beginning. If we won the Taif project, the doors would open to many of the new projects the massive public investments would bring.

I could see Helmuth shifting uncomfortably in his chair and understood his unease. On the one hand, it was positive that at least some oil money trickled down to benefit the general population, but contributing to consolidating an absolute monarchy where thousands of family members freeloaded off the wealth they hadn’t created and didn’t help distribute was painful.

On the other hand, I was puzzled by the director’s narrative.

Was he trying to influence us to invest in the project so we’d come up with a price below the actual costs to position ourselves for future projects? It wasn’t an option Jakob and I could handle, and the time was too short to involve more financially powerful partners in the project.

Neither Jakob nor I knew anyone we could immediately bring in, and we had no experience with such consortia. Ideally, we wanted out of the project and to act as consultants. We’d discussed this extensively over the past few evenings and agreed it was our best option, and probably best for the project, too. We kept our cards close to our chests and simply responded that everything sounded exciting and promising.

After lunch, we went to the last hospital, which was exclusively for the mentally ill. Again, we couldn’t get into the facility and didn’t see the kitchen, but the entire building was in such poor condition that it would be impossible to renovate and equip a new kitchen. It confirmed that our idea of building a central kitchen for all five hospitals was the right one.

By three o’clock, we were heading back towards Mecca and on to Jeddah.

---

The above is an excerpt from the novel “[Tumult in Mecca](https://hpbech.com/books/tumult-in-mecca-en/)“.

[![](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-23-at-09.56.41-800x218.png)](https://hpbech.com/wp-content/uploads/Screenshot-2025-12-23-at-09.56.41.png)

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Travelling &amp; Leisure

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [The Magnet That Attracts Readers and Reviewers](https://hpbech.com/the-magnet-that-attracts-readers-and-reviewers/)

**Published:** December 29, 2025
**Author:** Hans Peter Bech

**Content:**

## A Novel is born – Part 5

In this series of articles, I go through the process I followed and the considerations I made in connection with the creation of my first novel, [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY).

From the very beginning, I divided the process of turning my thoughts into words the reader can see or hear into five main phases:

A. Formulation of idea and concept (book summary)
B. Marketing
C. Development of the base manuscript
D. Editing and proofreading
E. Publication

In this and the previous article, I discuss point A: how I developed my idea and translated it into a concept description that guided me through the subsequent stages of the work.

# The Summary

The book summary is not my invention. I got the idea from an agent in New York who showed interest in one of my other books. He sent me the points I needed to elaborate on. It was a good exercise, and I decided to use it for my future books before starting the manuscript.

[![](https://hpbech.com/wp-content/uploads/TIM-UK-Summary-259x400.png)](https://hpbech.com/wp-content/uploads/TIM-UK-Summary.png)My template now contains the following twelve elements:

1. Title, subtitle, and cover (front cover, spine, and back cover)
2. Purpose
3. Summary
4. Target audience
5. Comparable books
6. The magnet
7. The manuscript process
8. The publication process
9. Marketing
10. Format, pricing, ISBN, and categories
11. Schedule and finances
12. About the author

In this article, I go through points 5 and 6.

# Comparable Books

The trick of relating a new product to something many people already know is widely used by entrepreneurs. As an unknown author, you are also an entrepreneur. Your product is the book.

You can therefore help both reviewers and readers by pointing to well-known books and authors that your book resembles.

A statement such as, “*My book resembles Ken Follett’s Fall of Giants. The plot and storyline are different, but the genre is the same,*” is a quicker and more understandable introduction than a long explanation of what your book is about.

*“My book is Forrest Gump set in the global IT industry,”* will immediately make sense to many potential readers.

Most books resemble others in one or more ways. Authors typically read a hundred times more than they write. It is rewarding to read books in the same genre—either to be inspired or to do the opposite.

When you begin your marketing efforts, you can link advertising to books in the same genre that already sell well. I will return to how this is done in practice.

In the book synopsis, you list five to six books that correspond to your own.

Tumult in Mecca sits within a recognizable international tradition. While its plot and storyline are original, its genre and narrative style will appeal to readers who enjoy historically grounded, character-driven novels in the vein of Ken Follett and Jan Guillou. The series following its main character, Henrik Bertelsen, and the era he inhabits will resonate with readers drawn to sweeping yet intimate portrayals of recent history.

At the same time, the novel shares a tonal affinity with contemporary Scandinavian storytelling that blends humor, social observation, and a strong sense of place. Readers who appreciated Stine Pilgaard’s Meter per Second or the television series Carmen Curlers will recognize a similar balance of warmth, irony, and cultural insight.

# The Magnet

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-2-705x400.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-2.png)On second thought, the headings should really be the magnets—plural.

The term is my version of the The Hook and is a brief explanation of what is meant to capture the target audience’s interest in the book. You will draw on the wording from the sections on purpose and summary, but the magnet is seen solely through the eyes of the reader or the reviewer.

Think of trailers for films and TV series. They are appetizers meant to entice readers and reviewers.

In practice, there are several magnets. Each consists of three to ten lines of text highlighting the book’s mood, highlights, plot, cast of characters, locations, or other aspects that suit the target audience they are aimed at.

You proceed as follows:

Write down the target audiences in a list and note their most important characteristics. If you regard each potential media outlet or reviewer as a target audience, the result becomes more precise.

Write down keywords about yourself and the book that are relevant to each target audience.

Turn the keywords into a coherent text, placing what matters most to the target audience first.

Especially for media and reviewers, the magnet may be aspects of the book that make it relevant to write about. If you are from Aalborg, that could be the main angle for local newspapers. If the story takes place in Aarhus, you have a magnet for that area. If you wrote parts of the book in a café in Hilleröd (which I did!), they might host a book event for you. If you are older, you might find a magnet aimed at senior organisations.

Once you have formulated the magnets, you simultaneously have the arsenal of texts you will need for your marketing.

Next article: The Manuscript

---

# Previous articles in this series:

Article 1: [A novel is born](https://hpbech.com/a-novel-is-born/)
Article 2: [How to Write a Good Book](https://hpbech.com/how-to-write-a-good-book/)
Article 3: [The Book’s Value Proposition](https://hpbech.com/the-books-value-proposition/)
Article 4: [Target Audience](https://hpbech.com/target-group/)

**Categories:** Blog, Book reviews

**Tags:** fixion_en, Publishing

---

### [Epic – A Genuine Shoestring Approach](https://hpbech.com/epic_genuine_shoestring/)

**Published:** January 22, 2026
**Author:** Hans Peter Bech

**Content:**

---

> *Epic, the global market leader in Electronic Health Record solutions for the healthcare industry, never invested in marketing or applied social selling. They focused on customers success, attended industry events and waited for the phone to ring.*

---

Have you ever considered that healthcare is primarily information processing and analytics?

 ![og:image](https://tbkconsult.com/wp-content/uploads/2016/08/Doctor-300x300.png) 

Clinics and hospitals are full of material with buildings, people in uniforms, furniture, machinery, instruments, medicine, syringes, bottles, tubes, blood banks, vehicles and thousands of other physical artefacts. However, all those assets are worth little if you cannot quickly produce the correct diagnosis and allocate the resources and capacity for swift treatment. And doing so requires seamless cooperation between the many disciplines involved. Capturing, processing, sharing, storing, finding and analysing information is a core activity of any healthcare system.

Healthcare is expensive. Very expensive. Under normal circumstances, it costs anywhere between ten per cent (Europe) and up to 17 per cent (USA) of GDP. During the current Corona-crisis, the bill gets even bigger. And most of the cost walks on two legs. People. So, although we all admire the developments in medicine, medical equipment and surgery technologies, we often tend to forget that what makes all this effective and affordable is the advances in skills, organisation and information technology.

Any complex organisation – and not many get more complicated than healthcare – comes with substantial overheads. Wherever many highly specialised people need to cooperate to achieve a single objective, the most significant challenges are always collaboration and information processing. Making correct information flow smoothly and timely is the key to organisational performance and the quality of treatment.

EHR (Electronic Health Record) has become the term for information processing in healthcare, but it is much more than just record-keeping. It’s a journey of workflow and data management. The data from the patients, lab tests, x-rays, scanning, prescriptions, from the nurses’ and doctors’ observations, from the diagnosis and treatments, etc., all come together in the health record. However, to make this possible, every function and discipline in the healthcare organisation must use compatible data formats and have systems in place that can talk to each other within the individual organisation that can best be accommodated by using the same software.

 ![](https://tbkconsult.com/wp-content/uploads/2020/04/ehr.jpg)Theoretically, each discipline could use their own system, and integration and compatible data formats ensure that information could flow between them. However, ensuring that so many individual sub-systems and their combinations were always up-to-date, and functioning, would be an astronomical task. Where the cloud-based best-of-breed solutions are gaining ground in other industries, the situation in the healthcare market is different.

## The emergence of an international industry

For the reasons mentioned above, clinics and hospitals across the globe have preferred to implement integrated EHR systems, where a single vendor is responsible for most of the functionality across many disciplines.

 ![](https://tbkconsult.com/wp-content/uploads/2017/07/entering-foreign-markets-2017_1920x1080-300x300.png) 

Where the improvement in clinical treatment is the subject of international cooperation among healthcare professionals and, therefore, common standards across the globe, the administrative side (organisation, capacity planning, political prioritisation and who pays for what) differs substantially from country to country. This explains why most countries have their own industry of healthcare informatics providers. Integrated IT in healthcare started with the administrative side (PAS: Patient Administrative Systems) and only later did the systems expand into the clinical workflows.

Developing an integrated EHR system is not unlike putting a man on the moon. Understanding the challenge is simple. Making a working system is anything but simple. It is a gigantic undertaking that can only be done over a long period and in close cooperation with the users. Emerging as the market leaders in EHR systems, we find US-based companies primarily, and in the category serving larger organisations, Epic takes pole position. No other company in the world has more patient information running through their software than Epic.

## A shoestring approach

With over 10,000 employees, annual revenue of over $3B, and over 450 customers in 14 countries (as of March 2020) you would not consider [Epic](https://www.epic.com/) a company using a shoestring approach to internationalisation. However, it always did, and it still does.

 ![](https://tbkconsult.com/wp-content/uploads/2020/04/mercedes-mccoy-s-300x200.jpg) Mercedes McCoy, VP of business development at Epic.  

> *“We have never considered the world organised into country-markets that we could proactively decide to approach,” says Mercedes McCoy, VP of international business development at Epic. “For us, the market is where customers are active, share our vision for an integrated system, have requirements that match our products and prefer our implementation approach. We are one hundred per cent customer-driven and not market-driven.”*

 ![](https://tbkconsult.com/wp-content/uploads/2020/03/epic-1-300x116.png) 

Epic, which derives about ten per cent of its total revenue from international activities, was founded in 1979. The company signed its first international customer in Canada in 1994. The next came from The Netherlands in 2007. An organization in the UAE was added in 2010, Singapore in 2012, the UK and Denmark in 2013, Australia and Saudi Arabia in 2014, Finland and Lebanon in 2016, Belgium and Switzerland in 2017 and Norway in 2018.

> *“Today, the global market for EHR systems for larger organisations is very transparent,” says Mercedes McCoy. “Clinicians and IT-professionals visit each other and attend the same international conventions, conferences, and exhibitions. From industry analysts such as [KLAS Research](https://klasresearch.com/home), they have access to vendor-agnostic information and comparisons. For nine years in a row, Epic has earned the top score for Overall Best Software Suite in the annual Best in KLAS Software & Services report. Most customers in our segment know very well who we are and what we stand for.”*

At the time of writing Epic does business in 14 countries, and their solution is available in eight languages.

## How Epic crossed the chasm

Although Epic started its first international project in Canada in 1994, it wasn’t until the beginning of this century that the needle really started moving. And it started moving in the domestic market first.

 ![](https://tbkconsult.com/wp-content/uploads/2020/04/kaiser-permanente-300x200.jpg) 

In 2003, Kaiser Permanente, the largest managed care organisation in the United States, chose Epic as the platform for its new company-wide EHR-system. Over the next seven years, Kaiser Permanente would invest a total of USD $4B in development and implementation, which funded the training of their staff, hardware purchases, the software from Epic, and more. Kaiser Permanente was an innovator and early adopter, and with that project under its belt, Epic crossed the chasm in one single jump. Kaiser Permanente became a global showcase, and healthcare professionals from all over the world made pilgrimages to Kaiser’s locations in California and elsewhere across the United States to see and hear what was going on.

When the Dutch health authorities started looking for EHR-software, Epic was on the list of potential candidates. Epic teamed up with the healthcare division of Philips, and together they won their first major EHR project outside the US, Spaarne Gasthuis, in 2007.

The cooperation with [Philips Healthcare](https://www.philips.dk/healthcare) didn’t continue. Epic realised that it was too complicated to have another company facing the client, and since then, it has been the primary contractor in all of their new customer projects. In the following years it added more customers in the Netherlands and in 2010 Cleveland Clinic, Abu Dhabi in the United Arab Emirates, was added to the list. The big breakthrough came in 2013 when significant projects were [won in Denmark](https://tbkconsult.com/why-the-e135m-deal-went-to-epicnnit/) and the UK, confirming Epic’s ability to deliver consistently and successfully outside the USA.

## Making sales without marketing

 ![](https://tbkconsult.com/wp-content/uploads/2020/04/rfp-300x300.jpg) 

Epic’s strategy for international expansion has been and remains reactive. They don’t do paid marketing or advertising and don’t cold-call prospective clients. They only respond when potential customers invite them to participate in an RFP (request for proposal) and then only when the requirement specifications are close to what they can offer and that they agree on the implementation approach.

In the English-speaking parts of the world, which includes the Nordics, Benelux, and Switzerland, the language used for communicating during the RFP and implementation process is the same. When that is not possible, Epic hires or engages staff that master the local language. Translation of the software user interface first happens when Epic has been awarded the contract.

> *“With over 450 implementations under our belt, we have refined an implementation approach that we know works,“ Mercedes McCoy stresses. “We work closely with our customers to share best practices and lessons learned from these past implementations to help new installs be successful. Implementing a new EHR system is a significant change. By using our project management method, we can bring the system live on-time and on-budget.”*

The implementation approach requires that the customer establish a project team, which includes experienced clinicians, who are then thoroughly trained and then certified in Epic’s software. Initially, the training takes place in Epic’s headquarters in Verona, Wisconsin, USA. By attending training at Epic, those working with the system have an opportunity for hands-on learning on a campus designed for creativity and productivity. As expertise is developed locally, the training and certification can also be localised.

Knowing how the software works and the options it offers, the solution architecture, in terms of organisation, workflows and integrations, can now be defined. The customer has to set up her own user support facility, which preferably should be staffed with the people that did the implementation.

> *“When we take on a project abroad, we also open an office in that country and relocate some of our most experienced people or use an office in a nearby country to support the organisation,” Mercedes McCoy explains. “The average implementation takes around two years – though this can vary depending on the size and scope of the project – and is very much a partnership between the client and us. The client must become intimately familiar with the software as we agree on the configuration and integrations. When we have completed the implementation, the customer should be capable of maintaining the system and provide the first line of support.”*

## A matter of life and death

When implementing Epic, organizations seek to improve the quality of patient care and the productivity of health care resources. It typically replaces several disparate systems based on older technology.

 ![](https://tbkconsult.com/wp-content/uploads/2020/04/engineers-300x288.png) 

Upgrading the core application infrastructure in large organisations is a massive change management undertaking. The recent implementation of Epic in Denmark has 40,000 users, of which 12,000 are expected to be concurrent. New working procedures, new functionality, new user interfaces and new integrations all represent a challenging learning curve for the staff. As the end result affects people’s health and recovery, healthcare authorities are known for playing it safe and for preferring solutions that have proven themselves elsewhere.

In the diffusion of innovation perspective, Epic has become the safe choice for healthcare organisations around the world. Customers recognise Epic’s track record and experience. Because the non-negotiable priority in changing the workflow and data management backbone in healthcare institutions is based on the first principle of the Hippocratic Oath: Primum non nocere (first do no harm), risk mitigation is a much more serious issue than in other industries.

> *“We know exactly what is at stake,” says Mercedes McCoy, “which is why we consider every invitation to bid very carefully before we say yes or no. It is first and foremost a question about the prospect of a successful implementation. When we are convinced that the projects can be completed successfully, then we commit the resources required to make it happen.”*

Replacing the workflow and data management platform in a healthcare institution is a significant disruption. It’s like renovating an aeroplane while it’s airborne. While staff get familiar with the new system, production, quality and safety must not be affected.

## Disrupting the industry

 ![](https://tbkconsult.com/wp-content/uploads/2018/03/man-with-globe-500-300x300.png) 

The increased global demand for proven EHR solutions is changing the industry. The combination of requirements for tested software functionality and for ensuring that the project can be delivered on time and budget puts pressure on the local and smaller vendors that haven’t had a project like Kaiser Permanente to bring their products up to date.

As Epic wins more and more international projects, they also become the preferred supplier for new ones. However, according to insiders I have talked to, Epic is not only providing a complete solution, but they also have the most professional organisation to deal with the all the meetings, demos and workshops that take place during the selection and procurement process. Having the best product and the most professional people is an excellent marketing recipe in a highly transparent market.

Epic is a good example of how to go global on a shoestring in a market that was previously dominated by smaller and local vendors. It has happened organically and without the presence of a vast marketing and outbound sales effort.

---

This post is an excerpt from my book [*Going Global on a Shoestring*](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT). and was first published on the [TBK blog](https://tbkconsult.com/epic-a-genuine-shoestring-approach/).

**Categories:** Blog, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes, business development

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### [The Path From Business Development to Marketing and Sales](https://hpbech.com/the-path-from-business-development-to-marketing-and-sales/)

**Published:** January 27, 2026
**Author:** Hans Peter Bech

**Content:**

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> If you are a business developer, then you do not have a sales target, because your job is not to generate revenue. Your job is to discover the value proposition which a sufficiently large number of customers will buy into over the coming 6 to 24 months.

---

I suspect that the term “revenue generation” is foreign to many.

Nevertheless, it is gaining more and more ground as the collective term for the processes any company must identify and nurse to make sure they reach its revenue budget.

 ![How to find, win and keep happy customers](https://tbkconsult.com/wp-content/uploads/2023/12/revenue-genertion-process-e1705826109337.png) Illustration: Jelena Galkina In the ideal world, customers will find our amazing products themselves and beat a path to our door to place orders.

That is a world the fewest companies recognise.

Many companies are entirely unknown to potential customers, they are not easy to find, even when you actively search on Google, and should you find them, it is difficult to understand what they are doing.

Therefore, many companies’ revenue generation efforts remain based on proactively reaching out to potential buyers and trying to start a sales process.

# **The great conceptual confusion**

![Sherlock Holmes](https://tbkconsult.com/wp-content/uploads/2016/04/FIND_icon-300x300.png)

When most start-ups stumble and close shop, it is because they fail to find a match between their idea and an urgent and critical need in the market before they run out of money. Finding that match is called business development, but is often confused with the activities of marketing and sales. If you do not know the difference between the two concepts, then there is a high risk that you will try to sell your idea to the wrong customers or the wrong version of your idea to the right customers.

Business development is a series of activities where, in dialogue with potential customers, you discover the match between your product and a market, which you in a next step can package into a repeatable marketing and sales effort.

If you are a business developer, then you do not have a sales target, because your job is not to generate revenue. Your task is to discover the value proposition that a sufficiently large number of customers will buy into over the next 6 to 24 months. The challenge is that you cannot trust customer feedback if they are not under decision pressure. You, therefore, need to simulate that you want to sell them something, even if that is not your primary objective. Your primary goal is to get honest feedback on your value proposition. Is it perfect, can it be adjusted to fit the customers’ needs or do you not want to sell to that type of customer right now?![Gain Creator vs. Pain Reliever ](https://tbkconsult.com/wp-content/uploads/2017/11/value-proposition-960x750.jpg)

Also, companies that are far past the start-up stage are struggling to find a model that can ensure predictable revenue generation. They conduct marketing activities, have salespeople working with potential customers and update the CRM systems with new forecasts. But they do not deliver on their budgets and do not understand what needs to be repaired. Is it the marketing department that generates too few leads, or are the leads the wrong ones? Is it the salespeople who are not skilled enough? Is it the competitors who have overtaken us? Is the market a bit sluggish at the moment?

# **The missing link was found in Denmark**

![Woman in headset in front of a laptop](https://tbkconsult.com/wp-content/uploads/2020/12/telesales_unhappy_ver3-300x300.png)

The challenge of finding the right product/market fit, which can subsequently be put into a system and scaled, is a well-known challenge with which virtually all tech companies around the world struggle.

Suppose you have a business development or revenue generation process that relies on calling out to potential customers. In that case, you will experience colossal waste and a hefty portion of rejection.

It is not uncommon for telemarketers to spend more than half of their time calling on people who do not answer. Of the people answering, only a tiny fraction will be interested in a conversation. Some are downright hostile, some are too busy right now, and others are genuinely uninterested. Adding up the numbers, a telesales person spends less than half her time talking to someone who is showing some interest.

Finding and retaining employees for this type of work is difficult, and the staff turnover within telesales is consequently around 50 per cent. However, help is on its way. ![Stefan Avivson](https://tbkconsult.com/wp-content/uploads/2020/12/stefan-avivison-square-300x300.jpeg)

[Stefan Avivson](https://www.linkedin.com/in/avivson/) has started the company [BMoreRaw](https://bmoreraw.com), which specialises in finding product/market fit and then helping companies get their revenue generation systematised and scaled.

He is not the first to claim that he can do that. When I think he is on to something, then it is because he has managed to take a large portion of the human factor out of the equation and wrap a systematic framework around the activities.

There are several steps in BMoreRaw’s approach to the challenge, so let’s take them one at a time.

- **Start internally first** – Ask everyone in the company who works with business development, marketing and sales why customers buy. Please write it down. Be prepared that it points in all directions and that you must invest considerable effort getting them translated into genuine value propositions.
- **Ask the customers** – BMoreRaw now contacts the customers and asks the same question. Here, too, we get several answers that need to be consolidated and categorised.
- **Choose the best match** – Compare the two sets of value propositions with the company’s customers and choose the best combinations.
- **Test the best combinations on new customers** – BMoreRaw now tests the selected combinations on behalf of the client and finds the most effective.
- **Scale the effort** – With the refined product/market match, you can systemise and scale the revenue generation process.

# **Outbound lead generation is not for the faint-hearted**

 ![Inbound vs Outbound sales generation](https://tbkconsult.com/wp-content/uploads/2020/12/inbound_outbound_ver3-1024x550.png) Illustration: Jelena Galkina > *“No matter how you approach it, outbound lead generation is not something everyone can just do,” explains Stefan Avivson. “There are products that are so uninteresting that no one will talk to you. There will always be a certain proportion of contacts who react negatively or whom you catch at the wrong time. Nevertheless, we can prove that our approach is effective. You get more customers, more revenue and better contribution margins when you follow the BMoreRaw model”.*

According to Stefan Avivson, one of the reasons for the better results is that many companies do not have the skills to run outbound lead generation and that they are, therefore, in any case, better served by outsourcing the task.

> *“How many people do you know that have the courage and desire to call on people they do not know and try to sell them something?” Stefan Avivson asks rhetorically. “Not many people have that. Therefore, you can not just hire a couple of part-time students, and expect them to do the trick.”*

Operating an effective outbound lead generation activity requires management skills, recruitment capacity, training, coaching and volume. Teams of less than ten people become too dependent on individuals and cannot build the culture that such an operation requires. Going from zero to ten employees within a discipline that is often not the company’s core competence is for many a big and risky undertaking.

Stefan Avivson acknowledges that he improves his productivity by rejecting clients who have simple commodity products. That type of market is so pervasive that customers are impossible to engage. He also acknowledges that his organisation has a black belt in the process, but stresses that he too only boils with water.

> *“Of course, companies can build an in-house lead generation department and use our method and software,” emphasises Stefan Avivson. “They need to have the necessary management skills, hire the special types of people who can handle the task and quickly reach critical mass. My point is that many companies that have to start from scratch can benefit substantially by leaving it to people like us.”*

## **International business development**

 ![Front cover of the book Going Global on a Shoestring](https://tbkconsult.com/wp-content/uploads/2020/07/3dgg-460x580-1-240x300.png)I came across BMoreRaw when writing the book *[Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)*, but unfortunately too late in the process to include them in the first edition.

Their process could be a very suitable shoestring approach for testing a value proposition in a foreign market.

> *“We are happy to undertake product/market verification in other countries as well,” confirms Stefan Avivson. “We find the resources that can do the job and ensure that they use our method and tools. Our approach is probably the most cost effective way to do a market analysis since we get the feedback directly from potential customers. We can at least verify whether a company’s value proposition is attractive to the same type of customers in another country. If this is not the case, then we will also check what it will take to achieve a match.”*

## **Lead generation in Scandinavia**

 ![Evolution 360 logo](https://tbkconsult.com/wp-content/uploads/2020/12/evolution360.png)[Agency360](https://agency360.dk/) (for agencies) and [Evolution360](https://evolution360.dk) (for companies) provide marketing software that accumulates data and analyses about SEO, online advertising and social media activities and presents them in easy-to-understand dashboards. Also, the software converts the visitors’ IP addresses into company names, which, in a B2B context, can be used for outbound sales purposes.

 ![Henrik Kristiansen](https://tbkconsult.com/wp-content/uploads/2020/12/henrik-kristiansen-300x300.jpeg) Henrik Kristiansen > *“We use BMoreRaw to optimise our value proposition and to generate new leads,” says [Henrik Kristiansen](https://www.linkedin.com/in/henrik-kristiansen-1380561/), partner and co-founder of the company. “They first call our existing customers and find out why they chose our solution, what they particularly appreciate and what they would like added. Based on that insight, they formulate the information to be used when contacting potential customers.”*

For lead generation, BMoreRaw gets a list of company names and phone numbers. Then they call them, identify the relevant contact person and find out if there is interest in the Agencey360/Evolution360 solutions.

> *“The primary goal is to get a potential customer to visit our website and sign up for a free trial subscription,” says Henrik Kristiansen. “The secondary goal is to get the lead to participate in a web meeting. If we cannot achieve one of the two options, we will try to arrange a follow-up at a later date.”*

With BMoreRaw’s approach, Evolution360 achieves a fifty per cent hit rate, which, according to Henrik Kristiansen, is remarkably high. Also, they get valuable feedback from the leads that have no immediate interest. Overall, BMoreRaw has managed to get through and have a useful conversation with approximately 90 per cent of the leads they call.

> *“I have worked with telesales for many years, and must admit that the BMoreRaw approach is different and much more effective,” concludes Henrik Kristiansen. “Their dialogue with our existing customers provides valuable input for making the messages to potential customers shorter and sharper. They are substantially more effective at getting through to the relevant people and having a fruitful conversation. A hit rate of 50 per cent of the goals we set is very satisfactory.”*

Out of a total potential of around 5,000 leads in Denmark and Norway, BMoreRaw has so far completed two hundred calls. Shortly, Evolution360 will launch a similar activity in the Swedish market, where the potential is also estimated to be around 5,000 customers.

> *“We continuously optimise the three pitches that we use during the activity,” says Henrik Kristiansen. “Although the customers’ needs are identical, the market conditions are not the same in the three countries, which is why we may have to use a different presentation. When we have finished penetrating Sweden, we will take a look at some of the major markets south of the border.”*

## **Internal clarification and alignment**

 ![Nordic Innovators logo](https://tbkconsult.com/wp-content/uploads/2020/12/nordic-innovators-300x113.png)[Nordic Innovators P/S](https://www.nordicinnovators.dk) is a consulting company that helps their clients apply for funding for research, development and innovation projects. The customers are private and public companies, universities, colleges and research institutions. Since October 2013, Nordic Innovators has grown to over fifty employees and has activities in Denmark, Norway, Spain and France.

 ![ Kenneth Junge Hermansen](https://tbkconsult.com/wp-content/uploads/2020/12/kenneth-junge-kier-hermansen-300x300.jpeg) Kenneth Junge Hermansen > *“Growing from two to over fifty employees in seven years is not without its challenges,” says [Kenneth Junge Hermansen](https://www.linkedin.com/in/kennethjungehermansen/), partner and co-founder. “My associate, Henrik Kemp, and I are entrepreneurs with a focus on the client and delivery side of the business. The internal management and organisational issues came second. We, therefore, decided to take a break, review internal processes and measure employee satisfaction. We wanted to make sure that the organisational energy pointed in the same direction and that we fixed some of the issues that Henrik and I had neglected.”*

To assess employee satisfaction and understand how they saw the company’s strengths and weaknesses, Nordic Innovators engaged BMoreRaw to run an internal survey. In parallel, they conducted similar surveys among customers in Denmark and Norway. That way, they could compare internal and external perceptions.

> *“The advantage of using BMoreRaw is their ultra-short and simple questionnaire, which still manages to illustrate the difference between what we want to be and how we are perceived,” says Kenneth Junge Hermansen. “With a very reasonable investment, we have identified several adjustments to both our organisation, management structure and the way we position ourselves vis-à-vis the market.”*

Nordic Innovators plans to perform a new round of interviews with existing customers to measure the effectiveness of the initiatives and to make their positioning statements even sharper.

> *“Even though we are in a very competitive market,” explains Kenneth Junge Hermansen, “we have never been particularly proactive in our sales work. We do not even have a sales department. We have enjoyed word of mouth marketing which has been sufficient to support our growth. With increased growth ambitions, we must ensure an increased influx of projects. We are considering making BMoreRaw responsible for lead generation, where we take over when potential customers express interest.”*

## **Why do customers buy?**

 ![Get Accept logo](https://tbkconsult.com/wp-content/uploads/2020/12/getaccept-300x158.png)Running a traditional sales department is difficult and expensive. Salespeople are individualists, and each has her preferred process for dealing with potential customers. Across a sales department, the exchange of information between the salesperson and the potential customer is typically inconsistent, analogue and asynchronous.

Swedish [GetAccept](https://www.getaccept.com), which offers a software platform for digitisation and optimisation of the sales process, has been operating in Denmark since 2018. Where the company is the market leader in Sweden, they have to start in the Danish market from scratch.

 ![](https://tbkconsult.com/wp-content/uploads/2020/12/peter-haahr-rasmussen-300x300.jpeg) Peter Haahr Rasmussen > *“Our go-to-market approach is primarily outbound,” says sales director [Peter Haahr Rasmussen](https://www.linkedin.com/in/peterhaahr/). “We call the potential customers, uncover the interest and get a sales process started. Of course, we take our own medicine, which means that we also need to continuously ensure that we sell to the right customers and that we use statements that the customers find important.”*

Therefore, Peter Haahr Rasmussen engaged BMoreRaw to contact the existing customers and get them to reveal the main reasons why they had chosen the solution. The feedback was to be used to make market segmentation more precise and to make the initial conversations with new customers more effective.

> *“We got answers to our questions, but we got a lot more than that,” explains Peter Haahr Rasmussen. “It turned out that many of our customers had a harder time getting started than we expected. Using a product such as GetAccept requires the introduction of a new way of working in the sales department, the implementation of a document repository that supports the process and training of the staff. Everything must be in place. Otherwise, you will not get full value from the platform.”*

With the newfound insight, GetAccept re-engineered its customer success processes and reassessed which types of customers derived most value from the solution. We often assume that it is the largest customers that have the resources to become the first to implement digital solutions, but this is not the case. It is more a matter of attitude, including willingness and the ability to implement organisational and behavioural changes. GetAccept’s platform represents a new digital approach to sales, and it is, therefore, subject to the law on the dissemination of innovations.

> *“The Covid-19 situation has intensified the awareness of and the need for digitisation of sales processes,” emphasises Peter Haahr Rasmussen. “When the salespeople cannot visit the customers, and they each have to work from home, there is automatically a need to rethink several issues. Where the mainstream market probably would have waited a while with digitalisation of their sales processes, the situation has forced them back to the drawing board. In this way, the pandemic has increased both the interest and the need for a solution like ours.”*

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This post was first published on the [TBK Consult blog](https://tbkconsult.com/path-business-development-marketing-sales/).

**Categories:** Blog, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes, business development

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### [How I Got Started with International Business Development](https://hpbech.com/how-i-got-started-with-international-business-development/)

**Published:** February 3, 2026
**Author:** Hans Peter Bech

**Content:**

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> *Opportunities present themselves all the time. Picking the winning ones is difficult, but if you go for those that are fun to do, then it doesn’t matter so much if you should fail.*

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[![Hans Peter Bech](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979-150x150.jpg)](https://hpbech.com/wp-content/uploads/HPB-in-flight-to-Beirut-in-July-1979.jpg)My first flirt with international business happened in July 1979 when I, by chance, joined a consortium that was invited to bid for building and running hospital kitchens in At Taif in Saudi Arabia. Together with two other experts (I was by no means an expert, but no one other than me knew that) I spent a week on location in Jeddah and At Taif, Saudi Arabia, doing the research. Back in Copenhagen, my job was to coordinate the design of the conceptual solution and to write the formal proposal that was picked up by a courier a week later.

We didn’t win the project, but we didn’t have any out-of-pocket expenses either. The local consortium partner covered the costs associated with travelling to and staying in Saudi Arabia. Although the customer chose another supplier, they were so pleased with our work, that they invited us to bid for other projects. By then, I had moved on to the software industry, but it had taught me some valuable lessons.

# The value proposition

The value the customer or business partner is looking for may not be what you think at first glance and coincidences play a crucial role in everything. Opportunities present themselves all the time. Picking the winning ones is difficult, but if you go for those that are fun to do, then it doesn’t matter so much if you should fail.

The project was long before the Internet made the world transparent. In this case, our Saudi Arabian partner found us through the Saudi Arabian Embassy in Copenhagen.

 ![](https://tbkconsult.com/wp-content/uploads/2020/09/jorgen-in-saudi-arabia-1024x567.jpeg) My brother, Jørgen Bech, pose for a picture as we take a break just after Mekka on our daily trip from Jeddah to At Taif. A Saudi Arabian contractor (our partner) suddenly lost their foreign supplier for a project for which they were prequalified. They urgently needed a new partner to deliver products and knowhow and had asked the Saudi Ministry of Foreign Affairs to help identify candidates. Someone at their Copenhagen Embassy recommended talking to my brother, and then he, in turn, called me. I knew nothing about building or running hospital kitchens, but I could speak decent English and I knew how to write. We then found a company that were experts in the subject matter.

When the representatives from the Saudi Arabian company came to Copenhagen a week later, our team of experts was in place.

 ![](https://tbkconsult.com/wp-content/uploads/2020/09/in-saudi-arabia-300x203.jpeg) Doing field research for the proposal.  

The value we could provide was not our expertise in building hospital kitchens. I am sure all the bidding vendors could prove they had done that before. The value was our swift response, that we were prepared to go to Saudi Arabia on short notice and our ability to produce a proposal within two weeks. That was what our local partner needed.

Back in 1979, my dream was not building and running hospital kitchens in Saudi Arabia. I was working as an economist for the Danish government, and I took two weeks’ vacation to help my brother with the project. Had we won the business we could also have delivered, but it was the project adventure that drove us.

I am confident that this project changed the course of my working life. I didn’t know then that this was international business development on a shoestring, but I knew that this was what I wanted to do for a living.

---

This post is an excerpt from my book *[Going Global on a Shoestring.](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)*

The adventure also provided the inspiration for the first book in my series of geopolitical business thrillers, The Henrik Bertalen Saga.

**Categories:** Blog, Book reviews, Business development, Globalisation, Strategy, Travelling &amp; Leisure

**Tags:** business development, fixion_en

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### [Silicon Valley's Rule Number One: Fake It Till You Make It](https://hpbech.com/silicon-valleys-rule-number-one-fake-it-till-you-make-it/)

**Published:** February 17, 2026
**Author:** Hans Peter Bech

**Content:**



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> I do not think that “Fake It Till You Make It” is recommended. There are some fundamental values and virtues that you need to nurture when you do not have much else to show off.

---

Many years ago, I attended a meeting of the [Silicon Vikings](http://siliconvikings.com) network. This network aims to establish links between the Nordic/Baltic countries and the bustling, entrepreneurial environment on the American west coast. One of the speakers, who explained what we northern Europeans could learn from the culture at the bottom of the San Francisco Bay, used an expression that I had not heard before:

> ## *Fake It Till You Make It*

Translated to Danish, it would probably read: *“cheat until you no longer have to”*. It does not ring well in our local language, even though I have heard the expression many times since and have used it myself, it always appears in its original English wrapping.

# **Crossing the Chasm**

The recommendation fell when the lecturer discussed the common challenge that most customers dislike doing business with new companies. [Customers are conservative and afraid of making mistakes](https://en.wikipedia.org/wiki/Crossing_the_Chasm). Even though a new product from a new company may have many advantages, most customers would rather wait to buy, until others have proven that the products are working. Some companies will do the exact opposite, but they are, unfortunately, few and far between.

 ![](https://tbkconsult.com/wp-content/uploads/2016/05/Crossing-the-chasm-1024x468.png) 

If you as a new company also offer new technology, then getting accepted by the market is twice as difficult.

Therefore, in Silicon Valley (and elsewhere), it is not unusual for startups to write bluechip company names on their reference list on their websites, even though they are not customers. It makes potential customers more comfortable, and ultimately supports your efforts with getting your products accepted on the market. For example, to write Coca-Cola on your customer list, even if they do not use the product, is almost risk-free. Coca-Cola is such a big company that nobody will notice. Also, should it be noticed by someone at Coca-Cola, you can always remove the name again.

Likewise, you can also pretend that your product can do a little bit more than it actually can. Before a new potential customer may make a purchase decision, a new version of the product will have caught up.

“Fake It Till You Make It” is an entirely legitimate approach, widely used and a harmless way to make it all go a little faster, easing market resistance.

# **Bad Blood: Secrets and Lies in a Silicon Valley Startup**

 ![](https://tbkconsult.com/wp-content/uploads/2018/12/bad-blood-199x300.jpg) 

What may seem like an innocent and harmless little trick can, however, evolve into the big catastrophe (and some smaller ones that I describe below).

In his book Bad Blood: *Secrets and Lies in a Silicon Valley Startup*, which tells [the story about Theranos](https://tbkconsult.com/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/), the company that in a giant format pursued the “Fake It until You Make It” principle, the journalist and author John Carreyrou describes in detail how bad it may go when the little innocent guideline falls into the wrong hands and is taken to the extreme.

It is recommended reading that explains how quite a few American celebrities lost face, investors lost close to a billion dollars, customers buying into the idea lost some hundred million dollars and some of the patients who had their blood tested on the company’s devices got some very unpleasant surprises. That no one died as a result of Theranos’ interpretation of the “Fake It Till You Make It” principle is a miracle. Some of the employees still live with the trauma, and one committed suicide.

# **It started with a misunderstanding**

The “Fake It Till You Make It” principle originates from the philosophy of positive thinking. It is a variation of the theory that you can do something, just by convincing yourself that you can do it. With concentrated effort, you can move to wherever you want to be. I do not deny that it works. I have often accepted to do things I haven’t done before and given adequate time to prepare I have delivered on my commitment.

 ![](https://tbkconsult.com/wp-content/uploads/2018/12/positive-thinking-300x241.jpg) 

*However, it’s about cheating yourself – not cheating others.*

In the Silicon Valley edition, the principle has been released among us and is used to legitimise a random, but seemingly carefully controlled and innocent play with the truth. However, where there are basically no limits to how much we can choose to fool ourselves, there are much tighter thresholds on how much we are allowed to fool others. We have a little more room for expressing our ambitions when making statements about the future (no one can predict the future). When we need to explain what we can do today and who our customers are, there should be no room for telling anything but the truth.

# **Optimism in Brøndby**

 ![](https://tbkconsult.com/wp-content/uploads/2018/12/photon-imager-ii-226x300.png) 

In April 1989, I was offered the job as VP of sales and marketing for the startup company Mercante in the outskirts of Copenhagen. The company was not new. A previous version of the company’s printer had been sold by Philips under their name. Now Mercante was ready with a new design for their LED printer, had received 10 fresh millions (dollars) and wanted to launch globally under their own name.

Long story short: We were not successful. Despite our best efforts and a lot of hard work the new printer never managed to meet its own design specifications.

We did not deliberately run according to the “Fake It Till You Make It” principle, and we did not claim to have customers that we did not have, but we thought we could develop a product that we could not. We released the product for sale, while it was still full of errors, that we thought we could fix.

In hindsight it was a job I should never have accepted. But getting new customers and revenue for startups was my speciality, the remuneration and option package was attractive, investors had put millions into the project and renowned Philips had sold a previous version. What could possibly go wrong? I did not do my own due diligence but relied on other’s, and that was a big mistake.

[The details of that story can be read here.](https://tbkconsult.com/going-global-on-a-shoestring-the-successful-failure/)

# **Emulating the human brain**

I left Mercante just in time before the ship went down and worked for many years in companies that did not have the same problems in getting their products to work. There were always challenges, but on the whole, things fell into place and customers were happy.

I’d just returned from four years in Germany, and considering starting my own business, when I was contacted by a headhunter in August 2001. An investor had allocated 2 million dollars to an entrepreneur who had developed a groundbreaking product. The entrepreneur was the nerdy type who did not want to mess with business development and administration and therefore wanted a CEO experienced with startups on his team.

After the first meeting, I made three conclusions:

1. The company didn’t need a CEO. There is not much to manage in a company with 10 developers, a receptionist and a part-time bookkeeper.
2. The company had not developed a product. They had an idea of a product that they were now setting out to develop.
3. There was a high probability that the product could not be completed with the allocated capital. Pinpointing how much time and money it takes to develop something the world hasn’t seen before is downright impossible.
 
 ![](https://tbkconsult.com/wp-content/uploads/2018/12/3d-model-300x206.jpg) 

We, therefore, put a deal together where I, on paper, was the CEO, but my tasks were to revise the business plan and prepare a new round of funding.

Novamind, as the company was called, had ideas for developing a technology (software) that could generate 3D geometry and texture from regular movie footage. With a handheld HD camcorder, you could record a movie of the subjects you wanted to transform into a 3D model. Anything. People, buildings, cities, landscapes, mountains. Anything.

Software that can generate a representation of 3D geometry and texture from 2D images must have roughly the same experience base as the human brain. When is a shadow not just a different colour, when is a reflection not an independent image, when does something bend and when does it bulge? When we see three dimensions in 2D images, it’s only because our brain has learned that the reality looks like that. Could this experience be built into a piece of software?

## **Revising the business plan**

 ![](https://tbkconsult.com/wp-content/uploads/2016/10/Business-plan-writing-300x252.png) 

The business case for the first round of funding (the $2M) was to pitch a replacement of the 360-degree images that real estate agents used in their web ads.

It took only a couple of conversations with selected real estate agents to abandon that premise. The real estate agents were pleased with the 360-degree images, and there was a well-established service to get them done, the price was low, and there was no obvious value-add in replacing them. Overall, real estate agents didn’t believe that a 3D representation of a house would make it sell faster or bring in a higher price.

Searching the web I came across a small consultancy in Texas specializing in the 3D market, and with them, we explored various market segments without the potential customers getting to know who we were. That way we could present a multitude of product specifications and get their response to usability. You have to take that kind of feedback, where customers do not have to put money on the table, with a grain of salt, but we did not want to raise any expectations before we knew how far we could get for the two million dollars.

## **Stop before the game becomes dangerous**

After six months, the following was clear:

- The movie industry was seriously interested in and prepared to pay even very big sums for the technology – if it really could be based on ordinary HD video.
- Developing the technology to deliver on a specification that would satisfy the movie industry would cost an additional $10+ million in software development and a few more million in developing dedicated hardware.
- For the $2 million we had already received, a scaled-down version to produce a 3D representation of smaller objects could be completed. However, there was already some competition and very low price points in this market segment.
 
We were unable to find investors who were interested in either Model 2 or Model 3.

We wrapped up the company. The investors lost their money, The Employers Guarantee Fund paid the employees their severance packages (typically 3 months salary) and computers and furniture was sold to honour our few creditors.

# **You can make mistakes and fail, but don’t compromise your integrity**

 ![](https://tbkconsult.com/wp-content/uploads/2018/12/elizabeth-holmes-front-page-245x300.jpg) 

Startups, based on new technology that the world hasn’t seen before, are associated with significant risk. In [the well-known survey](https://www.cbinsights.com/research/startup-failure-reasons-top/) of why startups fail, some of the most common reasons are that there is no market for the product, running out of money, being unable to compete and the product is bad.

I do not think that “Fake It Till You Make It” is recommended. There are some fundamental values and virtues that you need to nurture when you do not have much else to show off. Lying is contagious, and soon you do not know who and what to trust. It makes investors, employees and customers uncertain. And if you first said an untruth, you often get tempted to build on top of it instead of defusing it.

Elizabeth Holmes and Theranos are an excellent example of how wrong it can go. If you refrain from entering this alley, you have actually eliminated a risk.

 Watch the movie about Elizabeth Holmes and Theranos

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Politics, Strategy

**Tags:** business development, fixion_en

---

### [Domesticating The Revenue Generation Monster Using AI, Big Data, Automation and Common Sense](https://hpbech.com/domesticating-the-revenue-generation-monster-using-ai-big-data-automation-and-common-sense/)

**Published:** February 24, 2026
**Author:** Hans Peter Bech

**Content:**

**Title:** Tech-Powered Sales – Achieve Superhuman Sales Skills

**Authors:** Justin Michael and Tony J. Hughes

**Published:** June 29, 2021

**Number of pages:** 272

**Reviews:** Mostly good reviews.

**Recommendation:** It’s a great book if you can ignore the jargon-filled writing

---

First published on the [TBK Consult blog](https://tbkconsult.com/domesticating-the-revenue-generation-monster-using-ai-big-data-automation-and-common-sense/).

   ![](https://tbkconsult.com/wp-content/uploads/2022/02/tech-powered-sales-2d-678x1024.jpg) 

  **Title:** Tech-Powered Sales – Achieve Superhuman Sales Skills

  **Authors:** Justin Michael and Tony J. Hughes

  **Published:** June 29, 2021

  **Number of pages:** 272

  **Reviews:** Mostly good reviews.

  **Recommendation:** It’s a great book if you can ignore the jargon-filled writing

---

First published on the [TBK Consult blog](https://tbkconsult.com/domesticating-the-revenue-generation-monster-using-ai-big-data-automation-and-common-sense/).

> Revenue generation starts with filling the funnel at the top. If only a little comes in at the top, your pipeline will be fragile and what comes out at the bottom, unpredictable. This post is about how to stuff the funnel at the top with high-quality leads.

  ---

 I have always been puzzled by a funny [paradox](https://tbkconsult.com/most-companies-are-asymmetric-do-you-work-for-one-too/) that you find playing out all over the world.

  Executives in any company are convinced that they have something of great value to offer the market. If only they could get in front of their potential customers’ executives and tell them their story, then revenue and profit would skyrocket. Despite making substantial investments in marketing and sales organisations with corresponding activities, they still have a hard time generating quality leads, building solid pipelines, and meeting their revenue budgets.

  At the same time, they invest in all sorts of measures to block salespeople and marketing messages from other companies from reaching their own executives. So, while any company may believe their potential customers’ executive should be more receptive to their marketing and sales outreach, they don’t believe it should be reciprocated.

   ![](https://tbkconsult.com/wp-content/uploads/2015/10/SellingIT_inthe21thCentury_700x400.jpg)  Although companies, in general, should be more open to external input, I do understand why they are cautious. We all experience what it means to be disturbed by marketing messages and phone calls from salespeople that haven’t done their homework. And the irrelevant noise only gets worse. We will, therefore, continue to build fences and set up roadblocks, making it difficult for outsiders to steal our time and attention.

  Working in Tech, I am talking to companies with great products every day. Products that can create massive value for their potential clients. The situation across the board is that most of these companies are unknown. In many instances, their products and the solutions they drive are so innovative that none of their potential customers are actively looking for them. Getting their attention becomes increasingly difficult. This is because they don’t need to talk to a salesperson until very late in their buying journey. They can find most of the information they need on the internet.

  In my recent book, *[Going Global on a Shoestring](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)*, there is a chapter describing a method for how to generate inbound leads. While my method works and doesn’t require massive investments, it takes time to show results and it may not give enough leads to fill your pipeline.

  The windows of opportunity in Tech are narrow. Therefore, many companies need to find ways to generate revenue faster. Relying exclusively on an inbound approach often doesn’t cut it.

   ![](https://tbkconsult.com/wp-content/uploads/2018/09/cloud-solutions-292x300.png)  In my industry (software) the costs of revenue generation became a genuine headache when the shift from the on-premise pre-paid perpetual license format started to yield to cloud-based subscriptions. The cash flow profile of a SaaS business is dramatically different from that of pre-paid licenses. With the steadily declining barriers of market entry, the supply of software-based products competing for the customers’ attention and budgets is exploding. Software companies need to grow fast, or they will soon become obsolete.

  The bottom line of this rather long introduction is that while software companies must grow faster and faster, the customer acquisition cost using traditional lead generation methods increases. Therefore, the discussion about how we can make revenue generation more effective, predictable and scalable is at the top of the agenda.

  ## Outbound Lead Generation

  Outbound Lead Generation is a fancy headline for those elements of a revenue generation approach where you go knocking on the doors of your potential customers. You do so when you cannot wait until they find you. You need to find them and start building the relationships that can lead to a sale. Experience shows that anything outbound is [difficult and expensive](https://tbkconsult.com/cold-calling-really-dead/). Getting the attention of potential customers and persuading them to engage in conversation with you is hard. Scaling such an approach is even harder.

    This is where the new book, *[Tech-Powered Sales – Achieve Superhuman Sales Skills](https://www.amazon.com/Tech-Powered-Sales-Achieve-Superhuman-Skills-ebook/dp/B0896TM6XH)*, by [Justin Michael](https://www.linkedin.com/in/michaeljustin/) and [Tony J. Hughes](https://www.linkedin.com/in/hughestony/) enters the picture. It complements the books on the same subject by [Trish Bertuzzi](https://tbkconsult.com/sales-development-playbook/), [Mark Roberge](https://www.linkedin.com/pulse/sales-dead-profession-has-just-changed-quite-bit-hans-peter-bech/), [Aron Ross](https://tbkconsult.com/designing-predictable-revenue-generation-models/) and [Marylou Tyler](https://tbkconsult.com/predictable-prospecting-radically-increase-b2b-sales-pipeline/) and adds some potentially very powerful tools that I believe can make a significant difference.

  The reasons that traditional outbound lead generation is difficult and expensive are:

  - The processes are extremely labour intensive.
- You spend more time trying to get hold of people than speaking to them. When you finally come through only a few are interested. The amount of waste is substantial.
- As the amount of rejection (using traditional methods) is also substantial, qualified staff are difficult to find and churn rates are high.
 
  The books by Trish Bertuzzi, Mark Roberge, Aron Ross and Marylou Tyler addressed the challenges by introducing value-based and sequenced messaging, combined with the division of labour principles.

   [![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-1091x800.png)](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png) 

  A new job category, sales development (SDR), was introduced and is now the standard in most tech companies. Salespeople have now become Account Executives (AE).

  ## Relevance and Timing

  If there are two words that justify why investing time and money in designing tech-based outbound lead generation programs will pay off, then it is ***relevance*** and ***timing***.

  Using the technology tools recommended in Justin Michael and Tony J. Hughes’ book, companies can design programs where the probability of hitting their potential customers at a time when they are prepared for change increases substantially. The tools can also ensure that the outbound messages match the change for which the potential customer is open. They can ensure that there is a high probability of a match between the need and the solution. And the effort becomes scalable.

  ### The Ideal Customer Profile

  The book is a mix of using established best practice methods and the application of new technology. I like that approach because applying technology and automation to crappy processes and bad behaviour will only damage your brand. The book is very explicit about this risk and continuously warns against electrifying bad behaviour. The objective is not to mega-spam, but to become more precise and selective.

  So, before you start applying the advanced technologies described in the book, there are some good old housekeeping exercises you need to get on top of.

  The first one is The Ideal Customer Profile.

   ![](https://tbkconsult.com/wp-content/uploads/2022/01/step_1-no-text-300x269.png) 

  The book describes precisely how you define the characteristics of your ideal customers, including the people within the potential customer’s organisation. It is a fundamental element of any revenue generation activity that you need to define your target audience. However, the book takes it several steps further and explains how you find these companies, including the contact information of the people with whom you need to get in touch.

  The first part of being relevant comes from only reaching out to potential customers that can get massive value from what you offer. That’s stating the obvious, but the book explains exactly how you do it.

  ### Timing

  The second part comes from hitting a window in time where the potential customer is mature for change.

  Before this book and using traditional methods, it was hard to predict when the time was ripe. When would a potential customer be receptive to a certain message?

  Not anymore.

  ![](https://tbkconsult.com/wp-content/uploads/2022/02/automation-300x204.png)Using trigger events and technology it is now possible to identify companies and people that are mature for change BEFORE you reach out to them. The book takes it a step further and explains how you can mass-craft messages that are specific and relevant to the type of trigger event found for the individual company and person.

  This is where LinkedIn Sales Navigator, Big Data and AI comes into play. Using the information available internally and on the internet, it is now possible to identify companies and people that may be receptive to the kind of change that your products support.

  Even with outreach that is timelier and more relevant, getting the attention of busy executives remains difficult. The book, therefore, explains how to design multi-touch outreach sequences and how to use modern technology to make the phone call when the probability for a positive response is the highest.

  ## Implementing And Using Revenue Generation Technology

   ![](https://tbkconsult.com/wp-content/uploads/2020/04/engineers-300x288.png) 

  In the mid-1990s, I, in my capacity as VP of sales and marketing with the company RE Technology, introduced a CRM system to support our Miller-Heiman approach. The system I chose was originally based on Lotus Notes, but as we were a Microsoft shop, the vendor promised to deliver a version running on Outlook. It became a disaster. The vendor was late in delivering, our CIO didn’t support it and my staff had no appetite for a system making their work more transparent. I saw a need for optimising our revenue generation processes. My staff did not. I left the company in 1997 when it was acquired by BARCO. The CRM system disappeared in the merger process.

  In 2005 I invested in and became active in a company that developed marketing automation software. It was a multi-channel platform that enabled marketers to design and execute coordinated on- and offline sequenced campaigns. Using the platform we could measure the effectiveness – ROMI – of each channel used.

  Although it was a cloud-based SaaS offering with a low monthly subscription, selling the platform was an uphill battle.

  I was very enthusiastic about what the platform could do but presenting it to potential customers I came to learn some important lessons.

  In 2005 marketing people were not used to multichannel, they were not used to sequenced outreach and they were not technically savvy. They didn’t have the skills required to take advantage of such a platform. Some were afraid of the technical requirements, and some were even openly reluctant to take on a system that could measure their performance!

  We established an academy and were successful selling training courses but came to realise that most marketers didn’t have an appetite for becoming programmers. To become successful with our platform they needed to either buy in substantial external support or hire marketing engineers and content creators.

   ![](https://tbkconsult.com/wp-content/uploads/2017/01/Make-icon-no-text.png) 

  Much has happened since those days, but I still have the impression that there are reasons why marketing and salespeople seldom consider careers as programmers.

  The technologies required to achieve the level of automation and effectiveness described in Justin Michael and Tony J. Hughes’ book are readily available. More and more companies enter the Revenue Generation Technology market offering more sophisticated and user-friendly solutions. However, implementing the software as a platform and using it in daily operations requires skills that most companies do not have. The book is not particularly precise on what skills are required, what it takes to implement the solutions and how you enable and motivate marketing, SDRs and AEs to use them in their daily work.

  It does mention the concept of RevOps, which I believe is crucial for successful implementation and use. You need revenue operation technicians that are responsible for designing the architecture, sourcing the components, and integrating them into operational platforms. Then you need revenue operation specialists that help the marketing, SDRs and AEs design operational vehicles, and finally, you need resources to mentor and coach. I don’t believe you can expect that marketing staff, SDRs and AEs will possess the technical skills required to define and execute the campaigns. They should be considered users and the handles they must pull should be intuitive and very easy to use.

  Companies that understand and are humble to the complexity of revenue generation technology can derive massive advantages over their competitors. They can grow faster and enjoy decreasing customer acquisition costs. However, it requires a considerable investment upfront. You need to engage the people that can make it happen and give them the room to define the architecture, source the components and implement the solutions. They will make mistakes, so give them room to fail and learn.

  Reading Justin Michael and Tony J. Hughes’ book is the place to start.

  ## Tech-Powered Sales – Achieve Superhuman Sales Skills

   ![](https://tbkconsult.com/wp-content/uploads/2022/02/tech-powered-sales-2d-678x1024.jpg) 

  **Title:** Tech-Powered Sales – Achieve Superhuman Sales Skills

  **Authors:** Justin Michael and Tony J. Hughes

  **Published:** June 29, 2021

  **Number of pages:** 272

  **Reviews:** Mostly good reviews.

  **Recommendation:** It’s a great book if you can ignore the jargon-filled writing

---

First published on the [TBK Consult blog](https://tbkconsult.com/domesticating-the-revenue-generation-monster-using-ai-big-data-automation-and-common-sense/).

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** biznes, Business Model Generation, revenue generation

---

### [Inbound or Outbound? There's a Huge Difference.](https://hpbech.com/inbound-or-outbound-theres-a-huge-difference/)

**Published:** March 3, 2026
**Author:** Hans Peter Bech

**Content:**

---

> In general, anything outbound and in particular cold calling sales activities, is expensive, associated with pronounced waste, hard to manage and challenging to scale internationally.

---

My recent book, *[Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/)*, is entirely focused on the challenges associated with bringing your current products into new geographic territories. Here are some of the terms I introduce in the book.

The terms global or international markets refer to foreign countries in general. It does not imply that there is a homogeneous global or international market for your product. Sometimes there is but mostly there is not. Global and international are synonyms.

 ![Cover photo of Going Global on a Shoestring](https://tbkconsult.com/wp-content/uploads/2020/07/3dgg-460x580-1-240x300.png)A sales or purchase process is called **simple** when a single person makes the final decision. It’s called **complex** when more people are involved.

I distinguish between *inside sales* and *outside sales*. **Inside sales** are performed without a need to travel to the customer’s location for meetings. **Outside sales** travel a lot because meeting physically with customers is a crucial element in performing their job.

In the book, I distinguish between **inbound** and **outbound** **marketing** activities. Although these terms are used widely in the industry, they are seldom precisely defined and are often the source of much misunderstanding.

**Inbound marketing** is non-individualised activities that may motivate people to react. Using inbound marketing principles, customers find you. For inbound marketing activities to be productive, you must have a clear definition of your target audience. Still, you do not have each person in the audience listed by name.

**Outbound marketing** is individualised activities that may motivate people to react. Using outbound marketing principles, you find and reach out to the customers. For outbound marketing, you need a list with contact details for the people with whom you want to get in touch.

**Inbound sales** mean that you only respond to incoming inquiries. Customers contact you and initiate the dialogue.

**Outbound sales** mean that you make unsolicited contacts to potential customers. You contact people that haven’t asked to be contacted.

For many marketers, outbound sales mean cold calling prospects on the phone and often that is also what is needed. However, sending a personal email or InMail on LinkedIn first and then calling to follow up is also considered an outbound sales approach.

You mostly combine inbound and outbound marketing and sales activities. Only a few companies can generate enough leads exclusively through their inbound activities, and therefore they also run outbound activities.

There has been much hype around the term inbound marketing recently and the company [Hubspot](https://www.hubspot.com/), the leading voice of the inbound movement, [writes the following](https://www.hubspot.com/inbound-marketing) on their website:

> *Inbound marketing is a business methodology that attracts customers by creating valuable content and experiences tailored to them. While outbound marketing interrupts your audience with content they don’t want, inbound marketing forms connections they’re looking for and solves problems they already have.* Hubspot

Nobody should want to interrupt their audience with content they don’t want. Outbound marketing and sales initiatives can be effective when you work hard on optimising your contact lists and craft relevant opening messages and conversations. I agree that there is a lot of deplorable outbound activities going on and that it is annoying being disturbed by someone who doesn’t have a clue about what you do. Still, there is also an equal amount of poor inbound marketing.

 [![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-1091x800.png)](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1.png)Inbound is not better or more honourable than outbound. The mix required for generating enough leads for you to meet your revenue targets depends on numerous variables. Some companies are capable of generating enough leads through inbound means, and that’s great. Some are not and have to refine their outbound activities to fill the pipeline. It all depends on the type of product you offer, your business model environment and the skills you have represented in your organisation.

## Optimising customer acquisition cost

The objective is to find the formula that gives the lowest possible customer acquisition cost. If you are on a shoestring budget, the ratio to the customer lifetime value (which may be a number that you do not know) should be around 20 per cent. If it is lower than that, then you may want to invest more in lead generation. If it is over 33 per cent, then you are spending too much.

 ![Apple detailing SEO and inbound marketing functions](https://tbkconsult.com/wp-content/uploads/2017/01/inbound-marketing-no-border-300x300.png)In general, anything outbound and in particular cold calling sales activities, is expensive, associated with pronounced waste, hard to manage and challenging to scale internationally. Companies looking for shoestring approaches to foreign market entry should explore their inbound options carefully before deciding on taking a predominantly outbound route. If you do take the outbound route, then you should carefully consider how you can divide your marketing and sales processes into subprocesses that can be performed by specialised people. Finding people that can complete the entire revenue generation process from lead identification to closing is almost impossible or at least very hard to accomplish.

The channels and platforms for inbound lead generation are changing dramatically, which may make mastering outbound marketing and sales activities more critical. I recommend you read David Heinemeier Hansson’s testimony on *[Online Platforms and Market Power](https://m.signalvnoise.com/testimony-before-the-house-antitrust-subcommittee/)*, which lays out how the playing field is changing.

The term conversion rate is a measure used in marketing and sales to express the performance of an activity in the revenue generation process. You convert downloads of a white-paper to active leads. You convert various marketing activities to seminar attendees. You convert prospects to customers. And so on. Defining conversion-points and collecting data to measure performance is crucial for monitoring and optimising the revenue generation process as you enter a new country.

I distinguish between the customer’s **buying journey** and the **purchase process**. The buying journey includes all the steps a customer goes through from coming across our brand to concluding the purchase. The purchase process refers to the final and formal part of that journey where the customer organises the project evaluation and the vendor selection.

---

This post is an excerpt from my new book [Going Global on a Shoestring](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/).

**Categories:** Blog, Book reviews, Business development, Marketing, Strategy

**Tags:** biznes, business development

---

### [In Defence of Speaking Plainly About Politics on LinkedIn](https://hpbech.com/in-defence-of-speaking-plainly-about-politics-on-linkedin/)

**Published:** March 3, 2026
**Author:** Hans Peter Bech

**Excerpt:** Democracy does not weaken when professionals speak plainly. It weakens when they decide that some truths are too inconvenient to express.

**Content:**

[![](https://hpbech.com/wp-content/uploads/LinkedIn-politics.png)](https://hpbech.com/wp-content/uploads/LinkedIn-politics.png)I have never experienced anything on LinkedIn that generated this level of reaction.

I joined the platform on [28 January 2004](https://hpbech.com/celebrating-my-20th-linkedin-anniversary/). For more than two decades, I have posted regularly — almost daily — primarily on business strategy, publishing, entrepreneurship, and market development. From time to time, I publish longer business-oriented articles.

They receive engagement. But nothing remotely comparable to the response triggered by [my recent piece on politics.](https://www.linkedin.com/pulse/defence-speaking-plainly-politics-linkedin-hans-peter-bech-kvfbe/)

The volume of comments — supportive, critical, and hostile — has been unlike anything I have encountered on the platform before.

That raises an interesting question.

LinkedIn presents itself as a professional network. Yet the algorithm appears largely agnostic to subject matter. It rewards activity: comments, reactions, debate, friction. Political content — particularly polarising political content — generates precisely that.

Business analysis, however relevant, rarely produces the same emotional velocity.

If engagement intensity determines visibility, then the system structurally amplifies controversy over technical substance.

Is that professional?

I leave that question open. What follows is the article that triggered the response.

---

[![](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)Over the past weeks, I have posted comments on LinkedIn expressing strong criticism of Donald Trump and the political movement surrounding him. The reactions have been instructive. Many people have engaged positively. Some have disagreed. A few, however, have argued that comments like mine simply do not belong on LinkedIn.

I disagree – and I believe the reasons matter.

Let me begin with the substance. My comments have included statements such as:

> “The bigger problem is that Donald Trump is so easy to manipulate. Stoke his ego or promise him money; he will do anything for you. Criticise him, and he’ll get blinded by the urge for revenge. These are not exactly presidential qualities.”

And:

> “Trump may well be the worst president the U.S. could have chosen: a pathological liar driven almost entirely by vanity, demanding constant attention and admiration, devoid of empathy, mean, and measuring everything in money.”

These are sharp formulations. They are intended to be. But they are not random insults. They are political judgments grounded in publicly documented behaviour: false statements, personal financial entanglements, retaliatory conduct against critics, admiration for authoritarian leaders, and patterns of communication centred on personal grievance and loyalty.

You may disagree with my conclusions. That is perfectly legitimate. But to claim that such commentary has no place on LinkedIn is a different argument – and one I believe is misguided.

# Politics Is Not Separate from Professional Life

[![](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1-280x280.png)](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)LinkedIn is often described as a “professional platform.” That is true. But politics shapes the professional environment more than almost any other force.

Trade policy determines supply chains. Regulation determines business models. Immigration policy shapes labour markets. Security policy shapes geopolitical risk. Sanctions affect markets overnight. Cultural politics influences talent attraction and retention. And the credibility of democratic institutions underpins investor confidence and long-term stability.

When the President of the United States — still the most powerful political office in the world — acts in ways that raise concerns about truthfulness, stability, or susceptibility to manipulation, that is not a purely private matter. It is not partisan gossip. It has direct and material consequences for business leaders, entrepreneurs, publishers, investors, and professionals worldwide.

To pretend that politics stops at the office door is naïve. Professionals do not operate in a vacuum. We operate within political systems. Discussing the quality of leadership in those systems is entirely legitimate on a professional network.

# Strong Language Is Not the Same as Illegitimacy

Some critics have not objected to political discussion as such, but to the tone of my remarks. They consider them too blunt.

Here we enter an important distinction: civility versus clarity.

I have not attacked private individuals. I have not incited harassment. I have not used slurs. I have not called for harm. I have expressed a forceful evaluation of a public officeholder and a political movement.

In democracies, leaders must tolerate scrutiny — and sometimes harsh scrutiny. The higher the office, the higher the scrutiny. If we demand polite euphemisms when discussing behaviour that we believe undermines democratic norms, we risk replacing honest debate with sterile neutrality.

Professionalism does not require blandness. It requires responsibility. Responsibility means grounding claims in observable behaviour and accepting counterarguments in good faith. It does not require self-censorship simply because the topic is uncomfortable.

# LinkedIn Is Not a Sanctuary from Disagreement

[![](https://hpbech.com/wp-content/uploads/Poet-265x300.png)](https://hpbech.com/wp-content/uploads/Poet.png)Another argument I have encountered is that LinkedIn should be a “safe space” free from polarising content.

But safety in professional discourse does not mean insulation from ideas. It means protection from abuse, harassment, and threats. Those are already addressed by LinkedIn’s policies.

In fact, LinkedIn provides robust mechanisms for handling objectionable content. If you dislike a comment, you have several options:

1. Offer a counterargument. Democracy thrives on argument. If my analysis is flawed, challenge it. Provide evidence. Offer a different interpretation.
2. Ignore it. No one is compelled to engage with every post.
3. Report it. If you believe a comment violates platform rules, LinkedIn has clear reporting procedures.

What we should not do is attempt to impose informal censorship simply because a viewpoint is strongly expressed.

A professional network should be robust enough to handle disagreement.

# The Larger Issue: Cultural and Democratic Divergence

My comments have also addressed something beyond one individual: the sustained support for him among a significant portion of American voters.

This is not an attack on individuals. It is an observation about political reality. When 30–40% of a population consistently supports a leader whom many Europeans perceive as undermining democratic norms, it signals a cultural divergence that affects alliances, trade relationships, and shared assumptions about governance.

From a European business perspective, that divergence is not abstract. It affects regulatory predictability, diplomatic cooperation, and long-term strategic planning.

To discuss this openly is not anti-American. It is analytical. It is recognition that transatlantic alignment cannot be taken for granted.

If anything, avoiding the topic would be intellectually dishonest.

# Professional Integrity Includes Speaking Up

As professionals, we often pride ourselves on leadership. Leadership includes the willingness to articulate concerns when we see systemic risks.

Silence may feel comfortable. It avoids friction. It protects short-term harmony. But long-term trust in professional communities depends on authenticity.

If I believe that a political leader’s documented behaviour reflects traits that are dangerous in positions of power, I will say so. If I believe that the persistence of such support signals deeper cultural fractures, I will say so.

Others are free to disagree. That is the point.

# The Responsibility That Comes with Voice

[![](https://hpbech.com/wp-content/uploads/Thinking.png)](https://hpbech.com/wp-content/uploads/Thinking.png)With freedom of expression comes responsibility. I accept that responsibility. I stand by the need to base arguments on facts, to avoid personal harassment, and to engage respectfully with critics.

But I also stand by the principle that professionals are citizens. We do not surrender that role when we log into LinkedIn.

If we want a professional platform that reflects reality rather than a curated illusion of consensus, we must allow room for serious political discussion — including sharp criticism of those who wield power.

Democracy does not weaken when professionals speak plainly. It weakens when they decide that some truths are too inconvenient to express.

I choose engagement over silence.

**Categories:** Blog, Marketing

**Tags:** biznes, social media

---

### [The Dollar Compass](https://hpbech.com/the-dollar-compass/)

**Published:** March 13, 2026
**Author:** Hans Peter Bech

**Content:**

## Supercomputers, Power Politics, and Moral Deception in the Autumn of the Cold War

---

## 

---

On 18 June 2026, my novel *[The Dollar Compass](https://hpbech.com/books/the-dollar-compass/)* will be released internationally as an e-book, printed book, and audiobook. It is the second volume in the series *[The Henrik Bertelsen Saga](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/)* — a story about ambition, technology, power, and the search for meaning in a rapidly changing world.

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-1-e1773649085110-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-1.png)At its core, the series follows Henrik Bertelsen, a Danish baby boomer from provincial Aalborg in Denmark, who grows up in a time when globalisation, technological innovation, and rising prosperity seem to open unlimited possibilities. Like many of his generation, Henrik is keen to explore the world and build a successful career. But he also wants a family life, friendships, and the creative freedom he finds as a musician. Balancing these worlds turns out to be far more complicated than he imagined.

[*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/) takes place in the mid-1980s, during the final decade of the Cold War — a time when political tensions, economic competition, and technological breakthroughs were reshaping the global order.

# A career opportunity — and a dangerous mission

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-280x280.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-280x280.png)When the story begins, in July 1985, Henrik is working for an American technology company struggling to survive in a rapidly evolving computer industry. Only a few years earlier, his career had taken off spectacularly. After leaving a position in the Danish Ministry of Labour, he joined the company as a sales trainee and quickly rose through the ranks.

By the early 1980s, he had become one of the company’s top salespeople worldwide and was eventually promoted to sales manager, responsible for private-sector business. His success brought prestige, money, and influence.

But success can be fragile.

The company’s leadership fails to recognise the technological changes sweeping the computer market. Their products lose their competitive edge, and the once-successful business begins to struggle financially. As Henrik faces the prospect of missing ambitious sales targets, he begins to question whether to stay loyal to the company or pursue new opportunities.

Then a new and extraordinary opportunity appears.

Henrik is asked to lead a major project in the Soviet Union — a potential billion-dollar deal involving large computer systems for state institutions. If successful, the project could help rescue his employer from its financial crisis.

The assignment promises adventure, influence, and substantial rewards. But it also places him in a world where the rules of business and politics are very different from what he knows.

# Moscow, corruption, and Cold War intrigue

[![](https://hpbech.com/wp-content/uploads/Henrik-pa-Hotellet-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-pa-Hotellet.png)When Henrik arrives in the Soviet Union, he quickly discovers that securing the contract will require navigating a maze of bureaucracy, political power struggles, and corruption.

Government officials expect expensive study trips to the United States. Rival suppliers are willing to bend rules and offer favours. Behind the scenes, different factions compete for influence over the project.

At the same time, the KGB begins to take an interest in Henrik.

One encounter in particular places him in a dangerous situation. A hotel employee asks for his help to escape the Soviet Union, but the request turns out to be part of a blackmail-and-corruption trap. If he refuses to cooperate, he risks losing the entire project — and possibly, his career.

If he agrees, he risks becoming entangled in something far more dangerous.

Henrik must constantly weigh ethics against ambition, seeking a path that protects both his integrity and his future.

# Life at home — and the pull of music

[![](https://hpbech.com/wp-content/uploads/Band-med-Gerner-S-280x280.png)](https://hpbech.com/wp-content/uploads/Band-med-Gerner-S.png)While Henrik is dealing with political intrigue abroad, life at home in Denmark is equally demanding.

He and his wife, Sammy, live in a co-housing community in Hillerød with their two children. Both have demanding careers, and Henrik’s constant travel places an increasing strain on family life.

At the same time, he is pursuing a long-held dream: playing in a rock band.

The band has become increasingly popular, and weekend performances often stretch into the early hours of the morning. What began as a youthful passion is now another commitment competing for his time and energy.

For Henrik, success in business, dedication to family, and the joy of music form three powerful forces pulling in different directions.

# A story set against history

[![](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280.png)](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280.png)The events of *The Dollar Compass* unfold during a pivotal moment in world history.

In the Soviet Union, Mikhail Gorbachev introduced the policies of glasnost and perestroika. In the United States, the Reagan administration pursued a new strategic approach to the Cold War. The political climate was changing, but the old systems of secrecy and power remained deeply entrenched.

The story reaches its dramatic climax during a visit to the Chernobyl nuclear power plant, where Henrik and a small group of foreign guests are present shortly before the catastrophic accident that becomes the worst nuclear disaster in history.

In the aftermath, Henrik is forced to confront the deeper consequences of corruption, secrecy, and abuse of power — not just for individuals, but for entire world.

# The deeper question

[![](https://hpbech.com/wp-content/uploads/Henrik-and-family-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-and-family-280x280.png)Although *The Dollar Compass* contains elements of a Cold War thriller, the novel is ultimately about something far more personal.

Throughout the story, Henrik faces a question many people encounter at some point in their lives:

What should guide our decisions?

Money is an easy compass to follow. It offers clear signals: higher salary, bigger deals, better titles, and more recognition. When you follow that compass, the direction always seems obvious.

But the problem with a dollar compass is that it rarely points to what actually matters.

At first, the compromises are small. A decision that feels practical today. A shortcut that seems harmless. A choice that promises opportunity.

Over time, those choices accumulate.

You may achieve the success you were aiming for. You may earn the money and recognition you once dreamed about. But somewhere along the way, the direction has shifted.

Because when money becomes the north star, it slowly begins to pull your decisions away from your values, your relationships, and the life you originally wanted to build.

That is the idea behind *The Dollar Compass*. A compass guided by money can help you make a fortune. But it will not help you find your way to a meaningful life.

# About the series

[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png)*The Dollar Compass* is the second novel in the Henrik Bertelsen series, which follows the life of a Danish entrepreneur navigating the opportunities and challenges of a world transformed by technology and globalisation.

The books draw on the cultural and social environment of the Nordic countries, where strong public institutions and social security systems allow individuals to take risks and pursue their ambitions without fearing total failure.

Coming June 2026

*The Dollar Compass* will be published on 18 June 2026 by BOOX fiXion ApS and will be available worldwide as: Paperback and hardcover editions, e-book, and audiobook

I look forward to sharing Henrik’s story with readers around the world.

Because the path to success is not guided by a map or by money, but by something much simpler.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Book reviews, Globalisation, Marketing, Politics, Strategy, Uncategorized

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [What Readers Are Saying About Tumult in Mecca](https://hpbech.com/what-readers-are-saying-about-tumult-in-mecca/)

**Published:** March 17, 2026
**Author:** Hans Peter Bech

**Content:**

As an author, there are few things more gratifying than hearing from readers who have taken the time to read your work and share their impressions. Writing is often a solitary process. You spend months – sometimes years – living with your characters, shaping scenes, refining dialogue, and trying to bring a story to life. When the book is finally released into the world, it begins a life of its own. That is why the feedback from readers on [**Goodreads**](https://www.goodreads.com/book/show/217225648) about my novel [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) means so much to me.

The book has received a warm welcome from readers, **with an average rating of around 4.5 stars** (out of 5) and many thoughtful comments from people who have engaged with the story and its characters. What makes these reactions especially meaningful is not just the ratings themselves, but the specific elements that readers highlight as enjoyable or memorable.

# A vivid and personal narrative

---

[![](https://hpbech.com/wp-content/uploads/Goodreads-Tumult-in-Mecca-03-2026-629x400.png)](https://hpbech.com/wp-content/uploads/Goodreads-Tumult-in-Mecca-03-2026.png)

---

One of the themes that repeatedly appears in the reviews is the story’s engaging and entertaining nature. Several readers note that the narrative feels vivid and personal, almost as if the protagonist were sitting next to them, recounting his experiences. One reviewer wrote that they “felt thoroughly entertained” and sensed the main character telling the story directly to them. For a novelist, that kind of response is deeply satisfying because it means the storytelling voice has achieved what it set out to do: create the illusion of presence.

# Adventure and reflection

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)Another aspect readers seem to appreciate is the blend of adventure and reflection. The story follows Henrik Bertelsen, a Danish economist who unexpectedly becomes involved in business ventures in **Saudi Arabia in 1979**—an era of dramatic geopolitical change. Readers often comment on how the narrative combines suspenseful events with more reflective passages about choices, risks, and personal values. One reviewer described the book as a story about “seizing opportunities when they present themselves,” highlighting the theme of daring to step into the unknown and learning along the way.

# Funny and exciting

[![](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3-280x280.png)](https://hpbech.com/wp-content/uploads/Campingfatter-og-den-lille-charmor3-280x280.png)Humour also appears frequently in reader responses. Several comments point out that the book manages to be both **funny and exciting**, which is not always easy when dealing with historical and political events. The interplay between serious themes—such as cultural differences, political tension, and career choices—and moments of irony or lightness seems to resonate with readers.

Many reviewers also highlight t**he cultural and historical context** of the story. The narrative moves between Denmark, Saudi Arabia, and Indonesia, portraying a period when globalisation was beginning to accelerate, and Western professionals were encountering unfamiliar cultures and business environments. Readers often mention that they enjoy the insight into international business, cultural encounters, and the realities of working abroad. This dimension adds an additional layer to the novel: it is not only an adventure story but also an exploration of **how individuals navigate unfamiliar worlds**.

The structure of the book has also been noticed by readers. The story unfolds through relatively short chapters and shifting timelines, keeping the narrative moving forward. Some readers point out that this pacing makes the book **easy to follow and difficult to put down**—a compliment that any author appreciates.

# A “child of the ’60s”

[![](https://hpbech.com/wp-content/uploads//Henrik-Bertelsen-pa-cykel-280x280.jpeg)](https://hpbech.com/wp-content/uploads//Henrik-Bertelsen-pa-cykel-280x280.jpeg)Another recurring theme in the feedback is the protagonist himself. Henrik Bertelsen is often described as a character who reflects the spirit of his generation: **a “child of the ’60s”** trying to reconcile ideals with practical realities. Readers seem to enjoy following his journey from a relatively stable life in Copenhagen into a far more unpredictable international adventure. His mix of curiosity, pragmatism, and occasional naivety makes him relatable and human.

What I find particularly encouraging is that readers from different backgrounds appear to connect with different aspects of the story. Some enjoy the historical setting and the depiction of a pivotal moment in the Middle East. Others are drawn to the personal journey and the theme of transformation—**from civil servant to global business adventurer**. Still others appreciate the business and cultural insights embedded in the narrative.

Seeing these different interpretations reminds me of something important about writing fiction: once a book reaches readers, it becomes partly theirs. Each person brings their own experiences and perspectives to the story.

# The biggest challenge: exposure

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-2-705x400.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-2-705x400.png)At the same time, reading these generous reviews also brings me back to one of the biggest challenges facing any author today: **exposure**.

Writing a good book is only the first step. Getting the book into readers’ hands—and letting potential readers know it exists—is often the far greater challenge. The publishing landscape is crowded, and even a well-received book can easily disappear in the vast ocean of new titles released every year.

That is why I am always grateful not only for reviews and ratings, but also for recommendations, discussions, and conversations about the book. Word of mouth remains one of the most powerful forces in publishing.

Still, I know that there are many creative ways to increase visibility—both organically and through paid promotion. And this is where **I would truly appreciate help from readers, colleagues, and fellow authors**.

If you have ideas about how a novel like [*Tumult in Mecca* ](https://hpbech.com/books/tumult-in-mecca-en/)could reach a wider audience—whether through book communities, podcasts, newsletters, social media, events, or advertising—I would love to hear from you. Perhaps you have experience with strategies that worked well for another book. Perhaps you run a book club, a blog, or a discussion group where stories like this might resonate.

Exposure is a collective effort. Readers, reviewers, bloggers, and communities all play a role in bringing books to new audiences.

So, to everyone who has read *Tumult in Mecca*, left a review, recommended it to a friend, or simply added it to their reading list: **thank you**. Your support and encouragement mean more than you might imagine.

And if you have ideas about how to help the story travel further into the world, please do reach out. I would be delighted to hear from you.

---

### Tumult in Mecca in 2 minutes:

**Categories:** Blog, Book reviews, Marketing

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [You Don’t Need a Kindle to Read Kindle Books – And Why That Matters](https://hpbech.com/you-dont-need-a-kindle-to-read-kindle-books-and-why-that-matters/)

**Published:** March 19, 2026
**Author:** Hans Peter Bech

**Content:**

Every time I launch a new book, I try to make it as easy as possible for readers to discover it. One of the tools I often use is a **Kindle launch campaign on Amazon** – typically offering the ebook at a very low price, or even for free, for a limited period.

And almost every time, I receive the same message from some potential readers:

> “I’d love to read your book, but I don’t have a Kindle.”

It’s a completely understandable reaction – but also based on a common misunderstanding.

Because a Kindle is not just a device.

# Kindle is also a free app

[![](https://hpbech.com/wp-content/uploads/Read-Kindle-anywhere-on-any-device-s.png)](https://hpbech.com/wp-content/uploads/Read-Kindle-anywhere-on-any-device-s.png)

---

Most people associate Kindle with Amazon’s dedicated e-reader – the physical device with the e-ink screen. And yes, that’s one way to use Kindle.

But Kindle is also **a free app** that works on almost any device you already own.

You can read Kindle books on:

- Smartphones (iPhone and Android)
- Tablets (iPad and Android)
- Laptops and desktop computers (Windows and Mac)
- Even directly in your browser, in some cases

In other words, if you have a phone or a computer, you already have a Kindle – you just haven’t installed it yet.

You can download the app here:

- [Amazon Kindle apps](https://www.amazon.com/kindle-dbs/fd/kcp)
- [Google Play (Android)](https://play.google.com/store/apps/details?id=com.amazon.kindle)
- [Apple App Store (iPhone/iPad)](https://apps.apple.com/app/id302584613)

It takes just a couple of minutes to install, and once you’re set up, you can start reading immediately.

# You don’t have to buy all your ebooks from Amazon

Another concern I sometimes hear is this:

> If I start using Kindle, does that mean I have to buy all my ebooks from Amazon?

The short answer is: ***“No, absolutely not.”***

Kindle is a reading platform – not a prison.

While Amazon naturally promotes its own bookstore, the Kindle app also allows you to read ebooks acquired elsewhere. As long as your ebook is in a standard format like EPUB, you can easily transfer it to your Kindle library.

There are several simple ways to do this:

- Send the file to your Kindle email address
- Upload it via Amazon’s “Send to Kindle” feature
- Transfer it manually from your computer

[![](https://hpbech.com/wp-content/uploads/Upload-EPUB-to-Kindle-guide-s.png)](https://hpbech.com/wp-content/uploads/Upload-EPUB-to-Kindle-guide-s.png)

---

Once uploaded, the book behaves just like any other Kindle title. It syncs across devices, remembers your reading position, and lets you highlight and annotate.

So using Kindle does not lock you into a single ecosystem – it simply gives you a convenient and flexible way to read.

# Why authors use Kindle for launch campaigns

This brings me to the next question:

Why do authors – and publishers – so often use Kindle on Amazon when launching a book?

The answer is practical.

**First, it’s logistically simple.** Amazon provides a global platform that makes books instantly available to readers worldwide. There’s no need for shipping, inventory, or distribution agreements.

**Second, it’s very cost-effective.** Running a launch campaign—whether pricing the book at $0.99 or offering it for free for a few days—can be done with minimal upfront cost. That makes it accessible not just for large publishers but also for independent authors.

**Third – and perhaps most importantly – it helps generate visibility.**

Amazon is one of the largest book marketplaces in the world. Millions of readers browse, search, and discover books there every day. By concentrating early readers on a single platform, a launch campaign can:

- Generate ratings quickly
- Encourage reviews
- Improve the book’s visibility in Amazon’s recommendation algorithms

Those early signals matter. A book with reviews and ratings is far more likely to be taken seriously by new readers than one with none.

In that sense, a Kindle launch campaign is not just about selling copies – it’s about building momentum.

# Lowering the barrier for readers

From a reader’s perspective, the goal of these campaigns is simple: **remove friction.**

- A low price (or free offer) reduces the financial barrier.
- A widely available app removes the technical barrier.

Together, they make it easy to say yes.

That’s why I always feel a little frustrated when someone tells me they can’t take advantage of a launch offer because they “don’t have a Kindle.” In reality, they are just one quick download away from having one.

# A shared opportunity

Publishing today is no longer just about writing and printing books. It’s about reaching readers in a crowded and fast-moving digital landscape.

Kindle is not the only way to do that—but it is one of the simplest and most effective tools available.

[![](https://hpbech.com/wp-content/uploads/How-the-Kindle-app-works-s.png)](https://hpbech.com/wp-content/uploads/How-the-Kindle-app-works-s.png)

---

For readers, it offers flexibility: read anywhere, on any device, and from multiple sources.
For authors, it offers reach: instant distribution, low-cost campaigns, and access to a global audience.

So the next time you see a Kindle offer, don’t let the word **Kindle** stop you.

- You don’t need a special device.
- You don’t need to change how you buy books.
- You just need an app—and a bit of curiosity.

# Separating the Person from the Platform

[![](https://hpbech.com/wp-content/uploads//amazon-best-selling-book-280x280.jpeg)](https://hpbech.com/wp-content/uploads/amazon-best-selling-book.jpeg)It’s also worth mentioning that a small number of readers—probably less than one percent—hesitate to use Amazon or Kindle simply because they don’t like Jeff Bezos. I understand that sentiment. To be honest, I’m not particularly fond of him either.

But there’s a distinction worth making.

Whatever one may think about the person, Amazon has built a platform that is remarkably effective—especially for independent authors and smaller publishers. It offers global reach, simple logistics, and direct access to readers in a way that was almost impossible just a couple of decades ago.

So while I may not be a fan of the individual, I do appreciate the platform. And as an author trying to connect stories with readers, that platform is hard to ignore.

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** Amazon, fixion_en, The Henrik Bertelsen Saga

---

### [Chernobyl – When Technology and Judgment Failed](https://hpbech.com/chernobyl-when-technology-and-judgment-failed/)

**Published:** April 26, 2026
**Author:** Hans Peter Bech

**Content:**



---

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-300x400.jpg)](https://vimeo.com/1152831197?fl=pl&fe=sh)[Pripyat historic sign, abandoned city after nuclear disaster in Chernobyl, Ukraine](https://vimeo.com/1152831197?fl=pl&fe=sh)

On April 26, 1986, Reactor 4 at the Chernobyl nuclear power plant in the former Soviet Union exploded. The incident was not only a tragedy for thousands of people, but also a global warning of what can happen when technological ambitions are handled by a political system that is immune to criticism and not monitored by a free and critical press.

Chernobyl remains one of the worst man-made disasters in history. It was the result of a series of technical errors, managerial failures, and a system that suppressed open criticism and accountability.

# Hidden flaws and shortcomings

The Chernobyl power plant, officially known as the V.I. Lenin Nuclear Power Plant, is located less than five kilometers south of the city of Pripyat in the former Soviet Union (now Ukraine) and next to the river of the same name. The city was established to house everyone who worked at the plant and had around 50,000 inhabitants.Construction of the plant began in 1970, and the first reactor went into operation in December 1977. The reactor type, RBMK-1000, was a Soviet design that used graphite as a moderator and water as a coolant. The design, which was highly efficient, had several inherent safety problems, including a tendency to become unstable at low power. In addition, the Soviet Union had chosen to dispense with complete shielding, which was otherwise common in Western plants.

At the time of the disaster, four reactors were in operation and two more were under construction. Chernobyl was part of the Soviet Union’s major commitment to nuclear energy, which was intended to ensure industrialization and energy independence. At the recently concluded party congress, the green light had even been given for the construction of a sister plant on the other side of the river, also with six reactors.In April 1986, it was decided to carry out a safety test on Reactor 4. The test was designed to simulate a power outage to ensure that the turbines’ inertia could supply enough electricity to the cooling pumps until the emergency generators could start. The V.I. Lenin nuclear power plant was known for having relatively few faults and for producing above budget. This ensured attractive bonuses and recognition for the plant’s management.

# The night when everything went wrong

[![](https://hpbech.com/wp-content/uploads/Chernobyl-town-S-600x400.jpg)](https://vimeo.com/1152831197?fl=pl&fe=sh)Chernobyl nuclear reactor and Pripyat ghost town. Photo: Andrew Kravchenko

On the afternoon of April 25, 1986, preparations for the test began. The reactor power was reduced, but due to unexpected problems and a shift change, the test was delayed. This led to the reactor running at very low power in an unstable state for several hours. To keep the reactor going, several automatic safety systems were turned off or bypassed—a practice that violated safety protocols.

At around 1:23 a.m. local time on April 26, the test began. The operators shut off steam to the turbines, which reduced the cooling water flow. At the same time, due to the special characteristics of the reactor at low power and the low cooling water flow, large amounts of steam began to form in the reactor core. This led to a dramatic increase in the reactor’s energy output.A desperate attempt to insert all the control rods—designed to shut down the reactor—ironically resulted in a further increase in reactor power due to a design flaw in the tips of the rod tips. Seconds later, a huge steam explosion blew off the reactor’s 1,000-tonne lid. A subsequent graphite fire sent radioactive particles high into the atmosphere.

No one at the plant had the foresight to imagine that the explosion had occurred in the reactor itself and called the fire department, which, without protection or knowledge of the nature of the accident, began its work. Reports to the authorities in Kiev and Moscow did not mention a meltdown of the reactor core. It therefore took a long time before anyone reluctantly acknowledged that the disaster was far more extensive than initially assumed.

# The human cost

The evacuation of Pripyat began almost two days after the explosion. Residents were told to leave their homes for “a few days” – a message that quickly proved to be tragically misleading. None returned. In the weeks that followed, tens of thousands more were evacuated from the wider area.The first victims were firefighters and plant workers who, without adequate protection, attempted to fight the fires and rescue their colleagues. Many of them received lethal doses of radiation in a matter of minutes and died in terrible agony. The so-called “liquidators” who were sent in to contain the disaster were hailed as heroes, but often without full knowledge of the risks they were running.

The health effects of Chernobyl are still noticeable. In Ukraine, Belarus, and Russia in particular, there has been an increase in thyroid cancer among children and young people. Long-term consequences, such as genetic damage and psychological trauma, may be more difficult to quantify, but they undeniably exist.

# Political aftermath

Chernobyl became a symbol of the systemic weaknesses of the Soviet Union. The disaster highlighted how secrecy, bureaucracy, and technological hubris could lead to national and global tragedies. Many see Chernobyl as a catalyst for “glasnost” – Mikhail Gorbachev’s policy of greater openness – and as a hidden contributing factor to the Soviet Union’s final dissolution in 1991.

In addition, Chernobyl changed the global debate on nuclear power. While some countries maintained their commitment to nuclear energy, others, especially in Western Europe, chose to slow down or halt the expansion of nuclear power plants. The disaster was a turning point for international cooperation on nuclear safety and for regulations that today require far greater transparency, redundancy, and accountability.

# What can we learn

![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)Chernobyl is more than a technological disaster; it is a moral lesson. The potential of technology must always be accompanied by humility and respect for the realities of risk. When complex systems such as nuclear power plants are managed without a culture of transparency, criticism, and accountability, they become potential instruments of destruction.

The disaster also reminds us that real safety standards are not just a matter of technology, but depend just as much on political and organisational culture. When information sharing is suppressed, when mistakes are hidden, and when decision-makers ignore warnings from technical experts, the groundwork is laid for accidents of Chernobyl’s magnitude.

Today, almost 40 years later, we should still regard Chernobyl as a warning. Not only in relation to nuclear energy, but in relation to all technological systems where the consequences of mistakes can be fatal and global. The specter of Chernobyl reminds us that responsibility, openness, and the courage to tell the truth must be the foundation of all technological development.

Because when humanity fails in these areas, it is not just machines that break down. It is civilization itself that fails and is threatened.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [When Small Compromises Become Catastrophes](https://hpbech.com/when-small-compromises-become-catastrophes/)

**Published:** April 28, 2026
**Author:** Hans Peter Bech

**Content:**


[![](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Igor.png)

---

Most corruption does not begin with a suitcase full of cash.

It begins much earlier, in the quiet moment when someone tells himself that this one exception is harmless. A favour. A shortcut. A pragmatic adjustment to local conditions. A gesture everyone else seems to accept. One small compromise, apparently too modest to matter.

That is what makes corruption so dangerous. It rarely announces itself as a moral collapse. It arrives disguised as realism.

# The First Compromise Always Looks Reasonable

In [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/), Henrik Bertelsen is sent to Moscow during the final years of the Cold War to help secure a major technology contract for his struggling American employer. On paper, the mission looks legitimate, even visionary: American supercomputers may help modernise the Soviet energy sector, generate foreign currency, and support a political opening between East and West. The language surrounding the project is polished and optimistic. There is talk of glasnost, cooperation, trade, efficiency, and mutual benefit.

[![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-1-280x280.png)](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4-1.png)But very quickly, Henrik discovers that beneath the official language lies another system entirely: hidden agendas, bureaucratic rivalries, intelligence operations, personal enrichment, institutional fear, and corruption. The book’s own summary describes it as a story in which “minor compromises can escalate into great betrayals”. That is the moral centre of the novel.

Henrik does not begin as a corrupt man. He is ambitious, curious, intelligent, and attracted by adventure. He is also well paid and tempted by the prospect of success. He wants to do the right thing, or at least to remain close enough to the right thing that he can still recognise himself. Yet the circumstances around him constantly test the boundary between acceptable pragmatism and moral surrender.

That boundary is a dangerous place.

When Henrik arrives in Moscow, he is immediately surrounded by ambiguity. He is upgraded at the hotel. He is offered informal help. He meets people who may be sincere, compromised, desperate, or dangerous. He is warned that he will be seen as a source of dollars. Even a small tip, a helpful intermediary, a discreet exchange of favours, or an apparently harmless local arrangement may have consequences he cannot foresee.

# How Values Become Obstacles

[![](https://hpbech.com/wp-content/uploads/Henrik-og-Alexander-paa-restaurant-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Alexander-paa-restaurant.png)The first compromise often feels reasonable because it is small. No one is hurt. Nothing decisive has happened. The paperwork can be fixed later. Everyone knows how the system works. Besides, refusing to participate may mean losing the deal to competitors who are less fastidious. In Henrik’s world, that argument is never theoretical. Other suppliers may find ways to finance study trips, cultivate officials, or “grease” the process. If he refuses, his company may lose. If his company loses, jobs may disappear. If jobs disappear, people suffer. That is how moral compromise begins to sound like responsibility.

But this logic is precisely how corruption grows. It turns values into obstacles and rules into inconveniences. It rewards those who bend first and punishes those who hesitate. Once that happens, the free market cannot correct the problem, because the market itself has been poisoned.

A free market works only when participants operate under rules that are transparent, enforceable, and broadly respected. It assumes that buyers can compare alternatives, that sellers compete on value, that contracts mean what they say, and that illegal advantages are punished. Remove those conditions, and the market no longer rewards the best product, the best price, or the most useful innovation. It rewards access, manipulation, secrecy, intimidation, and bribery.

That is why leaving corruption to the free market will never work.

The market has no conscience of its own. It has incentives. If corruption helps a company win a contract, increase revenue, protect market share, or satisfy shareholders, then someone will eventually present corruption as a cost of doing business. If enforcement is weak, that cost becomes rational. If competitors are assumed to be cheating, cheating becomes defensive. If local partners can do what the company itself is forbidden to do, outsourcing becomes a moral laundering machine. Everyone can claim clean hands while the system grows dirtier.

# The Language of Moral Evasion

[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)In *The Dollar Compass*, Henrik understands this risk. He knows that direct involvement in bribery could expose him and Control Data to serious legal consequences under the Foreign Corrupt Practices Act. Yet he also knows that without a way to navigate the Soviet system, he may lose everything. The temptation is to separate himself from the dirty work: let local partners handle the “practicalities,” pay them for support, and avoid asking too many questions.

That is one of the most recognisable patterns in real-world corruption. The decision-maker does not say, “I approve bribery.” He says, “I need local expertise.” He does not say, “We are buying influence.” He says, “We need access.” He does not say, “We are compromising our values.” He says, “We must respect local customs.”

Language becomes the first hiding place.

From there, the slide can be rapid. Once the first exception has been accepted, the second becomes easier. Once the second is accepted, the third no longer feels like a decision. People adapt. Procedures are adjusted. Warning signs become background noise. The organisation develops a vocabulary that makes wrongdoing sound professional.

And then comes the disaster.

# When Corruption Becomes Catastrophe

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-600x800.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)Pripyat historic sign, abandoned city after nuclear disaster in Chernobyl, Ukraine

The novel’s dramatic climax is tied to Chernobyl, where Henrik witnesses the consequences of a system shaped by secrecy, fear, abuse of power, corruption, and lack of transparency. The point is not simply that bribery is immoral. The point is that corruption destroys feedback. It prevents bad news from travelling upward. It punishes honesty. It rewards obedience. It hides technical failure until failure becomes a catastrophe.

When people cannot speak freely, risks are concealed. When managers are protected by hierarchy, mistakes are buried. When institutions serve themselves rather than the public, safety becomes secondary. When everyone is afraid to take responsibility, no one acts in time.

That is why corruption is never merely a private transaction between two dishonest parties. It spreads costs outward. A bribe paid in one office may distort a procurement decision. A distorted procurement decision may result in the installation of inferior equipment. Inferior equipment may fail. A failure may harm workers, families, communities, neighbouring countries, or future generations. By the time the consequences become visible, the people who made the first small compromise may be far away.

This is also why the argument that “the market will sort it out” is dangerously naive. Markets punish failure only after failure becomes visible. Corruption is designed to prevent visibility. It hides information. It creates false records. It intimidates whistleblowers. It rewards insiders. It shifts losses onto those who were never part of the transaction.

# Why Strong Oversight Is Not Optional

Strong regulation and oversight are not obstacles to honest business. They are the conditions that make honest business possible.

Regulation sets the boundaries. Oversight tests whether those boundaries are respected. Transparency allows citizens, competitors, journalists, auditors, courts, and regulators to see what is happening. Enforcement ensures that violating the rules carries consequences greater than the benefits of cheating.

Without those elements, ethical companies are placed at a disadvantage. The honest bidder loses to the corrupt bidder. The careful engineer loses to the politically connected supplier. The public interest loses to private enrichment. Eventually, trust collapses, and with it the legitimacy of the system itself.

The lesson of *The Dollar Compass* is therefore not that individuals are weak, although they often are. Nor is it that business is inherently immoral, because it is not. The deeper lesson is that values need structures. Personal integrity matters, but it is not enough when incentives, secrecy, and pressure all point in the wrong direction.

# A Compass Pointing in the Wrong Direction

[![](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options.png)Henrik’s predicament is compelling because he is not a villain. He is a man trying to navigate a world where every route seems compromised. He wants success, but he also wants to remain decent. He wants to protect his company, but he also wants to protect himself. He wants to believe that small deviations can be controlled.

That is the illusion.

A compass that points toward money will eventually lead people away from their values. At first, only slightly. Then further. So far, they can no longer find the road back.

The answer is not to hope that every individual will resist every temptation. Some will. Many will not. The answer is to build systems where the temptation is reduced, the risks are visible, the rules are enforced, and those who speak up are protected.

Because corruption does not begin with disaster.

It begins with permission.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Book reviews, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Did the West Misread Gorbachev?](https://hpbech.com/did-the-west-misread-gorbachev/)

**Published:** May 5, 2026
**Author:** Hans Peter Bech

**Content:**


[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)

---

When Mikhail Gorbachev came to power in 1985, the West faced a strategic puzzle it had not encountered before: a Soviet leader who did not merely speak politely about coexistence, but also about genuine renewal. His ideas of glasnost and perestroika suggested that the Soviet Union might be willing to reform itself, reduce its global ambitions and aggression, and open parts of its economy to Western technology and capital.

But the uncertainty was never simply whether Gorbachev was sincere. The more difficult question was whether the West understood what his project required — and whether it actually wanted him to succeed.

[*The Dollar Compass*](https://www.amazon.com/Dollar-Compass-Supercomputers-Deception-Bertelsen/dp/8793116845/) captures this dilemma through the fictional Glasnost Project, in which Henrik Bertelsen is sent to Moscow to sell American supercomputers to the Soviet energy and raw-materials sector. The premise is commercially attractive but politically explosive: the Soviet Union needs Western technology; American companies need new markets; Western governments want influence while fearing that they might strengthen the adversary they had spent 40 years trying to contain. In the novel, the project rests on the assumption that Soviet exports of energy and raw materials can be increased with the help of Western computers and expertise, thereby generating the foreign currency needed to repay the American-guaranteed loans.

That assumption was not plucked out of thin air. The Soviet Union had enormous natural resources, a highly educated population, and a military-industrial complex capable of delivering impressive technological achievements. Yet by the mid-1980s, the civilian economy was stagnant, technologically backward, and structurally incapable of converting knowledge into productivity and prosperity.

# How Much Did the West Really Know?

[![](https://hpbech.com/wp-content/uploads/Cherneko-Funeral-378x400.jpg)](https://hpbech.com/wp-content/uploads/Cherneko-Funeral.jpg)Gorbachev looks towards the camera. Chernenko’s funeral. Photo: Boris Yurchenko/AP

Intelligence services, diplomats, economists, and businesspeople observed the shortages of goods, industrial inefficiency, technological lag, and the enormous burden of military expenditure. In [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/), Henrik’s friend Jesper delivers a blunt assessment: the Soviet economy is “worn thin,” growth has stalled, military spending is far too high, and the system cannot continue in this way. This reflects a view shared by many Western analysts.

But there was a difference between analysing one’s way to the conclusion that the economy was weak and understanding that the state itself might be structurally doomed to collapse if subjected to fundamental reform.

Gorbachev recognised the need for reforms, but he did not know precisely what they required, nor could he grasp their full consequences. But he did not set out to dissolve the Soviet Union. He wanted to save socialism, not dismantle it. The purpose of glasnost and perestroika was to restructure the Soviet system and make it more efficient, not to replace it with liberal capitalism.

That distinction is crucial. Gorbachev saw that the system needed openness, technology, a lighter military burden, and better relations with the West. But he underestimated how deeply autocratic hierarchy, secrecy, corruption, and central planning were woven into the state he was trying to modernise.

# Support, Suspicion and the Wolf in Sheep’s Clothing

Western leaders faced the same challenge. Reagan and, later, Bush were not indifferent to whether Gorbachev succeeded. They did not want regime change followed by chaos in a nuclear-armed superpower. They did not want hardliners to overthrow Gorbachev. They did not want a new arms race or a return to Stalinist confrontation.

[![](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-280x280.png)](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR.png)But neither did they want to help Gorbachev turn the Soviet Union into a technologically stronger version of itself. That was the problem of the “wolf in sheep’s clothing.” A revitalised USSR might become more peaceful — or a richer, more efficient authoritarian empire.

The fear was especially strong when it came to advanced technology. In the novel, American politicians are willing to consider easing export restrictions, but only for civilian sectors and only under strict controls. The CIA’s concern is obvious: computers sent to the Soviet Union to improve oil, gas, or mining operations could also strengthen military planning, weapons development, or intelligence capabilities.

A Soviet scientist in the novel says directly that the CIA will never approve a large-scale transfer of technology because, historically, the military has always secured first priority. Any major technology transfer will therefore strengthen the war machine. That is the central dilemma of détente through trade and technology: what helps a society may also help its machinery of repression.

# Capital, Expertise and the Limits of Soviet Reform

The West also recognised that a revitalisation of the Soviet Union would require outside capital and expertise. The question was whether the Soviet system could absorb either of these for peaceful purposes.

Western capital requires contracts, enforceable property rights, reliable accounting, convertible currency, and institutions capable of distinguishing between public utility and private enrichment. The Soviet Union had ministerial façades, impressive plans, informal networks, nepotism, secrecy, corruption, and major political risk.

For Base Gain shows again and again how even a seemingly technical sale becomes entangled in bribery, surveillance, blackmail, and bureaucratic power struggles. The book’s summary describes the Soviet project as a billion-dollar opportunity surrounded by “hidden agendas, ruthless rivalries, bribery, and moral deceit.”

This is where Western caution was both understandable and insufficient. It was understandable because no democratic government could simply pour capital and high technology into a hostile nuclear power without security guarantees. It was insufficient because the alternative — partial engagement, half-open doors, commercial opportunism, and strategic hesitation — neither gave Gorbachev the help he needed on a sufficient scale nor provided the institutional framework required for the reforms to succeed.

# Chernobyl and the Collapse of Trust

[![](https://hpbech.com/wp-content/uploads/Chernobyl-S-280x280.jpg)](https://hpbech.com/wp-content/uploads/Chernobyl-S.jpg)Pripyat historic sign, abandoned city after nuclear disaster in Chernobyl, Ukraine

The Chernobyl disaster made the contradiction impossible to hide. [The accident in April 1986](https://hpbech.com/chernobyl-when-technology-and-judgment-failed/) exposed not only technical failure, but also systemic incompetence: secrecy, evasion of responsibility, bureaucratic paralysis, and contempt for the public’s legitimate need to know the truth.

In that sense, Chernobyl did two things at once. The disaster strengthened Gorbachev’s argument for openness, because Soviet culture had now proved to be lethal. But it also weakened the credibility of the state he was trying to save. If the system could not tell the truth about a burning reactor, why should anyone believe that it could reform itself through vague political slogans and administrative decrees?

The disaster revealed that the Soviet Union’s dysfunction was not merely economic. It was moral and institutional.

# Could the West Have Foreseen What Came Next?

Should Western leaders and their foreign policy analysis apparatus have foreseen that the collapse of the Soviet Union could lead to something worse?

Only partly. They should have understood that the collapse of an empire with nuclear weapons, wounded pride, weak institutions, and enormous security services could create a long-term danger. Some did understand this. But no one acted on it.

But predicting the precise emergence of Putin’s Russia — revanchist, hybrid, cyber-capable, nuclear-threatening, and willing to wage major war in Europe — required more than ordinary foresight.

[![Collage showing Earth from space, two vintage TV screens with politicians, a hazy cityscape with a church spire, and red Soviet flags in front of poles.](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev.png)The lesson is not that the West should simply have saved the Soviet Union. That was neither morally defensible — its people had not chosen communism — nor practically simple. The lesson is that support for reform in a hostile system requires more than trade agreements and optimistic summits. It requires institutional imagination: safeguards against corruption, support for civil society, realistic plans for economic transition, security guarantees, and a clear understanding that humiliation and collapse can be just as dangerous as confrontation.

Gorbachev tried to renew a system whose expiry date may already have passed. The West tried to encourage him without strengthening the Soviet machine too much. Both sides understood parts of the truth. Neither fully grasped the consequences.

Out of this failure came neither the revitalised Soviet Union Gorbachev had imagined, nor the stable democratic Russia many in the West had hoped for, but a wounded successor state, still armed to the teeth. It was not inevitable, and it was a risk that should have received far greater attention than it did.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Book reviews, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [The KGB’s Methods: Blackmail, Sex, Money and Future Leverage](https://hpbech.com/the-kgbs-methods-blackmail-sex-money-and-future-leverage/)

**Published:** May 12, 2026
**Author:** Hans Peter Bech

**Content:**



[![Man in a suit sits at a dark wooden desk counting cash, in a retro hotel-like lobby; a receptionist looms in the background and a man passes in a doorway.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1.png)

---

The most dangerous trap in[ *The*](https://hpbech.com/books/the-dollar-compass/) *Dollar Compass* is not physical violence in some filthy basement, a pistol pressed to the temple, or a dramatic demand to hand over state secrets. It is far softer: a favour for a friend, a business trip, a ridiculous rule broken because it seems harmless, a little money under the table, or a personal weakness spotted before the victim has even recognised it himself.

The novel’s psychological point is that intelligence services do not only recruit spies. They recruit possibilities. They look for people who may one day become useful, and patiently collect the small transgressions that can later be turned into pressure.

The protagonist, Henrik Bertelsen, is not valuable because he knows military secrets; he does not. He is valuable because he is ambitious, well travelled, trusted by the Americans, of interest to Soviet officials, and positioned at the intersection of technology, money and Cold War politics.

In the autumn of 1985, he arrived in Moscow as a salesman, not as an agent. That distinction matters to him, but less so to everyone else. He represents the American computer company Control Data in a potential billion-dollar opening created by glasnost. The Soviet Union needs Western computing power, especially for energy, raw materials and scientific calculations. The opening reveals an enormous market potential with no local competition.

The novel describes how Henrik is welcomed with open arms into a world shaped by real needs and legitimate considerations, but also by hidden agendas, fierce rivalry, bribery and moral deception. This is precisely the terrain in which the KGB’s soft traps work best.

## Surveillance as Psychological Mapping

[![Man in a suit stands in a cluttered 1960s hotel room, looking off to the side amid maps, money, and a rotary phone.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2.png)The first lesson Henrik learns is that the Soviet system observes before it strikes. His hotel room is discreetly searched. His movements are monitored. He is warned that hotel staff, officials and helpful strangers are not necessarily what they appear to be.

The aim is not to throw him into jail immediately. The aim is to map him. What does he have with him? Whom does he meet? Which rules is he willing to bend? What kind of flattery works on him? When does curiosity overcome caution?

Surveillance becomes psychological research.

That is why Alexander, the English-speaking academic whom Henrik meets during his first stay in Moscow, is so ambiguous. He may be a valuable cultural guide, a young Soviet citizen hungry for Western music, a harmless opportunist in search of dollars — or part of a routine test.

His request for jeans and cassette tapes seems innocent. In the West, music is a pleasure. In the Soviet context of the novel, Western music is also currency, status, defiance and contraband.

Henrik senses the risk, yet still offers to bring cassette tapes. He does so because he finds the rule absurd. Why should a cassette tape with the Rolling Stones, David Bowie or the Eagles be treated as politically dangerous propaganda? The misunderstanding stems from naive, culturally conditioned arrogance. He assumes that because the rule is ridiculous, the consequences must also be minor.

## The Small Illegality

[![Man in a suit and a woman in uniform lean over a hotel reception desk, examining items from an open suitcase amid warm, dim lighting.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-3-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-3.png)That is one of the KGB’s strengths. Potential informants such as Henrik do not need to commit a serious crime by Western standards. They merely need to be lured into breaking an insignificant rule that can later be reinterpreted and inflated.

Henrik has been warned, but at first, he does not fully understand the mechanism. He believes in proportionality. The Soviet system does not practise it.

A trivial offence can become evidence of serious matters: smuggling, ideological contamination, illegal trade or contact with suspicious citizens. Once recorded, it can be stored. It does not have to be used today. It can be brought out later, polished and placed on the table when Henrik has become more valuable and has more at stake.

Sex works in the same way. In the book, a receptionist at the Moscow hotel tells Henrik that she is a lesbian and wants him to help her flee abroad to seek asylum. The appeal is carefully designed. It touches his sympathy, his liberal values, his distaste for Soviet oppression and his need to see himself as a decent man.

At first, the trap is not crude blackmail. It is moral seduction. He is tempted to see himself as the decent man helping a persecuted person escape an evil and inhuman system.

Only later does it emerge that the receptionist may be working for the KGB and is involved in a conspiracy that requires money if Henrik is to secure his share of the orders. She can threaten to expose him because he has already crossed a line in his attempt to help her.

That is the strength of the soft trap. It allows the victim to compromise himself in a way that still feels consistent with his self-image. Henrik does not see himself as corrupt when he helps another human being. He does not see himself as reckless for bringing music to an acquaintance. He does not see himself as corrupted when he discusses payments through intermediaries.

At every step, he has an explanation. The rules are stupid. The cause is humane. The system requires lubrication. The competitors are probably doing the same — or worse. The prize is enormous, and that is simply how the system works.

## Money, Ambition and the Corruption Scheme

[![](https://hpbech.com/wp-content/uploads/CDC-in-trouble-280x280.png)](https://hpbech.com/wp-content/uploads/CDC-in-trouble.png)Money is the greatest soft trap because it works under all conditions. Henrik’s employer is in crisis. Control Data has lost technological ground, faces a changing market, and sees the Soviet project as a possible rescue. Henrik himself is well paid and ambitious, but also restless. The Soviet opportunity offers challenge, learning, adventure, status and perhaps redemption.

The potential orders run into hundreds of millions, perhaps even billions. In that atmosphere, corruption can be rebranded as pragmatism.

***Why does Henrik go along with the corruption scheme involving people he knows work for the KGB?***

Because he is led to realise that this is how the system works, and that the prize is gigantic.

The Soviet procurement process is not a transparent market transaction. Ministries, senior bureaucrats, security services and political factions all have interests in the flow of money — interests they will pursue by any means available. The system rewards results and turns a blind eye to methods.

If Henrik refuses to play by the real, unwritten rules, he risks losing the project to more flexible competitors. If he participates directly, he risks violating the American Foreign Corrupt Practices Act, destroying his career and perhaps ending up in prison.

His solution is the classic moral compromise. He formally keeps his own hands clean while Soviet partners handle the practicalities.

Henrik knows perfectly well that corruption is both wrong and dangerous. He understands that anti-corruption rules exist for a reason. But he convinces himself that the Soviet side can handle the dirty work, and that his own role is merely commercial.

Here, the novel shows how good people make wrong choices without ever deciding, in one great moment, to become bad. They narrow the frame in small steps. They do not ask: “Is this right?” They ask: “Can it be arranged safely?”

The ethical question becomes a logistical matter.

## Why Henrik Is Not More Compromised

***[![Man in a tan trench coat and blue tie on a busy city street, looking worried as traffic passes in the background.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-4-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-4.png)Why, then, is Henrik not more compromised than he is?***

First, because he has been warned.

The Americans, his CIA contacts and his friend Jesper tell him what to expect: money, sex, blackmail, staged favours, surveillance and attempts to create dependency. He does not always follow their advice, but the warnings give him a map. He moves into the danger zones, but not entirely blind.

Second, Henrik has stabilising anchors outside the game. His wife Sammy, the children, the co-housing community and even the rock band keep him attached to an identity that cannot be reduced to the Soviet project. He wants success, money and adventure, but he also wants to go home. That matters.

A person does not become compromised merely by doing something that cannot bear the light of day. It happens in earnest when illegalities begin to feel unavoidable — or even defensible. One can persuade oneself that this is how the world works. The strong win; rules are for the naive, and the end justifies the means. In people with psychopathic traits, this can go even further because they do not feel the same empathy for those who ultimately pay the price.

Henrik never goes that far. He bends the rules and tries to justify his compromises, but he does not lose touch with his own morality, his family, or his ordinary life.

Third, Henrik is not exposed because he is more useful functioning than destroyed. The KGB does not necessarily need to ruin him. A frightened, expelled or broken Henrik would be worth less than a cautious but still effective Henrik who can open doors, move money, influence proposals and carry information between systems.

The pressure on him is therefore carefully calibrated. He is squeezed, but not crushed.

## The Trap That Makes the Next One Easier

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options.png)The psychological strength of [*The Dollar Compass*](https://www.amazon.com/Dollar-Compass-Supercomputers-Deception-Bertelsen/dp/8793116845/) lies in this calibration. The KGB’s soft traps are not primarily about ideology. They are about what people are willing to do and expose themselves to when raw power is allowed to operate freely.

A cassette tape, a dinner, a helping hand, a consultancy fee, a promise of access, a sexual secret, an innocent favour — each individual act is small enough to be explained away, but large enough to be remembered and inflated.

Henrik gets out of the predicament he has entangled himself in. Not because of his own judgement, but because external events move the pieces at a point when the game could have ended far worse. He is not exposed, expelled or destroyed. His career continues. His name does not linger in a personnel file, a newspaper article or a diplomatic scandal.

But that does not mean he gets away with it for free.

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-1-e1773649085110-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4-1-e1773649085110.png)That is the novel’s darker point: the trap does not work only on people with bad morals or cynical intentions. It also works on people who consider themselves decent — and who, under normal circumstances, would deny that they could ever be lured into such things.

That is precisely why it is so dangerous. It does not begin with a great moral collapse, but with a series of small exceptions, each of which seems insignificant. One does it because the rules seem unreasonable, the system is already rotten, others are doing the same, or the prize seems too important to lose.

The stain is not on his CV. It is in the look he meets in the mirror when he brushes his teeth in the morning. In the brief delay before he can convince himself that he did what the situation required. In the recognition that he was not merely pressured by a brutal system, but also stepped over the line himself because the prize was great, the rules seemed unreasonable, and the compromises could be explained one at a time. It is in the small rewriting of reality that he has to perform when telling friends and acquaintances about his experiences.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Book reviews, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Novels Are Sold on the Author’s Name](https://hpbech.com/novels-are-sold-on-the-authors-name/)

**Published:** May 21, 2026
**Author:** Hans Peter Bech

**Content:**



---

## *While business books sell on the title*

[![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page-267x400.png)

---

When I published [*Building Successful Partner Channels (in the software industry)*](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160), I experienced how strongly a precise subject can carry a book. The title told the reader what problem the book addressed. The target audience could recognise itself in the six significant words.

Software companies that sell through resellers often struggle with the same basic question: how do you get partners to build sales processes that generate predictable and growing revenue? For a company whose growth depends on indirect sales, that is not an academic challenge. [It is an existential issue](https://hpbech.com/how-the-value-of-a-reseller-channel-can-be-counted-in-billions/).

At the time the book was published, no other books addressed this subject in the software industry. The market was large, the need was clear, and the competition was limited. The title functioned almost as a sales advertisement in itself. It did not promise entertainment, atmosphere or literary quality. It promised help with a specific problem.

My own [background](https://www.linkedin.com/in/hanspeterbech/) also helped. I could document many years of experience in the field, and that made the buying decision easier. A non-fiction buyer typically asks, “Do I experience this problem?” “Does the book look as if it will give me a usable answer?” “Does the author know the field?” “Is the price reasonable?”

If the answers are yes, the path to purchase is relatively short.

The book quickly became an [international bestseller](https://hpbech.com/my-recipe-for-making-international-bestsellers/).

# An almost absurd upside

[![](https://hpbech.com/wp-content/uploads/Bag_of_Money-280x280.png)](https://hpbech.com/wp-content/uploads/Bag_of_Money-280x280.png)The price helped. An e-book at 10 dollars and a printed edition at just under 20 dollars was a low-risk purchase for a professional audience. But the relationship between price and possible upside was almost absurd.

If a company could increase its revenue by using inspiration from the book, its value might rise by millions, perhaps even billions. Seen in that light, the 10–20 dollars were not an expense, but an extremely cheap option for a huge gain.

That is often how business books work. They sell on the title’s promise, the subject, the relevance and the author’s credibility. The reader is not looking for entertainment. She is looking for knowledge, overview, methods, explanations or inspiration that can help her solve a problem. That is why an unknown author can succeed if the book meets a recognised need in an identifiable market.

# The novel plays by different rules

[![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1-267x400.png)](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1-267x400.png)When I later published the novel [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY), the difference became clear. A novel does not solve a specific business problem. It does not promise the reader a method, a checklist or a direct financial gain. Instead, it asks for something far more costly: the reader’s private time, attention and emotional investment.

That is why a novel is sold, to a considerable extent, on the author’s name. Not only because well-known authors receive more attention, but also because the name reduces the reader’s risk. When you buy a novel by John Grisham, Elena Ferrante, J.K. Rowling or Haruki Murakami, you are not merely buying a story. You are buying a justified expectation. You have a fair idea of the kind of experience you are entering into. Furthermore, you may have read the author before, heard others mention the name, or seen reviews, interviews, adaptations and recommendations.

The unknown novelist has none of this capital. The name on the cover means nothing to the reader. The title may arouse curiosity, but it can rarely create trust on its own. The cover may be professional, the blurb well written, and the subject interesting, but the reader is still left with the question: why should I spend ten, fifteen or twenty hours on precisely this book?

That question is much harder to answer for a novel than for a non-fiction book. The non-fiction book can say: here is the problem, here are the solutions, here is my experience, here is the price. Buy it.

That is not how selling fiction works.

# Trust is the novel’s currency

For an unknown novelist, awareness and trust are the real currency. They have to be built before the book can sell in any significant volume, and they are built slowly. [Reviews](https://hpbech.com/what-readers-are-saying-about-tumult-in-mecca/) help. Reader endorsements help. Interviews, talks, articles, podcasts and mentions help. But none of it works instantly in the way a sharp non-fiction title can work when it hits a pressing problem.

[![](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)](https://hpbech.com/wp-content/uploads/step_1-no-text-300x269-1.png)There is also a difference in the nature of the target audience. For *Building Successful Partner Channels*, the audience was relatively easy to identify. Channel managers, sales directors, consultants and investors in software companies all had an interest in the subject. I could find them on [LinkedIn](https://hpbech.com/how-linkedin-made-me-a-bestselling-author/), in industry forums, at conferences and in professional networks. They were already using a language that matched the book’s concepts.

Readers of novels are harder to pin down. Even if a novel is set in a particular environment or deals with particular themes, the target audience is not necessarily everyone interested in those themes. A novel about Mecca, business, culture, religion, geopolitical conflicts and personal dilemmas does not automatically appeal to everyone who reads about the Middle East, Islam, politics or international affairs. Some readers seek suspense. Others seek literary immersion. Some want historical authenticity. Others are primarily looking for language, characters or psychological complexity.

Although the market for novels is vast, it is also fragmented. That is an advantage, because readers always exist somewhere. But it is also a disadvantage, because it is difficult to make them aware that the book exists.

# The reader’s time is the largest barrier

[![](https://hpbech.com/wp-content/uploads/Female_Reading_a_book-280x280.png)](https://hpbech.com/wp-content/uploads/Female_Reading_a_book.png)Then there is the competition. A colossal number of novels are published every day, not least in English. And a new novel is not competing only with other new novels. It competes with classics, bestsellers, streaming services, social media, podcasts, newsletters, computer games and work. The reader’s time is limited. The price of the book is rarely the largest barrier. Time is.

That means discounts and a low price do not necessarily have much effect on their own. A professional reader may buy a non-fiction book because it promises a solution that can quickly be converted into value. A reader of fiction does not choose solely on price. A free or cheap novel still requires many hours of reading. If the reader does not already believe in the experience, even zero pounds is a high price.

This is one of the most underestimated challenges in marketing fiction. I am not selling paper or a digital file. I am selling a future experience that the buyer cannot properly judge until the time investment has already been made.

That is why social proof becomes decisive. An unknown novel needs signals from the outside: reviews on Amazon and Goodreads, quotes from credible readers, mentions in relevant media, recommendations from book bloggers, bookstagrammers, reading groups and literary networks. Not because each of these channels produces large sales figures on its own, but because together they build the credibility that the author’s name does not yet have.

# From a problem market to a trust market

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-2-705x400.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-2-705x400.png)The unknown novelist must therefore accept that marketing does not begin at publication. [It begins much earlier](https://hpbech.com/the-magnet-that-attracts-readers-and-reviewers/) because the author and the publisher face two different tasks.

The first task is to raise awareness in the target group. Readers have to know that the book exists, and they have to be given a reason to notice it. A non-fiction book can, in some cases, be launched directly into an existing problem field. Readers look for solutions themselves because they have a concrete problem and because the gain from reading the book may be enormous relative to the price.

The novel works differently. Readers of fiction are less likely to search for problems they want solved, and more likely to search for books that other people are already reading: the bestselling, the most discussed or the most recommended. That is why a novel often requires the author first to build a relationship with potential readers. This may happen through advertising, essays, articles, newsletters, talks and conversations about the book’s themes or content.

The second task is to motivate a purchase. That is not the same as generating awareness. The fact that a reader has heard of a book does not mean that she is ready to buy it. It is not enough to say, “Here is my novel; buy it.” I must give readers reasons to become interested in the world the novel opens up. I must show why the story concerns them. Likewise, I must create curiosity without reducing the novel to a product promise. And I must do it again and again without wearing out my enthusiasm.

The two tasks are connected, but they are not the same. Unsuccessful in the first, the second rarely succeeds. A reader cannot want to buy a book she does not know exists, or one she has not been given a reason to care about.

---

# Problem markets and trust markets

For me, the contrast between [*Building Successful Partner Channels*](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160) and [*Tumult in Mecca*](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY) became a lesson in the difference between problem markets and trust markets.

The non-fiction book entered a problem market. It had a clear utility value, an identifiable target audience and a title that carried much of the sales work. It cost almost nothing in relation to the value it could potentially create.

The novel entered a trust market. Here, the reader first had to be convinced that the fictional universe of an unknown author was worth entering. A novel sells when the reader feels inclined to take a chance.

This does not mean that unknown novelists cannot break through. They can. But it rarely happens through advertising, price reductions or a single launch alone. It requires a long, persistent effort, a budget and a little luck. First, the slightly more adventurous readers have to be reached. Only later does the mass market follow. It happens through the sustained building of awareness, credibility, reader relationships and word of mouth. It happens when the first readers become engaged enough to carry the book on to the next ones.

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Using AI Tools to Analyse Workshop Discussions, Notes, and Illustrations](https://hpbech.com/using-ai-tools-to-analyse-workshop-discussions-notes-and-illustrations/)

**Published:** July 7, 2026
**Author:** Hans Peter Bech

**Content:**


[![](https://hpbech.com/wp-content/uploads/BSBM_on_table2-S-300x400.png)](https://hpbech.com/wp-content/uploads/BSBM_on_table2-S.png)

---

The use of AI tools to support workshop documentation and analysis is an integrated part of my upcoming book, [*Building Successful Business Models*](https://hpbech.com/biznes/building-successful-business-models/).

The reason is straightforward. Workshops often produce valuable insights, but the outcomes are poorly documented. Important observations, disagreements, priorities, and action points emerge during the discussion, yet much of this is lost when the session ends.

One reason is practical: facilitating presentations and discussions while simultaneously capturing their essence is extremely difficult and, in most cases, unrealistic. Traditional note-taking and final wrap-up discussions therefore tend to be selective, shaped by memory, and influenced by fatigue and time pressure. As a result, important nuance is lost, conclusions become simplified, and some of the most useful insights never make it into the documentation.

This is a serious weakness, especially when workshops **are part of a structured process in which one module builds on the outcome of the previous one**. If the conclusions from one session are incomplete, vague, or inaccurate, the next session starts from a weak foundation. The result is repetition, confusion, and poor follow-through.

AI tools offer a way to strengthen this part of the process. By recording the discussion, transcribing it, combining it with notes and visual material, and processing it systematically, the workshop outcome becomes more complete, more precise, and more reusable. Instead of relying on a rough impression of what was discussed, the team can work from a structured record of what was actually said, written, and illustrated.

The benefit is not only better documentation. This approach also changes the workshop dynamic. It becomes possible to process the material between modules, present a brief summary to participants, and correct errors or omissions while the discussion is still fresh. In this way, the output from each module becomes a reviewed and validated stepping stone for the next one.

The purpose of AI in this context is therefore not to replace facilitation or judgement. It is to improve capture, structure, continuity, and the quality of the documented outcome.

# What Data Must Be Collected

[![](https://hpbech.com/wp-content/uploads/Meeting-280x280.png)](https://hpbech.com/wp-content/uploads/Meeting.png)To make this approach work, the workshop output must be treated as one integrated body of material. The process should not focus only on the spoken discussion. It must also include the written and visual elements produced during the session.

**The first** component is the recorded discussion. This is the raw verbal record of the workshop and forms the basis for transcription. It captures arguments, objections, clarifications, hesitations, and reformulations that would rarely be preserved in ordinary notes.

**The second** component is the written material generated during the session. This may include handwritten notes, typed notes, sticky notes, flip charts, worksheets, shared digital notes, and comments added to templates or canvases. These materials often reflect priorities, categories, or formulations that may not be repeated clearly in speech.

**The third** component is the visual material. This includes whiteboards, diagrams, illustrations, canvases, prioritisation matrices, sketches, marked-up presentations, and any other visual structure used during the session. In many workshops, the visual material carries part of the discussion’s logic. Participants may point to a diagram, move sticky notes, circle a problem, or group ideas spatially without fully expressing these relationships in words. If this material is not preserved, an important part of the workshop’s meaning is lost.

All three components should therefore be regarded as equally important sources. The transcript alone is not enough. A useful workshop summary must be based on the combination of spoken, written, and visual material.

# How the Material Is Captured and Stored

The practical process begins with capture.

[![](https://hpbech.com/wp-content/uploads/AI-toools-for-workshops-S-400x400.png)](https://hpbech.com/wp-content/uploads/AI-toools-for-workshops-S.png)For the spoken discussion, the most critical requirement is reliable audio quality. If the recording is poor, the transcript will be poor, and poor transcripts produce weak summaries. In most **physical workshop** settings, one or two good conference microphones will be sufficient. Place one microphone in the centre of a small table, or two microphones evenly across a longer table so that all participants can be heard clearly without raising their voices. In **virtual workshops**, the meeting platform will usually handle this directly, provided participants use an acceptable microphone and transcription has been enabled in advance.

For written and visual material, capture should happen continuously and systematically. Physical whiteboards, flip charts, sticky-note walls, and sketchboards should be photographed as soon as a module ends, before anything is moved or erased. Digital whiteboards, online canvases, or shared notes should be saved or exported at the same point. If slides or templates are used interactively, the marked-up versions should be preserved, not only the original blank templates.

The captured material should then be stored in a single shared location. This is important. Audio files, transcripts, photographs, whiteboard exports, and notes should not be scattered across separate tools or folders. They should belong to the same workshop record and be organised by module or session. Otherwise, the connection among what was said, written, and illustrated will be quickly lost.

A simple folder structure is usually sufficient. Each module can have its own folder containing the audio or video file, the transcript, photographs of physical material, exports of digital material, and the processed summary. The objective is not technical sophistication. The objective is to preserve the workshop’s logic and make the material easy to review and reuse.

The software requirements are also straightforward. Four capabilities are typically required: a recording and transcription tool, an AI tool to process the captured material, a shared storage location, and a predefined summary structure. The summary structure should normally include at least the following: main statements, conclusions, open questions, need for further information, and action items. If action items are included, they should be stated in a What-Who-When format.

# When the Material Is Processed and Reviewed

[![](https://hpbech.com/wp-content/uploads/Workshop-AI-review-400x400.png)](https://hpbech.com/wp-content/uploads/Workshop-AI-review.png)The timing of the processing is just as important as the capture itself.

The workshop material should be processed **during the breaks between modules**, not left until the end of the day or after the workshop. This applies to all the material: the recorded discussion, the transcript, the written notes, and the visual material. The objective is to make each module conclude with a short, structured summary that can be shown to the participants while the discussion is still fresh.

This means transcription must begin immediately after a module is recorded. At the same time, the facilitator or support person should collect the notes and visual outputs from that module. These materials should then be processed together. The transcript is cleaned, the notes are incorporated, the photographs or digital exports are reviewed, and a short structured summary is produced.

That summary should then be presented to the participants before the module is finally closed or before the next module begins. This makes it possible to correct misunderstandings, recover missing points, refine unclear wording, and confirm that the conclusions reflect what the group actually meant. It also makes the process much more cumulative. Instead of treating the workshop as one long discussion followed by documentation afterwards, each module produces an intermediate result that can be validated immediately and then used as input for the next step.

This process effectively replaces much of the traditional wrap-up session at the end of the workshop day. Instead of relying on memory and fatigue-prone retrospective summaries, the team works with structured outputs produced close to the time the discussion occurred. The end-of-day review may still have a role, but it no longer carries the main burden of reconstructing what was said.

After the workshop day, a second level of review is still needed. The facilitator and project owner should go through the processed summaries more carefully, confirm what was actually agreed, separate conclusions from assumptions, and identify what requires additional information before further decisions can be made. Participants should normally receive the validated summary, not the full transcript. The purpose is to direct attention to the conclusions, unresolved issues, information requirements, and agreed actions that will guide the next stage of the work.

# How AI Changes the Facilitation of the Workshop

[![](https://hpbech.com/wp-content/uploads/AI-workshop-facilitator-400x400.png)](https://hpbech.com/wp-content/uploads/AI-workshop-facilitator.png)Introducing AI into the workshop process changes the facilitator’s role. It does not reduce the need for facilitation. It increases the need for structure, clarity, and discipline.

When a workshop is recorded and processed through AI tools, vague discussions become more costly. The AI will capture everything, **but it cannot create clarity where none existed**. If participants speak in abstractions, jump between topics, or leave assumptions implicit, the transcript and the summary will reflect that confusion.

For that reason, the facilitator must work more actively to ensure that contributions are expressed in clear, concrete terms. Facts, assumptions, and uncertainties should be distinguished explicitly. General statements should be challenged until they are linked to examples or reformulated more precisely. When people refer to a problem, a barrier, a trigger, or a conclusion, the facilitator should ensure the meaning is sufficiently specific to withstand transcription and subsequent processing.

The facilitator must also maintain a tighter real-time structure. Contributions should be tied to the relevant building block, theme, or question. If the discussion drifts across too many themes at once, the captured material becomes harder to process, and the resulting documentation becomes less useful.

This also affects how the workshop is introduced. Participants should be briefly told how the process works: the discussion is recorded, notes and illustrations are captured, the material is processed during breaks, and short summaries will be reviewed during the workshop. But the facilitator should not spend too much time explaining the entire method in advance. For most participants, this approach will be unfamiliar. It is more effective to explain the essentials at the start and then correct participant behaviour as the discussion unfolds.

In practical terms, the facilitator’s responsibility shifts away from traditional minute-taking and towards creating input that can be processed into reliable output. The better the discipline in the room, the more useful the AI-supported documentation becomes.

# From Processed Material to Final Documentation

[![](https://hpbech.com/wp-content/uploads/AI-documentation-process-S-400x400.png)](https://hpbech.com/wp-content/uploads/AI-documentation-process-S.png)The final documentation should be a structured management report that reflects the validated output of the workshop process.

The module summaries produced during the breaks form the first layer of this document. They capture the immediate conclusions and allow participants to validate them while the workshop is still in progress. These intermediate summaries should then be refined after the workshop through manual review by the facilitator and the project owner.

At this stage, the task is to consolidate the module outputs into a coherent whole. Repetitions are removed. Contradictions are clarified. Conclusions are separated from assumptions. Open questions and information gaps are made explicit. Visual outputs are translated into short written statements where necessary. Action items are confirmed and structured.

The resulting final document should normally contain:

- the main findings from each module
- the overall conclusions
- the most important uncertainties
- the information still required
- the agreed action items
- responsibility and timing for those actions

The original transcript, photographs, and other workshop artefacts can be retained as appendices or supporting material. They remain valuable because they provide traceability and additional context, but they should not replace the final structured document.

The purpose of this final documentation is not merely to archive the workshop. It is to create a usable bridge between discussion and action.

# Pros and Cons of the Approach

[![](https://hpbech.com/wp-content/uploads/AI-tools-pro-and-con-400x400.png)](https://hpbech.com/wp-content/uploads/AI-tools-pro-and-con.png)The advantages of using AI tools for workshop documentation are substantial.

First, the documentation becomes richer and more accurate. More of the discussion is preserved, and fewer conclusions are lost to memory or selective note-taking. Second, continuity across modules and across workshop days improves. The group can work from reviewed summaries rather than trying to reconstruct previous discussions. Third, the immediate processing during breaks makes it possible to correct misunderstandings while the discussion is still fresh. Fourth, the resulting documentation is usually more useful for follow-up because conclusions, information gaps, and action items are extracted more systematically.

There are, however, also disadvantages and limitations.

The first is that the process depends on discipline. Poor audio, unclear discussions, weak facilitation, or inconsistent capture of visual material will still produce poor results. The second is that AI-generated summaries can create a false sense of certainty. They may appear polished even when the underlying discussion was ambiguous. This is why manual review remains essential. The third limitation is practical. The process requires preparation, a clear workflow, and at least some support capacity during the breaks. Someone must ensure that material is captured, processed, and returned to the room in time. The fourth concern is organisational: recordings, transcripts, and workshop outputs may contain sensitive information and must therefore be handled in accordance with the company’s policies.

This means that the approach is powerful, but not effortless. It creates better outcomes when the process itself is designed and managed carefully.

# How This Approach Is Likely to Develop

[![](https://hpbech.com/wp-content/uploads/Illustration-for-using-AI-tools-for-workshop-documentation_ver1-1322x800.png)](https://hpbech.com/wp-content/uploads/Illustration-for-using-AI-tools-for-workshop-documentation_ver1.png)This is still an early-stage practice. The tools for recording, transcription, summarisation, and action extraction already exist and are improving quickly. But the method of integrating these capabilities directly into workshop facilitation is still developing.

For now, organisations should expect a learning curve. They will need to experiment with microphone setup, workflow timing, prompt design, review procedures, and the balance between automation and manual validation. Different workshop types may require different levels of structure and different kinds of support between modules.

Over time, this process is likely to become more seamless. Recording, transcription, capture of whiteboards and visuals, generation of structured summaries, extraction of action items, and consolidation into final documentation will probably become more integrated. AI is also likely to improve in combining verbal and visual inputs, distinguishing between conclusions and assumptions, and identifying inconsistencies across multiple workshop sessions.

But even as the tools evolve, the fundamentals will remain the same. Good workshop outcomes still depend on clear questions, disciplined facilitation, and careful review. AI does not remove these requirements. It increases the value of meeting them.

For that reason, AI should be understood as an extension of the workshop method, not as a substitute for it. It helps preserve, structure, and carry forward the thinking that takes place in the room. That is why it has become an integrated part of *Building Successful Business Models*.

**Categories:** Blog, Business development, Strategy

**Tags:** biznes

---

### [Cold Calling in the Age of AI and Multichannel Selling](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling/)

**Published:** July 28, 2026
**Author:** Hans Peter Bech

**Content:**



---

The sales profession periodically declares cold calling dead.

[![](https://hpbech.com/wp-content/uploads/crazy_salesman_v3.png)](https://hpbech.com/wp-content/uploads/crazy_salesman_v3.png)Image by Jelena Galkina. Copyright by BOOX ApS.

---

When I first [wrote about this subject in 2017](https://tbkconsult.com/cold-calling-really-dead/), *social selling* was the fashionable alternative. Salespeople were encouraged to establish a professional presence on LinkedIn, publish useful content, engage with potential customers and develop relationships before making a direct approach.

Those activities have not disappeared. LinkedIn still measures them through its Social Selling Index, which covers professional branding, prospect identification, engagement and relationship-building. But the term *social selling* has largely lost its status as a revolutionary sales methodology. It has become one element of normal B2B prospecting.

Today, the fashionable terms are *signal-based selling*, *intent data*, *multichannel outreach*, *revenue intelligence* and *AI-assisted prospecting*. The terminology has changed, but the fundamental question remains:

**When does it make economic sense to approach someone who has had no previous contact with you?**

# What is a cold call?

Cold calling is the unsolicited approach to a potential customer who has had no prior direct contact with the salesperson.

[![](https://hpbech.com/wp-content/uploads/Telesales_unhappy_ver3-280x280.png)](https://hpbech.com/wp-content/uploads/Telesales_unhappy_ver3.png)Image by Jelena Galkina. Copyright by BOOX ApS.

The word *calling* can be misleading. The approach may be made by telephone, email, LinkedIn message, video, letter or personal visit. What makes the contact cold is not the channel. It is the absence of an existing relationship or an explicit invitation to start a conversation.

A message sent through LinkedIn is therefore not necessarily warm merely because it is delivered through a social network. An automated connection request followed immediately by a generic sales pitch is simply a cold call in digital form.

Conversely, a telephone call can be highly relevant and carefully prepared, even though the recipient has never spoken with the salesperson before.

# Why people dislike cold calling

There are two obvious reasons why cold calling has such a poor reputation.

[![](https://hpbech.com/wp-content/uploads/Telesales_sad-280x280.png)](https://hpbech.com/wp-content/uploads/Telesales_sad.png)Image by Jelena Galkina. Copyright by BOOX ApS.

First, most people dislike approaching strangers. Making an unsolicited call exposes the salesperson to immediate rejection. For many people, it ranks alongside public speaking as an activity they would prefer to avoid.

Second, most of us have received poorly targeted approaches from salespeople offering something irrelevant in an intrusive and unpleasant way.

The technology has changed, but the experience has not. Today, the same irritation may arrive as:

- a generic email claiming to have studied your company;
- a LinkedIn connection request followed seconds later by a sales pitch;
- an AI-generated message containing superficial personalisation;
- or a telephone call from someone who has done no preparation.

People do not necessarily object to unsolicited contact. They object to irrelevant, poorly timed and self-centred contact.

## Cold calling has not disappeared

Despite repeated predictions of its demise, outbound prospecting remains an important part of many sales processes.

Salesforce recently reported that salespeople still spend close to a full working day each week on prospecting. Almost half said they lacked sufficient capacity to conduct adequate cold outreach. The current discussion is therefore not about eliminating outbound contact. It is about using data, automation and AI to make it more focused and productive.

> Cold calling survives because many companies cannot generate enough opportunities by waiting for potential customers to discover them.

Content, search engine optimisation, social media activity, webinars, newsletters, and customer referrals may drive inbound demand. However, these activities do not always produce enough qualified opportunities, especially when:

- the company is new or unknown;
- the product represents a new category;
- the target market is narrow;
- the potential customer is not actively searching;
- the problem has not yet become urgent;
- or the company needs to grow faster than inbound demand permits.

Under such circumstances, someone must take the initiative.

# Cold calling can be both pleasant and effective

Two simple examples illustrate the point.

## Doormat subscriptions

Some years ago, while waiting at my physiotherapist’s clinic, I saw two well-dressed people enter and ask who was responsible for managing the premises.

[![](https://hpbech.com/wp-content/uploads/Door-Mats-Sales-280x280.png)](https://hpbech.com/wp-content/uploads/Door-Mats-Sales.png)AI-generated image based on a prompt by the author

They were selling doormat subscriptions.

The service included customised mats carrying the customer’s logo. The mats were cleaned and replaced at regular intervals.

The salespeople approached businesses without an appointment. However, their activity was not random. As soon as they entered a shop, clinic or office building, they could see whether the organisation had an obvious need for the service.

They rarely closed a subscription during the first visit. The purpose of the initial approach was to identify an opportunity, start a conversation and build a pipeline. Subsequent nurturing could take place through additional visits, telephone calls and emails.

A supervisor later explained the business model to me:

- Salespeople worked as independent agents on commission and had exclusive responsibility for a geographical district.
- They organised their own time but received coaching and supervision.
- Building a viable customer base in a district took between three and six months.
- Only a small proportion of new recruits possessed the patience, perseverance and organisational discipline required.
- The work involved much more research, planning and administration than an observer might assume.
- Successful salespeople could earn around $10,000 a month.
- Unsolicited personal visits were the most effective way to start the process.

It was cold calling, but the offer was visible, relevant and easy to understand. The salesperson could quickly assess whether there was a potential fit, while the customer could immediately understand the service.

## Selling books to bookstores

[![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-1-331x400.png)](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-1.png)5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA.

When my first Danish business biography was published, not every bookstore automatically ordered it from the distributor.

I therefore called or visited bookstores in my area to ask whether they had the book in stock. When they did not, I offered them an attractive commercial arrangement.

The conversations took less than ten minutes, and my initial success rate was 100 per cent.

Again, the calls were unsolicited, but they were not random. I contacted businesses for which the product was directly relevant. The person receiving the approach could understand the proposition immediately and make a decision without a lengthy internal process.

# Cold does not mean blind

One of the persistent misconceptions about cold calling is that it requires salespeople to work through an indiscriminate list of names.

It does not.

A company can define its ideal customer profile, segment the market and identify organisations that are likely to experience the problem it solves.[![](https://hpbech.com/wp-content/uploads/Target-audience-280x280.png)](https://hpbech.com/wp-content/uploads/Target-audience.png) Salespeople can research each account, identify the relevant stakeholders and look for evidence that the timing may be appropriate.

Signals may include:

- a change in management;
- a funding round;
- international expansion;
- rapid recruitment;
- the introduction of a new product;
- regulatory changes;
- the use of a competing technology;
- engagement with relevant content;
- visits to particular website pages;
- or another event likely to create a need for change.

AI can accelerate much of this work. It can help compile account information, identify patterns, prioritise leads and prepare a relevant opening. It can also automate routine follow-up and ensure that promising accounts do not fall through the cracks in the sales process.

However, AI does not make an irrelevant proposition relevant. It merely enables companies to produce irrelevant messages more quickly when the underlying segmentation and sales logic are poor.

# Is a signal enough to warm the call?

The distinction between cold and warm has become less useful than it once was.

A person may have visited your website without knowing your company. They may have liked a post without experiencing the problem your product solves. They may belong to a target account without having any influence over a purchase.

Conversely, someone who has never interacted with your company may be experiencing an urgent problem that your solution can address.

The important questions are therefore not whether the contact is technically cold or warm. They are:

- Is the person likely to experience the problem?
- Is the problem important enough to justify action?
- Are we approaching the right stakeholder?
- Do we have a credible reason for making contact now?
- Can we explain the relevance quickly?
- Is the expected return greater than the cost of the approach?

# Research must be proportional to the opportunity

[![](https://hpbech.com/wp-content/uploads/FIND.png)](https://hpbech.com/wp-content/uploads/FIND.png)Nothing prevents a salesperson from spending an hour, a day or several weeks researching an account before making first contact.

But research also has a cost.

Spending an hour preparing for a call may be sensible when the potential contract is worth hundreds of thousands of euros. It makes no sense when the expected gross profit from a new customer is €100.

The appropriate level of preparation depends on factors such as:

- potential customer lifetime value;
- gross margin;
- probability of establishing contact;
- expected conversion rate;
- length of the sales cycle;
- cost of sales resources;
- and the opportunity cost of the salesperson’s time.

That is why cold calling cannot be judged in isolation. It must be assessed as one step in the complete revenue-generation process.

# Social selling became part of the process

In 2017, social selling was sometimes presented as an alternative to cold calling. In retrospect, that was a false distinction.

[![](https://hpbech.com/wp-content/uploads/Revenue-Generation-Tall-453x800.png)](https://hpbech.com/wp-content/uploads/Revenue-Generation-Tall.png)Publishing useful material, developing a professional reputation, following potential customers, responding to their posts and building a network can all make subsequent outreach more effective.

But these activities do not necessarily remove the need to ask for a conversation.

Social platforms have also become crowded. Generic LinkedIn messages now create much the same irritation as poorly executed telephone calls. A salesperson may spend months liking a prospect’s posts without ever creating a commercial opportunity.

Social activity is valuable when it helps the salesperson:

- understand the potential customer;
- identify the right person;
- recognise an appropriate moment;
- establish credibility;
- or start a relevant conversation.

It is less valuable when it becomes a substitute for asking the customer to take the next step.

# Multichannel prospecting is now normal

The modern sales process does not force a choice between cold calling, email and social media.

A salesperson might:

1. identify an account from a market signal;
2. research the company using public information and AI tools;
3. follow relevant people on LinkedIn;
4. engage with a useful post;
5. send a concise email;
6. make a telephone call;
7. leave a voicemail;
8. share material relevant to the customer’s situation;
9. and follow up when a new signal appears.

None of these channels is universally superior. Their effectiveness depends on the buyer, the market and the circumstances.

Senior executives may ignore unsolicited emails but answer a well-timed telephone call. Other prospects may never answer an unknown number but will respond to a concise LinkedIn message. Some markets still respond well to personal visits. Others require introductions through trusted relationships.

The objective is not to defend a preferred channel. It is to design the sequence most likely to produce a productive conversation at an acceptable cost.

# It all comes down to return on investment

The question “Is cold calling dead?” is not particularly helpful.

A better question is:

**Under which circumstances does unsolicited outbound contact contribute to an efficient and scalable revenue-generation process?**

The answer depends on:

- the size and accessibility of the target market;
- the urgency of the customer’s problem;
- the complexity of the offer;
- the ability to identify suitable prospects;
- the ease of reaching decision-makers;
- the value of each customer;
- the conversion rates at each stage;
- and the cost of the people and technology involved.

For some companies, high-volume telephone prospecting will be uneconomic and damaging to the brand. For others, carefully targeted calls will remain the fastest and most reliable way to build a pipeline.

The same applies to email, LinkedIn, events, content marketing and every other method of reaching potential customers.

Cold calling is not dead. Social selling has not disappeared either. Both have become components of a broader, data-informed and increasingly AI-assisted sales process.

The winners will not be the companies that follow the latest sales fashion. They will be those who understand their customers, measure the economics of each activity, and combine available channels to produce sustainable revenue.

**Categories:** Blog, Business development, Marketing

**Tags:** biznes, revenue generation

---

### [Cold Calling in the Age of AI and Multichannel Selling – Part 2](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/)

**Published:** August 18, 2026
**Author:** Hans Peter Bech

**Excerpt:** In that sense, the real challenge is not to build a sales organisation full of stars. It is to build a sales system that consistently produces good results with ordinary people.

**Content:**

---

In my previous article, [*Cold Calling in the Age of AI and Multichannel Selling*](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling/), I defined cold calling as approaching a potential customer with whom the salesperson has had no previous contact.

[![](https://hpbech.com/wp-content/uploads/Tangeryne-400x400.png)](https://hpbech.com/wp-content/uploads/Tangeryne.png)I also argued that calling potential customers on the phone can still be an efficient part of the revenue-generation process. However, whether it works depends on the target audience, the value proposition, the preparation, the support given to salespeople, the design of the sales process, and the way the activity is managed.

This article examines a company that put those principles into practice.

I will call the company Tangeryne. It no longer exists as an independent business because it was acquired by a major player in its industry. One of the main reasons for Tangeryne’s success was a revenue-generation process built almost entirely around cold-calling prospects by phone.

# The situation

Tangeryne offered an IT security service that filtered incoming email for spam and malware. The product was delivered as software-as-a-service and sold on a subscription basis.

[![](https://hpbech.com/wp-content/uploads/Enterprise-vs-SMB-400x400.png)](https://hpbech.com/wp-content/uploads/Enterprise-vs-SMB.png)Initially, Tangeryne targeted large companies. The logic was straightforward: large companies had many email users, so winning just one customer could generate substantial revenue.

The problem was the sales process.

Large companies recognised the need for better email security, but buying decisions were hampered by corporate bureaucracy, multiple stakeholders, and formal procurement procedures. Sales cycles became long and expensive. At the same time, large customers negotiated hard on price, which reduced Tangeryne’s gross margins.

The combination of high sales costs, long sales cycles and relatively low gross margins made the strategy unsustainable.

A call centre that was booking sales appointments for Tangeryne suggested a different approach: instead of pursuing large corporate accounts, why not sell directly by telephone to small and medium-sized businesses?

The idea rested on four assumptions:

1. IT managers in SMBs could be reached by telephone.
2. They would quickly understand the solution and its value.
3. They would have sufficient authority to make a purchasing decision without seeking approval from several other people.
4. They would negotiate less aggressively than large corporate customers, resulting in better gross margins.

If those assumptions were correct, Tangeryne might be able to replace a slow, expensive enterprise sales process with a faster, more scalable telephone-based model.

# Testing the approach

The first tests assumed that a salesperson could sell a subscription during the initial call.

That proved unrealistic.

Prospects were willing to talk and could understand both the problem and the proposed solution, but they were not prepared to buy immediately. Closing the sale remained difficult on the second and third calls as well.

In other words, the original four assumptions appeared to be correct. What did not hold was an implicit fifth assumption: that an IT manager who understood the value proposition would be willing to buy a subscription based on a telephone conversation.

Tangeryne therefore tested a different proposition.

Instead of asking the prospect to buy, the salesperson asked the IT manager to accept a free trial.

[![](https://hpbech.com/wp-content/uploads/Selling-trials-400x400.png)](https://hpbech.com/wp-content/uploads/Selling-trials.png)This changed the nature of the decision. The prospect no longer had to decide whether Tangeryne’s claims justified spending money. They only had to decide whether it was worth testing the service.

To start the trial, the potential customer had to redirect the MX record for their email domain to Tangeryne’s service. Once activated, Tangeryne filtered the company’s incoming email for 14 days.

During that period, the solution collected sufficient data to demonstrate its behaviour in the prospect’s environment. The follow-up sales call could therefore be based on actual results rather than a sales pitch or a standard demonstration.

> Instead of saying, “This is what our product can do,” the salesperson could say, “This is what our product has done for you during the past two weeks.”

That made a substantial difference. Over the course of a month, a salesperson would typically reach about half of the IT managers on their prospect list. Of those reached, roughly half were willing to have a conversation.

Among the prospects willing to talk, around 14 per cent agreed to a free trial.

Agreement, however, was not the same as action.

Only about 7 per cent actually activated the trial. In other words, approximately half of those who said yes never got started. The reasons were usually mundane. Some forgot. Some became occupied with other priorities. Others had apparently agreed simply to get rid of the salesperson. But once a prospect activated the trial, the probability of a sale changed dramatically. Approximately 67 per cent of activated trials converted into paid subscriptions.

That was the crucial insight.

> The cold call itself did not have to sell the subscription. Its job was to move the prospect into a process in which Tangeryne could demonstrate value using the customer’s own data.

The weakest points in the funnel were not at the final close. They were earlier: first in reaching the prospect, and then in getting someone who had agreed to a trial to actually activate it.

The experience illustrates an important point from my previous article: cold calling does not necessarily have to complete the sale. Its role may simply be to initiate a process in which follow-up, nurturing and evidence gradually move the prospect towards a positive purchasing decision.

# Bringing the sales process in-house

Once Tangeryne had demonstrated that the model worked, the next challenge was scaling it.

The founders established an in-house call centre and began recruiting salespeople. They also hired an operational sales manager to run the activity.

Revenue grew rapidly.

However, another pattern soon became apparent: some people were much better at telephone sales than others.

[![](https://hpbech.com/wp-content/uploads/Call-center-performance-400x400.png)](https://hpbech.com/wp-content/uploads/Call-center-performance.png)Tangeryne brought in external sales coaches to improve the team’s performance. Coaching significantly increased overall productivity, but large differences among individual salespeople persisted.

The top-performing 10 per cent of the sales team shared several characteristics:

- They made more calls than the average salesperson.
- They quickly disqualified prospects who were unlikely to accept a free trial, allowing them to spend more time on promising opportunities.
- They were good at making prospects feel comfortable and willing to discuss their situation and the solution’s potential benefits.
- They were better at moving prospects from one stage of the process to the next, although it was difficult to identify precisely what they did differently.

That last point mattered.

Tangeryne could teach the process, provide coaching and measure activity, **but it could not easily turn an average telephone salesperson into a top performer.**

That became a constraint on further growth.

# The recruitment challenge

To continue scaling, Tangeryne had to recruit salespeople continuously.

That proved difficult for two reasons.

**The first challenge** was attracting enough applicants. Tangeryne therefore worked with temporary staffing agencies and recruitment firms, which supplied hundreds of candidates each month.

**The second challenge** was harder: predicting which candidates would become productive salespeople after product and sales training.

Interviews and CVs were poor predictors of actual performance on the phone.

[![](https://hpbech.com/wp-content/uploads/Tangeryne-Assessment-Center-400x400.png)](https://hpbech.com/wp-content/uploads/Tangeryne-Assessment-Center.png)Tangeryne therefore introduced a two-day assessment for applicants. Candidates were paid to participate. They received a brief introduction to the product and the sales process, then were given a telephone and a list of prospects to call.

Coaches and the sales manager listened to the calls and observed how the candidates performed in a situation close to the job they would actually be doing. The coaching also revealed how well each candidate responded to criticism and recommendations — and, more importantly, whether they could translate that feedback into changed behaviour on subsequent calls.

The assessment substantially improved Tangeryne’s ability to predict which applicants were likely to succeed.

It created another problem, however.

Many candidates were reluctant to devote two full days to an assessment process, even though Tangeryne paid them for their time. Unemployed candidates were generally willing to participate, whereas people who already had jobs often found it difficult to take two days off work.

Tangeryne had improved the quality of its recruitment decisions, but at the cost of reducing the pool of people willing to go through the process.

# Measuring where the time went

As Tangeryne continued to scale, we began measuring the sales time required to generate one subscription.

The result was revealing.

[![](https://hpbech.com/wp-content/uploads/Tangeryne-Measuring-Performance-400x400.png)](https://hpbech.com/wp-content/uploads/Tangeryne-Measuring-Performance.png)For each sale, the team on average spent approximately:

- 170 minutes trying to establish contact with prospects.
- 170 minutes pitching and conducting sales conversations.
- 15 minutes getting the trial activated.
- 15 minutes converting an activated trial into a paid subscription.

In total, one sale required approximately 370 minutes of sales time.

That meant that about **46 per cent** of the time was spent simply trying to get hold of someone.

Another 46 per cent was spent on conversations with prospects.

Only around 8 per cent was spent on activation and final conversion combined.

This distinction was important.

The 170 minutes spent pitching were not necessarily wasted. Those conversations were the sales process. They were where prospects were qualified, the problem was discussed, and agreement to a trial was secured.

The 170 minutes spent trying to establish contact were different. Much of that time consisted of dialling, waiting, reaching voicemail, calling back and trying again.

The salesperson’s skill had relatively little influence on whether someone answered the phone.

That made the contact stage an obvious target for productivity improvement.

# Breaking up the sales process

[![](https://hpbech.com/wp-content/uploads/Call-center-400x400.png)](https://hpbech.com/wp-content/uploads/Call-center.png)Because Tangeryne struggled to recruit enough high-performing salespeople, management began looking at the problem differently.

Instead of asking, “How can we find more people who are excellent at the entire sales process?” the question became, “Does every salesperson need to be excellent at every part of the process?”

The answer was no.

The process could be divided into four main stages:

1. Reaching an IT manager by phone.
2. Securing agreement to a free trial.
3. Ensuring that the prospect actually activated and completed the trial.
4. Converting the completed trial into a paid subscription.

Renewals and upselling were also part of the wider revenue-generation process, but they are outside the scope of this article.

The four stages did not require the same level of skill.

New recruits and lower-performing salespeople handled the first three stages. The top performers were concentrated on the final stage, where their ability to close made the greatest economic difference.

This division of labour improved the productivity of the sales organisation as a whole.

It also reduced Tangeryne’s dependence on finding large numbers of salespeople who could perform every part of the process equally well.

# Looking for the next productivity gain

Once we had measured the process, another question emerged.

Could we remove some of the time salespeople spent simply trying to reach prospects?

[![](https://hpbech.com/wp-content/uploads/Predictive-calling-400x400.png)](https://hpbech.com/wp-content/uploads/Predictive-calling.png)I proposed testing a predictive calling system.

The idea was straightforward. Instead of having a salesperson manually dial one prospect after another and wait to see whether anyone answered, a system would automatically call prospects. Only when someone answered would the call be assigned to an available salesperson.

In principle, this could reduce a large part of the 170 minutes per sale spent on dialling, waiting and unanswered calls.

That did not mean the entire 46 per cent could be eliminated. Some effort would still be required to identify the right person, deal with gatekeepers and make repeated attempts. But the measurement showed that contact creation was among the largest areas where technology could improve productivity without requiring the salesperson to become better at selling.

Unfortunately, the test was never carried out.

We therefore do not know how much productivity a predictive calling system would actually have added, or what other benefits and drawbacks it might have introduced, such as changes in call quality, customer experience, salesperson utilisation or the number of abandoned calls.

That is an important qualification. The data identified the bottleneck. The proposed solution remained a hypothesis.

# Retention remained difficult

[![](https://hpbech.com/wp-content/uploads/Call-center-churn-400x400.png)](https://hpbech.com/wp-content/uploads/Call-center-churn.png)Even with a more specialised sales process, recruitment and retention remained difficult.

Tangeryne found it particularly hard to retain people working in the early stages of the process, despite paying them well. The work involved a large number of outbound calls and frequent rejections.

Retention was a challenge across the sales organisation more generally. Few people regarded outbound telephone sales as a long-term career, and the average tenure was approximately 18 months.

That meant the company had to keep recruiting, assessing, training and coaching new salespeople simply to maintain capacity.

The cost of cold calling was therefore not just the minutes spent on each sale. It also included the organisational effort required to keep the sales machine staffed and productive.

# What the Tangeryne case tells us

[![](https://hpbech.com/wp-content/uploads/When-to-cold-call-on-the-phone-400x400.png)](https://hpbech.com/wp-content/uploads/When-to-cold-call-on-the-phone.png)Cold calling should not be judged in isolation. It should be judged by the role it plays in the complete revenue-generation process for a specific product, market and target audience.

The Tangeryne funnel makes that clear.

A salesperson typically reached about half of the IT managers on their prospect list in a month. Roughly half of those reached were willing to engage in a conversation. Around 14 per cent of those conversations resulted in agreement to a trial, but only about half of those prospects actually activated it.

Once the trial was activated, however, 67 per cent bought a subscription.

The closer Tangeryne got to demonstrating the product’s value in the customer’s own environment, the higher the probability of a sale became.

Several conditions made telephone-based selling work for Tangeryne.

**First**, Tangeryne offered a relatively simple solution to a well-recognised problem: spam and malware.

**Second**, IT managers in Nordic SMBs were generally accessible by telephone and typically had sufficient authority to purchase the service without involving a lengthy internal approval process. Tangeryne discovered that this was not necessarily the case in other countries.

**Third**, almost all prospective customers already had some form of email-security solution. They were therefore reluctant to replace it simply because a salesperson made a convincing pitch or showed them a standard product demonstration.

The free trial solved that problem.

It gave the prospect a low-risk and low-effort way to evaluate the service using their own email traffic. Rather than asking the customer to trust Tangeryne’s claims, the trial produced evidence from the customer’s own environment.

At the same time, the funnel exposed two very different kinds of friction.

The first was **contact friction**. A large share of sales capacity was consumed simply trying to reach the right person.

The second was **activation friction**. Saying yes to a trial was easy. Actually making the technical change required to start it was another matter.

The first problem suggested automation. The second suggested better follow-up and assistance after the prospect had agreed to the trial.

Could another sales approach have produced the same or better results?

Possibly. Tangeryne never tested one at comparable scale, so the case does not demonstrate that cold calling was the only viable model.

Nor was the model easy to operate.

It required substantial and continuous investment in recruitment, training, coaching and management. Maintaining motivation and productivity was demanding. Salespeople experienced frequent rejection, and rejection during a telephone conversation can feel considerably more personal than an unopened email or an unread white paper.

Nevertheless, the economics worked.

The value proposition was relatively easy to understand. The target audience could be reached by telephone. The initial commitment — accepting a free trial — was small. The trial reduced the customer’s perceived risk and generated evidence of value. And the sales process could be divided into specialised stages, allowing Tangeryne to use its best salespeople where they created the most value.

Perhaps the most important lesson is that improving cold-calling performance does not necessarily require better salespeople.

Tangeryne improved performance by changing what prospects were asked to agree to, measuring where time was actually spent, and breaking the sales process into specialised stages. This made it possible to identify the behaviours and skills associated with the best conversion rates at each stage, and then train and coach the employees best suited to that particular task. Improving productivity in this way was faster and easier to measure than relying primarily on recruiting supposedly better salespeople.

The measurements also suggested that some of the largest gains might have come from removing work from the salesperson altogether.

The lesson from Tangeryne is more specific than simply saying that cold calling can work.

B2B sales over the phone are most likely to succeed when the product is easy to explain, the customer already recognises the problem, the benefit of switching is clear, and the purchasing decision is relatively small.

Tangeryne had an additional advantage. It could offer a trial that required limited effort from the customer and demonstrated the product’s value using the customer’s own data. That reduced the risk of switching and gave the salesperson something more convincing than a pitch: evidence.

But finding a model that works is only the beginning. Scaling it requires substantial management effort and a willingness to keep measuring and improving each stage of the process.

The broader objective is to make performance less dependent on exceptional individual salespeople. The process should be designed so that ordinary people can be recruited, trained and coached to perform the part of the sales process they are most comfortable with and best suited to. That requires identifying what drives conversion at each stage, specialising the work accordingly, and continually reducing reliance on individual judgement, talent and effort.

In that sense, the real challenge is not to build a sales organisation full of stars. It is to build a sales system that consistently produces good results with ordinary people. If you can turn ordinary people into stars by giving them the right role, training, and coaching, scaling becomes far easier than if growth depends on finding people who have already been stars elsewhere. The pool of ordinary people will always be much larger than the pool of proven stars.

**Categories:** Blog, Business development, Marketing

**Tags:** biznes, revenue generation

---

### [When AI Prospecting Becomes Spam](https://hpbech.com/when-ai-prospecting-becomes-spam/)

**Published:** August 11, 2026
**Author:** Hans Peter Bech

**Content:**



[![AI spam](https://hpbech.com/wp-content/uploads/Screenshot-2026-08-06-at-14.00.14-365x400.png)](https://hpbech.com/wp-content/uploads/Screenshot-2026-08-06-at-14.00.14.png)

---

A year ago, this message might have impressed me. It refers to one of my books, understands its genre and identifies a genuine need: more exposure and more readers.

Today, I receive several like it – **every day**. I have trained my mailbox to classify them as spam.

The services offered are legitimate. Amazon optimisation, Goodreads promotion, email campaigns and book-club outreach may all have value. What undermines the message is the claim that the sender has carefully identified my book as especially suitable for his services. The language feels personal, but the approach is obviously AI-generated and repeated at scale.

This illustrates a growing problem with AI-based prospecting.

> A method may appear effective when only a few people use it. Once everyone adopts the same tools, structures and flattering phrases, the advantage disappears. Personalisation becomes imitation, and relevance becomes noise.

I can buy the services described in the email from [thousands of providers](https://reedsy.com), often at surprisingly low prices. The reason is simple: the needs are genuine and the value proposition is based on activity rather than results. I would be paying for keyword research, outreach design, campaign setup and profile optimisation – not for additional readers or book sales.

I understand that activities must come before results. However, I have already tried many of the standard activities offered by external service providers, and the outcomes have been disappointing. When every author uses the same marketing practices, targets the same audiences, and optimises for the same platforms, those practices lose much of their effectiveness.

However, some of these activities are almost mandatory, but here is the real question: could they be carried out faster and more effectively with AI?

Yes, they can and I have found many ways to do so. However, I do not share those tricks, because a marketing best practice often becomes a worst practice as soon as everybody copies it.

The message to service providers is therefore straightforward: use AI to discover how an author can improve the revenue generation side of her business. Do not merely use it to sell outdated, standardised activities to more hungry and hopeful authors.

### Postscript

[![](https://hpbech.com/wp-content/uploads/FIND.png)](https://hpbech.com/wp-content/uploads/FIND.png)After receiving the message, I searched for a Frank Wilton offering the services described. I found no credible public presence connecting that name with author promotion, Amazon optimisation, Goodreads marketing, email campaigns or book-club outreach. Nor could I find a business website, portfolio, client references or independent evidence of results.

That does not prove that the sender is fictitious. It only mean that the identity and professional track record behind the message are not readily verifiable.

The apparent personalisation is no substitute for credibility. Everything needed to produce it can be extracted from a publicly available book description and assembled by AI within seconds. A few accurate references to the plot may create the impression that someone has carefully studied the book, but they do not demonstrate that the sender has read it – or that he can sell it.

For authors considering such offers, the key questions are therefore not how well the message summarises the book, but who is behind it, which authors they have helped, what measurable results they achieved, and whether payment is tied merely to activity or to meaningful outcomes.

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** biznes

---

### [The Necessary Tyranny of Categories](https://hpbech.com/the-necessary-tyranny-of-categories/)

**Published:** May 29, 2026
**Author:** Hans Peter Bech

**Excerpt:** Reality mixes genres without asking permission. It can be as suspenseful as a thriller, as instructive as a business book, as personal as a memoir, as revealing as a roman à clef, and as structured as a case study.

**Content:**


[![](https://hpbech.com/wp-content/uploads/Kasse-civilisation-S-280x280.png)](https://hpbech.com/wp-content/uploads/Kasse-civilisation-S-280x280.png)

---

There is something deeply human about putting things into boxes. We do it all the time. It is how we make the world hang together. Without boxes, we would drown in chaos. We would not be able to find our way around a supermarket, understand an annual tax statement, build a hospital, run a business, or find a book in a library. Boxes are the furniture of civilization. They make it possible to organize things so that we can quickly find and use them.

Much of our growth and prosperity is built on the ability to systematize, categorize, and standardize. We divide, sort, measure, and compare. It makes us efficient. It enables us to treat many people more or less equally and more or less fairly. It is not perfect, but the alternative is worse.

I have experienced for myself how powerful a box can be when it works.

In the Danish healthcare system, we have cancer pathways. They are defined according to specific criteria. If you fit into them, things move quickly. The suspicion triggers a process. The system knows what must happen. Someone has decided in advance which symptoms belong in which box, and what treatment that box requires. When you are standing there as a patient, it is an enormous relief. You do not have to invent your own way through the system. You are lifted onto a track, and the train moves. Fast.

I have tried it. It works.

# When boxes help us

That is why it is too easy simply to sneer at boxes. They save lives. They save time. They create overview. They enable complex organizations to act. No one wants a world without categories.

But there is a price.

Because what does not fit into the box has a hard time.

In a library, books cannot simply be arranged alphabetically by the author’s surname. That would be impractical. Readers are not only looking for an author, although many do. They are looking for a particular kind of information or experience. They want to know whether a book is a crime novel, a thriller, a biography, fantasy, romance, a business book, a cookbook, or a children’s book. They are looking for something they already believe they can use or enjoy. Or they are trying to avoid something they have decided they cannot be bothered with.

That is entirely understandable. We all have limited time. We use categories to reduce the risk of wasting it. When I walk into a bookstore, I too orient myself by the signs. I too have my habits, my preferences, and my prejudices. I do not approach the shelves innocently. I arrive with expectations.

# The book’s box is not always the story’s home

[![](https://hpbech.com/wp-content/uploads/Bogen-pa-tvaers-S-280x280.png)](https://hpbech.com/wp-content/uploads/Bogen-pa-tvaers-S-280x280.png)

But this is where my problem begins.

Because a book is not always one thing. A life is not one thing. A real story is rarely so considerate that it stays within the book trade’s shelf labels.

Reality mixes genres without asking permission. It can be as suspenseful as a thriller, as instructive as a business book, as personal as a memoir, as revealing as a roman à clef, and as structured as a case study. It can be about work and family, illness and strategy, deception and loyalty, money and morality, love and power — all in one and the same story.

That fits poorly with a system that would prefer to make do with a single label.

Some authors have understood this condition and write directly into a category.

That can be professional, disciplined, and artistically strong. A crime writer knows that there must be a mystery, an investigation, clues, red herrings, and a resolution. A romance writer knows which emotional fluctuations readers expect. A business writer knows that the reader is looking for models, experiences, advice, and conclusions that can be used on Monday morning.

When you write for a category, you enter into a standard contract with the reader. The reader has a rough idea of what is being bought. The author has a rough idea of what must be delivered. The publisher knows how the book should be presented. The bookseller knows where it should stand. The reviewer knows which other books it can be compared with. The algorithm knows who it should be shown to.

It is efficient. It makes commercial sense. It makes marketing much easier.

# When the story refuses to obey

[![](https://hpbech.com/wp-content/uploads/Forfatteren-arbejder-S-280x280.png)](https://hpbech.com/wp-content/uploads/Forfatteren-arbejder-S-280x280.png)

But what does the author do who cannot or will not write like that?

What do you do when you are not writing with the question: Which category must the book fit into? But rather with an unease, an experience, a story that will not loosen its grip? What do you do when the material comes from real life and refuses to settle neatly into one drawer?

I cannot write for a category. I have tried. It does not work.

When I try, the text dies. It loses its necessity. If I begin to write according to an imagined need in the market instead of according to what the story demands, I no longer hear the characters, situations, and conflicts clearly. I hear only the question: What does the reader expect from my book?

Of course I have to think about the reader. I am not writing private diaries with a lock on them. They must be readable by others. They must have form, rhythm, clarity, and momentum. They must make an effort to communicate their messages. But there is a difference between writing with the reader by the hand and writing with the marketing department on your shoulder.

# The price of writing across categories

I have to write what my heart and mind are filled with. Even if it lands across more categories than libraries and book portals allow. I have to follow the material as it actually reveals itself. If there is the suspense of a thriller in the story, it must be there. If there is the insight of a business book into organizations, leadership, sales, or power, that must be there too. If there is something autobiographical, it must not be hidden. If there is something socially critical, it must not be removed simply because the book then becomes harder to place.

The price comes later.

It comes when the book has to be explained.

> “Is it a thriller?” an acquaintance asks.
> 
> “Yes, in a way,” I answer.
> 
> “Oh,” the person says. “I don’t read thrillers.”
> 
> Another asks:
> 
> “Is it a business book?”
> 
> “Yes, it actually is,” I answer.
> 
> “I don’t feel like reading business books in my spare time.”

Both reactions are entirely reasonable. And both are a little tragic. Because they do not reject the book because of its content, quality, language, or relevance. They reject it because of the box. Not the specific book, but the label. Not the story, but the shelf.

# First the book, then the box

[![](https://hpbech.com/wp-content/uploads/Pa-tvaers-af-kasser-S-280x280.png)](https://hpbech.com/wp-content/uploads/Pa-tvaers-af-kasser-S-280x280.png)

This is where the help offered by categories becomes a limitation. They protect us from what we do not want, but they can also protect us from what is surprising. They help us find what we are looking for, but they can prevent us from discovering what we did not know we needed — or at least might benefit from.

The author’s challenge, therefore, is not only to write the book. It is to find a language for the book afterwards. A language that does not betray its complexity, but also does not drown the reader in qualifications. “It is a mixture of…” is rarely a strong sales line. “In a way” is not either. The market rewards clarity. Boxes reward clarity. What is unclear is allowed to stand somewhat in its own way.

Even so, some books must insist on being exactly that: across categories.

Perhaps because life itself is across categories.

We live in categories, but we are not categories. We are people. We are athletes, musicians, friends, customers, patients, parents, helpers, colleagues, leaders, readers, competitors, victims, liars, and witnesses — often at the same time. Our stories contain more than one motive. That is why literature must sometimes resist the systems that otherwise help us find it.

I accept the boxes. I know why they exist. I have benefited from them myself, including when it truly mattered. But as an author, I cannot always live inside them.

I have to write the manuscript first.

# Weed control

Perhaps greater demands are placed on a book that positions itself across the boxes? I think that is reasonable, and therefore I use this Process:

Once the manuscript has been written, the book is far from finished. It has only reached level M0: the first draft, where the story has been allowed to come out, even when it runs off in several directions at once.

This is where the alpha readers come in.

They are not reading a finished book. They are reading the first draft with open eyes and necessary distance. They see where the text is alive, where it loses direction, where it repeats itself, and where something important has not yet been unfolded. With their reactions in mind, I write M1.

Only then does the editor enter. Not to force the book down into a particular box, but to help it become the book it is trying to be.

The editor looks more closely at structure, rhythm, momentum, ambiguities, and excess.

Out of that dialogue comes M2, which forms the basis for the audiobook.

And then something special happens: when the text is read aloud, it reveals its own linguistic knots. Sentences that looked sensible on the screen can stumble in the mouth. The rhythm may limp. Repetitions can suddenly be heard. Those corrections become M3, which is proofread and finally becomes M4: the finished manuscript.

That is how chaos is slowly made readable. Not by the story losing its will to move across categories, but by receiving enough resistance to carry a reader all the way through. Even if it still does not fit into any box.

[![](https://hpbech.com/wp-content/uploads/Ukrudtsbekaempelse-S.png)](https://hpbech.com/wp-content/uploads/Ukrudtsbekaempelse-S.png)

**Categories:** Blog, Book reviews, Marketing, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [When Danish Technology Wanted to Conquer the World](https://hpbech.com/when-danish-technology-wanted-to-conquer-the-world/)

**Published:** June 9, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-2-267x400.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-2-267x400.png)

In the late 1980s, there was still something almost heroic about the idea of Danish high technology. We were a small country, but we knew how to do certain things well. We had skilled engineers, flat organisations, a short distance between idea and decision, and a strong tradition of finding practical solutions to complex problems. When you do not sit on diamond mines or oil reserves, products born of human intelligence must be Denmark’s trump card.

That was the self-image many Danish companies carried with them into the world. We might not be able to compete on size, capital or domestic market, but we could compete on inventiveness, quality, credibility and adaptability. If the product was good, then our sense of international commerce would surely carry it out into the world.

In my forthcoming novel [*Starting From Scratch*](https://hpbech.com/books/starting-from-scratch/), the protagonist, Henrik Bertelsen, finds himself right in the middle of that story. He becomes director of marketing and sales in a newly established Danish technology company, Printonix, which has developed an advanced printer with international potential. The printer is not just another machine on the market. It is fast, flexible and conceived for a time when companies are beginning to digitise their document handling. And it is to be manufactured at the factory in Brøndby.

On paper, it looks set to become a Danish business adventure. The ambitions are high, and after a few initial difficulties — and who does not experience those? — sales begin to take off across Europe. With its large capacity, the printer is a gold mine for dealers, who can sell consumables and service contracts, and Henrik Bertelsen can soon note with satisfaction that they are far ahead of budget.

# National Pride as a Business Strategy

[![](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces-280x280.png)](https://hpbech.com/wp-content/uploads/En-dansk-erhvervssucces-280x280.png)

A Danish company that develops an advanced technology product does more than generate revenue. It creates competencies, jobs and foreign exchange earnings. It is a story in which institutional investors and employees can proudly see themselves reflected. And one the business press is happy to write about.

It matters that you can say: “This was developed and manufactured in Denmark.”

In [*Starting From Scratch*](https://hpbech.com/books/starting-from-scratch/), that story is an important part of Printonix’s self-understanding. The company is not merely a trading company that imports and sells other people’s technology. It develops it. It builds it. It exports it. It is **Made in Denmark.**

But national pride becomes a strategic dead end when it is confused with competitive strength.

Customers do not buy a machine because it was made in Brøndby. They buy it because it solves a problem better, faster and preferably more cheaply than the alternatives. They care about reliability, service, price, performance and risk. Few customers are willing to pay extra for a nationalist self-narrative.

Success requires easy access to a network of subcontractors and specialised competencies, as no company can meet all the conditions on which its product depends. If it lacks that access, it cannot move quickly enough.

This is especially true when a startup such as Printonix has to move from prototype to industrial production and global sales.

# Japan and the Difference Between an Idea and Operational Reliability

[![](https://hpbech.com/wp-content/uploads/Gloabl-challenge-Printonix-S-280x280.png)](https://hpbech.com/wp-content/uploads/Gloabl-challenge-Printonix-S-280x280.png)

A good idea is not the same as a good product. A prototype can impress. A demonstration can excite. A sales pitch can open doors. But once the product is installed at the customer’s site, operational reliability is what counts.

The Printonix printer is technologically promising. It has features the market is asking for. It opens up new applications. It can do things its competitors cannot. But it also has an Achilles’ heel: the electrophotographic process, meaning the very method that must make the toner adhere to the paper. Here the company chooses to base itself on an alternative technology and regards precisely this as the key competitive parameter.

In the novel, Printonix therefore makes two fundamental mistakes.

The first is to believe that the very method by which toner is transferred to paper is a competitive parameter. It is not. The customer does not care about the electrophotographic process as long as the print is sharp, the machine operates reliably, and the price is competitive. For the customer, the technology behind the result is not interesting in itself. It is only relevant if it makes the product better, cheaper or more reliable.

The second mistake is to overlook where the expertise in this field is actually located. In the 1980s, the development and production of electrophotography has, in practice, moved to Japan. That is where the competencies, supplier networks, process experience and industrial capacity are concentrated. To believe that a small company in Brøndby can challenge that development on its own is naive.

For in the 1980s, Japan was not merely a low-cost country or a convenient subcontractor. In many areas, Japan had become the world champion of industrial refinement. Where the West had often possessed the original inventions, Japanese companies, once the patents expired, made them smaller, cheaper, more stable and easier to manufacture.

That was true of cars. It was true of electronics. It was true of cameras. And it was true of printers and copiers.

The Japanese strength did not necessarily lie in the first idea, but in systematic improvement. In the ability to make components, processes, subcontractors and production work together. In patience with quality. In respect for operational reliability. That culture transformed Japan, in many areas, from a component supplier into a systems supplier. Perhaps Printonix’s management should have thought a little more deeply about why the American tech giant HP had chosen to base its successful LaserJet on a product from Japan’s Canon.

For a Danish startup, it is tempting to believe that the great innovation lies in the concept. And customers can probably be persuaded to buy a concept. But what must be delivered is a reliable product.

# China and the Temptation of Scale

[![](https://hpbech.com/wp-content/uploads/Global-Supply-Chain-S.png)](https://hpbech.com/wp-content/uploads/Global-Supply-Chain-S.png)

If Japan represented quality, process and technological discipline, China, in the world of the novel, offered other temptations: short delivery times, low costs and scale.

In the late 1980s, China was beginning in earnest to open up as a manufacturing country. Shenzhen was not yet the global technology metropolis it would later become, but the development was underway. Factories were shooting up. Infrastructure, capital and labour were being gathered at a pace that was almost incomprehensible.

For a European technology company, the calculation is difficult to ignore. If production can be moved to China, costs can be halved. Delivery times can be reduced significantly. Capacity can be increased quickly. A product that is expensive to manufacture and difficult to scale at the Danish factory can suddenly become a far better business. Especially as transport costs from China to the major markets are falling day by day.

But this collides with the company’s self-narrative and the basis on which the institutional investors bought in. And it will make many employees redundant.

How does an organisation react when newcomers rightly point out that what was supposed to be the company’s core competence is no longer that? When exploiting the global potential requires a fundamental rethinking of the supply chain, the company’s organisation and its value base?

Will it, and can it, adapt — quickly enough?

# Not Invented Here

[![](https://hpbech.com/wp-content/uploads/Printonix-Krise-S-280x280.png)](https://hpbech.com/wp-content/uploads/Printonix-Krise-S-280x280.png)

What must a company absolutely be able to do itself? What can it profitably leave to others? When is outsourcing the right strategic move? And when is it the beginning of a critical loss of control?

There is no universal formula. But confusing pride with strategy is a dangerous instinct.

If Printonix’s real strength lies in the product concept, its understanding of future customer needs, the software, the paper handling and the distribution model, then it is not certain that it should also develop the most critical printing technology itself. Perhaps the wisest strategy is precisely to let others do that

This requires humility and managerial courage. For it is far easier to tell investors, employees and customers that you have everything under control than to admit that part of the solution lies outside the company. It is easier to hold on to the original story than to rewrite it.

But companies do not survive on stories alone. They survive on products that work, customers who stay, and timely decisions.

*Starting From Scratch* takes place in 1989, but the dilemma remains relevant. Today we discuss dependence on China, strategic autonomy, security of supply and reshoring production. Back then, companies faced the opposite movement: out into the world. Out to low costs. Out to scale.

Both movements contain the same challenge.

You must know what you yourself do best. You must recognise what others do better. And you must have the courage to change course before the market forces you to.

# Globalisation’s First Storm

[![](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)](https://hpbech.com/wp-content/uploads/Henrik-ved-havnen4.png)

Today, we understand global value chains, outsourcing, nearshoring and geopolitical risk. We have the language for it. We have the experience. Furthermore, we have seen how dependence on distant production links can become both a strength and a weakness.

In 1989, much of this was still new.

Globalisation was not a term that routinely drifted across the lunch table in the canteen. But its mechanisms were already in full swing. Production, technology, capital, and markets were beginning to loosen their ties to national frameworks. A product could be conceived in Denmark, developed in Japan, manufactured in China and sold through distributors in Europe, the Far East and the United States.

Henrik Bertelsen stands in the middle of this new opportunity. He is not a technician. Nor is he the owner. He is a salesman, a manager and a strategic contributor. He sees the market respond positively. Likewise, he sees customers understand the product’s potential. But he also sees that the local technical reality cannot keep pace with the commercial enthusiasm.

Because the better the sales go, the greater the risk becomes. Every new order is both a victory and a future obligation. Every new distributor increases both the potential and the risk. Each machine delivered can become proof of success — or a future complaint.

Should the company take advantage of new opportunities in Japan and China to ensure stable quality, lower costs, and shorter delivery times, or should it insist on doing everything itself? And how do we finance the transition?

**Categories:** Blog, Book reviews, Business development, Globalisation, Marketing, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [A Geopolitical Opportunity: Selling Supercomputers Behind the Iron Curtain](https://hpbech.com/a-geopolitical-opportunity-selling-supercomputers-behind-the-iron-curtain/)

**Published:** June 18, 2026
**Author:** Hans Peter Bech

**Excerpt:** Without guardrails, systems become corrupt. It is a rule almost as predictable as the law of gravity.

**Content:**

[![Man in a suit presents a poster labeled 'SUPERCOMPUTER' showing a tall computer tower and monitor to a suited audience in a wood-paneled room on an easel.](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-e1781455730182-433x400.png)](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR.png)

---

According to the textbook, a salesman must know the competition, understand the customer, handle objections, and shape the proposal to close the deal. In [*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T), Henrik Bertelsen discovers that behind the Iron Curtain, this rational process has many more dimensions than any sales-training class could prepare him for.

When he is sent to Moscow in 1985 to sell American supercomputers to the Soviet energy sector, he finds himself between two systems, two ideologies and two intelligence communities. On paper, the task is commercial. Henrik represents Control Data, an American computer company under pressure from technological change, declining competitiveness and strategic mistakes. The Soviet Union, meanwhile, needs modern computing power on a scale its own industry cannot deliver.

All Soviet ministries and state institutions are desperate for new technology. The long-standing strategy of stealing and copying Western systems has failed miserably: the copies are unreliable, outdated before they are installed, and incapable of delivering the computing capacity the economy now requires.

The opportunity is enormous. If the Soviet Union can buy Western computers for civilian use, Control Data might secure orders large enough to help the company through an urgent restructuring process. But in a political system where the computing needs of an entire nation can be bundled into a single vast procurement process managed by a single government office, the invitation to foul play is built into the structure itself. When that system is already infested with corruption, secrecy and a chronic lack of transparency, a commercial opportunity of this size becomes a struggle for access, influence, and control.

# Glasnost Opens the Door

[![](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png)When Mikhail Gorbachev came to power in 1985, the Soviet Union was already in deep crisis. Economic growth had stalled. The planned economy could mobilise resources, but it could not generate innovation. The country had enormous reserves of oil, gas and raw materials, but exploiting them efficiently required technology that the Soviet system could not produce in sufficient quality or quantity.

Gorbachev’s early statements about glasnost, uskorenie and later perestroika suggested a new approach. Glasnost promised greater openness. Uskorenie meant acceleration. Perestroika, which became visible only in 1986, implied restructuring. Behind these airy concepts lay a hard truth: the Soviet economy desperately needed a shot in the arm.

For Western companies, the opening looked like an opportunity that comes only once in a generation. For Western governments, however, it created a strategic dilemma. Supporting Gorbachev could reduce Cold War tensions and encourage reform. It could also strengthen an adversary whose military and intelligence services remained hostile towards the West.

For Henrik, it looks like a chance of a new adventure. He is bored in his management job, and his business area is suffering from the strategic mistakes Control Data has made. The products he is supposed to sell have lost their competitive strength, and the success he enjoyed in his first years with the company seems slowly to be fading.

Being sent to the Soviet Union reminds him of his 1979 trip to [Saudi Arabia](https://hpbech.com/books/tumult-in-mecca-en/). Back then, too, he had been thrown into an assignment where the rules were unclear, the culture foreign, and the outcome unpredictable. That kind of challenge appeals to him. He thrives when an assignment cannot be squeezed into a sales manual in advance, and when linguistic, cultural and political barriers make the game more complex than an ordinary negotiation.

For Control Data, he is therefore an obvious choice. He is a Dane in an American company: European, apparently successful, commercially ambitious and used to navigating between different cultures. He has previously shown that he can produce results outside familiar frameworks, and he comes from a small country without the same ideological weight as the United States. In Moscow, that may be an advantage. He is close enough to the Americans to represent their technology, but far enough from Washington to appear less threatening.

Even to an outsider, it is obvious that the Soviet Union must have a gigantic need for computers. The mere task of running a planned economy through five-year plans must require colossal economic models, enormous quantities of data and a level of computing power the system cannot provide for itself. Henrik understands this intuitively: if Control Data can gain access to even part of that need, the project may become bigger than anything he has worked on before.

# The Customer Is Not a Customer

[![](https://hpbech.com/wp-content/uploads/ChatGPT-Image-Jun-14-2026-05_19_06-PM-400x400.png)](https://hpbech.com/wp-content/uploads/ChatGPT-Image-Jun-14-2026-05_19_06-PM.png)Henrik quickly learns that the Soviet Union does not have customers in the Western sense. It has ministries, institutes, planning offices, trade authorities, political factions and security services. The people who need computers are not necessarily the people allowed to buy them. Those allowed to negotiate may not understand the technology. Those who understand the technology may have no direct authority over money. And hovering around all of them is the KGB.

In a normal market, Henrik would identify the decision-makers and influence their preferences with arguments. In Moscow, he must first work out who they are. A ministry may want the equipment. Another may control the import process. A third institution may provide local support. One faction may want the project to succeed because it strengthens reform. Another may want to sabotage it because Western dependence is politically risky.

The Soviet side wants Western technology, but not Western control. It needs American computing power, but fears American influence. It wants modernisation, but within a system designed to prevent openness.

Henrik’s meetings with Soviet officials reveal the contradiction. The demand for computers is real, and the applications are civilian and economically rational: energy exploration, geological surveys, nuclear power, production planning, simulations and data processing. Yet every technical conversation is also political. A computer installed in a ministry is not just a tool; it is a node in a strategic network that has spent decades working against Western democracy and interests.

# The CIA’s Shadow

The Americans also have a double agenda. American companies want to benefit from the thaw in East-West relations, and some argue that supporting selected civilian sectors may help Gorbachev move the Soviet Union in a less confrontational direction.

[![](https://hpbech.com/wp-content/uploads/Henrik-in-the-US-State-Department-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-in-the-US-State-Department-500.png)But the CIA’s concerns are obvious. The same processing power that can improve oil exploration can also support weapons development. The same systems that can model geological formations can model missile trajectories, nuclear processes or military logistics. Once shipped, where exactly will the machines be installed? Who will access them? Can they be monitored? Can they be disabled if the Cold War turns colder again?

This is the central geopolitical dilemma of Henrik’s mission. Control Data wants to sell as much as possible. Soviet ministries would like to acquire as much as possible. Reformers want technology to revive the economy. Hardliners want control. The Americans want a commercial advantage without strategic leakage. The CIA wants visibility and safeguards.

Henrik soon understands that securing a deal for Control Data means playing the Soviet game. Before he can play it, however, he has to understand it: who controls access, who expects payment, who can influence priorities and who merely pretends to matter. He must also learn how to keep misdeeds at arm’s length, hidden from the US authorities whose approval the project still depends on. At the same time, he discovers that the game is not only about paying for influence; it is also about gaining leverage of his own, so that the investments made in the shadows actually produce results.

# The KGB’s Interest

For the KGB, Henrik is useful to several competing groups, each with its own agenda.

One department is concerned with foreign assets and operations. It is constantly short of hard currency, a chronic Soviet weakness worsened by autarky and the regime’s inability to generate sufficient convertible income. To that group, Henrik represents access to dollars. For the right sum, they can help him navigate the system, open doors and perhaps secure the deal Control Data so badly needs.

[![](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500.png)Another faction sees him as a possible future asset. Henrik may not have military secrets, but he has access, mobility, and Western trust. He moves between American officials, Western companies and Soviet institutions. That makes him worth cultivating. Their aim is not necessarily to recruit him immediately, but to compromise him quietly, store the evidence and use it later when he has become more valuable.

A third group is embedded in a wider corruption network. It controls, or claims to control, access to the real decision-makers whose support is essential if Control Data is to win orders. Its interest is direct: money in exchange for influence. It does not need ideology to justify itself. It simply sits between the seller and the sale.

This makes Henrik’s position far more dangerous than he first understands. He is not dealing with one Soviet system, but several overlapping systems: intelligence, bureaucracy, corruption and foreign trade. Each speaks a different language. Each wants something different from him. One offers help, another collects leverage, a third demands payment, and all of them may be watching one another.

Understanding who is who and what each player really wants becomes crucial. Henrik must learn to play the game without becoming a puppet on a string. He needs local help, but local help creates obligations. Obligations create vulnerability. In Moscow, every practical solution may later be reinterpreted as evidence, debt or betrayal. The more promising the project becomes, the more exposed he is.

# Corruption as an Operating System

Henrik learns that corruption is not an exception in the Soviet system. It is woven into the way power, scarcity and access operate. The official structure may speak the language of ministries, plans, procurement procedures and state priorities, but beneath it lies a competing marketplace of favours, influence and hard currency.

Access has value. Travel has value. Foreign currency has value. A study trip to the United States has value. A consultancy agreement has value. A recommendation has value. Even the promise of being introduced to the right person can be turned into a bill.

[![Man in a suit sits at a dark wooden desk counting cash, in a retro hotel-like lobby; a receptionist looms in the background and a man passes in a doorway.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-1.png)The problem is that Henrik is not dealing with a single corrupt gatekeeper. He is moving through overlapping networks, each with its own logic. One group wants hard currency. Another wants future leverage over him. A third wants payment for access to the people who can influence the actual orders. What looks from the outside like ‘the Soviet side’ is, in practice, a maze of factions, offices and personal interests.

Henrik cannot simply refuse to engage with this reality. If he insists on clean Western procedures in a system built on informal arrangements, he risks losing the project to competitors who understand the game better, or who are more willing to play it. If he engages too directly, he risks violating American anti-corruption law, destroying his career and dragging Control Data down with him.

His solution is the familiar compromise: to keep his hands formally clean while Soviet partners handle the practicalities. That may be commercially clever, but it is morally unstable. Once corruption becomes something handled by others on your behalf, you have not escaped it. You have merely outsourced it.

At the same time, Henrik learns that paying is not enough. In a corrupt system, money can disappear without producing anything. The challenge is not merely to make the payments invisible to the Americans, but to ensure that they buy influence, access, and results. He must conceal the game from those who would punish him for playing it, while gaining enough leverage within it to avoid becoming its fool.

According to the early readers, that is one of the novel’s sharpest business insights. Companies often imagine that risk can be transferred to agents, consultants or local partners. In reality, the risk returns in another form. The invoice may be clean, but the purpose behind it is not. The contract may be defensible, but the context is not. The salesman may still appear compliant on paper while knowing exactly what the money is meant to accomplish, and fearing that it may still not be enough.

# Chernobyl and the End of the Illusion

The historical reality of 1985-1989 gives Henrik’s story its deeper weight. In 1985, everything seems possible. Gorbachev is new. Reagan is willing to talk. The Geneva summit signals movement. Western businesses begin imagining the Soviet Union as a future market.

Then comes 1986.

[![](https://hpbech.com/wp-content/uploads/Chernobyl-after-explotion-500-400x400.png)](https://hpbech.com/wp-content/uploads/Chernobyl-after-explotion-500.png)The Chernobyl disaster exposes the very weaknesses glasnost was supposed to address: secrecy, fear, bureaucratic paralysis, distorted reporting, technological overconfidence and contempt for inconvenient facts. For Henrik, Chernobyl is not just a historical event. It is the story’s moral revelation. Corruption and lack of transparency are not local inconveniences. They can poison air, soil, politics and trust far beyond national borders.

After Chernobyl, the idea of transferring advanced Western technology to the Soviet Union becomes even more complicated. If the Soviet state cannot be transparent about a nuclear catastrophe, how can it be trusted to use imported technology only for approved civilian purposes? If ministries conceal failures from one another, how can Western suppliers know where their systems will end up? If the intelligence services see every relationship as a source of leverage, who really controls the deal?

By 1987, 1988 and 1989, the thaw continues in one sense. Arms control progresses. Gorbachev gains admiration abroad. Soviet citizens speak more openly. Eastern Europe begins to shift. Yet the economic miracle never arrives. The system cannot reform itself fast enough without undermining its own foundations. Western capital does not arrive on the required scale. The planned economy remains trapped between control and modernisation.

# The Corruption That Fights Back

Henrik’s mission raises a question larger than the Soviet project itself: what happens when commercial ambition enters a system where corruption is already part of the operating model?

The answer is not comforting. Corruption is rarely a single transaction or a single dishonest person. It is a living system of favours, expectations, shortcuts and silent understandings. Once it takes root, it becomes self-protecting. It rewards those who participate, isolates those who resist, and punishes anyone who threatens to expose it.

That is why corruption is so difficult to remove. It does not sit still while decent people try to clean it up.

> If you fight corruption, corruption fights back.

[![](https://hpbech.com/wp-content/uploads/Henrik-at-the-airport-500-400x400.png)](https://hpbech.com/wp-content/uploads/Henrik-at-the-airport-500.png)In [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/), Henrik discovers this step by step. The Soviet system does not merely tolerate informal payments and hidden influence; it depends on them. Access is controlled. Information is rationed. Decisions are opaque. Everyone claims to know someone who matters. Everyone hints that the right introduction, journey, consultancy fee or favour can move the project forward.

For a salesman under pressure, this is a dangerous environment. Business interests will always look for ways to close the deal, not because businesspeople are necessarily immoral, but because they are rewarded for results. Revenue counts. Market share counts. Winning counts. Explanations can be written afterwards.

Without strong guardrails, organisations slide towards malpractice. Slowly at first, then with alarming speed. One exception becomes precedent. One consultant becomes a channel. One hidden payment becomes a necessary cost of doing business. One compromised decision becomes the reason the next one must also be compromised. This is the evil of corruption: it turns wrongdoing into procedure.

Henrik’s dilemma is that refusing to play the game may cost Control Data the deal, while playing it may cost him something harder to measure. He can tell himself that the system is rotten already, that competitors are probably doing worse, and that his Soviet partners are handling the dirty work. But outsourcing corruption does not make it disappear. It merely moves the stain out of sight.

The novel’s warning is therefore not confined to the Soviet Union. Any organisation can drift in the same direction when incentives are strong and oversight is weak. When only results matter, methods become negotiable. When methods become negotiable, integrity becomes a cost. And when integrity becomes a cost, someone will always argue that the business cannot afford it.

That is why prevention matters more than rescue. Once corruption has embedded itself, removing it requires more than rules, speeches and good intentions. It requires transparency, accountability, independent oversight and leaders willing to lose business rather than buy it dishonestly.

Without guardrails, systems become corrupt. It is a rule almost as predictable as the law of gravity.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Admin, Blog, Book reviews, Business development, Globalisation, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [When the money points north, where does the compass take you?](https://hpbech.com/when-the-money-points-north-where-does-the-compass-take-you/)

**Published:** June 20, 2026
**Author:** Hans Peter Bech

**Excerpt:** The Dollar Compass may be a Cold War thriller. But it is also a business novel about trivial business decisions, international sales, unpleasant dependency, blatant corruption, corporate survival, family costs and moral erosion.

**Content:**



---

With the publication of [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/), the second novel in *The Henrik Bertelsen Saga*, I return to a question that keeps popping up in both business and life:

> What happens when adventure, ambition, money, politics and moral compromise all arrive at the same time?

The first book in the series, [*Tumult in Mecca*](https://hpbech.com/books/tumult-in-mecca-en/), followed Henrik Bertelsen in 1979, when he was still a young civil servant at the Danish Ministry of Labour. Entirely accidentally, he became involved in a Saudi hospital project with his brother Jakob. What was meant to be a simple consultancy assignment quickly grew into something lucrative, complicated and dangerous.

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka-280x280.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)That experience gave Henrik a taste for international business. So when he was later offered a much better-paid job as a trainee salesman at the American computer company [Control Data](https://hpbech.com/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/), he took the leap.

By the time [*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/) begins in 1985, Henrik has become a successful sales manager. His career has moved quickly – partly because he is good at what he does, partly because he takes initiative, but mostly because of the kind of lucky coincidences business biographies often prefer to ignore.

He has done well. But the company he works for is in trouble.

Computer technology is changing. New competitors are arriving. Control Data’s once-strong position is weakening. Then history opens a door.

Mikhail Gorbachev has come to power as General Secretary of the Soviet Communist Party and launches what becomes known as glasnost and perestroika. The Cold War begins to thaw. The Soviet Union needs two things if its system is to survive: lower military spending and access to modern technology.

[![Collage showing Earth from space, two vintage TV screens with politicians, a hazy cityscape with a church spire, and red Soviet flags in front of poles.](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev-600x400.png)](https://hpbech.com/wp-content/uploads/Reagan-and-Gorbachev.png)The first creates an opening for diplomacy. The second catch the attention of Western companies.

For Control Data, and for Henrik personally, the Soviet Union may present the opportunity of a lifetime.

That is the surface of the story.

Underneath lies the real question:

> How far are we willing to go when the prize is big enough?

# **Geopolitics can create business opportunities**

We like to think markets open because customers have problems and suppliers have solutions.

Occasionally, they do.

But every so often, they open because the world changes.

In 1985, Gorbachev’s attempt to reform the Soviet Union created a new geopolitical situation. The entire Soviet economy was in desperate need of modern technology. Factories, ministries, infrastructure, research institutions and administrative systems were all lagging.

But the energy and raw materials sectors had a special importance. They offered the Soviet Union its best chance of earning the foreign currency needed to pay for imported technology. That pushed them to the top of the political priority list.

And because high-performance computing for scientific, industrial and energy-related applications was exactly Control Data’s core market, the company saw a rare and potentially enormous opportunity.

For Control Data, this was not just another export market. It was a lifeboat: a chance to keep the company afloat while it adjusted to the new market conditions emerging in the West.

[![Man in a suit presents a poster labeled 'SUPERCOMPUTER' showing a tall computer tower and monitor to a suited audience in a wood-paneled room on an easel.](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR-280x280.png)](https://hpbech.com/wp-content/uploads/HEnrik-saelger-supercomputere-i-USSR.png)But when business opportunities arise from geopolitics, the rules are never purely commercial.

Every meeting has several layers. Every handshake may mean more than it appears to. Governments, companies, ministries, intelligence services and local intermediaries all have their individual reasons for wanting the project to succeed — or to fail.

Henrik arrives in Moscow believing he is there to sell computers.

He soon discovers a gigantic potential, but also that he has stepped into a system where technology, diplomacy, state interests and private ambition are all tangled together.

# **When one project becomes the lifeboat**

The same technological development that makes the Soviet opportunity attractive is also undermining Henrik’s own company.

Control Data has missed important shifts in the market. Its products are losing competitiveness. The company needs major wins, and a large Soviet project could become the lifeboat.

That is dangerous.

When a company becomes dependent on a few major projects, judgement changes.

Things that would normally be rejected as too risky suddenly get a second look. Warning signs are rebranded as manageable complications. People stretch further than they should because the alternative is dreadful.

This is one of the recurring dilemmas in business.

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options.png)Dependency weakens discipline.

When the pipeline is healthy, it is easy to talk about values, compliance and strategic focus. When the company’s future may depend on one deal, the conversation changes. The numbers start speaking louder.

When everything is at stake, the willingness to remove obstacles sharpens. With everything to win and everything to lose, cynicism is turned up a notch, and the finer sensibilities are quietly put aside.

What once looked questionable begins to look necessary. What once felt like a line not to be crossed becomes just another barrier to the company’s survival.

Henrik soon understands that the Soviet opportunity could save the company. He also understands that it will pull him into places where company policy and personal values are compromised. Is he prepared to go there?

# **The official rules are not the real rules**

In an autocratic bureaucracy such as the Soviet system, the official rules are only one layer of reality.

There are procedures, ministries, approval channels, committees and written regulations. But next to them sits another system: favours, access, personal relationships, informal payments and quiet arrangements. Corruption is not just a deviation from the system. It has become part of how the system works.

Officials have found ways around the rules. Intermediaries know which doors matter. Decisions may be formally justified, but the real movement often happens elsewhere.

[![Two suited men discuss documents at a dark wooden desk in a vintage office; one holds a folder labeled Techosystem.](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-og-Igor.png)For a Western company, this creates a brutal dilemma. If you refuse to play along, you may lose everything. If you do play along, you risk crossing legal, ethical and personal lines.

And if your competitors are willing to do what you are not, purity can quickly become a luxury you cannot afford.

Henrik has seen versions of this before in Saudi Arabia. He knows that insisting on textbook procedures in a non-textbook environment is commercially fatal.

But he also knows that the first compromise is rarely the last.

Once you accept that “this is just how things work here”, you may soon find yourself defending actions you would previously have condemned.

# **Intelligence services with their own agendas**

Where politicians see reform, and companies see sales, intelligence services see opportunities and threats.

In [*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T), Henrik must navigate not only Soviet ministries and American corporate expectations, but also the agendas of the KGB and the CIA.

Each operates according to its own logic. Each wants information. Each wants influence. Each is prepared to use people who may not fully understand the game they have become part of.

Henrik is not a spy. He is a businessman. But in the autumn of the Cold War, that distinction is not as clear as he would like it to be.

A foreign businessman with access to American technology, Soviet officials, Western embassies, and money is interesting to many people. He may not be useful today. But he could become useful tomorrow. That is how leverage works. It is collected before it is needed.

[![](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)](https://hpbech.com/wp-content/uploads/Sagaen-om-Henrik-Bertelsen-280x280-1.png)This is one of the darker themes of the book. Intelligence services do not only recruit people who already possess secrets. They also identify future possibilities.

A small favour. A minor illegality. A compromising situation. A helpful contact.

All of it can become useful later.

Henrik must learn to distinguish between hospitality, corruption, manipulation, and entrapment.

That is not easy when everyone smiles, and the pot of gold at the end of the rainbow seems so close.

# **When success is paid for with absence**

International business has another cost. It rarely appears in spreadsheets.

Time away.

Large projects require travel, evenings, weekends, delayed flights, hotel rooms, dinners with strangers and phone calls home at inconvenient hours. In the short term, the sacrifice seems acceptable. The adventure is exciting. The project is important. The opportunity is rare. The money is attractive.

But family life does not pause while business accelerates.

Henrik has a wife, Sammy, two young children, a home life, friendships and a rock band that also demands his time. Each individual choice may be easy to defend.

One trip. One meeting. One gig. One late night. One more push.

The problem is the accumulation.

[![](https://hpbech.com/wp-content/uploads/Henrik-and-family-600x400.png)](https://hpbech.com/wp-content/uploads/Henrik-and-family.png)The values that matter most eventually are often the ones most easily sacrificed in the short run: presence, trust, shared responsibility, time with children while they are still children, and the small routines that hold a family together.

When the green carrot dangles in front of us, we regularly forget to ask what we are sacrificing to chase it.

# **Why business fiction can teach what theory cannot**

I also write traditional business books. I believe in frameworks, models and structured thinking. They help us see patterns and make better decisions.

But practice never fits theory perfectly. The devil is always in the details. Not in a Boston Matrix, but in the meeting where someone says something ambiguous. In the dinner where a favour is implied. In the hotel lobby, a casual conversation changes the entire balance of power. In the budget meeting, where everyone knows the target is unrealistic, but no one wants to say it aloud.

At the moment when doing the right thing may cost the deal.

That is why I believe we may learn a great deal about business by following Henrik Bertelsen — his initiatives, decisions, mistakes, rationalisations, and compromises.

Business doesn’t behave like the models we have designed.

It is affected by people under pressure, with incomplete information, mixed motives, personal ambitions and private worries.

*[![Man in a suit stands in a cluttered 1960s hotel room, looking off to the side amid maps, money, and a rotary phone.](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-Moscow-2.png)The Dollar Compass* may be a Cold War thriller. But it is also a business novel about trivial business decisions, international sales, unpleasant dependency, blatant corruption, corporate survival, family costs and moral erosion.

A compass using money as its north star may lead you to interesting places.

It may even make you rich.

But it will not necessarily lead you home.

[*The Dollar Compass*](https://hpbech.com/books/the-dollar-compass/) is available where you normally get your books and in your preferred format.

---

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

---

![](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Business development, Globalisation, Marketing, Politics, Strategy

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [The Dollar Compass is free for Kindle until 26 June](https://hpbech.com/the-dollar-compass-is-free-for-kindle-until-26-june/)

**Published:** June 22, 2026
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Compass_UK_Ad1-400x400.png)](https://hpbech.com/wp-content/uploads/Compass_UK_Ad1.png)**The first 5-star reviews from the United Kingdom are very encouraging.**

One reader calls [*The Dollar Compass* ](https://www.amazon.co.uk/dp/B0GRSBXN1T)

*“a curious look at doing business behind the Iron Curtain,”*

highlighting the mix of Soviet bureaucracy, KGB traps, American greed, and Henrik Bertelsen’s instinct, charm, and luck. Another describes it as *“*

*a gripping Cold War thriller with real emotional weight,”*

where business, politics, and personal responsibility collide.

That is exactly the kind of reader response I had hoped for.

My latest geopolitical thriller, [*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T), is now available for free on Kindle until 26 June, Pacific Time.

> The offer is simple: go to Amazon, choose the Kindle edition, and download the book for free during the promotion window.

A Kindle is not only Amazon’s dedicated reading device. It is also [a free app](https://hpbech.com/you-dont-need-a-kindle-to-read-kindle-books-and-why-that-matters/) that you can install on your phone, tablet, or computer. That means you do not need to own a Kindle e-reader to read *The Dollar Compass*. Download the Kindle app, sign in with your Amazon account, get the book, and it will be available in your Kindle library.

## Where to get the Kindle edition

[![](https://hpbech.com/wp-content/uploads/Kindle.png)](https://hpbech.com/wp-content/uploads/Kindle.png)You should get the Kindle version from your local Amazon portal if your country has one. Amazon operates dedicated local Kindle stores in the following countries:

[Australia](https://www.amazon.com.au/dp/B0GRSBXN1T), [Brazil](https://www.amazon.com.br/dp/B0GRSBXN1T), [Canada](https://www.amazon.ca/dp/B0GRSBXN1T), [France](https://www.amazon.fr/dp/B0GRSBXN1T), [Germany](https://www.amazon.de/dp/B0GRSBXN1T), [India](https://www.amazon.in/dp/B0GRSBXN1T), [Italy](https://www.amazon.it/dp/B0GRSBXN1T), [Japan](https://www.amazon.co.jp/dp/B0GRSBXN1T), [Mexico](https://www.amazon.com.mx/dp/B0GRSBXN1T), [the Netherlands](https://www.amazon.nl/dp/B0GRSBXN1T), [Spain](https://www.amazon.es/dp/B0GRSBXN1T), [the United Kingdom](https://www.amazon.co.uk/dp/B0GRSBXN1T), and [the United States](https://www.amazon.com/dp/B0GRSBXN1T).

If you live in a country without a local Amazon Kindle store, you can normally use [Amazon.com](https://www.amazon.com/dp/B0GRSBXN1T). However, Kindle purchases and free downloads are linked to your Amazon account’s country or region settings, and availability can vary because of local rules, rights, and Amazon’s marketplace setup. If Amazon asks you to confirm or update your country settings, follow the instructions on the Amazon site.

## Why am I giving the book away?

I am doing this because I want *The Dollar Compass* to reach the largest possible audience.

For a relatively unknown fiction author like me, price is often a barrier. Readers may be curious, but curiosity has to compete with a long list of established authors, familiar series, recommendations from friends, and the simple fact that none of us has unlimited reading time or a limitless book budget.

A free Kindle promotion removes one of those barriers.

Amazon offers authors enrolled in KDP Select a five-day Free Book Promotion at no direct cost to the author. I receive no royalty on the free downloads, but that is not the point of this campaign. The point is to make it easy for new readers to take a chance on the book.

If you enjoy it, the best thing you can do is leave a rating or a short review on Amazon. That helps other readers discover the book.

## [![](https://hpbech.com/wp-content/uploads/The-Dollar-Compass-table-S-280x280.png)](https://hpbech.com/wp-content/uploads/The-Dollar-Compass-table-S.png)About *The Dollar Compass*

*The Dollar Compass* is a geopolitical thriller set in the autumn of the Cold War.

It begins in August 1985, as the Soviet Union is changing under Gorbachev’s glasnost and perestroika. Danish computer salesman Henrik Bertelsen becomes involved in an ambitious plan to sell advanced American computer systems to the Soviet Union. For Western corporations, Moscow represents opportunity. For intelligence agencies, it represents danger. For Henrik, it becomes a journey into a world where technology, ideology, money, diplomacy, and moral compromise are never far apart.

The novel is meticulously researched and built around real historical tensions. It explores ambition, calculated risk, and the grey zones where commerce and politics collide.

## In short

*The Dollar Compass* is **free for Kindle until 26 June, Pacific time**. You can read it on a Kindle device or on the free Kindle app. Get the Kindle edition from your local Amazon portal if you have one, or from [Amazon.com](https://www.amazon.com/dp/B0GRSBXN1T) if your country does not have a local Amazon store.

The book will most likely appeal to readers who enjoy Cold War history, geopolitical thrillers, international business, political intrigue, moral dilemmas, and stories in which their ambitions and appetite for adventure collide with the world we live in. It is for readers who like their thrillers grounded in reality, their characters caught between competing interests, and their history served with both tension and irony.

If that sounds like you, this is the week to [download](https://www.amazon.com/dp/B0GRSBXN1T) it.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Book reviews, Globalisation, Marketing, Politics

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [The Dollar Compass: How the Book Performed in Its First Week](https://hpbech.com/the-dollar-compass-how-the-book-performed-in-its-first-week/)

**Published:** June 30, 2026
**Author:** Hans Peter Bech

**Excerpt:** The Dollar Compass has found its first readers. They have placed it on Amazon bestseller lists. They have given it 5-star reviews. They have confirmed that a story about supercomputers, Cold War politics and moral compromise in 1985 can also speak to the technological and geopolitical dilemmas we face today.

**Content:**



---

## A Cold War Thriller About Technology, Power and Moral Compromise

[![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png)](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png)When I wrote [*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T), I wanted to tell a story about business, technology and geopolitics at a moment when the late Cold War was beginning to shift under everybody’s feet.

The year is 1985. Mikhail Gorbachev has come to power in the Soviet Union. The West is watching carefully, wondering whether glasnost and perestroika are real signs of change or merely new packaging for an old and antagonistic system.

At the same time, the Soviet economy is under pressure. Its entire industrial base needed modern technology. The Soviet economy was falling hopelessly behind, and the lack of advanced computing, automation and production systems was beginning to hurt growth across almost every sector. Western companies saw both a political opening and the possibility of very large contracts.

Into this situation steps Henrik Bertelsen, a Danish salesman working for a crisis-stricken American computer company. He becomes involved in a bold plan to supply advanced American supercomputers to the Soviet Union. What begins as a commercial opportunity soon turns into something far more complicated. Technology, politics, intelligence services, export controls, personal ambition and moral compromise all become entangled.

[*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T) is therefore not only a Cold War thriller. It is also a story about what happens when money, power and opportunity begin to pull people away from their values. The central question is simple: when the compass points towards money, where does it take you?

## Released in Three Formats

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Keynote-1-scaled-e1700349321130-542x800.jpeg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Keynote-1-scaled-e1700349321130.jpeg)The book was released internationally on 18 June 2026 as an e-book, paperback and audiobook.

As a relatively unknown fiction author writing in English, I knew from the outset that visibility would be the biggest challenge. The world is not short of thrillers. Readers have many established authors to choose from, and Amazon’s shelves are crowded with books that already have hundreds or thousands of reviews.

That is why I decided to use Amazon’s five-day Free-for-Kindle promotion during the first week after release. From 22 to 26 June, readers could download the Kindle edition of *The Dollar Compass* for free. The goal was not short-term revenue. The goal was reach, visibility and momentum.

## The Free-for-Kindle Campaign Worked

The effect was immediate.

[![](https://hpbech.com/wp-content/uploads/Amazon-Best-Seller-S-280x280.png)](https://hpbech.com/wp-content/uploads/Amazon-Best-Seller-S.png)During the promotion, *The Dollar Compass* climbed into the upper ranks of several Amazon Kindle categories. At one point, it reached #1 in Espionage Thrillers, #1 in 20th Century Historical Fiction and #2 in Political Thrillers & Suspense. Its overall ranking in the Free Kindle Store also improved dramatically, moving from the lower hundreds to around #124 and later remaining highly visible at around #150 in the Free Kindle Store.

For a new book with only a couple of early reviews, this was a very encouraging first-week performance. In 20th Century Historical Fiction, *The Dollar Compass* appeared next to titles by authors such as George Orwell and Ernest Hemingway. In Espionage Thrillers, it stood alongside books with thousands of reader ratings. In Political Thrillers & Suspense, it reached the same lists as well-established series and genre authors.

## Why Free Downloads Matter

Of course, a free download is not the same as a paid sale. I know that.

But for a new fiction title, free downloads serve another important purpose: they put the book in front of readers who would otherwise never have discovered it. Many readers are understandably reluctant to take a chance on an author they do not yet know. A free Kindle offer removes that barrier. It allows the book itself to make the first move.

This is especially important for fiction. A business book can often be sold on the basis of a specific promise: learn this method, solve this problem, improve this process. A novel asks for something more demanding. It asks the reader to spend several hours in a world created by an author they may not know. Reducing the price to zero for a few days makes that decision easier.

## Facebook Ads Helped Create Momentum

[![Promotional image for a geopolitical thriller book: 'The Dollar Compass' by Hans Peter Bech, with US and Soviet flags on the cover. Free for Kindle.](https://hpbech.com/wp-content/uploads/Compass_UK_Ad1-280x280.png)](https://hpbech.com/wp-content/uploads/Compass_UK_Ad1.png)We supported the Free-for-Kindle campaign with Facebook advertising.

The ads focused on the book’s core promise: a geopolitical thriller based on real events, set in the world of Cold War technology, supercomputers and moral deception. The creative material used a dark, cinematic style, with the book cover placed prominently and the message “Free for Kindle” made impossible to miss.

From the Amazon attribution list, we could see that the Facebook ads did exactly what they were supposed to do. They generated measurable traffic and helped convert awareness into Kindle downloads.

That matters, because Amazon’s own ranking system responds to activity. As more readers clicked, downloaded and engaged with the book, the title became more visible inside Amazon’s category pages. Visibility then created more visibility.

This is one of the paradoxes of book marketing. The hardest reader to reach is often the first one. Once a book begins to move, even modestly, the platforms start helping. Category rankings, bestseller lists, “also bought” suggestions and search visibility all become more favourable.

The Free-for-Kindle offer gave *The Dollar Compass* the initial push it needed to enter that cycle.

## Encouraging 5-Star Reviews

[![](https://hpbech.com/wp-content/uploads/Review-Scott-280x280.png)](https://hpbech.com/wp-content/uploads/Review-Scott.png)The early reviews also helped.

The book already has very nice 5-star reviews, and one of them captures exactly what I hoped readers would take from the story. The reviewer writes that, after decades of analysing technology trends, geopolitical shifts and the intersection of power and innovation,

> *The Dollar Compass* “stopped me in my tracks.”

That is a generous statement, but also an important one, because the reviewer does not treat the novel merely as entertainment.

The review describes the book as “one of the most thought-provoking reads” of the year and highlights the parallels between Cold War supercomputing and today’s global race in artificial intelligence, cloud computing, semiconductors and strategic technology.

That connection is central to the book. Although the story takes place in 1985 and 1986, it is not locked in the past. The same questions are still with us.

## Why the Story Still Feels Current

- [![Man in a gray coat reads The New York Times on a busy sidewalk; headline: Reagan and Gorbachev to meet in Geneva.](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png)](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png)Who controls critical technology?
- Who gets access to it?
- When does trade become strategy?
- When does technological progress become political leverage?
- And when does a professional doing his job become a pawn in a much larger game?

These questions are no longer historical. They are highly contemporary. Today, governments argue over semiconductors, artificial intelligence, cloud infrastructure, export controls and strategic dependencies. The technologies have changed, but the power games have not.

That is why *The Dollar Compass* is not only a story about supercomputers in the 1980s. It is also a story about how technology moves through the world as a force of power, persuasion and, sometimes, destruction.

## The Moral Question at the Centre of the Book

[![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-with-two-options.png)The reviewer also points to the book’s moral dimension. At what point does the pursuit of progress betray our values?

That question runs through Henrik Bertelsen’s journey. He is not a villain. He is not an ideologue. He is a capable, ambitious professional trying to do his job, protect his career, support his family and help his company survive.

But he operates in a world where every practical decision has political consequences, and where small compromises can open the door to larger ones.

That is what makes the Cold War setting so useful for fiction. The pressure is external, but the conflict is internal. The reader can see the systems at work – governments, companies, intelligence agencies, ministries, bureaucracies – but the drama ultimately depends on what individual people choose to do when they are placed under pressure.

## Demand Also Lifted Tumult in Mecca

[![](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S-267x400.png)](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S.png)Another interesting outcome from the first week was that demand for *The Dollar Compass* also created demand for [*Tumult in Mecca*](https://www.amazon.com/dp/B0DCC4SYTY), the first book in The Henrik Bertelsen Saga.

That was encouraging, but not entirely surprising.

The two books are independent novels, and *The Dollar Compass* can be read on its own. However, readers who discover Henrik Bertelsen in the second volume may naturally want to know where he came from.

[*Tumult in Mecca*](https://www.amazon.com/dp/B0DCC4SYTY) introduces him in 1979, when he is still an economist in the Danish Ministry of Labour and unexpectedly becomes involved in a business project in Saudi Arabia. Like [*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T), it blends business, history, culture and personal dilemmas. The setting is different, but the underlying theme is related: ordinary professionals are pulled into extraordinary situations where they must navigate unfamiliar systems, moral ambiguity and forces much larger than themselves.

## Building the Henrik Bertelsen Saga

[![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-280x280.jpeg)](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg)In that sense, the first-week performance of [*The Dollar Compass*](https://www.amazon.com/dp/B0DCC4SYTY) did more than promote a single title. It helped strengthen the series.

It gave new readers a reason to enter Henrik Bertelsen’s world, and some of them moved backwards to the first volume. For an author building a multi-book saga, that is exactly what should happen. Each new book should increase the value and visibility of the others.

The Henrik Bertelsen Saga follows an ordinary Dane through extraordinary historical moments where business, politics and personal ambition collide. The books are rooted in real events, but they are also stories about people: their choices, weaknesses, loyalties and compromises.

That broader series effect is one of the most valuable outcomes of the first week.

## A Book at the Intersection of Three Genres

[![Two men in suits sit at a dark wooden desk comparing papers in a government office, with a Soviet flag and a portrait on the wall behind them.](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500-280x280.png)](https://hpbech.com/wp-content/uploads/Henrik-and-Igor-500.png)The first week also confirmed something I have believed for a long time: *fiction with a strong business and geopolitical foundation can find readers beyond the traditional thriller audience.*

[*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T) appeals to readers who enjoy espionage, Cold War history and political suspense, but also to people interested in technology, international business, innovation, leadership and the moral grey zones of professional life.

The book’s performance in three different Amazon categories shows that this positioning works.

**20th Century Historical Fiction** speaks to the historical setting. **Espionage Thrillers** reflects the intelligence and Cold War elements. **Political Thrillers & Suspense** captures the broader power game.

The book lives at the intersection of all three.

## What the First Week Proved

[![](https://hpbech.com/wp-content/uploads/Inbound_marketing-2.png)](https://hpbech.com/wp-content/uploads/Inbound_marketing-2.png)The five-day Free-for-Kindle campaign has now done its job.

It lowered the entry barrier for new readers, generated downloads, lifted the book into visible Amazon categories, supported the early reviews and created renewed interest in *Tumult in Mecca*. It also gave me a clearer picture of which messages and advertising angles resonate with readers.

For a first week, I could not reasonably have asked for much more.

The real test, of course, comes next. Free downloads must turn into reading. Reading must turn into reviews. Reviews must turn into recommendations. Recommendations must turn into paid sales of the e-book, paperback and audiobook.

That process takes time, especially for an author still building an international fiction readership.

## A Promising Beginning

But the beginning has been promising.

[*The Dollar Compass*](https://www.amazon.com/dp/B0GRSBXN1T) has found its first readers. They have placed it on Amazon bestseller lists. They have given it 5-star reviews. They have confirmed that a story about supercomputers, Cold War politics and moral compromise in 1985 can also speak to the technological and geopolitical dilemmas we face today.

That is more than a good start.

It is a compass pointing in the right direction.

### The historical background behind *The Dollar Compass*

This article explores the political and technological environment that inspired Hans Peter Bech’s geopolitical business thriller *The Dollar Compass*.

Set in 1985–1986, the novel combines fictional characters with the political, technological and business realities of the final years of the Cold War.

[Learn more about The Dollar Compass →](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass")

[Part of the Henrik Bertelsen Saga →](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga")

[![Three book covers by Hans Peter Bech: Tumult in Mecca, The Dollar Compass, and Starting from Scratch on a dark wooden background.](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)](https://hpbech.com/wp-content/uploads/Romaner_EN-S.png)

**Categories:** Blog, Book reviews, Business development, Marketing

**Tags:** business development, fixion_en, The Henrik Bertelsen Saga

---

### [Why Four Stars May Be the Perfect Rating for Tumult in Mecca](https://hpbech.com/why-four-stars-may-be-the-perfect-rating-for-tumult-in-mecca/)

**Published:** July 14, 2026
**Author:** Hans Peter Bech

**Excerpt:** I am pleased with four out of five. It tells me the book has found many of its readers, without becoming harmless.

**Content:**



---

## A Book That Was Never Meant to Please Everybody

[![](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mecca-452x400.png)](https://hpbech.com/wp-content/uploads/Amazon-ratings-Tumult-in-Mecca.png)At first glance, a four-out-of-five rating may look like something just short of success. Authors are supposed to dream of nothing but five-star reviews, universal praise, and readers lining up to declare the book flawless. I do not see it that way. For [*Tumult in Mecca*](https://www.amazon.com/dp/B0DCC4SYTY), I believe four out of five is close to perfect.

Not because I do not appreciate five-star reviews. Of course I do. Every author is grateful when a reader connects deeply with a book, enjoys the story, and takes the time to say so publicly. But *Tumult in Mecca* was never written to please everybody. It was written to tell a story that is funny, uncomfortable, historically grounded, morally ambiguous, and at times deliberately challenging. A book like that should divide opinion. If it did not, I would probably have failed.

The story begins with an almost absurd coincidence. Three Danes become involved, at very short notice, in what turns out to be a highly lucrative consulting assignment in Saudi Arabia. The project concerns the renovation and operation of hospital kitchens near Mecca. One of the Danes has substantial professional experience in the subject matter. The two others, including the protagonist Henrik Bertelsen, do not. They are intelligent, resourceful, and capable of learning quickly, but they are not experts.

To make matters worse, the one genuine expert has an alcohol problem. At a crucial moment, he becomes incapable of performing the role he was brought in to handle. Henrik and his brother Jakob are forced to step up. They improvise, observe, analyse, write, negotiate, and present themselves with more confidence than their actual experience justifies.

## The Moral Grey Zone

[![](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png)](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png)

---

That situation alone raises questions. Should they have declined the job? Should they have admitted more openly that they were out of their depth? Or is this how much international business often works: imperfect people, incomplete information, unrealistic deadlines, and a fair amount of theatre? The book does not provide a clean moral answer because real life rarely does.

Some readers may see Henrik and Jakob as opportunists. Others may see them as practical, brave, and entrepreneurial. Some may be entertained by their ability to learn on the job. Others may feel uncomfortable with the way they bluff their way through situations where more humility might have been appropriate. All of these reactions are legitimate.

That is one reason why a perfect average rating would almost worry me. If every reader found the book entirely agreeable, then perhaps the dilemmas had not been sharp enough.

The danger for authors is the temptation to write defensively: to remove rough edges, soften the opinions, avoid controversy, and make every character more likeable than people are in real life. That may produce smoother ratings, but not necessarily better books.

## Culture, Religion, and the Reader’s Judgement

*[![](https://hpbech.com/wp-content/uploads/Mecca-meeting.png)](https://hpbech.com/wp-content/uploads/Mecca-meeting.png)*

---

[*Tumult in Mecca*](https://www.amazon.com/dp/B0DCC4SYTY) also deals with cultural difference, and that is never a neutral subject. The story is told from the perspective of a Danish man in 1979. He arrives in Saudi Arabia with Scandinavian assumptions about democracy, religion, gender roles, bureaucracy, openness, equality, and personal freedom. He observes what he sees. Sometimes he is curious. Sometimes he is amused. Sometimes he is confused. Sometimes he is critical.

Are the portrayals of the different cultures fair and balanced? Are the reflections on religion acceptable? Does the book show enough understanding of Saudi society as it was then? Or does it sometimes reveal the limitations and prejudices of the Danish observer?

I cannot answer those questions on behalf of the reader. Nor should I. A novel is not a court ruling. It is not a policy paper. It is an invitation to enter a situation and experience it through a particular consciousness. Henrik is not a neutral camera. He brings his own background, values, blind spots, wit, impatience, and discomfort with him. Readers must decide whether they trust him, challenge him, laugh with him, or occasionally object to him.

That is part of the reading experience.

## Why Four Stars Feels Right

The most controversial structural choice may be the decision to make the November 1979 siege of the Grand Mosque in Mecca the gravitational centre of the story. The event was real, dramatic, violent, and historically significant. It shook Saudi Arabia and shaped religious and political developments far beyond the kingdom. To place three ordinary Danes close to that event is bound to raise questions.

[![](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)](https://hpbech.com/wp-content/uploads/TIM-In-Mekka.png)

---

Why use such a serious historical episode in a novel that also contains humour, business improvisation, family life, and social observation? Why bring together a Danish co-housing project, a Saudi hospital tender, alcohol dependency, religious conservatism, oil money, adoption, ambition, and armed extremism?

Because life does not organise itself into neat categories. Comedy and danger often coexist. People make career decisions while history is moving around them. Moral dilemmas rarely arrive with warning labels attached. And ordinary people sometimes find themselves much closer to major events than they ever intended.

Some readers will find that fascinating. Others may find it offensive. Some will enjoy the mixture of memoir-like storytelling, geopolitical tension, cultural commentary, and understated comedy. Others may prefer a cleaner thriller, a more heroic protagonist, or a more clearly signposted moral position.

That is perfectly fair.

A three-star review may come from a reader who expected something else. A two-star review may come from someone irritated by the protagonist, the tone, the cultural observations, or the moral ambiguity. Even a one-star review may reflect an honest reaction. Not every book belongs to every reader.

For *Tumult in Mecca*, four out of five suggests something healthy. Many readers found the book engaging, entertaining, and worthwhile. Some were challenged. Some resisted it. Some may have disliked what it made them think about. That balance feels right.

A novel that deals with ambition, money, religion, culture, family, deception, opportunity, and fear should not leave everybody equally comfortable. It should open a door, not close a discussion.

So yes, I am pleased with four out of five. It tells me the book has found many of its readers, but not by becoming harmless. It has entertained some, provoked others, and perhaps made a few people ask questions they would rather not answer.

For this book, that may be the best rating of all.

**Categories:** Blog, Book reviews, Business development, Society

**Tags:** fixion_en, The Henrik Bertelsen Saga

---

### [Erik Damgaard lancerer nyt ERP-økosystem](https://hpbech.com/da/erik-damgaard-lancerer-nyt-erp-oekosystem/)

**Published:** May 18, 2016
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Uniconta-meeting-May-2016-500x500-1-400x400.jpg)](https://hpbech.com/wp-content/uploads/Uniconta-meeting-May-2016-500x500-1.jpg)Det er en usædvanligt varm majdag i 2016 i udkanten af København. Omkring 100 mennesker er samlet i en nyistandsat fabrikskantine for at høre [Erik Damgaard](https://www.linkedin.com/in/erik-damgaard/) præsentere sin nye cloud-baserede ERP-platform, [Uniconta](https://www.uniconta.com/). Jeg har taget fri for at overvære begivenheden og notere mine observationer.

Når Erik Damgaard vender tilbage til ERP-softwarebranchen, er det værd at spidse ører. Han er arkitekten bag Danmax (1984), Concorde Economy (1986), Concorde XAL (1991), Concorde C5 (1994) og Concorde AXAPTA (1998).

Hvad har han denne gang i ærmet?

# Hullet i markedet

[Damgaard Data og Navision Software](https://hpbech.com/da/foredrag/fra-damgaard-til-microsoft/), der nærmest ejede det danske ERP-marked i det forrige århundrede, blev opkøbt af Microsoft i 2002. Ifølge Erik har Microsoft siden forsømt at modernisere teknologien og udvikle et moderne forretningssystem til kunder med færre end 10 IT-brugere. [Microsoft Dynamics C5](https://www.microsoft.com/da-dk/dynamics-365/products/business-central?market=dk), som Erik skabte i 1990’erne, er ved at blive udfaset og har efterladt et tomrum i markedet.

> [![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-2-by-Kirsten-Uglebjeg-300x257-1.jpg)](https://hpbech.com/wp-content/uploads/Erik-Damgaard-2-by-Kirsten-Uglebjeg-300x257-1.jpg)Erik Damgaard (foto: Kirsten Uglebjerg)
> 
> ”Microsoft har efterladt det marked, vi tidligere betjente med C5, til andre aktører – men deres løsninger er alt for simple, langsomme og ufleksible,” siger Erik Damgaard, mens han demonstrerer sin teknologi. ”Med Uniconta vil vi gøre for SMV-markedet, hvad Tesla har gjort for elbilmarkedet. De traditionelle cloud-baserede ERP-løsninger er begrænset af standardbrowsere og lukkede arkitekturer. Vi vil igen sætte fokus på produktivitet og give kunder og partnere mulighed for at udvide funktionaliteten, så den passer til deres specifikke behov. Ligesom Tesla vil vi give brugerne en bedre oplevelse ved at anvende ny teknologi på kendte behov.”

Erik viser, hvordan brugergrænsefladen kan tilpasses, hvordan man får adgang til datamodellen for at tilføje felter og funktioner, og hvordan alt fungerer på tværs af enheder (Windows, Mac, Android, iOS). Jeg er ikke tekniker, men han lyder overbevisende – og ingen kan betvivle, at han ved, hvad han taler om.

# Bygger på Microsoft-teknologi og åbne standarder

> [![](https://hpbech.com/wp-content/uploads/Uniconta-Team-foto-Kirsten-Uglebjerg-600x468-1-513x400.jpg)](https://hpbech.com/wp-content/uploads/Uniconta-Team-foto-Kirsten-Uglebjerg-600x468-1.jpg)Uniconta-teamet (fra venstre): John Spliid, Per Pedersen, Renata Damgaard, Erik Damgaard, Casper Guldbrandsen, Marianne Scheufens, Michael Meyrovitsch og Jørgen Rejndrup. (foto: Kirsten Uglebjerg)
> 
> ”I dag findes der så meget fremragende teknologi på markedet, at vi ikke længere behøver opfinde det hele selv,” siger Erik Damgaard. ”Vi bruger Microsoft-teknologi og giver både kunder og partnere fuld adgang til datamodellen og alle tabeller i Uniconta via Visual Studio. Visning og udskrivning sker med komponentbiblioteket fra DevExpress. Til ikke-Windows-klienter bruger vi Xamarin, som i øvrigt er opkøbt af Microsoft. Det betyder måske ikke så meget for slutbrugeren – ud over de produktivitetsgevinster de oplever – men det gør det muligt for partnere at udvikle brancheløsninger, som gør Uniconta mere attraktiv for kunder med særlige behov.”

# Markedsføring gennem partnere

> [![](https://hpbech.com/wp-content/uploads/Per-Pedersen-600x650-1-369x400.jpg)](https://hpbech.com/wp-content/uploads/Per-Pedersen-600x650-1.jpg)Per Pedersen, ansvarlig for distribution hos Uniconta
> 
> ”Uniconta er udviklet med Value Added Resellers for øje,” forklarer [Per Pedersen](https://www.linkedin.com/in/per-s-pedersen/), ansvarlig for distribution. ”Kunder kan godt tilmelde sig direkte hos os, men de bliver alle overdraget til partnere, som står for rådgivning og support. Vi har designet Uniconta til SMV-markedet, men da prisforventningerne har ændret sig markant de seneste 15 år, skal vores partnerprogram være ekstremt simpelt og effektivt. Partnere kan endda sætte deres eget brugerinterface på og tilbyde Uniconta som OEM- eller White-Label-løsning uden særskilt aftale.”

Uniconta-partnerprogrammet er meget enkelt, og der er i øjeblikket kun to roller:

- Salgspartner
- Salgs- og supportpartner

En salgspartner fokuserer på sine egne kunder, mens en salgs- og supportpartner er parat til at få tildelt kunder, der tilmelder sig direkte hos Uniconta.

> »Uniconta har ikke en direkte salgsafdeling,« siger Per Pedersen, »så alle kunder vil blive tildelt en forhandler. Kunderne kan også vælge en forhandler fra listen over alle forhandlere, og de kan skifte forhandler når som helst.

Partnere får en fast rabat på 20 % på standardfunktionaliteten i Uniconta og kan frit fastsætte deres egne priser for tjenester, tilpasninger og tilføjelser.

Der tilbydes gratis applikations- og udviklingsuddannelse efter først til mølle-princippet, og der er ikke planer om forhandlercertificering for Uniconta. Med værktøjer som [Trustpilot](https://www.trustpilot.com/) forventer Per Pedersen, at markedet selv vil kontrollere forhandlernes kvalitet, og at kunderne vil foretrække at arbejde med forhandlere, der har positive anbefalinger fra andre kunder.

# Hvad siger partnerne?

Jeg har talt med nogle af de virksomheder, der har besluttet at samarbejde med Uniconta, og her er, hvad de har at sige.

## Uniconta er anderledes

> [![](https://hpbech.com/wp-content/uploads/Kris-Klintebaek-fotograf-Kirsten-Uglebjerg-small-600x436-1-550x400.jpg)](https://hpbech.com/wp-content/uploads/Kris-Klintebaek-fotograf-Kirsten-Uglebjerg-small-600x436-1.jpg)[Kris Klintebæk](https://www.linkedin.com/in/kris-klinteb%C3%A6k-1810a330), administrerende direktør hos Concept Data (foto: Kirsten Uglebjerg)
> 
> »Uniconta er præcis det, vi har brug for, og det kommer på det rigtige tidspunkt efter Microsofts beslutning om at stoppe supporten af C5,« siger [Kris Klintebæk](https://www.linkedin.com/in/kris-klinteb%C3%A6k-1810a330/), ejer af Concept Data og en af de forhandlere, der har besluttet at tilslutte sig Uniconta-økosystemet. “Selvom Uniconta er positioneret og prissat til SMB-markedet, giver det os stadig mulighed for at foretage tilpasninger til vores individuelle kunder, hvilket er kernen i vores forretningsmodel. Tilpasningen kan foretages med standardværktøjer som Visual Studio, hvilket igen betyder, at vi ikke behøver at lære et proprietært udviklingsværktøj og kan ansætte programmører, der er klar til at gå i gang. Uniconta er meget let at integrere med andre billige webbaserede løsninger, og vi har allerede foretaget integrationer med andre platforme såsom Shopify. Markedet for ERP-systemer til SMB-markedet har ændret sig dramatisk i løbet af de sidste 15 år, og mens forventningerne med hensyn til funktionalitet og brugervenlighed er steget, forventer kunderne meget lavere priser. Uniconta giver os den teknologi og de prisniveauer, der gør det muligt for os at imødekomme vores kunders forventninger og samtidig drive en rentabel forretning,” konkluderer Kris Klintebæk.

## Uniconta er køreplanen for C5-samfundetAnders Lidegaard, CEO hos Pentacon A/S:

> [![](https://hpbech.com/wp-content/uploads/Anders-Lidegaard-330x330-1.jpg)](https://hpbech.com/wp-content/uploads/Anders-Lidegaard-330x330-1.jpg)Anders Lidegaard, administrerende direktør hos Pentacon A/S
> 
> »Vi har samarbejdet med Uniconta siden januar i år og må sige, at Erik Damgaard endnu en gang har vist, at han forstår, hvad markedet og kanalpartnerne har brug for,« siger [Anders Lidegaard](https://www.linkedin.com/in/anders-lidegaard-1280808), administrerende direktør hos Pentacon A/S. »Vi har været Microsoft Dynamics C5-kanalpartner i mange år, og efter Microsofts meddelelse om «end of life” var vi på udkig efter en erstatning. Microsoft foreslår, at kunderne migrerer til Dynamics NAV, men det passer ikke til de fleste af vores kunder. Den app-teknologi og åbne arkitektur, som Uniconta leverer, giver os mulighed for at foretage tilpasninger med minimal indsats og dermed til et prisniveau, der er attraktivt for de små og mellemstore virksomheder, som er vores vigtigste kunder. Med Uniconta-værktøjerne til migrering af C5-transaktioner til platformen har vi nu en klar køreplan for alle vores kunder. De første tests har vist, at det fungerer, og at Erik Damgaard er meget lydhør, når vi kommer med ideer til forbedringer.”

## Det perfekte match

> [![](https://hpbech.com/wp-content/uploads/Soren-Andersen-foto-Kirsten-Uglebjerg-600x404-1-594x400.jpg)](https://hpbech.com/wp-content/uploads/Soren-Andersen-foto-Kirsten-Uglebjerg-600x404-1.jpg)Søren Rasmussen, partner hos ChannelCRM (foto: Kirsten Uglebjerg)
> 
> »Konceptuelt er Uniconta en moderne version af Microsoft C5, der udnytter alle de teknologiske forbedringer, der er sket siden produktet blev introduceret i 1994,« siger [Søren Rasmussen](https://www.linkedin.com/in/rasso01/), partner hos ChannelCRM. “Ved at udfase C5 efterlader Microsoft et stort hul i markedet, og da mange af C5-kunderne allerede bruger ChannelCRM, er det et logisk skridt for os at tilbyde en integration til Uniconta. Vi henvender os til det samme marked (små og mellemstore virksomheder), og med vores produkters åbne arkitektur kan vi endda tilbyde kunden en mere produktiv løsning end C5. Data vil flyde problemfrit mellem Uniconta og ChannelCRM, hvilket giver brugerne øjeblikkelig adgang til de rigtige oplysninger og undgår redundans og behovet for at indtaste de samme oplysninger mere end én gang. Hvis du tilføjer Microsoft Office 365 til ligningen, har du den perfekte løsning til små og mellemstore virksomheder. Kombinationen af Uniconta, ChannelCRM og Microsoft Office 365 er en overkommelig og produktiv løsning på de fleste af deres it-behov – det er det perfekte match.”

# Tilgængelighed, migrering og pris

[![](https://hpbech.com/wp-content/uploads/Uniconta-300x300-1.png)](https://hpbech.com/wp-content/uploads/Uniconta-300x300-1.png)Uniconta er i øjeblikket tilgængelig i Danmark, Norge og Island og tilbyder migreringsværktøjer til e-conomic, [Microsoft Dynamics C5 og Microsoft Dynamics NAV](https://www.microsoft.com/en-us/dynamics-365/products/business-central), så kunder kan flytte deres historiske data.

Applikationen var gratis at bruge frem til 1. august 2016, hvor betaling via kreditkort blev indført. Prisen for standardpakken blev sat til 99 kr. pr. bruger pr. måned.

# Microsoft udfaser C5

[![](https://hpbech.com/wp-content/uploads/MS-C5-600x406-1-591x400.jpg)](https://hpbech.com/wp-content/uploads/MS-C5-600x406-1.jpg)Microsoft meddelte, at salget af nye on-premises-licenser ophører 5. januar 2017, og SaaS-versionerne 31. januar 2017. Eksisterende kunder med vedligeholdelsesaftaler kan fortsat købe ekstra brugere og moduler, men den tekniske support stoppede 8. januar 2019.

# For god ordens skyld

Da jeg skrev denne artikel i maj 2016, havde jeg ingen økonomiske eller andre interesser i Uniconta. Jeg kendte Erik Damgaard fra min tid i Damgaard Data og senere Navision. Jeg havde besluttet at følge Uniconta fra begyndelsen og løbende rapportere om projektets udvikling.

I februar 2020 indtrådte jeg i Unicontas bestyrelse.

**Categories:** Blog, Business development, Strategy

---

### [This formula will make your channel partners successful](https://hpbech.com/the-channel-partner-pl/)

**Published:** December 9, 2015
**Author:** Hans Peter Bech

**Content:**

---

> P&L issues are the responsibility of CEOs and business unit managers and will require that we speak business management “language.”

---

[![Partner P&L](https://www.hpbech.com/wp-content/Partner-P-and-L-300x250.jpg)](https://www.hpbech.com/wp-content/Partner-P-and-L.jpg)Partner P&L

Most potential information technology channel partners will initially be attracted to us because of the features and functions that our product provides (most information technology channel partner are product focused). However, the single formula that will help us help our partners become successful is understanding and working actively with “The channel partner Profit & Loss Statement (P&L).”

When discussing a potential cooperation with a new channel partner we use the P&L to relate the investments required for getting started with the the cost and revenue streams that can be expected for the coming 3-5 years.

# New business requires investments

Adding a new product to a current business always requires investments (planning, business management, additional staff, training, marketing, pre-sales, sales, facilities etc.), which are returned as customers start buying and using the products and services. If we leave reviewing this investment scenario to our channel partners it is very likely that they will keep the investments at a very low level (maybe at zero) as they primarily focus on the very short term cash flow challenges. We need to lead the discussion and help our channel partners see the long term perspective.

As many of our potential channel partners will be people with a technical background we should be prepared to “educate” them in business model management and in developing the P&L for the cooperation. We may even have to help them find the funding required for getting started, especially in the stage where we ourselves have little proof of concept for our partner based go-to-market approach.

# It’s the business model (and not just the product)

[![Working with the business model canvas](https://www.hpbech.com/wp-content/Working-with-the-canvas-300x205.png)](https://www.hpbech.com/wp-content/Working-with-the-canvas.png)Working with the business model canvas

P&L issues are the responsibility of CEOs and business unit managers and will require that we speak business management “language.” We must master the entire business model around our product and especially how it works at the partner level. As we share objectives with our potential channel partners, namely building a successful business as fast as possible with as little investment as possible, and as we perform this exercise with new partners all the time, it seems obvious that we must take the initiative and put a draft P&L framework on the table.

The P&L scenario should obviously yield a handsome profit. We must back up the framework with real case stories from other channel partners that already have established profitable businesses with our product. The quality and the empirical validity of our P&L model should obviously improve as we grow our channel and can demonstrate an increasing number of successful partners. However, it is crucial that the channel partner takes ownership of the P&L and does not consider the business model review an exercise required to please us.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** Business Model Generation

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### [”Navision-modellen” opstod da IBM sagde nej tak.](https://hpbech.com/the-navision-model-was-born-when-ibm-said-no-thanks/)

**Published:** September 7, 2015
**Author:** Hans Peter Bech

**Excerpt:** Historien skulle vise, at Jesper Balser og kompagni valgte rigtigt, da de gav tre uprøvede iværksættere en chance. PC&C GmbH blev en kæmpe succes for både Navision og for trekløveret selv, er et enestående eksporteventyr i dansk softwareindustris korte historie og har dannet skole for international ekspansion under navnet “Navision-modellen.”

**Content:**

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> Historien skulle vise, at Jesper Balser og kompagni valgte rigtigt, da de gav tre uprøvede iværksættere en chance i Tyskland. PC&C GmbH blev en kæmpe succes for både Navision og for trekløveret selv, er et enestående eksporteventyr i dansk softwareindustris korte historie og har dannet skole for international ekspansion under navnet “Navision-modellen.”

---

[![Thumbs_down](https://hpbech.com/wp-content/uploads/Thumbs_down.png)](https://hpbech.com/wp-content/uploads/Thumbs_down.png)

For 25 år siden startede 3 friske jyder et lille kontor i Hamborg, hvorfra de ville sælge det danskudviklede økonomisystem Navigator til tyske kunder. I anledningen af jubilæet bringes her en kort version af et meget interessant kapitel i dansk softwareindustris historie.

# Alles Gute kommt von oben

[![Danmark med pil på Hobro](https://hpbech.com/wp-content/uploads/Danmark-med-pil-på-Hobro-212x300.png)](https://hpbech.com/wp-content/uploads/Danmark-med-pil-på-Hobro.png)

Lars Damsgaard Andersen og Jesper Bowman arbejdede i 1980’erne som henholdsvis økonomichef og controller i produktionsvirksomheden Faltec A/S i Hobro, hvor de benyttede et økonomisystem baseret på IBM-AS/400. I sidste halvdel af 1980’erne skiftede virksomheden til en PC platform og valgte i den forbindelse økonomisystemet Navigator, der forhandledes af IBM, og var udviklet af det lille danske softwarehus PC&C. Da de efterfølgende skulle indføre et nyt økonomisystem i deres tyske datterselskab, kiggede de på forskellige tyske softwareløsninger, men fandt ikke noget de synes om, og besluttede derfor at foreslå det tyske datterselskab at indføre Navigator. De tyske medarbejdere var meget begejstrede, da de fik demonstreret det danske softwareprogram, hvorfor Lars og Jesper sammen med Per Grønfeldt, der var teknisk konsulent hos deres IBM forhandler, oversatte programmet til tysk og satte det i drift.

# En udenlandsk opkøber satte gang i ideerne

I mellemtiden blev Faltec A/S købt af en svensk koncern, hvorved Lars og Jesper mistede meget af den selvstændighed og indflydelse, de havde, da selskabet var på danske hænder. De drøftede sammen med Per, om der kunne være et marked for Navigator i Tyskland, og om de sammen kunne udnytte et sådant potentiale. Per, der allerede havde en god kontakt til medstifterne og udviklerne Torben Wind og Peter Bang hos PC&C, tilbød at forhøre sig, om der kunne være interesse for, at de tre jyder startede en distribution af Navigator i Tyskland.

[![06_agenda](https://hpbech.com/wp-content/uploads/06_agenda-250x300.png)](https://hpbech.com/wp-content/uploads/06_agenda.png)

Tilbagemeldingen var positiv, og i august 1989 tog trekløveret til København for at præsentere og diskutere ideen med Jesper Balser, der var PC&C’s administrerende direktør og derfor tog sig af alt det kommercielle. Efter at have brugt en hel dag på at lære hinanden at kende og drøfte muligheden, viste det sig at kemien mellem de fire var rigtig god, og trekløveret blev sendt retur til Jylland med besked om at udarbejde en forretningsplan samt at skaffe den kapital, der var nødvendig for at komme i gang i Tyskland. De fik samtidigt at vide, at der var et nyt produkt på vej (Navigator 3), og at et eventuelt Tysklandsprojekt naturligvis skulle tage udgangspunkt i dette.

# Forretningsplanen blev skrevet i fritiden

[![Business vision](https://hpbech.com/wp-content/uploads/Business-vision-300x168.png)](https://hpbech.com/wp-content/uploads/Business-vision.png)

Trekløveret, der alle havde fuldtidsarbejde ved siden af, indledte nu den research, der skulle til for at få skrevet forretningsplanen, ligesom de blandt private investorer i deres eget netværk afsøgte mulighederne for at få stampet noget risikovillig kapital op af jorden. Efter mange diskussioner med PC&C i København tegnedes rammerne for det kommende tyske GmbH, og aftalerne faldt tilsvarende på plads. Det tyske selskab, der kom til at hedde Deltacom GmbH, fik eksklusivretten til distribution af Navigator på det tyske marked under forudsætning af, at de kunne opfylde nogle aftalte salgsmål. Deltacom skulle stå for oversættelse og tilpasning af softwaren til de tyske forhold, ligesom de skulle skal stå for og finansiere alle aktiviteter forbundet med distributionen i Tyskland. PC&C skød et beløb og en varekredit i selskabet og fik en ejerandel på 20%, men var derudover alene behjælpelige med erfaringer og gode råd, mens alt andet lå hos det jyske og nu kommende tyske trekløver.

# Startskuddet gik den 1. juli 1990

[![Germany small](https://hpbech.com/wp-content/uploads/Germany-small-300x290.jpeg)](https://hpbech.com/wp-content/uploads/Germany-small.jpeg)

I foråret 1990 sagde Lars Damsgaard, Jesper Bowman og Per Grønfeldt deres jobs op og flyttede til Tyskland, og den 1. juli samme år åbnede de dørene til deres nye kontor i Hamborg. Herefter gik arbejdet i gang med at gøre produktet klar til markedet, men for ikke at spilde tid blev de tyske autobaner samtidigt kørt tynde med besøg og demonstrationer hos potentielle forhandlere og kunder over hele Bundesrepublikken. Frigivelsen af det nye produkt Navigator 3.0, der var meget mere omfattende end den version trekløveret oversatte til tysk for Faltec, blev forsinket, så selvom der faktisk kunne spores nogen interesse både hos kunder og forhandlere, kunne der ikke leveres. Først sent på foråret 1991 var man klar med en tysk udgave af Navigator version 3 og kunne tage hul på det egentlige omsætnings- og likviditetsgivende salg.

# Tyske ting tog tid

![](https://hpbech.com/wp-content/uploads/Channel-698x400-1.jpeg)

Go-to-market modellen var fastlagt fra starten og byggede på salg udelukkende via forhandlere. Selvom rekrutteringen af forhandlere og deres efterfølgende salg til kunderne i starten gik meget trægt og langt fra levede op til hverken de forhåbninger, forventninger eller de minimumsgrænser, der blev aftalt for at opretholde eksklusiviteten, valgte man at fastholde forhandlermodellen. PC&C i København accepterede at opretholde eksklusiviteten, ligesom de gav trekløveret en længere snor til at få skubbet markedet i gang.

Den træge start pressede likviditeten voldsomt, og trekløveret, der arbejdede i døgndrift, måtte spænde livremmen ekstra ind, mens PC&C i København hjalp til med forlængelse af kreditterne. Selv den tyske bankforbindelse trådte til og accepterede overskridelser på kassekreditten. Da de kunne se, at det gik den rigtige vej, omend noget langsommere end forventet, udvistes der tålmodighed.

# Endelig indtraf ketchupeffekten

[![mountain](https://hpbech.com/wp-content/uploads/mountain.png)](https://hpbech.com/wp-content/uploads/mountain.png)

I midten af 1993 indtrådte så endelig den berømte ketchupeffekt. På det tidspunkt havde man rekrutteret et halvhundrede forhandlere, og nogle af disse indgik i landsdækkende netværk med andre forhandlere, der nu også viste interesse. Oven i trekløverets egne markedsrettede aktiviteter begyndte mund-til-mund maskinen at arbejde for dem, og salget tog rigtig fart. Da PC&C i 1995 lancerede Navision Financials, der på det tidspunkt var det eneste ERP system certificeret til Windows95, havde Jesper Bowman, Lars Damsgaard og Per Grønfeldt både organisationen og forhandlerfundamentet klar, og selvom man nu skulle hele oversættelses- og tilpasningsmøllen igennem en gang til, blev det nye produkt hurtigt en kæmpe succes.

## Aktieombytningen

[![Navision2](https://hpbech.com/wp-content/uploads/Navision2-300x91.jpg)](https://hpbech.com/wp-content/uploads/Navision2.jpg)

Da Navision (PC&C skiftede navn i 1995) i slutningen af 1990’erne forberedte sin børsintroduktion og i den forbindelse besluttede at opkøbe alle sine distributører, ombyttedes aktierne, i det der nu hed PC&C GmbH, med aktier i Navision Software A/S til en pris, der blev aftalt parterne imellem. Disse aktier kunne efter børsnoteringen i foråret 1999 frit omsættes og sikrede hermed trekløveret en rigtig fornuftig honorering for det initiativ, de tog 10 år tidligere og for de mange timer, de lagde i projektet, inden der blev lys for enden af tunnelen, og Navision kunne indtage pladsen som markedsleder på økonomisystemer til SMB segmentet i Tyskland.

## Da IBM sagde nej tak opstod ”Navision-modellen”

[![ibm](https://hpbech.com/wp-content/uploads/ibm.png)](https://hpbech.com/wp-content/uploads/ibm.png)

Hvad trekløveret ikke vidste, da de tog kontakt til Jesper Balser og kompagni i 1989, var, at PC&C ApS året før, via deres succesfulde samarbejde med IBM i Danmark, havde haft drøftelser om distribution med en lang række IBM datterselskaber rundt om i Europa. IBM i Tyskland havde grundet tæt samarbejde med andre lokale softwareleverandører valgt at takke nej til et samarbejde. PC&C, der bl.a. på grund af konkurrencepresset fra Damgaard Data på det lille danske marked, var meget opsatte på at vokse internationalt, var således uden distribution i Tyskland og derfor åbne overfor andre initiativer. De tre håbefulde jyder kunne naturligvis ikke på papiret matche IBM’s slagstyrke i det tyske, men historien skulle vise, at Jesper Balser og kompagni valgte rigtigt, da de gav trekløveret chancen. PC&C GmbH blev en kæmpe succes for både Navision og for trekløveret selv, er et enestående eksporteventyr i dansk softwareindustris korte historie og har dannet skole for international ekspansion under navnet “Navision-modellen” (se note).

Navision Software A/S fusionerede i december 2000 med Damgaard A/S og blev til Navision A/S, der i august 2002 blev købt af Microsoft. Navision Financials markedsføres i dag over hele verden under betegnelsen Microsoft Dynamics NAV.

Kilder: Interview med Lars Damsgaard Andersen og egen research.

Note: I 1994 indgik IBM Danmark en global distributionaftale med Damgaard Data, og i 1995 begyndte IBM i Tyskland at opbygge et forhandlernet for hvad de kaldte *IBM Concorde XAL*. Damgaards samarbejde med IBM blev ikke nogen succes. Det kan du læse mere om i min bog [*Fra Damgaard til Microsoft*](https://www.saxo.com/dk/fra-damgaard-til-microsoft_hans-peter-bech_hardback_9788793116313)

**Categories:** Blog, Business development, Globalisation, Marketing, Strategy

**Tags:** biznes, Germany

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### [Når fyringer fremmer karrieren](https://hpbech.com/how-getting-fired-advanced-my-career/)

**Published:** July 31, 2015
**Author:** Hans Peter Bech

**Excerpt:** Jeg er aldrig blevet fyret uden en god grund. Også selvom jeg et øjeblik følte mig som den, der tabte en kamp, ​​som jeg havde besluttet at kæmpe, var resultatet altid bedre end den situation, jeg var i.

**Content:**

> Jeg er aldrig blevet fyret uden en god grund. Også selvom jeg et øjeblik følte mig som den, der tabte en kamp, ​​som jeg havde besluttet at kæmpe, var resultatet altid bedre end den situation, jeg var i.

---

Jeg er blevet fyret fem gange i løbet af mine over 40 år i erhvervslivet (55 år hvis jeg tæller jobs i tiden før og under universitetet med). Set i bakspejlet har jeg faktisk haft stor fordel og lært ret meget af at få det røde kort mere end blot en enkelt gang.

[![](https://hpbech.com/wp-content/uploads/Bird-free.jpg)](https://hpbech.com/wp-content/uploads/Bird-free.jpg)Efter at have afsluttet mit studium i 1977 og frem til jeg startede min egen virksomhed i 2003, havde jeg arbejdet i 11 virksomheder og havde haft en række undervisningsstillinger og bestyrelsesposter.

Fyringerne kan groft deles op i to kategorier:

- **Opkøb og fusioner**: To gange blev den virksomhed jeg arbejdede for opkøbt, og jeg var ikke et godt fit for den nye situation.
- **Uenighed om strategi og planer**: Tre gange var vi så uenige om mål og midler, at et brud var den bedste løsning.

De erfaringer, jeg fik ved fyringerne, var:

- Det er bestemt ikke verdens ende. Allerede anden gang har du prøvet det før.
- Det kan være finansielt meget attraktivt. Du kan sætte fratrædelsesgodtgørelsen i banken og hurtigt finde et nyt projekt.
- Måske skulle jeg selv have taget initiativ til bruddet. Det ville ikke være så finansielt attraktivt, men kunne have sparet noget af den stress, der altid går forud for et brud. Fyringer har et tilløb og kommer sjældent som et lyn fra en klar himmel. Det ser man nok tydeligere bagefter.
- Det gav frit valg på alle hylder, hvor jeg nu kunne lære nye ting, blive mere værdifuld og få en bedre balance mellem mine interesser og værdier.

## Aldrig uden en god grund

Jeg er aldrig blevet fyret [uden en god grund](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/). Også selvom jeg et øjeblik følte mig som den, der tabte en kamp, ​​som jeg havde besluttet at kæmpe, var resultatet altid bedre end den situation, jeg var i.

[![](https://hpbech.com/wp-content/uploads/Fired-698x400-1.jpg)](https://hpbech.com/wp-content/uploads/Fired-698x400-1.jpg)Det tvang mig til nøje at overveje, hvad jeg egentlig ville med mit liv. Det lærte mig at blive mere bevidst om hvad jeg værdsatte, og hvad jeg ikke brød mig om i en organisation, at være meget mere kritisk og selektiv, at stille bedre og skrappere spørgsmål, at underspille vederlagsdelen (det kunne jeg altid indhente senere, når resultaterne viste sig), at vurdere om jeg kunne identificere mig med den nye projektmission og dobbelttjekke, at jeg kunne respektere og arbejde med mine nye chefer og kolleger.

Jeg har kun en gang søgt en stilling, der blev formelt annonceret, og på det tidspunkt var jeg stadig i uopsagt stilling. Jeg er også blevet kontaktet af headhuntere, men kun [en enkelt gang](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/) tog jeg et tilbud, der kom gennem den kanal. Det er smigrende at blive kontaktet af headhuntere, men hvad de kommer slæbende med ligger naturligvis uden for ens kontrol. De fleste gange, når der var bud, var jeg optaget af projekter, som jeg ikke havde planer om at forlade, og når jeg var imellem projekter, matchede det, de kunne byde på, sjældent med mine interesser og planer.

## Tag en pause og tænk dig godt om

[![](https://hpbech.com/wp-content/uploads/Thinking.png)](https://hpbech.com/wp-content/uploads/Thinking.png)Når jeg blev fyret, tog jeg altid en måned fri for at analysere, hvad der gik galt, hvad jeg kunne lære af det, og hvordan min fremtid nu skulle se ud.

Når jeg havde sat retningen, undersøgte jeg hvilke virksomheder, der kunne formodes at være relevante, og så tog jeg kontakt til den administrerende direktør eller bestyrelsesformanden for at få et kaffemøde. Med den tilgang til opgaven, fik jeg i løbet af kort tid initieret en række projekttilbud, som jeg kunne holde op mod hinanden og vælge imellem.

## Søg projekter og ikke jobs

At betragte min næste opgave som et projekt i stedet for et job har fungeret godt for mig. Interviewene blev initieret af mig, jeg satte dagsordenen og ledede møderne. Når alt kommer til alt var det mig, der ledte efter et projekt, der matchede mine ambitioner og ikke mig, der prøvede at passe ind i et job defineret af andre.

Oftest var det projekt, jeg valgte, ikke engang defineret, da jeg bankede på døren.

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PS. Jeg er opmærksom på, at der er altid er efterspørgsel efter salgs- og forretningsudviklingskapacitet. Specielt er der et stort behov for personer der tør tage en chance, har international erfaring, demonstrerer et iværksættergen og evner at få en forretning op at stå. Det er den type projekter jeg kaster mig over, og dem er der altid masser af. Har du en anden kompetence- og personprofil, kan det være noget [mere vanskeligt](https://www.hpbech.dk/damgaard-data-og-navision-software-hvor-kom-medarbejderne-fra/) at tromme et projekt op, hvis det ikke allerede er defineret og opslået som en ledig stilling.

**Categories:** Blog, Business development, Globalisation, Marketing, Society, Strategy

**Tags:** fixion_en

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### [Management Consulting Essentials: Client references](https://hpbech.com/increase-your-prices-part-11-client-references/)

**Published:** February 8, 2012
**Author:** Hans Peter Bech

**Content:**

[![If you are more busy than you appreciate you should increase your prices](https://www.hpbech.com/wp-content/Recommended1-300x300.jpg)](https://www.hpbech.com/2011/12/increase-your-prices-part-2/recommended-blue-grunge-stamp-2/)If you are more busy than you appreciate you should increase your prices

This is the 11th post in a series of posts addressing the issue that too many independent management consultants are working too many hours for too little pay.

See the end of this post for a summary and a list of subjects in the series.

***This post is about winning your clients as references***

## It is all about trust

[![](https://www.hpbech.com/wp-content/Trust-climber-195x300.jpg "Trust (climber)")](https://www.hpbech.com/wp-content/Trust-climber.jpg)It’s all about trust

Clients choose external management consultants only for projects, which are very important if not outright critical. They choose the management consultant to perform the assignment based on trust. This means that they will apply the following priorities in their choice of consultant:

1. Do we have good experience using this management consultant from previous and similar assignments?
2. Has the consultant been recommended by someone we know and trust?
3. Is this management consultant qualified for the assignment ?
4. Does the consultant have solid references?

## Your current and past clients

You obviously use the referrals and recommendations from your current and past clients to win new clients. Next to new projects from your current clients, referrals and recommendations should be your second largest source of new business. Why? Because this reduces your cost of sales dramatically. Potential clients will come to you with an active and urgent need. They will talk to you because you have been endorsed by someone they know and trust.

## Public testimonials

[![](https://www.hpbech.com/wp-content/Endorsement-300x157.jpg "Testimonial")](https://www.hpbech.com/wp-content/Endorsement.jpg)Should you make customer testimonials publicly available on your web site and Linkedin? Absolutely!

You should ask for short testimonials from your clients and have them added to your Linkedin profile as well as posted on your web site. You can draft a text yourself, which your client can alter or extend as he wishes.

## Policy: No testimonials given!

[![](https://www.hpbech.com/wp-content/Confidential-300x223.jpg "Confidential")](https://www.hpbech.com/wp-content/Confidential.jpg)Although I personally haven’t come across any yet, I know there are companies out there who do not accept giving testimonials. Such policies obviously lower their value to you. You must consider if this constitutes a “no go” position on your side. Having a client, which you cannot use as a reference has little value.

It is standard practice in the industry to endorse someone who has done an outstanding job. If your client wish to deviate from this standard code of conduct he should at least pay a premium for your services compensating you for the lack of referral value.

The next post: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/ "Increase your prices – part 12: Delivery")

## Increase your prices: Summary

I meet and talk with a lot of independent management consultants. 99% of them are extremely busy. They are so busy that they have little time to learn new approaches, keep up with the development in their area(s) and develop their business. Most of them even complain that they are ***too*** busy. They also use their busyness as an “excuse” for not being responsive and not meeting deadlines.

When I ask why they are so busy the unison answer is: *“client projects”*. My response is: *“Fantastic, you must be making tons of money?”* Answer: *“Silence.”*

The silence continues when I ask them: *“When will you increase your prices and with how much?”*

> This series of posts will address the “many hours/low price” issue, explain the causes and provide recommendations for how you can remedy the situation. Applying the ideas should enable you to work less hours, make more money and have more fun at the same time.

Other posts in the series:

Post #1: [Brand values and positioning](https://www.hpbech.com/increase-your-prices-part-1/)
Post #2: [Networking](https://www.hpbech.com/increase-your-prices-part-2/)
Post #3: [Pre-qualification](https://www.hpbech.com/increase-your-prices-part-3/)
Post #4: [The first meeting](https://www.hpbech.com/increase-your-prices-part-4/)
Post #5: [Self assessment ](https://www.hpbech.com/increase-your-prices-part-5/)
Post #6: [The objectives](https://www.hpbech.com/increase-your-prices-part-6-the-objectives/)
Post #7: [The deliverables](https://www.hpbech.com/increase-your-prices-part-7-the-deliverables/)
Post #8: [Pricing](https://www.hpbech.com/increase-your-prices-part-7-pricing/)
Post #9: [The proposal](https://www.hpbech.com/increase-your-prices-part-9-the-proposal/)
Post #10: [Price and Payment terms](https://www.hpbech.com/increase-your-prices-part-10-negotiating-the-price-and-payment-terms/)
Post #12: [Delivery](https://www.hpbech.com/increase-your-prices-part-12-delivery/)
Post #13: [Quest for Certainty](https://www.hpbech.com/increase-your-prices-part-13-the-quest-for-certainty/)

**Categories:** Blog, Marketing

**Tags:** consulting

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### [Going Global on a Shoestring - The Final](https://hpbech.com/going-global-on-a-shoestring-the-final/)

**Published:** February 3, 2015
**Author:** Hans Peter Bech

**Excerpt:** What made Dataco so incredibly successful? How could we launch a complete LAN/WAN product line and achieve global coverage in less than two years and reach a position to sell the entire company in just four years?

**Content:**

---

> What made Dataco so incredibly successful? How could we launch a complete LAN/WAN product line and achieve global coverage in less than two years and reach a position to sell the entire company in just four years?

---

 [![by Edvard Eriksen](https://www.hpbech.com/wp-content/Mermaid-small.jpg)](https://www.hpbech.com/wp-content/Mermaid-small.jpg) 

The first two parts of this story can be read here:

[Going Global on a Shoestring – The Start](https://hpbech.com/going-global-on-a-shoestring-the-start/)
[Going Global on a Shoestring – Retrospection](https://hpbech.com/going-global-on-a-shoestring-retrospection/ "Going Global on a Shoestring – Retrospection")

Things were going well in the Danish market, so we brought in a new sales manager to take responsibility for all the sales activities domestically. This released me to start penetrating global markets.

Where should we go first?

 ![](https://www.hpbech.com/wp-content/SAS-ruteplan-300x261.gif) 

I looked in the SAS timetable and saw that it was fastest and cheapest to fly to Oslo and Stockholm, so that’s where we went next. I think we also took Finland at the same time.

There was no Internet in those days!!!!

There was no email in those days!!!!

You couldn’t look up the players in a country by searching on Google and LinkedIn.

We went to the local IT exhibitions and we got in contact with the local trade organizations to get the lists of their members. Then we called them and made appointments.

First we took the Nordic countries, then the Benelux, then the UK, then Germany (difficult!!!) and then Southern Europe (not so difficult).

## The business proposition

I am not an engineer. I didn’t know anything about how the stuff worked, but I knew what the stuff did. I was intimately familiar with the ideal customer profile, the benefits for our customers and the RoI our systems could deliver. I was intimately familiar with how the resellers could build a **business** based on our products.

 [![Travel](https://www.hpbech.com/wp-content/Travel.jpg)](https://www.hpbech.com/wp-content/Travel.jpg) 

I did carry a big suitcase with product samples that were passed around as we discussed the business potential. It was a gimmick. What can you read out of looking at boxes and printed circuits that will be stored away in a closet anyway? Well, in those days we still believed in the future of the thick yellow cable. We believed that our boxes would be placed into the office environment. As Danes we had paid attention to design. Our products were pretty where our competitors’ products were ugly. People just loved to look at our products and have them in their hands, and it made us look more real than had we relied on our overhead foils only.

So while products were passed around I was presenting the reseller P&L and supporting the messages with current customer and reseller logos.

## The disadvantage that became the advantage

We could not repeat our home-plate advantage outside the Danish borders. We could not invest in selling directly to the customers and then take the deals to the resellers. We had to enable the resellers first and then sell through them. Anyone working with resellers knows that this is the toughest part. Channel development requires insight & understanding

 ![](https://www.hpbech.com/wp-content/BMF-channel-500x500-300x300.png) 

We had that suspicion too and designed a partner program which required substantial investments from the partners. By signing the reseller agreement they were to place an order for a starter kit. They should pay for a training package that included sales and technical training. They committed to develop a joint sales and marketing plan.

Our assumption was that the more they invested up front, the more committed they were to move fast.

What did we put into the equation? We were not without competitors. Why should the resellers go with us?

We gave each reseller a grace period where we didn’t appoint competing resellers and then we allocated people to help with sales and pre-sales. Resellers that showed genuine commitment were awarded with extensions of the grace period and even more attention from our side.

Instead of appointing resellers left, right and center, we focused on those who were prepared to make commitments. It was not only strategy. We also desperately needed the money to fund our international sales efforts, so we had to help our resellers protect the investments they did in the business with us.

Sales took off like a rocket and we entered 10 new countries in Europe within just 12 months.

## Against all odds

Starting and growing a company is always a race against cash flow, but there were also other obstacles on the road. Not all obstacles were imposed upon us from the outside.

## Funding

 ![](https://www.hpbech.com/wp-content/People-and-money.jpg) 

We were not particularly interested in 3rd party funding. Getting diluted and having to deal with external investors was not something we embraced. However, we were burning cash too fast. Sales didn’t grow fast enough in the beginning and we slowly, but surely, ran out of cash. With shortage of cash you cannot pay your suppliers which then require up front payments. We introduced factoring to accelerate cash flow from sales. We had meetings with the bank to get a credit line. When you are short of cash you have to invest time and resources in all sorts of activities, which takes your focus away from dealing with your resellers and your customers.

It is a vicious cycle.

With our back against the wall we took a round of private equity funding. Getting funding with your back against the wall is \[insert the most negative word you can think of\]. Investors don’t want their money used paying old bills, they want to invest in the future. Eventually we got the funding, diluting primarily Michael and Bent Henrik, while the rest of us chipped in on top with our private savings. Two weeks later the money was gone, but operations were now generating positive cash flow and we were in the clear.

## Board of directors

 ![](https://www.hpbech.com/wp-content/Formal_Board_meeting-small-300x238.png) 

With external funding comes new members of the board. That can be really helpful, but it can also be \[insert the most negative word you can think of\]. I will claim that we were unfortunate. The first action the board took was “normalizing” incentive schemes. First priority was now (new) shareholder value. Staff were to be paid on normal (Danish!) market conditions. The board started an internal fight to take our incentives away. Hurrah!!

The board also declared that the company could not have two CEO’s, but they didn’t pick one immediately. Instead several months passed where internal political games flourished building support for the two candidates. What a mess and what a waste of time and attention.

### Germany was difficult

 ![](https://www.hpbech.com/wp-content/Germany-small-300x290.jpeg) 

Germany proved to be much more difficult than all other markets. The German resellers in the data communications market were used to dealing with US vendors. They were obsessed with getting exclusive rights. Sitting in the US and looking at Germany, that may not be such a big deal. But for us it was out of the question. None of the resellers we signed up were capable of covering the German market (which is 15 times bigger than the Danish market and very fragmented). Why should we give a reseller in Frankfurt exclusivity in Munich? After lengthy meetings with unreasonable resellers we decided to give Germany low priority for the time being and focus on other markets.

That was a wise decision.

### Post script

Dataco was founded in 1985 and released the first product line in 1986. In 1990 Dowty acquired the company.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** Dataco, Germany

---

### [When to Choose an Indirect Channel and When to go Direct?](https://hpbech.com/when-to-choose-an-indirect-channel-and-when-to-go-direct/)

**Published:** February 19, 2016
**Author:** Hans Peter Bech

**Content:**

---

> I the video I discuss the principles for when we can choose the indirect approach through independent channel partners and when are we better off going directly to the markets.

---

This is the first video in the “Building Successful Partner Channels” series of five videos that TBK Consult have made for the [Microsoft Smart Partner Marketing](http://smartpartnermarketing.microsoft.com) portal.

> Using a channel of independent companies to find, win, make, keep and grow happy customers on our behalf has a long tradition in the software industry. For some software companies the indirect channel has been a major contributor to global success, but for most software companies making it work remains a constant struggle.

I am [Hans Peter Bech](http://www.linkedin.com/in/hanspeterbech) and in this video, I will discuss the principles for when we can choose the indirect approach through independent channel partners and when are we better off going directly to the markets?

The choice between serving customers directly through your own marketing and sales efforts or using independent resellers or channel partners that operate in their own name, at their own risk and at their own expenses is highly affected by the nature of your business model.

There are basically three scenarios to consider:

[![i2-to-IBM](http://tbkconsult.com/wp-content/uploads/2011/09/i2-to-IBM.jpg)](http://tbkconsult.com/wp-content/uploads/2011/09/i2-to-IBM.jpg)

[![When to partner A, B and C](http://tbkconsult.com/wp-content/uploads/2016/01/When-to-partner-A-B-and-C.png)](http://tbkconsult.com/wp-content/uploads/2016/01/When-to-partner-A-B-and-C.png)

 **In the A-scenario** our product is the basis for big projects with a high price tag. Our potential customers will have a committee assigned to drive the project and one of their tasks is to select the vendor. From our perspective such projects are complex and risky because there are many decision makers with different agendas, the sales cycles are long and losing such deals are very expensive.

A-scenario companies typically choose a direct go-to-market approach for two main reasons:

1. The first reason is lack of resellers. In the market for a specialized, comprehensive and customizable solution there seldom are any independent channel partners readily available to find, win, make, keep and grow enterprise customers on our behalf.
2. The second reason is the uncertain growth potential for an independent reseller. As the learning curve for mastering these types of solutions is long and steep, and as there are only very few deals open in the market at any time, and as the sales cycles are long and the customers clearly prefer being served by the vendors directly, the growth potential for independent resellers is very uncertain.

So vendors in the A-scenario not only prefer, but are also left with no other choice than the direct go-to-market approach.

This situation may change as we establish our brand.

When we have build a solid market share in scenario A it is not unusual to be approached by potential implementation partners.

Implementation partners are not interested in – and also seldom very good at – selling our solution. They are attracted by the service business around our product. It may actually be very interesting for us to establish a network of implementation partners as they will enhance our delivery capacity. When companies in the A-scenario are successful with their sales efforts exactly the delivery capacity often becomes a critical bottleneck

**In the B-scenario** we are in the opposite end of the chart. We have a simple and inexpensive product addressing a huge volume market.

Having a simple standard solution with short sales cycles addressing a large market doesn’t benefit from using independent channel partners.

The partners have little value add potential and they need to build a volume business to achieve profitability. Independent channel partners are seldom the best resource for generating volume sales of simple products.

In the B scenario you will be approached by potential resellers when you have established your brand. When there is a steady demand in the market for your value proposition, potential resellers can bundle your products with their current offerings and increase their share of customer’s wallet without increasing their sales expenses.

Likewise, you may see an opportunity using resellers to reach segments of the market where your direct reach is weak.

The best opportunity for an indirect go-to-market approach based on independent channel partners is **the C-scenario.**

The C-scenario, where our solutions are addressing the small and medium enterprise market, with moderate sales cycles and with value-add potential for the channel partners, is already served by independent channel partners. The channel is already there.

In the C-scenario there is enough market volume to support many partners and as each partner can make extensions to the product, they do not have to compete head on for the same business.

The value add potential will improve the channels partners’ margins and make the individual business deal much more profitable for them.

With the channel partners’ extensions and implementation capacity we can reach a much bigger market than we could ever reach with our own resources.

The partners benefit from our branding efforts and the joint activities of us and our partners help create even more awareness and stimulate demand.

## Summing it up:

Very comprehensive products addressing enterprise customers and very simple products addressing the mass market should be sold directly though our own marketing and sales operations.

Products with a value add opportunity addressing small and medium sized organizations can benefit substantially from being sold through the already available channel of independent value added resellers.

First published on [www.tbkconsult.com](http://tbkconsult.com/when-to-choose-an-indirect-channel-and-when-to-go-direct/)

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** Building Successful Partner Channels, business model

---

### [What I learned from writing over 200 articles on LinkedIn](https://hpbech.com/what-i-learned-from-writing-over-200-articles-on-linkedin/)

**Published:** December 11, 2019
**Author:** Hans Peter Bech

**Excerpt:** LinkedIn Publishing is a peripheral supplement to my content marketing activities. It is not the main stage. The marginal cost of reposting material is minimal, and the gain in terms of exposure, SEO recognition (LinkedIn articles are indexed by Google) and engagement justifies the effort. For the time being, I will continue to post articles on LinkedIn.

**Content:**



---

> LinkedIn Publishing is a peripheral supplement to my content marketing activities. It is not the main stage. The marginal cost of reposting material is minimal, and the gain in terms of exposure, SEO recognition (LinkedIn articles are indexed by Google) and engagement justifies the effort. For the time being, I will continue to post articles on LinkedIn.

---

Allow me to start with a disclaimer. I am no social media guru telling what you should and shouldn’t do. In this post, I will share my motives for publishing articles on LinkedIn and what I believe I have learned. It’s entirely related to my business and the objectives I pursue. Feel free to add your experience and observations in the comments.

Let’s also start by getting the terminology right.

 ![](https://www.hpbech.com/wp-content/linkedin-post-and-article-1024x233.png)A LinkedIn post is the short-form message you make directly on your homepage. You have 1,300 characters available and minimal formatting options.

A LinkedIn article is a long-form message with no limits to the length, with more lavish formatting options.

I will guess that over 99 per cent of LinkedIn updates are made as posts and less than one per cent as articles. Correct me if you have the data.

## My objectives

I am an author. My business objectives are simple:

- Write and publish books
- Motivate people to buy the books
- Deliver keynote presentations
- Run workshops
- Get writing engagements (not ghostwriting!)
- Provide consulting

My presence on LinkedIn is primarily motivated by how I believe the platform can support these five objectives. I will share my content and activity strategy later in the post.

## My target audience

My books, keynotes etc. (my deliverables) are relevant for people working with revenue generation in the software industry. I presume that most of my target audience has a profile on LinkedIn. The majority of them will have chosen the industry categories Computer Software or Information Technology and Services. Still, some may have selected the category that they serve (media, banking, insurance, telco, etc.). They all work with business development, marketing and/or sales. By performing a search on Sales Navigator (to which I subscribe), I can find 4.5 million people that match these criteria.

This is my target audience.

 ![](https://www.hpbech.com/wp-content/Bag_of_Money_In-little-Fire-300x274.png) 

If I was prepared to allocate a big budget, then I could run marketing campaigns that made my messages appear in their feeds. However, such an approach is unlikely to yield a positive return.

I know that only a fraction of my target audience read business books. A while ago, I asked 1,000 of my connections, and based on the responses, it appears that fifty per cent will read a business book now and then. I assume that there is an over-representation of business book readers among my connections. The segment of the 4.5 million that read non-fiction books is probably not more than around 25 per cent.

Let’s say that 25 per cent of the 25 per cent are in a situation where they actively look for outside inspiration within my areas of expertise. Based on these assumptions, at any time, around five per cent of the gross target audience is looking for inspiration that a book, a keynote or a workshop could satisfy. We are now down to 280,000 individuals at any point in time.

While anyone can decide to buy a book ($10 plus sales tax), only a tiny fraction has the budget and the authority to engage me to deliver a keynote, run a workshop or write custom content. Therefore, my primary objective with LinkedIn is to generate traffic to my blogs or directly to Amazon or other portals where you can buy the books.

## The inbound content marketing-driven approach

 ![](https://www.hpbech.com/wp-content/Inbound-Marketing-no-border-300x300.png) 

Based on the analysis outlined above, I decided years ago that selling my deliverables should use the inbound marketing approach with in-depth content. People consume my deliverables because they are convinced that they will get input and inspiration for how they can fix critical business issues. Studying my material (books, whitepapers, posts, videos and podcasts) is the best way for anyone to assess if I can help them.

I assumed that people who read business books and need inspiration prefer content that is detailed as opposed to shorter, generic and more superficial posts.

That was my rationale for posting long-form articles on LinkedIn.

## Measuring performance

Does posting articles on LinkedIn support my business objectives?

I don’t know for sure, but I do think it supports the first objective. I sell books every day; however, I can’t track how the readers found them.

I also produce content for clients, deliver keynotes and run workshops, and the majority of these clients have read one or more of my books. My books sell content engagements, keynotes and workshops. I don’t think my LinkedIn activities do that.

### Vanity metrics

 ![](https://www.hpbech.com/wp-content/Board-meeting-300x172.jpg) 

In total, my LinkedIn articles have achieved 139,586 views, which gives an average of 698 views per post. The best performing article has generated 18,476 views, and the poorest performing 29.

The articles have to date generated a total of 6,360 likes (on average 4.6 per cent of views), 1,107 comments and 2,048 shares. The highest number of likes an article has achieved is 350, but that was not the article with the highest comment/view score. The highest comment/view score was 21%.

The most interesting metric is the daily increase in the number of views. At the time of writing, that number is 580. In total, my articles get 580 new visits every day!! That, I believe, supports my book sales.

The engagement in terms of likes, comments and shares is not so relevant to me. I do respond to most of the comments and are happy for any actions my posts create. Although my content mostly offers a different perspective, my objective is not to provoke a discussion. If people find my articles helpful and carry on to buy a book, then that’s fine 🙂

## Content and activity strategy

Most of my content is non-promotional. Each article offers an independent and self-contained piece of insight that doesn’t require further action. You don’t need to download anything, pay with giving me your email and contact information or sign up for my newsletter.

I know that this speaks against the common practice which says that there should always be a clear call-to-action and that you should harvest email-addresses. But I don’t have a newsletter anymore (I may elaborate on that subject in a later post), and I don’t see the point in having my readers’ contact information. People can invite me to connect or follow me and they can add their email to the list that will get notified when my book is out. These are the options I provide.

## LinkedIn is not the main venue

 ![](https://www.hpbech.com/wp-content/Post-on-Medium-500-300x300.png) 

LinkedIn publishing is not the best blogging platform in the world. Far from. It has a decent editor, but the management- and stats-facilities for professional content producers are worse than lousy. My target audience is on LinkedIn and that is why I post here. Simple as that.

The most critical issue with LinkedIn as a publishing platform is that you have no control whatsoever. That’s the reason that I also publish my posts on my own blogs and on Medium. If LinkedIn decides to discontinue their publishing platform, my content will survive.

Another issue is that LinkedIn, in their efforts to balance organic and paid sharing, seems to give preference to the advertisement budgets over their paying subscribers. When it comes to the organic content, they then prefer to boost the material that is easy to consume rather than the in-depth and specialised articles. The result is that short and generic content (applying to a broad audience) get promoted over narrow and detailed content. Several people have encouraged me to shift to short and generic posts to get more engagement, but that is out of the question. That’s like asking a jazz musician to play pop music. You cannot play music, that you do not like, well. Also, I think that producing light and generic material may attract people who do not need my books, so what have I gained?

LinkedIn Publishing is a peripheral supplement to my content marketing activities. It is not the main stage. The marginal cost of reposting material is minimal, and the gain in terms of exposure, SEO recognition (LinkedIn articles are indexed by Google) and engagement justifies the effort. For now, I will continue to post articles on LinkedIn.

---

If you would like to learn more about how to use LinkedIn for business development, marketing and sales purposes, then I can recommend Melonie Dodaro’s brilliant book: *[LinkedIn Unlocked, Unlock the Mystery of LinkedIn to Drive More Sales Through Social Selling](https://www.linkedin.com/pulse/linkedin-unlocked-unlock-mystery-drive-more-sales-through-bech/)*.

---

If you want attention on LinkedIn, post this type of content:

In the first 19 hours this post has drawn 135.905 views, 9.621 likes and 360 comments! Helping a deer in need has a very broad target group.

**Categories:** Blog, Business development, Marketing, Strategy

**Tags:** SEO, social media

---

### [International Bestsellers – Production](https://hpbech.com/international-bestsellers-production/)

**Published:** April 12, 2022
**Author:** Hans Peter Bech

**Excerpt:** This is the fourth article in a series describing how I make international bestsellers. This time we will be discussing production.

**Content:**

---

> *This is the fourth article in a series describing how I make international bestsellers. This time we will be discussing production.*

---

Article 1: [How to make an international bestseller ](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/)
Article 2: [The four main activities in becoming a bestseller](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/) 
Article 3: [Idea and creation](https://www.hpbech.dk/sadan-laver-du-en-international-bestseller-ide-og-tilblivelse/)

---

What does production include?

In the production of the book I have included the following activities:

- 1. Cover
- 2. Illustrations
- 3. Pagination and layout
- 4. Printing
- 5. Conversion to digital formats
- 6. Recording and production of the audiobook
 
## The cover

Which role does the cover of a textbook play?

 [![](https://www.hpbech.com/wp-content/uploads/All-books-1024x326.png)](https://www.hpbech.com/wp-content/uploads/All-books.png)Very few of my books are discovered by potential readers browsing their way through the bookstore’s shelves of business literature. The cover is not meant to catch the reader’s attention in this situation. Most readers become aware of my books through recommendations from Amazon, by getting a tip from another reader, by reading one of my articles or other posts on social media. Then they go online or to a bookstore and order the books.

I do not consider the cover itself to be important. If the reader can recognize the book immediately and relate it to her situation, then it has achieved its objective. The cover should match the book’s genre and title and I believe that my graphic designers have achieved that.

[Jelena Galkina](https://www.linkedin.com/in/jelena-galkina-b1678b127/), a freelance graphic designer from Tallinn, with whom I have collaborated for more than five years, is responsible for the graphic layout for my English books. It was my previous graphic designer who suggested the simple, recognizable, and slightly textbook-like layout for *Building Successful Partner Channels*. We have reused the design for *Going Global on a Shoestring* and we will also use it in my future projects.

The cover of my books differs markedly from other business books. Since I am writing the books for the same target audience and they make a kind of series, we aim for the recognizable.

 [![](https://www.hpbech.com/wp-content/uploads/Bestsellers.png)](https://www.hpbech.com/wp-content/uploads/Bestsellers.png)The book *From Damgaard to Microsoft* – in English *5,460 Miles from Silicon Valley* – was a completely different project, which initially aimed primarily at the Danish market. I worked exclusively with Danish graphic designers, editors, and proofreaders. You can find the names of all of them in the book’s colophon, which [you will find here](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Fra-Damgaard-til-Microsoft-Trailer.pdf?media=1643280189). This series of articles is not about the Damgaard book, which I will deal with separately later.

The print version of my books is in the standard dimensions six times nine inches (152.4 x 228.6 mm). The thickness depends on the number of pages and the type of paper used for printing. [Amazon-KDP](https://kdp.amazon.com/en_US/), [IngramSpark](https://www.ingramspark.com/), and [LaserTryk](https://lasertryk.dk/), which are the printing companies I use, have guides to calculate the dimensions of the cover, including the width of the spine. My cover design requires the print file to be very accurate, as the border of the white area on the front is in the fold of the spine.

In the following, I will review the individual parts of the cover.

 [![](https://www.hpbech.com/wp-content/uploads/Going-global-1024x717.jpg)](https://www.hpbech.com/wp-content/uploads/Going-global.jpg)## Cover 

The title of a textbook should, in my opinion, express the insight that the reader can expect to achieve. That is the book’s value proposition.

The subtitle, which is always significantly longer, should elaborate on the topic and emphasize the relevance to the target audience. I rarely alter the title while writing the book, but the subtitle can change a lot.

At the top of the white area, my books have a short recommendation. In the books *Building Successful Partner Channels* and *Going Global on a Shoestring*, I have selected excerpts from the book’s preface, written by industry celebrities ([Preben Damgaard](https://www.linkedin.com/in/preben-damgaard-859722/) and [Marylou Tyler](https://www.linkedin.com/in/maryloutyler/), respectively).

The illustration on the cover should support the headline. I think the illustration on *Building Successful Partner Channels* is too generic, but since the book has sold and continues to sell well, it does not seem to matter.

I have chosen to print the publisher’s name at the bottom of the cover. It is a matter of preference whether you as a self-publisher need to do that.

## The Spine

I have chosen to write the title and author name from top to bottom, which is the standard in the US, UK, Benelux, and Scandinavia.

At the bottom of the back, we have placed the publisher’s logo.

## The Back of the Cover 

As most of my books are sold through web portals, the back of the cover is not very important. Nevertheless, I have chosen to spend time on it.

Before the book is published, I will send the manuscript to four people in the target group and ask if they will write a short statement to be printed on the book’s cover. So far no one has declined. In the eBook editions, which do not have a back cover, the reviews are brought to the front of the book, so that they can be read in the preview that I allow distributors to use on their portals. I will write much more about reviews when I discuss marketing.

It was my graphic designer who suggested including a picture of me on the back of the cover. I think it is a good idea for the reader to see a picture of the author. It personalizes the book.

The book must have a barcode representing the ISBN. Numerous websites offer a barcode generator. If you use Amazon KDP, you can also choose to upload the cover without the barcode, after which they insert it.

In Denmark ISBNs are available here: [https://www.isbn.dk](https://www.isbn.dk/). I assume other countries have similar services.

## Illustrations

 [![](https://www.hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)](https://www.hpbech.com/wp-content/uploads/The-law-of-diffusion-of-innovations.png)So far, all my books have had illustrations and they are made by freelance graphic designers based on my conceptual ideas. If I use other people’s pictures, I always get approvals and pay for the use. Images are protected by copyright, which you as an author must respect.

I want to use fewer illustrations in the future, solely because it makes the production of the audiobook version difficult. You cannot expect the listener to have the illustrations at hand and explaining an illustration in words is not easy. The audiobook is a good alternative to reading, but in the textbook area, it has several disadvantages, which I will return to later.

Images and illustrations (graphic elements) must have a resolution of 300 DPI but should not be larger for the sake of the file size of the eBook editions. When graphic elements are made in the formats required for the printed book, they can be reused for the digital editions. Avoid small graphic elements with text around them. It does not work well for the digital versions.

## Pagination and design

Pagination and design only apply to the printed version of a book. You can do it yourself using e.g., Microsoft Word or Apple Pages. Amazon-KDP has a [detailed guide](https://kdp.amazon.com/en_US/help/topic/G202145400) for both and provides templates. Word and Pages are well integrated with for example Endnote (citations), just as there are tools for compiling indexes and table of contents.

So far, I have chosen to let a graphic designer do the pagination and design for my books. When the script is done, I compile it to Word, which the graphic designer imports to InDesign. When she is done, I will get a PDF version in which I can make corrections. It is not uncommon for us to have five to six iterations before we are through.

 [![](https://www.hpbech.com/wp-content/uploads/Publishing-With-Kindle-Create.png)](https://www.hpbech.com/wp-content/uploads/Publishing-With-Kindle-Create.png)In my next book project, I will paginate the script myself by following the Amazon-KPD instructions and by using Amazon’s new [Kindle Create](https://kdp.amazon.com/en_US/help/topic/GYVL2CASGU9ACFVU) app.

When the layout of the book is completed, it must be saved in a PDF format that matches the specifications of the printing company. That part is done by the graphic designer, but the instructions from KDP, IngramSpark and Lasertryk are so detailed that you can do it yourself. If you have any questions, you can always ask them. I only have good experiences with the support they provide.

The cover and the content are always uploaded separately. Amazon KDP and IngramSaprk have apps that electronically show what the printed book will look like.

In general, I would recommend any self-publisher to study the [authoring tools of Amazon-KPD](https://kdp.amazon.com/en_US/help/topic/G200783400) thoroughly. There are plenty of articles and videos that enable anyone to understand and execute the production of both printed and digital books.

## Printing 

I use print-on-demand (POD) for all my English books. It is a little more expensive than printing a batch of e.g., 1,000 copies at a time, but it completely removes the investment in a stock and the risk of having unsold books.

The printing price for a 250 paged b/w book is $ 3.85. If I charge $ 19.99 in retail, the royalty is $ 8.15. Each of the three print shops I use provide a price calculator.

 [![](https://www.hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpg)](https://www.hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog.jpg)For the Danish market, I print 100 copies at a time and send them to DBK who are responsible for the distribution in Denmark. A lot of books are sold directly, and they are either sent from DBK or the printing house directly. It is not worth the trouble to handle packing and shipping myself – I have tried it. When I sell directly, the customer pays for the shipping.

If you would like to see what your book looks like in a printed version, you can order individual copies from the three print shops.

An insignificant advantage of POD is that you can correct errors in the manuscript even after the book is officially published. You can just upload a new print file.

## Conversion to digital formats

One of the benefits of using [Scrivener](https://www.literatureandlatte.com/scrivener/overview) is that you can compile directly to the MOBI- and ePub formats. There are apps to check that the formats are correctly compiled and apps where you can simulate what the books will look like in the different eBook readers.

## Recording audiobooks 

I have published *Building Successful Partner Channels* as an audiobook and was responsible for the entire process.

 [![](https://www.hpbech.com/wp-content/uploads/lille-billede-building-successful-partner-channels.png)](https://www.hpbech.com/wp-content/uploads/lille-billede-building-successful-partner-channels.png) 

I could have chosen to pay for the audio production, but since I have a good speaker’s voice and wanted to learn how to do it, I have set up a small sound studio at home. There are lots of [instructional videos](https://www.youtube.com/watch?v=VeHMtoOn6Lg&feature=youtu.be) on the web that provide guidance on what equipment and setup are required, how to talk, how to post-process the audio files, how to prepare them for upload, and how to publish them.

After recording *Building Successful Partner Channels*, I understood that the audio version should already be considered when writing the book. Audiobooks make the most sense for novels, where the narrative is sequential, where there is no index, and where significant footnotes, references, and illustrations are not used. If you want to invest in an audiobook version (because you expect a sale), then the book should be written without such features.

Pure textbooks are the easiest to publish as audiobooks.

If you have a good reading voice, you can record the book yourself, but it is a good idea to practice a little first. The longer passages you can record correctly, the less editing is required. Editing includes correcting errors, shortening pauses, removing excessive breathing and smacking sounds, and merging paragraphs into entire chapters. The technical post-processing includes removing background noise, manipulating the sound so that it is within the stated specifications as well as inserting a second of silence at the beginning and 3 seconds at the end of each file.

## Editing and post-processing 

I use the program Amadeus Pro and record with an Audio-Technica AT202 microphone via USB to my Mac. Audio files are stored directly to an external SSD drive via USB-C. There are several warnings against this setup because there is a risk that the computer’s fan starts and therefore disturbs the recording. I have not experienced it yet, maybe because Amadeus Pro is the only program that runs while I am recording.

 [![](https://www.hpbech.com/wp-content/uploads/Amadeus-PRO.jpg)](https://www.hpbech.com/wp-content/uploads/Amadeus-PRO.jpg) 

The microphone is mounted on an architect lamp arm, suspended from a shock-absorbing device, and supplied with a pop-up filter. When I speak, there must be absolute silence and the room should preferably be completely anechoic. Luckily, I have a music room, where I can hang blankets around me during the recording. I am reading from the manuscript on my iPad, which I have mounted on a tripod.

When I make a mistake, I clap my hands once and read the passage again. The clap forms a clear spike in the audio file, so you can quickly find what to cut away when editing.

I have chosen to distribute my English audiobooks through [Author’s Republic](https://www.acx.com/), which is a wholesaler. They handle the redistribution to all the audiobook portals including Amazon. Author’s Republic requires you to fill out a W-8BEN (for individuals) or W-8BEN-E (for companies) tax form, which allows them to pay me without having to charge withholding tax in the U.S. It is an intimidating form, but I have filled it out many times when I have had US clients. There are also several YouTube videos that explain how to do it. In practice, it takes approximately fifteen minutes to get it done.

It takes about two months from the time you upload the audiobook until the first royalty payment enters your PayPal account.

---

[In the next article](https://www.hpbech.dk/internationale-bestsellere-distribution/), I will describe how I distribute the books to readers worldwide.

Tags: [bestseller](https://www.hpbech.dk/tag/bestseller/), [book production](https://www.hpbech.dk/tag/bogproduktion/), the publishing industry, [self-publisher](https://www.hpbech.dk/tag/selvudgiver/)

**Categories:** Blog, Book reviews, Marketing, Strategy

**Tags:** bestseller, Publishing

---

### [International Bestsellers - Marketing 2](https://hpbech.com/international-bestsellers-marketing-2/)

**Published:** July 12, 2022
**Author:** Hans Peter Bech

**Excerpt:** This is the seventh article in a series describing how I produce international bestsellers. This time we will be discussing further how I approach marketing. 

**Content:**

*This is the seventh article in a series describing how I create international bestsellers. This time I will continue discussing how I approach marketing.*

---

Links to the first 6 articles:

Article 1: [How](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/)[ to](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/) [make](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/) [an international bestseller](https://www.hpbech.com/my-recipe-for-making-international-bestsellers/) 
Article 2: [The](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)[ four](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/)[ main activities in producing a bestseller](https://www.hpbech.com/the-four-main-jobs-in-the-creation-of-a-bestselling-book/) 
Article 3: [Idea ](https://www.hpbech.com/international-bestsellers-idea-and-creation/)[and](https://www.hpbech.com/international-bestsellers-idea-and-creation/)[ creation](https://www.hpbech.com/international-bestsellers-idea-and-creation/) 
Article 4: [Production](https://www.hpbech.com/international-bestsellers-production/) 
Article 5: [Distribution](https://www.hpbech.com/international-bestsellers-distribution/) 
Article 6: [Marketing 1](https://www.hpbech.com/international-bestsellers-marketing-1/)

## Start ahead of time 

  [![](https://www.hpbech.com/wp-content/uploads/Time_is_running-1.jpg)](https://www.hpbech.com/wp-content/uploads/Time_is_running-1.jpg) Once the first edition of my [book ](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf?media=1643280189)[summary](https://usercontent.one/wp/www.hpbech.dk/wp-content/uploads/Going-Global-on-a-Shoestring-book-summary.pdf?media=1643280189) is completed I can start preparing the marketing activities.

The summary is usually completed six to twelve months before the book is published, but since the project might take longer than estimated, this time span can be longer. Much longer.

When promoting the book, I announce the target release time as the first or second half of a year. Only when the book is almost finished, do I announce a specific date. If the release date changes, and that happens, I simply change it in the promotion material. Since I publish my own books, I have no hard commitments to external parties. Changing the release date is, therefore, no big deal.

## The landing pages

Using the texts from the book summary, I create a [product page](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) for the book on TBK Publishing’s [main web pages](http://www.tbkconsult.com/publishing). This product page is the so-called *landing page* to which all promotion links point.

We use WordPress, and I can build the page according to the template we had made a few years ago. On my personal blog (the one you are reading just now), I use a standard theme that I have customised myself. Here the book also has [its own](https://www.hpbech.dk/boger/going-global-on-a-shoestring/)[ page](https://www.hpbech.dk/boger/going-global-on-a-shoestring/) with a link to TBK Publishing®.

Since the texts are in English, which is not my first language, I use [Grammarly](https://app.grammarly.com/) to check for grammatical and linguistic errors. The draft text is then sent to my English proofreader [Emma](https://www.linkedin.com/in/emmacrabtree/)[ Crabtree](https://www.linkedin.com/in/emmacrabtree/). Emma is my (virtual) assistant. She is English and lives in Portugal. In addition to proofreading all our English texts, she also handles a wide range of administrative and marketing-related tasks. The Danish texts are proofread by my daughter, [Maria Bech](https://www.linkedin.com/in/mariabech/).

## Social Media 

 [![](https://www.hpbech.com/wp-content/uploads/Social-Media-2.png)](https://www.hpbech.com/wp-content/uploads/Social-Media-2.png)If you want to use social media to promote your books, then you must understand its business model.

All social media makes a living from selling ads. They charge you so you can get your message across to your target audience. In order to sell ads, social media has to catch and hold its members’ attention. The more of our time [they can](https://www.hpbech.dk/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/)[ steal](https://www.hpbech.dk/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/), the more ads they can expose us to.

Since the ads are often boring and uninteresting, social media algorithms keep track of whether there is user-generated content that creates attention. When posting a video of a cat giving a mouse cheese, many people will think it is funny and cute. They will press the like and love button. It captures the social media algorithm that now spreads the post to even more people.

So, to catch attention I could write a post where I, as an example, trash a politician. It will make many people turn to the comments to scold me or agree with me. Such posts, that attract attention, will have social media’s algorithm intensify the spread.

Two conditions must be present for a post to go viral organically (organic = without having to pay):

1\. It must be relevant for *many* people (many = millions)

2\. It must be *emotional*

 ```
My books are written for a very narrow target audience and not for the general public; they appeal more to the reader's intellect than her feelings. Therefore, getting attention outside my target audience will be a waste of time.

The bottom line is that I cannot expect that organic social media activities will bring my content to my target audience. 
```

## Facebook

 [![](https://www.hpbech.com/wp-content/uploads/Facebook-1.png)](https://www.hpbech.com/wp-content/uploads/Facebook-1.png)Facebook is not my primary media. Although probably 95% of my readers have a profile on Facebook, I can only reach them by paying for it. I have experimented with paid promotion and have not been able to find an advertising format that pays off.

TBK Publishing® has a company page on Facebook where we post twice a day. It drives some traffic to our main site, so it might have some value.

Perhaps someone with more insight into Facebook could find a way to get my books exposed to the target audience at an acceptable contact price. But I haven’t come across this “someone” yet.

## Twitter

At one point, TBK Publishing® had a Twitter account. However, it seems as people follow people. Therefore, I have chosen to exclusively use my personal [Twitter ](https://twitter.com/hpbech)[handle](https://twitter.com/hpbech).

I post on Twitter twice daily and drive some traffic to the main site. However, I spend almost no time on Twitter and rarely participate in discussions.

## LinkedIn

LinkedIn is the main social media platform for promoting my books. This is primarily because my readers have a profile here AND expect to find information relevant to their professional activities. On LinkedIn, I can find my target reader and get their attention at a very attractive contact price.

[My ](https://www.linkedin.com/in/hanspeterbech/)[LinkedIn](https://www.linkedin.com/in/hanspeterbech/)[ profile](https://www.linkedin.com/in/hanspeterbech/), which serves as the internal landing page, is optimized around my writing business. I have thoroughly familiarized myself with LinkedIn and use all the facilities. LinkedIn is the second largest source of references (the largest is organic search, and I will get to that) to our website.

  [![](https://www.hpbech.com/wp-content/uploads/HPB-SSI-14-03-2021-1024x512.jpg)](https://www.hpbech.com/wp-content/uploads/HPB-SSI-14-03-2021.jpg) LinkedIn’s algorithms keep track of whether a post quickly gets attention. Even though I have over 30,000 followers on LinkedIn, only a few of them see my posts when I publish them. I post twice a day on my profile (in the morning between 9 and 10 am in Danish and in the evening between 6 and 7 pm in English). About every two weeks I publish a longer article on the LinkedIn publishing platform.

However, it is the activities in what is called LinkedIn Sales Navigator that have the most significant effect.

In Sales Navigator (which costs approximately DKK 4,000 per user per year), there are such detailed search facilities that I can find all the individuals in my target group by name. I do not know if they read books, but I can match their professional profiles with the content of my books.

*For* [*Building* ](https://www.hpbech.dk/boger/building-successful-partner-channels/)*[Successful](https://www.hpbech.dk/boger/building-successful-partner-channels/)*[ *Partner Channels*](https://www.hpbech.dk/boger/building-successful-partner-channels/), I can find 5 million people on LinkedIn who could have a professional interest. If I visit their profiles, about ten percent will look back at my profile, and of those, about ten percent will invite me to connect. How I manage to visit 5 million profiles without spending too much time on it is [no](https://www.dux-soup.com/) secret.

10 percent of 10 percent of 5 million is 50,000, but I can visit a profile more than once and thereby increase the conversion rate.

Before I published *[Building](https://www.hpbech.dk/boger/building-successful-partner-channels/)* *[Successful](https://www.hpbech.dk/boger/building-successful-partner-channels/)*[ *Partner Channels*](https://www.hpbech.dk/boger/building-successful-partner-channels/), I had made 5,000 connections that I knew belonged to the target audience. How I used that, I will discuss later.

## Videos and podcasts

 https://youtu.be/I7pgbdTMVeI

 I produce the videos and podcasts myself. I am not a big consumer of this media type, but I know that others are.

I record videos with a Canon 70D camera, and a [Red ](https://rode.com/en/rodelink/filmmakerkit)[Filmmaker](https://rode.com/en/rodelink/filmmakerkit)[ Kit](https://rode.com/en/rodelink/filmmakerkit) mounted on a Manfrotto tripod. I have a remote control to start and stop recording. This is a great help, as several recordings are needed before the individual episodes are to my liking. Having to go to and from the camera is time-consuming and disrupts the work rhythm.

If I were to start over today, I would probably use my iPhone with a Red Lavalier microphone. The camera in today’s smartphones are excellent, and the setting options are adequate. A smartphone is perhaps the best camera solution for us amateurs.

I use [a ](https://www.teleprompterpad.com/)[teleprompter](https://www.teleprompterpad.com/) for the text. It works best for me when I know exactly what to say. Although I am reading from a script I can still make it appear spontaneous and vibrant. The advantage of following a script is also that I then have the exact subtitles right away. Subtitles are a must as many people watch videos with the sound muted. You can put the subtitles directly into the video (this is the best solution), use YouTube’s tool (this is the easiest solution) or a transcripts app such as [Kapwing](https://www.kapwing.com/subtitles). You can download the subtitle file from YouTube or Kapwing and use it for Vimeo, for example.

The biggest challenge when recording a video is the lighting. I have managed to find a solution by using daylight in my study. I bought a few lamps that I can turn on if the daylight is too fluctuating, but usually, it is not necessary. I now only need about an hour to set up the gear and get ready for recording.

I bought the rights to the background music, and I get the graphics made by Jelena Galkina, or I put it together myself using Apple’s Keynote and [Snagit](https://www.techsmith.com/screen-capture.html).

For editing, I use [iMovie](https://www.apple.com/imovie/), which comes free with any Mac.

I have considered whether I should switch to [Final Cut Pro X](https://www.apple.com/final-cut-pro/), which allows you to mix several camera angles, but iMovie solves the task just fine.

When a video is completed, I upload it to our channel on [YouTube](https://www.youtube.com/c/HansPeterBechDK/about), to which I link from our websites. LinkedIn and Facebook prefer to host videos rather than linking to YouTube, so I respect that.

Podcasts are uploaded to [Liberated](https://libsyn.com/)[ Syndication](https://libsyn.com/), from where they are distributed to the other podcast platforms. For audio recordings, I use the same tools as for [recording](https://www.hpbech.dk/internationale-bestsellere-produktionen/)[ audiobooks](https://www.hpbech.dk/internationale-bestsellere-produktionen/).

**Categories:** Blog, Marketing, Strategy

**Tags:** Publishing

---

### [Da jeg var blandt Danmarks mest indflydelsesrige personer](https://hpbech.com/when-i-was-among-denmarks-most-influential-people/)

**Published:** December 16, 2024
**Author:** Hans Peter Bech

**Excerpt:** På et tidspunkt blev jeg udpeget som en af de hundrede mest indflydelsesrige personer i IT-branchen. Det er muligt, det passede på de 99 andre. Her er den virkelige historie.

**Content:**



---

> *På et tidspunkt blev jeg udpeget som en af de hundrede mest indflydelsesrige personer i IT-branchen. Det er muligt, det passede på de 99 andre.*
> 
> *Her er den virkelige historie.*

---

I slutningen af 1990erne flyttede jeg til Sydtyskland, hvorfra jeg var ansvarlig for [Damgaards](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/) aktiviteter på de tysktalende markeder. I flyveren på vej hjem fra København til Stuttgart en grå decemberaften i 1999 læste jeg det seneste nummer af den danske udgave af Computerworld og opdagede til min store overraskelse, at mit billede var på forsiden af Milleniumtillægget.

[![SAS passenger airliner with a blue tail in midflight over a treeline, clear blue sky in the background](https://hpbech.com/wp-content/uploads/SAS-aircraft.jpeg)](https://hpbech.com/wp-content/uploads/SAS-aircraft.jpeg)Sammen med 99 andre danskere indgik mit kontrafej i en billedmosaik med de hundrede angiveligt mest indflydelsesrige personer i IT-branchen. Inde i bladet var det anført, at jeg fra maj 1990 til maj 1993 havde været administrerende direktør for Data Generals danske datterselskab. Det gjorde mig ifølge Computerworld til en af de mest indflydelsesrige personer i den danske IT-branche.

Lad mig med det samme slå fast, at det var jeg ikke. Jo, jeg havde været direktør for Data General A/S, blot ikke særlig indflydelsesrig. Faktisk overhovedet ikke. På noget som helst.

## Data General

 ![Data General](https://hpbech.com/wp-content/uploads/Data-General-2.png) 

Nu, 30 år senere, kan jeg godt afsløre, at jobbet hos Data General tog jeg mest for pengenes skyld, og fordi det ville gøre mig til adm. direktør inden jeg fyldte 40. Et forfængelighedshensyn, men også et vigtigt bidrag til CV’et. Syntes jeg den gang.

Når man er i job og siger ja tak til et nyt, så er det fordi, noget trækker, og noget skubber! Sådan var det også her.

 ![](https://hpbech.com/wp-content/uploads/Photon-Imager-II-226x300.png) Mercante’s printer var smart, men fyldt med mekaniske og fotokemiske fejl.  

I foråret 1989 blev jeg kontaktet af en headhunter, der skulle rekruttere en country manager til det danske datterselskab af en amerikansk virksomhed. Den type henvendelser fik jeg på det tidspunkt en del af, og da jeg ikke havde nogen planer om at arbejde for et udenlandsk selskab ([been there – done that](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/)), kunne jeg normalt sige nej tak med det samme. Men nu var der bare det, at Mercante, det danske startup, hvor jeg var salgs- og marketingdirektør, [skrantede voldsomt](https://hpbech.com/the-successful-failure-part-1/). Vi havde solide produktproblemer, var ved at løbe tør for penge, og en konkurs kunne skimtes i horisonten. Derfor sagde jeg ikke nej tak til headhunteren denne gang men tog det første møde.

Data General var ved udgangen af 1980erne, på linje med alle de andre minicomputerfirmaer, stærkt nødlidende. På internationalt plan og også i Danmark, hvor det lille kontor med 20 medarbejdere lå på Hovedvejen 208 i Glostrup, var der vigende salg og underskud. Efterspørgslen gik mod PC’ere, netværk og software. Markedet for minicomputere med proprietære operativsystemer skrumpede. Da jeg kom ind i billedet, var Data General ved at omstille sig til nye produkter baseret på UNIX. Og det var et helt andet game.

Efter en del møder forskellige steder i Europa kunne jeg godt mærke, at jeg var deres foretrukne kandidat. Data General var imidlertid ikke højt på min hitliste og passede egentlig slet ikke med mine ønsker for fremtiden. At arbejde for en dansk virksomhed med internationale opgaver var mit favoritscenarie, så derfor gik jeg i gang med at afsøge de muligheder. Parallelt holdt jeg dog Data General-gryden i kog, og da vi nåede hen i juli måned smed de et tilbud på bordet, som slog alt, hvad jeg nogensinde havde set. Jeg sagde pænt nej tak, hvorefter de forbedrede tilbuddet.

 ![](https://hpbech.com/wp-content/uploads/money-small-300x178.png) 

Allerede på dette sted vil jeg gerne give en erfaring videre. Lad være med at stirre dig blind på en høj løn! Jeg tog jobbet, blev forgyldt og havde tre rædselsfulde år. Det samme gjaldt mine medarbejdere, for hvem jeg må have været en af [de dårligste chefer](https://www.hpbech.dk/martin-thorborg-fra-led-til-leder/), de nogensinde har haft. Hvis du tror, at man får de dygtigste chefer ved at tilbyde de højeste lønninger, så vil denne historie ikke bekræfte teorien.

## Fejlcastet

Det gik ret hurtigt op for mig, at jeg var fejlcastet til jobbet som adm. dir. for Data General A/S. Opgaven kedede mig, men de mange penge og udsigten til aktieoptioner og kæmpebonusser, gjorde det svært at sige op.

Jeg igangsatte et storstilet strategiprojekt, som involverede samtlige medarbejdere, men overså, at de alle havde været meget længere i firmaet end jeg. De var ikke interesseret i mine strategiambitioner, men ville hellere passe deres arbejde. Ikke at de var uengagerede, langt fra. De havde blot set for mange direktører, der i mangel på fornuftig beskæftigelse, satte luftige projekter i søen. Strategiprojektet løb ud i sandet. Dels fordi der ikke var opbakning blandt medarbejderne, og dels fordi der ikke var en overordnet strategi at koble den lokale version op på. Sælg flere computere, det var strategien.

## En kasse appelsiner i turbanen

 ![](https://hpbech.com/wp-content/uploads/Win-no-text.png) 

I modsætning til hvad Computerworlds research havde afdækket (formentlig via CVR-registeret), så startede jeg faktisk i jobbet allerede den 1. oktober 1989. Hermed dumpede jeg lige ned i et nyt regnskabsår, hvor jeg ikke havde været en del af budgetlægningen. Med en meget høj fast løn og en garanteret bonus indvilgede jeg dog i at tage ansvaret for budgettet. Havde jeg ikke gjort det, skulle de også have fyret mig med det samme. Man kan ikke have en direktør, der ikke tager ansvaret for forretningen og ikke tror på budgettet.

Midt inde i regnskabsåret måtte Data General på internationalt plan igen melde om vigende afsætning og underskud. Derfor udgik der en bulletin fra den øverste ledelse med løfte om nye bonusser og aktieoptioner, hvis vi kunne levere på vores budgetter. Man var tilsyneladende bange for, at mange, der indså, at de ikke kunne nå deres budgetmål, ville miste modet eller begynde at skubbe omsætningen ind i det efterfølgende regnskabsår.

 ![](https://hpbech.com/wp-content/uploads/maersk-containerskib.jpg) Lindøværftet byggede tank – og containerskibe for Mærsk.  

I Danmark havde vi en stor kunde, Lindøværftet, og netop i slutningen af 1989 besluttede de at anskaffe et nyt designsystem til deres ingeniører. Den plan kendte man ikke, da budgettet blev lagt, og det endte med, at Data General Danmark leverede resultater, der langt oversteg forventningerne. At den ordre landede hos os var udelukkende vores salgschef, John Davis’, fortjeneste. Jeg havde hverken lod eller del i det projekt.

Da jeg i foråret 1990 sad på Hawaii, hvor Data General afholdt sin Million Dollar Club, kunne jeg med glæde registrere, at Danmark var det land, der indtil videre leverede bedst på sit budget. Jeg fik mange klap på skulderen og anerkendende ord med på vejen, og kunne ydmygt henvise til mine dygtige medarbejdere. Det gør alle jo i den slags situationer, men her var det mere end nogensinde på sin plads.

## Pas på de gode resultater

Alle, der har været i store internationale organisationer, ved, at man skal være forsigtig med at levere for gode resultater. Kommer man for langt over budgettet, bliver man mistænkt for [sandbagging](https://tbkconsult.com/the-high-season-for-corporate-fluff-and-sandbagging/), og forventningerne til det efterfølgende år skrues tilsvarende i vejret.

Situationen for Data General var i efteråret 1990 imidlertid at få lagt budgetter for 1990/91, som man med stor sandsynlighed kunne indfri. Under omlægningen fra de gamle proprietære minicomputere til nye UNIX-baserede systemer var det ikke så afgørende at vise vækst og overskud, men derimod at vise, at man havde styr på forretningen og kunne estimere de vigtigste nøgletal korrekt. At kunne overholde sine udmeldinger til børsen havde den højeste prioritet. At komme ud bare lidt bedre end meddelt ville være fantastisk.

 ![](https://hpbech.com/wp-content/uploads/Board-meeting-300x172.jpg) 

I efteråret 1990 blev jeg med kort varsel kaldt til Boston for sammen med de andre landechefer at præsentere vores planer og budgetter for det kommende regnskabsår. Sammen med min salgschef, John Davis, lagde vi et budget, som vi med sikkerhed vidste, vi ville kunne nå. Det lå noget under resultatet for 1989/90, der jo også skyldtes helt ekstraordinære forhold. Men igen ville Lindøværftets investeringsplaner sikre, at vi kom i mål. Så med ro i sjælen tog jeg afsted.

Ved ankomsten til Boston blev vi indkaldt til at give møde for koncernledelsen den følgende dag kl. 10. Her sad så alle landecheferne på rad og række og ventede på at skulle ind til krydsforhør. De første, der kom ud fra skærsilden, var askegrå i ansigterne. På listen kunne jeg se, at det næppe ville blive min tur før sidst på eftermiddagen. Jeg tog derfor tilbage på hotellet og lagde mig ned ved svømmepølen med en god bog. Klokken 16 ringede min norske kollega og sagde, at jeg nok hellere måtte komme over, for nu var de gået i gang med de nordiske lande. Jeg kom netop, som mit navn blev kaldt ind.

Det tog fem minutter. Jeg skulle blot redegøre for, hvordan jeg ville sikre mine tal. Jeg forklarede det, som det var, at vi havde dækning for tallene i vores eksisterende kundebase. Fint, sagde de, tak for det og bad mig sende den næste ind. Lettet, men også noget undrende gik jeg ud af døren.

Hvorfor i alverden skulle jeg rejse til Boston og spilde fem minutter på en meningsløs trosbekendelse? Det skulle jeg, fordi det skulle alle landechefer. Når det tog fem minutter, var det fordi, det danske bidrag var så lille, at det ikke gjorde den store forskel, og fordi jeg havde udtalt de magiske ord – *fra den bestående kundebase*. Næste dag, inden afrejsen, fik vi hver en lille kuvert med en portion aktieoptioner.

## Da krisen ramte os

Min bedste oplevelse i Data General var ubetinget, da Lindøværftet oplevede problemer med deres IT-systemer. Over hundrede ingeniører arbejdede dagligt på at designe tank- og containerskibe til Mærsk. Softwaren, som de anvendte, var leveret af Hitachi Zosen i Japan, mens hardwaren kom fra os.

På et tidspunkt, hvor værftet arbejdede på højtryk for at levere en række tankskibe med dobbeltskrog, skete det, at IT-systemerne pludselig gik ned. Softwaren gemte ikke regelmæssigt brugernes data, hvorfor hele produktionen siden seneste backup natten før dermed gik tabt.

 ![](https://hpbech.com/wp-content/uploads/Lindovaerftet.jpg) Odense Staalskibsværft (Lindø) Efter på den måde at have tabt flere dages produktion, måtte vi gøre noget seriøst for at finde årsagen til problemet. Det kunne potentielt ligge mange steder, og det var på ingen måde givet, at det var et Data General problem. Jeg besluttede dog at se stort på skyldsspørgsmålet og i stedet kaste alle ressourcer ind på at få isoleret og genskabt fænomenet, så det kunne blive løst. Når fejlkilden var fundet og elimineret, kunne vi kigge på, hvem der skulle betale for hvad.

Vi udstationerede permanent en systemkonsulent på værftet, der koordinerede alle aktiviteter, herunder sikrede, at der ved hver fejl blev taget et dump af systemets hukommelse, der med det samme kunne sendes til udviklingsafdelingen i Boston (med kurer) for yderligere analyse. Ved hvert nedbrud blev designarbejdet med skibene forsinket og førte i øvrigt til stor frustration hos værftets ingeniører. At forsinke leveringen af skibene til Mærsk var helt udelukket. Dagbøderne var eksorbitant høje, og det ville også gå hårdt ud over værftets renomme og konkurrenceposition. Jeg så det som min fornemmeste opgave at medvirke til at sikre værftets evne til at levere skibene til tiden.

Det tog os over tre måneder at finde fejlen, der skyldtes løse forbindelser til hukommelseskortene i vores servere. Situationen blev ikke gjort lettere af softwarens manglende evne til at gemme delresultater, men det var ultimativt vores fejl, der forårsagede problemet.

Der var, som forventet, et efterfølgende slagsmål om regningen på alle ekstraomkostningerne, men samlet set kom Data General styrket ud af krisen, fordi vi havde kastet alt ind på at få problemet løst. Da værftets direktør spurgte, om der var noget han kunne gøre for at afhjælpe presset på mig, bad jeg om, at vores øverste direktør blev inviteret til den næste søsætning og navngivning. Det blev han, og i foråret 1992, kunne jeg hente vores CEO, Ron Skates, og hans hustru i Kastrup lufthavn og eskortere dem til Lindøværftet, hvor han fik hilst på selveste Herr Møller, der takkede ham for indsatsen.

Alle leverandører laver indimellem fejl. De, der kaster alt ind på at få dem løst, beholder man gerne. Derfor kom vi styrket ud af krisen.

## Intet varer evigt

1990/91 blev endnu et forrygende år for Data General i Danmark, men så løb vores held også ud. Vi kunne forudse begrænsede investeringer fra vores bestående kunder, og da ny omsætning skulle komme fra salg af nye UNIX-maskiner til nye kunder var det tæt på umuligt at forudse, hvordan det ville udvikle sig.

 ![](https://hpbech.com/wp-content/uploads/Lecture-on-industry-challenges.png) 

Vi var nødt til at være yderst forsigtige med at love for meget omsætning, hvilket betød, at vi også måtte være parate til at skære i omkostningerne (= færre eller billigere medarbejdere). Jeg fik nu hurtigt at mærke, at selvom man har titel af adm. direktør, så bestemmer man ikke meget i et datterselskab. At ville køre forretningen, som var det min egen, kunne jeg godt glemme. Der var politik på alle planer og alle hyppede deres små kæpheste. Min plan var at reducere de administrative funktioner til et minimum, at fjerne et ledelseslag i den lille salgsafdeling og selv tage rollen som salgschef. Den plan blev ikke godkendt, og i stedet fik jeg udstukket et budget, som jeg ikke troede på. Det blev kaldt et management objective.

En tidlig eftermiddag i midten af august 1992 kom min sekretær ind med en besked om, at min chef var på vej med et fly fra Stockholm og ville være på kontoret indenfor et par timer. Jeg skulle blive, indtil vi havde haft lejlighed til at tale sammen. Nu vidste jeg godt hvad klokken havde slået, og lettet kunne jeg se frem til at få en fyreseddel og et gyldent håndtryk.

Og sådan blev det. Efter en meget kort samtale, kunne jeg samme eftermiddag pakke mine få ejendele i en papkasse og køre hjem. Vi åbnede en flaske vin derhjemme den aften og fejrede begivenheden.

1991/92 blev ikke noget godt år for Data General i Danmark, men man havde vist handlekraft og fyret direktøren. Det var på alle måder en fornuftig beslutning.

## Komplet uden indflydelse på noget som helst

Titlen som adm. dir. lyder flot, men når den dækker over jobbet som leder af et datterselskab med tyve medarbejdere i en international koncern med mange tusinde medarbejdere, så er det knap så imposant.

I stort set alle internationale koncerner er Danmark blandt de mindste markeder. Så længe man holder sine budgetter og ikke er til besvær, så er hvad der foregår i Danmark komplet ligegyldigt for koncernens resultat. Danmark er i langt de fleste tilfælde blot en dråbe i havet, eller en afrunding på tallene.

De fleste udenlandske datterselskaber i Danmark er ApS’er, hvilket skyldes, at man ikke ønsker en bestyrelse. Hvad skal man bruge den til, når der i de fleste tilfælde er tale om en taktisk salgs- og serviceaktivitet? Er et datterselskab en sjælden gang et A/S (som Data General var), så sidder der for det meste rene proforma-personer i bestyrelsen.

 ![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png) 

I Data General A/S (hvor jeg aldrig oplevede et eneste bestyrelsesmøde) rapporterede jeg til den svenske country manager (der samtidigt havde ansvaret for de nordiske lande), der rapporterede til europachefen, der rapporterne til den internationale salgsdirektør, der rapporterede til den øverste chef. Min økonomiafdeling rapporterede til den svenske controller, serviceafdelingen havde også en linjefunktion ud af landet. Det var kun salg og professional services, der rapporterede til mig. Der var en dygtig salgschef, så selv om netop salg var min kernekompetence, så var der ikke meget for mig at gøre her. Tilbage blev marketing, der var en lokal aktivitet. I realiteten var jeg en meget dyr marketingchef.

Vores opgave i Data General A/S var at sælge så mange computere som muligt i Danmark. Hvordan vi gjorde det og til hvem, var op til os selv at finde ud af. Jeg erindrer ikke, at vi på noget tidspunkt skulle levere input til vores amerikanske moderselskab om de særlige forhold på det danske marked. Marchordren var simpel: Her er kasserne, gå nu ud og sælg dem. Når jeg spurgte til den overordne markedsstrategi, fik jeg at vide, at vores kasser var bedre end de andres kasser.

## Hvad jeg lærte

På fyringsdagen var jeg tidligt hjemme og kunne hjælpe med madlavningen. Efter at børnene havde fået godnathistorie og var blevet puttet, delte min kone og jeg resten af vinen og gjorde status på de tre år hos Data General.

 ![](https://hpbech.com/wp-content/uploads/iStock-1126254808.jpg) Crashing Waves nær Kahului, Maui Vi havde været én gang på Hawaii (turen i 1992 blev aflyst på grund af USA’s krig mod Irak) og to gange på Interalpen Hotel i Seefeld. Vi havde ikke ændret vores levevis, så bankkontoen bugnede, og vi havde hældt over en million ind på pensionskontoen. Fyringen var forbundet med et gyldent håndtryk på et ½ års løn med fuld kompensation for bonus. Jeg blev fritstillet med øjeblikkelig virkning og firmabilen kunne jeg beholde til årets udgang. Vi var på ingen måde i en presset situation.

Til gengæld kunne jeg konstatere, at jobbet som datterselskabsdirektør i en stor udenlandsk koncern ikke passede til min profil. Når man rapporterer til Stockholm, der rapporterer til Paris, der rapporterer til en salgsdirektør i Boston, der rapporterer til virksomhedens CEO, så er man meget langt væk fra de strategiske beslutninger. Et job uden nogen som helst indflydelse på virksomhedens overordnede strategi forekom mig kedeligt.

I Data General var jeg på mange måder en dårlig chef. Jeg kunne ikke omsætte mine attraktive ansættelsesvilkår til noget, der gav mening for mine medarbejdere. “Sælg flere kasser” var ikke en opgave, jeg kunne identificere mig med og det smittede af på min attitude og adfærd.

Fyringen var berettiget og på alle måder den rigtige handling.

Også for mig.

På det erhvervsjournalistiske felt lærte jeg, at man skal tage lister over indflydelsesrige og magtfulde personer, lovende talenter osv. med et stort gran salt. Som chef for Damgaards aktiviteter i de tysktalende lande kunne man godt argumentere for, at jeg havde en vis betydning. Det er immervæk markeder med tæt på 100 millioner mennesker og et kæmpe potentiale. Men det var ikke den rolle, der lå til grund for udvælgelsen. Det var mit Data General eventyr, hvor det godt nok lykkedes mig at få en del PR-dækning i både Computerworld og Børsen, men hvor jeg reelt ikke havde indflydelse på noget som helst.

### Det næste job skulle være et projekt

Med mine udvundne erfaringer kunne jeg meget præcist beskrive, hvad et nyt job skulle indeholde. Faktisk besluttede jeg, at det ikke var et job, jeg søgte men et [projekt](https://www.linkedin.com/pulse/how-getting-fired-advanced-my-career-hans-peter-bech/). Jeg ville tilbage til international forretningsudvikling, og den første september 1992 startede jeg i firmaet Dansk Data Elektronik (DDE).

Den historie vil jeg fortælle en anden dag.

---

Dette er den anden artikel i [rækken](https://www.hpbech.dk/planer-holder-aldrig/) om pudsige oplevelser, jeg har haft i mine nu over fyrre år i IT-branchen. Formålet med artiklerne er at komme bag overskrifterne og de pæne facader og vise, hvordan tilværelsen i erhvervslivet i virkeligheden tager sig ud.

**Categories:** Blog, Business development, Globalisation, Strategy

**Tags:** fixion_en, international business

---

### [Applying Artificial Intelligence - The Practitioner's Handbook](https://hpbech.com/applying-artificial-intelligence/)

**Published:** March 23, 2024
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)](https://hpbech.com/wp-content/uploads/3D-AI-on-table-with-coffee-500x500-1.png)Det er med stor glæde og en vis portion stolthed at jeg kan meddele, at [TBK Publishing](https://tbkconsult.com/publishing/) og Biased Publication i dag, tirsdag den 27. februar 2024, kl. 09:00 (Central European Time) har udgivet bogen [*Applying Artificial Intelligence – The Practitioner’s Handbook*](https://tbkconsult.com/product/applying-artificial-intelligence/) skrevet af Dan Rose Johansen.

# Det korte resumé

AI-teknologi er kompliceret og svær at forstå. Derfor engagerer virksomhedsledere, der er bange for ikke at komme med på vognen hurtigt nok, AI-eksperter og forventer, at de finder ud af, hvordan potentialet bedst muligt kan udnyttes. Det er den sikre vej til katastrofen.

Bogen giver opskriften på succes og anbefaler, at man i stedet starter med at uddanne de medarbejdere, der normalt er involveret i procesoptimering, i principperne for AI. Derefter identificerer de projekterne og prioriterer dem ud fra deres forretningsmæssige værdi. Når business cases er beskrevet, og konsekvenserne forstået og accepteret, kan vi tilkalde AI-eksperterne. Men AI-teknologien udvikler sig så hurtigt og bliver tilgængelig i formater, der er så nemme at anvende, at vi måske ikke engang har brug for så mange eksperter.

Bogens centrale budskab er, at det er hurtigere og mere effektivt at uddanne dine medarbejdere i principperne for AI, end det er at uddanne AI-eksperter til at forstå problemerne og mulighederne i din virksomhed. Når medarbejderne forstår AIs potentiale og begrænsninger, kan de nemmere vælge de områder, hvor teknologien tilføjer mest værdi, og prioritere projekterne ud fra deres business cases.

Bogen forklarer herefter, hvordan du så driver dine AI-projekter til succes.

# Ting tager tid

For omkring tre år siden spurgte Dan Rose Johansen mig, om jeg ville dele mine erfaringer med at skrive og udgive bøger.

Under en hyggelig kaffesnak på [Römers Kaffebar](https://www.facebook.com/kaffebar3400) i Hillerød, delte han sin ambition om at skrive en bog om kunstig intelligens. Hypen omkring teknologien tog fart, og han så virksomheder hoppe med bind for øjnene ud i projekter uden en klar forståelse for faldgruberne. Disse faldgruber var han indgående bekendt med fra sine egne smertefulde oplevelser i et tidligere job.

[![](https://hpbech.com/wp-content/uploads/Roemers-Kaffebar-1-1400x533.jpg)](https://hpbech.com/wp-content/uploads/Roemers-Kaffebar-1-1400x533.jpg)

I sin nye rolle som stifter af et AI-konsulentfirma blev han konstant tilkaldt for at redde projekter, der var kommet galt fra start. Han ønskede at skrive en bog, der kunne guide læseren til at udnytte teknologien til dens fulde potentiale uden at budgetterne og tidsfristerne skred, og projekterne til sidst måtte opgives på grund af mislykkede implementeringer.

Når jeg deler mine erfaringer med at skrive og udgive bøger, kommenterer jeg normalt ikke på de emner, folk vil skrive om. Det er ikke op til mig at bedømme, om det giver mening, og om der er potentielle læsere nok til emnet.

Men nu var kunstig intelligens et begreb, jeg kendte til, og som jeg fandt frygtelig misvisende. Når vi har problemer med at definere begrebet intelligens, hjælper det ikke at sætte “kunstig” foran. Derudover talte de fleste om AI-teknologien uden den fjerneste anelse om, hvad det egentlig var.

> “AI som teknologi er ekstremt kompliceret,” fortalte Dan mig. ”Derfor starter virksomheder med først at ansætte tekniske eksperter. Og så fejler projekterne.”

Jeg bad ham fortælle mig mere.

> “Det forekommer mig, at al hypen skaber FMO – frygt for at gå glip af noget,” fortsatte han. “Ledere mener, at de er nødt til at komme med på vognen hurtigt. Uden at forstå, hvad det egentlig går ud på, engagerer de tekniske folk for tidligt. At bede AI-eksperter om at udvikle løsninger på forretningsproblemer, de ikke forstår, er den hurtige vej til katastrofen.”

Det lød bekendt. Det er, hvad der sker, hver gang en ny IT-teknologi dukker op.

> [![](https://hpbech.com/wp-content/uploads/Dan-Rose-Johansen-Face-small.jpeg)](https://hpbech.com/wp-content/uploads/Dan-Rose-Johansen-Face-small.jpeg)Dan Rose Johansen
> 
> “Så, hvilken slags bog vil du skrive?” spurgte jeg.
> 
> “En håndbog” svarede han straks. “Jeg vil gerne forklare, hvordan det skal gøres.”
> 
> “Hvorfor er det dit problem?” fulgte jeg op. “Hjælper det dig ikke som konsulent, at projekter mislykkes? Så bliver du tilkaldt som en anden [Red Adair](https://en.wikipedia.org/wiki/Red_Adair)?”
> 
> “Måske gør det,” svarede han. ”Jeg vil dog foretrække at komme tidligt ind og hjælpe organisationer med at gøre det rigtigt første gang. Jeg tror, at det at skrive en bog om min tilgang kan spare tid og penge for mine klienter.”
> 
> “Så hvad er din opskrift?” Nu var jeg blevet nysgerrig og interesseret i emnet.
> 
> “At bygge bro mellem forståelse af forretningen og forståelse af IT-teknologi har altid været en udfordring i optimeringsprojekter,” forklarede Dan. “Med AI er afstanden meget større. Den eneste måde at bygge bro over kløften på er at uddanne forretningsfolk i AI-teknologi i et omfang, så de kan identificere de mest lovende områder for dens anvendelse. I dag gør organisationer det modsatte. De hyrer AI-eksperter og forventer, at de kan identificere de vigtigste forretningsmuligheder. Og den tilgang virker ikke.”

Vi var kommet ud på et sidespor. Aftalen var, at vi skulle tale om at skrive en bog og få den udgivet. Ikke hvad den skulle handle om.

Jeg delte mine erfaringer, men understregede også, at de var begrænset til såkaldt indie-udgivelse. Jeg havde ingen erfaring med bogagenter og forlag. Jeg skriver mine bøger selv og engagerer freelancere til at redigere, designe omslaget, illustrere og læse korrektur. En redaktionskomité gennemgår mine udkast til indholdet, og beta-læsere bliver bedt om kommentarer på det næsten færdige manuskript. Jeg udfører herefter alt det praktiske, såsom ombrydning, distribution og promovering af bøgerne.

Vi afsluttede samtalen, og jeg ønskede ham held og lykke. Men i tiden efter tænkte jeg fortsat over Dans projekt.

Et par måneder senere talte vi sammen igen. Jeg tilbød nu at udgive hans bog. Han skulle skrive manuskriptet på engelsk, og jeg ville tage mig af resten.

Jeg gjorde det af tre grunde.

**For det første** fandt jeg, at emnet også var relevant for målgruppen for mine fagbøger. Til en vis grad delte vi den samme målgruppe. Eller i det mindste var nogle af mine læsere en delmængde af hans.

**For det andet** så jeg behovet for en håndbog, der forklarer, hvordan virksomhedsledere bør orkestrere implementeringen af en kraftfuld, men svær forståelig teknologi.

**For det tredje** havde jeg lyst til at prøve, hvad det krævede at udgive en andens bog. Hovedsageligt hvordan rollen som redaktør var.

Dan syntes om idéen, vi underskrev en forlagskontrakt og gik i gang med arbejdet.

# Tilgængelighed

[![](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)](https://hpbech.com/wp-content/uploads/Amazon-KDP.png)I Danmark vil bogen i sin trykte udgave kunne købes hos alle boghandlere og på alle portaler.

Internationalt distrbueres bogen af Amazon i USA, Canada, Storbritannien, Tyskland, Spanien, Italien, Indien, Brasilien, Australien, Sverige, Irland, Mexico, Kina og Japan og via deres globale distribution i omkring yderligere 100 lande. Gennem IngramSparks print- og distributionstjeneste vil bogen også være tilgængelig i boghandlere og bogportaler verden over.

Frem til den 1. juni kan ebogsudgaven kun fås via [Amazon](https://www.amazon.com/dp/B0CVTT6H9Z). Herefter vil den være tilgængelig på alle portaler.

# Andre bidragsydere

Tak til [Kim Farnell](https://www.linkedin.com/in/kim-farnell-411923b/) for en omhyggelig indsats med at tilpasse indholdet til britisk engelsk. Det har forbedret bogens læsbarhed og tilgængelighed for alle læsere.

[Jelena Galkina](https://www.linkedin.com/in/jelena-galkina-b1678b127/) har frembragt et enkelt men engagerende omslagsdesign, der udtrykker bogens essens og fanger læsere ved første øjekast.

[Koen Campman](https://www.linkedin.com/in/koen-campman-761b45166/)s illustrationer supplerer teksten, hvilket giver dybde og visuel tiltrækning til indholdet.

[Emma Crabtree](https://www.linkedin.com/in/emmacrabtree/)s grundige korrekturlæsning har sikret tekstens nøjagtighed og klarhed, og dermed bidraget til at forfine det endelige produkt.

**Categories:** Blog, Book reviews, Marketing, Society, Strategy

**Tags:** biznes

---

### [Mein kleiner persönlicher Produktivitäts-Hack](https://hpbech.com/my-little-personal-productivity-hack/)

**Published:** December 19, 2025
**Author:** Hans Peter Bech

**Content:**

### – Ein einfacher Weg zu einem besseren und ausgeglicheneren Arbeitsleben

[![](https://hpbech.com/wp-content/uploads/Time.jpg)](https://hpbech.com/wp-content/uploads/Time.jpg)

Mehr als vierzig Jahre lang habe ich mit einer To-Do-Liste gelebt, die immer länger war als die Zeit, die ich zur Verfügung hatte. Ich bezweifle, dass ich der Einzige bin, der diese Erfahrung gemacht hat.

Als ich [2003 mein eigenes Unternehmen](https://hpbech.com/de/jubilaeum-zwanzig-jahre-selbststaendigkeit/) gründete, war ich überzeugt, dass die Lösung endlich in Reichweite war. Jetzt konnte ich entscheiden, woran ich arbeite und wann. Sicherlich würde das zu mehr Überblick, Ruhe und einem vernünftigen Gleichgewicht zwischen meinen Aufgaben und meinem Kalender führen. Spoiler-Alarm: Das tat es nicht.

Im Gegenteil. Obwohl ich kontrollierte, was auf die To-Do-Liste kam, wuchs sie immer noch schneller, als ich sie abarbeiten konnte. Die Aufgaben vervielfachten sich mitten in der Nacht und das Ergebnis war dasselbe wie zuvor: Frustration, Schuldgefühle und Stress.

Im Laufe der Jahre habe ich mich auf der Suche nach dem Heiligen Gral in ein ganzes Arsenal von Systemen und Methoden gestürzt. TimeManager. TimeSystem. Sie erinnern sich. Trello. Basecamp. Jive. Die Pomodoro-Technik. Die sieben Gewohnheiten hocheffektiver Menschen. Dinge erledigt bekommen. Tony Robbins. Don Miguel Ruiz. Und wahrscheinlich noch andere, die ich vergessen habe. Was sie alle gemeinsam hatten, war, dass sie großartige Werkzeuge und weise Einsichten boten. Aber keiner von ihnen löste das grundlegende Problem: Es gab einfach zu viele Aufgaben und zu wenig Zeit.

Der Wendepunkt kam, als ich vor ein paar Jahren ein großes, mehrjähriges Projekt abschloss. Zum ersten Mal seit langer Zeit hatte ich den Freiraum, innezuhalten und mich zu fragen, was ich wirklich mit meiner Zeit anfangen wollte. Ich beschloss, aufzuräumen – wirklich aufzuräumen – und meine Prioritäten zu überdenken.

Dabei wurde mir etwas klar, das mir heute (fast schon peinlich) offensichtlich erscheint:

# Der Kalender ist meine neue To-Do-Liste

[![](https://hpbech.com/wp-content/uploads//Weekly-calendar-550x400.png)](https://hpbech.com/wp-content/uploads//Weekly-calendar-550x400.png)

Wenn ich mich dazu zwinge, alle Beim Aufgaben in den Kalender eintragen passiert etwas Interessantes. Ich muss abwägen, wie viel Zeit jede Aktivität tatsächlich benötigt und wann ich sie realistisch erledigt habe. Es ist natürlich ganz klar, dass ich nicht gleichzeitig ein Kapitel für das neue Buch schreiben, einen Bericht lesen und eine Kundenaufgabe lösen kann – aber diese Erkenntnis bleibt so lange abstrakt, bis konkrete Stunden im Kalender gebucht werden müssen.

Erst dann wird die Realität unerbittlich. Der Kalender verrät schnell, dass die 24 Stunden des Tages bereits belegt sind und neue Aufgaben nur dann hineinpassen, wenn etwas anderes verschoben oder abgesagt werden muss.

Deshalb schaue ich heute in den Kalender – und nicht in eine Aufgabenliste – wenn jemand um Hilfe bittet. Wenn ich “Ja” sage, dann deshalb, weil ich mich bewusst dafür entscheide, mich zu bewegen oder auf etwas anderes zu verzichten. Ein Ja ist nicht mehr frei.

Ich habe auch Kollegen und Mitarbeiter, an die ich Aufgaben delegieren kann. Aber Delegieren braucht auch Zeit: Einweisung, Nachbereitung und Bewertung geschehen nicht von selbst. Deshalb bekommen diese Art von Aktivitäten ihre eigenen festen Zeitblöcke im Kalender, anstatt sich als unsichtbare Zusatzarbeit zu verstecken.

[![](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)](https://hpbech.com/wp-content/uploads/Formal_Board_meeting-small-2.png)Einige Projekte erfordern auch den Kontakt mit Menschen, die ich noch nicht kenne – zum Beispiel mit potenziellen Gutachtern, Interviewpartnern oder Experten. In der Vergangenheit neigte ich dazu, diese Art von Aufgaben aufzuschieben. Sie waren leicht zu überspringen und schwer “anzufangen”. Heute habe ich mir bestimmte Zeitblöcke reserviert und das Ergebnis ist verblüffend einfach: Die Aufgaben werden erledigt. Und auch pünktlich.

Ich verwende [Trello](https://trello.com/) immer noch für Aufgaben, die andere betreffen, aber meine klassische Aufgabenliste ist so gut wie verschwunden. Er wurde durch einen Kalender ersetzt, der sowohl als Management-Tool als auch als Kompass für die Prioritätensetzung dient. Der Google-Kalender ist der zentrale Punkt, der über alle meine Geräte hinweg synchronisiert wird, und ich reserviere feste Zeitfenster für die Planung, in denen die Aktivitäten kontinuierlich an meinen Zielen und Strategien gemessen werden.

Und es funktioniert – erstaunlich gut.

Ich schreibe “fast”, weil ich immer noch eine kleine Liste von Aufgaben habe, die entweder noch nicht geplant sind oder so trivial sind, dass sie keinen eigenen Platz im Kalender verdienen. Ich behalte sie in der [App “Erinnerungen” von Apple](https://www.icloud.com/reminders) im Auge, die so gut in den Kalender integriert ist, dass ich sie nur für kleine Aufgaben verwende.

# Die demokratisch verteilte Ressource

[![](https://hpbech.com/wp-content/uploads//Clock-400x400.png)](https://hpbech.com/wp-content/uploads/Clock.png)Übrigens, ist Ihnen schon einmal aufgefallen, wie oft wir die Sätze “wenn ich Zeit habe” und “ich habe keine Zeit” verwenden?

Das sind wirklich seltsame Formulierungen. Denn jeden Tag, wenn wir Mitternacht überschreiten, bekommt jeder auf dem Planeten genau 24 brandneue Stunden geschenkt. Es geschieht jeden Tag, das ganze Jahr über, bis zu dem Tag, an dem wir nicht mehr da sind. Auf diese Weise ist Zeit eine der am demokratischsten verteilten Ressourcen, die wir haben: Jeder bekommt die gleiche Menge.

Wie wir unsere Zeit verbringen, hängt natürlich von unseren Lebensbedingungen ab. Wenn Sie an einem Ort leben, an dem Sie mehrere Stunden am Tag mit dem Wasserholen verbringen müssen, oder in einem Land leben, in dem der Mindestlohn so niedrig ist, dass ein Job nicht ausreicht, um über die Runden zu kommen, ist die frei verfügbare Zeit schnell aufgezehrt.

Aber dort, wo ich lebe und arbeite, haben die meisten Menschen relativ viel Zeit zur Verfügung. Die Verwaltung ist jedoch sehr unterschiedlich. Das gemeinsame Merkmal ist, dass viele Menschen ihre Zeitverwendung als etwas von außen Bestimmtes betrachten: Meetings, Termine, Verpflichtungen – und ein diffuser ‘Busyness-Vorhang’, der sich einfach über den Kalender zu ziehen scheint.

Aber ist das die ganze Wahrheit?

Unsere Handlungen mögen Zeit brauchen, aber letztlich sind sie das Ergebnis von Entscheidungen, die wir selbst treffen. Deshalb denke ich, dass die Sätze “wenn ich Zeit habe” und “ich habe keine Zeit” oft durch das viel ehrlichere “ich habe keine Zeit” ersetzt werden sollten: “Ich habe keine Lust, Zeit dafür zu verwenden”.

Das klingt härter, aber es ist auch wahrer. Denn jeder von uns ist der Chef seines eigenen Kalenders, und Zeit ist nichts, was uns geschenkt wird – sie ist etwas, das wir uns aus dem Pool nehmen, den wir bereits haben.

**Categories:** Admin, Blog, Business development, Marketing, Strategy

**Tags:** biznes

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### [Verden ifølge Jim Hagemann Snabe](https://hpbech.com/da/verden-ifoelge-jim-hagemann-snabe/)

**Published:** November 27, 2011
**Author:** Hans Peter Bech

**Excerpt:** Pointen med denne artikel er at påpege meningsløsheden i de generelle råd og formaninger, som velmenende mennesker giver dansk erhvervsliv med på vejen.

**Content:**

---

> Pointen med denne artikel er at påpege meningsløsheden i de generelle råd og formaninger, som velmenende mennesker giver dansk erhvervsliv med på vejen.

---

 [![](https://hpbech.com/wp-content/uploads/Jim-Hagemann-Snabe2.jpg)](https://hpbech.com/wp-content/uploads/Jim-Hagemann-Snabe2.jpg) Jim Hagemann Snabe, Co-CEO, SAP: “Vi (danskerne) er glade nok for at have fået markedsandele i Danmark og lidt i Tyskland. Men i en global verden skal man tænke meget mere skala.”  

Berlingske Tidende Business har i lørdagsudgaven (26-11-2011) et interview med SAP’s [Jim Hagemann Snabe](https://www.linkedin.com/in/jim-hagemann-snabe/ "Bio på sap.com").

## Overskriften lyder: SAP-topchef : Tænk stort – og ryk ud, Danmark

Jeg undrede mig lidt over budskabet, men måske havde journalisten ikke fået helt fat i Jim Hagemann Snabe’s pointer? Det er svært at vide, når man nu ikke selv har hørt interviewet direkte.

Udtalelser som dem Jim Hagemann Snabe angiveligt kommer med i Berlingske Tidende ligger på linie med udtalelser som denne:

 [![](https://hpbech.com/wp-content/uploads/Brian-Mikkelsen.jpg)](https://hpbech.com/wp-content/uploads/Brian-Mikkelsen.jpg) Økonomi- og erhvervsministeren Brian Mikkelsen (K) efter en rundtur i Brasilien, Argentina og Chile med den daværende vækstambassadør for Sydamerika, Henning Dyremose i juni 2011  

”**Danmark har fuldstændig forsømt Sydamerika. Nu må vi give det et ordentligt spark bagi.**

Europa er gået i stå vækstmæssigt, og vort erhvervsliv er tvunget herned. Dansk erhvervsliv, særligt de mellemstore virksomheder, skal have del i markedet hernede. Fra statens side hjælper vi dem gerne på vej”

## Danske virksomheder er internationalt orienterede

Danske virksomheder er faktisk rigtig gode til at orientere sig internationalt. Både ambitionen og interessen for at komme ud internationalt er langt større i Danmark end hos tilsvarende virksomheder i f.eks. Tyskland, Storbritannien, Spanien, Frankrig, Italien ja selv USA. Rigtig mange “danske” virksomheder tænker globalt lige fra starten.

Det er ikke så underligt. Vi har et hjemmemarked, der udgør <0,4% af verdensmarkedet. At stille sig tilfreds med en markedsandel på f.eks. 20% af 0,4%, vil næppe holde konkurrenterne fra dørene ret længe. En tilsvarende virksomhed i Tyskland, Storbritannien, Spanien, Frankrig, Italien og USA kan jo komme meget længere, før det er nødvendigt at lære sig fremmedsprog og tage fat på markeder, man ikke rigtig kender og forstår.

Faktisk deltog en af mine kolleger i en SAP partnerkonference i Walldorf (SAP’s hovedkvarter) for nylig. Iblandt de tilstedeværende godt 100 tyske SAP partnere havde ingen (ZERO=0) planer om internationale aktiviteter.  *“Warum sollten wir uns international orientieren? Deutschland ist ja groß genug”.*

## De “danske” udfordringer

 [![](https://hpbech.com/wp-content/uploads/DK-in-EUR.jpg)](https://hpbech.com/wp-content/uploads/DK-in-EUR.jpg) Danmark: <0,4% af verdensmarkedet  

Selvom danskere således er relativt gode til at orientere sig internationalt, må vi ikke overse, at der er endog meget store og meget forskellige udfordringer i at internationalisere *den enkelte* virksomhed.

Lad os starte med at slå en ting fast: Når vi taler dansk erhvervsliv i almindelighed, bør vi se bort fra Mærsk, Danfoss, Grundfos, Lego, Carlsberg, SimCorp osv. Disse virksomheder er i en klasse for sig selv, opererer allerede betydelige globale værdikæder og tænker meget lidt over, at de er danske. De skal nok klare sig og behøver ingen generelle formaninger eller universelle gode råd med på vejen.

Væksten i Danmark skal komme fra de små og mellemstore virksomheder. Og her ser verden altså noget anderledes ud.

Jeg tror, at en af de største forskelle på små og mellemstore virksomheder og de store (herunder SAP) ligger i at små og mellemstore virksomheder ejes og ledes af de samme personer. Hvis du som ejer og leder af en lille eller mellemstor virksomhed laver en fejlsatsning, bliver du ikke blot fyret og får 25 millioner i et gyldent håndtryk. Nej, du risikerer, at må dreje nøglen om på dit livsværk og efterlade betydelige forpligtelser bag dig. En lille og mellemstor virksomhed har naturligvis kun begrænsede midler til investeringsformål, og man tænker sig rigtig godt om, inden man vælger hvilke investeringer, der skal nyde fremme.

## Internationalisering er svært

 [![](https://hpbech.com/wp-content/uploads/Global-glasses.jpg)](https://hpbech.com/wp-content/uploads/Global-glasses.jpg) De globale briller – nødvendige, men meget dyre.  

Internationalisering er nok noget af det mest risikobetonede, man kan kaste sig ud i. Det er ubetinget nødvendigt at internationalisere, hvis man vil vokse og blive en robust koncern, der kan modstå fremtidig konkurrence. Men vejen dertil er endog meget snoet og bakket.

Lad os tage et eksempel. En dansk softwarevirksomhed, 250 medarbejdere (dem er der i øvrigt ikke mange af!), pæn markedsandel i Danmark, pænt overskud, fin egenkapital og god likviditet. Virksomhedens løsning (software og tilhørende services) retter sig mod optimering af bestemte forretningsprocesser, der forekommer i bestemte typer virksomheder. En gennemsnitsordre ligger på DKK 2 mill hvoraf 50% er software og 50% er serviceydelser. Den gennemsnitlige salgstid er over de seneste år faldet fra 18 måneder til nu 12 måneder. Kunderne bliver hos vores virksomhed meget længe, og man taber kun meget få kunder. En del af kunderne har indført løsningen i deres udenlandske datterselskaber, hvorved man er begyndt at operere internationalt. Faktisk har man på nuværende tidspunkt via sine danske kunder 25 installationer i 20 lande.

Ledelsen har besluttet, at der skal mere fart på internationaliseringen, men er usikker på, hvordan det skal gribes an.

Udfordringen

 [![](https://hpbech.com/wp-content/uploads/Innovation.jpg)](https://hpbech.com/wp-content/uploads/Innovation.jpg) 

Lad os se bort fra den såkaldte Disruptive Technology situation. I denne situation kommer virksomheden med noget, der ikke findes magen til og som potentielt kan vende op og ned på et marked. Når vi ser bort fra denne situation, skyldes det, at den ikke er karakteristisk for flertallet af virksomheder. >99% af alle virksomheder arbejder med Sustaining Technology, dvs. løsninger som adresserer kendte problemstillinger, men som muliggør en yderligere effektivisering og produktivitetsforbedring i forhold til almindelig praksis.

Lad os antage, at vores virksomhed overvejer at gå ind på det tyske marked. Hvor meget skal de afsætte til dette projekt?

Lad os antage, at virksomheden kan afse DKK 15 millioner over 2 år, hvorefter projektet skal være i balance. Er det realistisk? Hvad nu hvis det koster DKK 25 millioner og tager 4 år? Hvad nu hvis det viser sig, at der er en tysk konkurrent, der laver stort set det samme, men som beskæftiger 1.500 mand (altså er væsentlig større end vores lille danske virksomhed) . Skal man så vælge Sverige i stedet? Eller skal man tilbage i laboratoriet og finde på noget, der er skarpere end det tyskerne kan?

*Kan vi lige få et par gode råd fra Jim Hagemann Snabe, Brian Mikkelsen og andre velmenende mennesker.*

## De generelle formaninger

 [![](https://hpbech.com/wp-content/uploads/Instructions.jpg)](https://hpbech.com/wp-content/uploads/Instructions.jpg) Generelle råd er ikke meget værd  

Pointen med denne artikel er at påpege meningsløsheden i de generelle råd og formaninger, som velmenende mennesker giver dansk erhvervsliv med på vejen. Jim Hagemann Snabe er utvivlsomt en dygtig CEO for SAP, men han har ikke grundlagt virksomheden og vækstet den til det den er i dag. Det kan man heller ikke forvente eller forlange af lederne i store selskaber. De er hyret til at lede en virksomhed fra en helt anden position. Men så skal de nok også afholde sig fra at være kloge-Åge på hvad andre, specielt mindre virksomheder, der er i helt andre situationer og med helt andre forudsætninger, skal gøre og ikke gøre, med mindre de altså tager sig tid til at sætte sig grundigt ind i den konkrete problemstilling.

Det samme gælder i øvrigt de mange politikere og ledere af interesseorganisationer, der for tiden mener at vi skal satse mere på BRIC landene. Skal vi anbefale vores lille softwarevirksomhed at starte op i Brasilien? Eller gå direkte til Kina?

## Hvad er strategi?

Der er dog et enkelt udsagn fra Jim Hagemann Snabe i artiklen, som rigtig mange burde tage til sig:

> [![](https://hpbech.com/wp-content/uploads/Thumps-up.jpg "Thumps up")](https://hpbech.com/wp-content/uploads/Thumps-up.jpg)“Så det kan lade sig gøre \[at skalere danske virksomheder\], men man skal fokusere og begrænse sig. Strategi handler om at vælge fra.”

Se, det er i al sin umiddelbare enkelhed et fantastisk godt råd.

 ![](http://img.zemanta.com/pixy.gif?x-id=91d87516-28fd-426b-a415-5ff121735d3c)

**Categories:** Globalisation, Strategy

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### [Jeg blogger nu også på Version2](https://hpbech.com/da/jeg-blogger-nu-ogsaa-paa-version2/)

**Published:** December 22, 2013
**Author:** Hans Peter Bech

**Content:**

---

Tak fordi du besøger min danske blog.

 [![Version2-1](https://hpbech.com/wp-content/uploads/Version2-1.png)](https://hpbech.com/wp-content/uploads/Version2-1.png) 

[Version2](http://www.version2.dk) har opfordret mig (efter at jeg gav dem et hint!) til at blogge hos dem. Det giver mig en væsentligt større læserkreds og var derfor svært at sig nej tak til.

Mine engelske posts kan du finde [her](https://tbkconsult.com/blog/).

Jeg vil forsat blogge her også, så kig forbi fra tid til anden eller abonner på mit RSS feed.

Tak for besøget, glædelig Jul og Godt Nytår

Hans Peter Bech

**Categories:** Uncategorized

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### [Amazon, Jeff Bezos og en tur til USA](https://hpbech.com/da/amazon-jeff-bezos-og-en-tur-til-usa/)

**Published:** July 30, 2014
**Author:** Hans Peter Bech

**Excerpt:** Jeg bestilte min Kindle Paperwhite søndag den 22. juni 2014 kl. 17:47. Mandag den 23. juni kl. 23.44 får jeg besked om at min ordre er ekspederet. Onsdag den 25. juni om eftermiddag ligger pakken fra Amazon ude foran min hovedør.

**Content:**

---

> Jeg bestilte min Kindle Paperwhite søndag den 22. juni 2014 kl. 17:47. Mandag den 23. juni kl. 23.44 får jeg besked om at min ordre er ekspederet. Onsdag den 25. juni om eftermiddag ligger pakken fra Amazon ude foran min hovedør.

---

 [![Amazon book](https://hpbech.com/wp-content/uploads/Amazon-book.jpg)](https://hpbech.com/wp-content/uploads/Amazon-book.jpg) 

Min nabo, der ved jeg interesserer mig for software- og Internetbaserede forretninger, kom forbi forleden dag med et udklip fra dagbladet Politiken. Det var en anmeldelse af den danske oversættelse af bogen “the everything store – Jeff Bezos and the age of AMAZON” skrevet af Brad Stone.

Jeg er en flittig kunde hos Amazon, hvor jeg køber langt de fleste ”bøger.” Siden jeg købte min første iPad i 2010 har jeg stort set kun læst bøger på den. Fra Amazon henter jeg bøger til Kindle app’en, mens andre bøger læses i andre Apps. Mine elektroniske læsevaner møder meget modstand i min omgangskreds, men jeg har lagt den trykte bog på hylden. Tryksværte på døde træer er ikke lige mig mere.

Artiklen fra Politiken lå et par dage på mit skrivebord, men tidligt lørdag den 6. juni får jeg læst den. Den danske oversættelse af bogen om Amazon kunne erhverves for kr. 349,95, men da jeg helst læser engelske bøger på originalsproget, smuttede jeg forbi Amazon for at se, hvad den stod til her. Kl. 06:02 køber jeg bogen, der ca. 1 minut senere ligger på min iPad – pris kr. 75.

Jeg skulle lige afslutte en anden bog, så der gik et par dage, inden jeg kunne kaste mig over bogen om Bezos.

## The Amazon Way – et eksempel

 [![fitbit flex](https://hpbech.com/wp-content/uploads/fitbit-flex.jpg)](https://hpbech.com/wp-content/uploads/fitbit-flex.jpg) 

Den 18. juni opdager jeg, at mit FitBit armbånd ikke længere fungerer. Jeg har købt FitBit armbåndet hos Amazon i England og går ind på deres web site for at finde ud af, hvad jeg kan gøre. Klokken er 17:20, da jeg ringer til Amazon. Efter et par minutters ventetid er jeg igennem til en servicemedarbejder. Efter 5 minutter er der oprettet en erstatningsordre. Den 19. juni 10:38 modtager jeg en email fra Amazon om at mit nye FitBit armbånd er sendt afsendt. Kl. 19:46 modtager jeg en email fra Amazon vedhæftet et par labels, som jeg skal printe ud og klistre på den kuvert, hvori jeg skal returnere det fejlbehæftede armbånd. Næste dag dropper jeg brevet i postkassen. Mit nye armbånd ankommer den 24. juni om formiddagen med postbudet. Den 4. juli modtager jeg en email fra Amazon med besked om, at de har modtaget det defekte FitBit armbånd, og at sagen er afsluttet.

## The Amazon Way

Historien om Jeff Bezos og Amazon er bestemt fascinerende. Jeg har aldrig tidligere været helt tæt på visionen bag Amazon og rejsen mod at skabe verdens største ”butik.” Det har angiveligt været en lang rejse – en rejse, der formentlig kun har kunne finde sted med udgangspunkt i USA. Rejsen har budt på utallige fiaskoer, som vi ikke har set så meget til i Europa, fordi de forliste projekter aldrig nåede uden for USA.

 ![Kindle-Paper-White-flat-angle](https://hpbech.com/wp-content/uploads/Kindle-Paper-White-flat-angle.jpg) 

Specielt fascinerende fandt jeg fortællingen om Kindle. Amazons egen elektroniske boglæser. Faktisk blev jeg så fascineret, at jeg besluttede at bestille en Kindle Paperwhite på Amazon.com.

Hvorfor nu det, når jeg allerede har Kindle App’en på min iPad?

Af to grunde.

Jeg kan godt lide at læse ude i haven. Det er ikke iPad’ens stærke side. Den ellers helt fantastiske skærm på min iPad Air klarer sig ikke så godt i udendørs belysning og da slet ikke i solskin. Kindle Paperwhite skulle være rigtig god i solskin. Min iPad Air er også lige tung nok til at holde i én hånd i længere tid ad gangen. At købe en iPad mini til blot at læse bøger, synes jeg var et overkill, så igen synes Kindle Paperwhite en god løsning.

## The Amazon Way – endnu et eksempel

Jeg bestilte min nye Kindle Paperwhite søndag den 22. juni 2014 kl. 17:47. Mandag den 23. juni 2014 kl. 23.44 får jeg besked om at min ordre er ekspederet. Onsdag den 25. juni om eftermiddag ligger pakken fra Amazon ude foran min hovedør, da jeg kom hjem fra en cykeltur i skoven. Jeg skulle i gang med et andet projekt, så jeg fik først pakket apparatet ud om aftenen. Inden jeg gik i seng havde jeg alle de bøger jeg igennem tiden havde købt til min iPad på Amazon liggende på min nye Kindle Paperwhite.

## En tur til USA

Den efterfølgende fredag skulle jeg flyve til New York, og den nye Kindle Paperwhite var naturligvis med i håndbagagen. Efter intens brug må jeg rose Kindle Paperwhite til skyerne. Det er den helt ideelle boglæser. Den kan ikke alt det, som min iPad kan, men til gengæld er det en suveræn boglæser til en overkommelig pris. Solskin gør kun teksten endnu mere tydelig og den vejer ikke mere end man sagtens kan holde den i en hånd også i længere tid ad gangen. Batteriet holder i dage(hvis ikke uge)vis.

Da roaming i USA koster formuer, havde jeg forud for turen købet et SIM kort med 3GB data til min iPad. På et tidspunkt var jeg kommet af sted uden min Kindle Paperwite. Da jeg åbnede min igangværende bog på min iPad, spurgte Kindle App’en om jeg ville springe frem til det sted, hvor jeg forlod bogen på min Paperwhite.

## “The everything store – Jeff Bezos and the age of AMAZON”

Tilbage til bogen om Amazon og Jeff Bezos. Hvis man interesserer sig for e-commerce, business og management er bogen helt afgjort værd at læse. Historien om Amazon er fascinerende, og det er da også morsomt at læse om Jeff Bezos’ principper og ledelsesstil. Bogen er velskrevet og underholdende.

Politikens har anmeldt den danske oversættelse: Brad Stone: Amazon.com – historien om Jeff Bezos og butikken, der har alt. Oversat fra engelsk af Louise Ardenfelt Ravnild. Gyldendal Business. 388 sider, 349, 95 kroner.

**Categories:** Book reviews, Globalisation

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### [Bloggen fylder 10 år og har produceret over 1.000 artikler](https://hpbech.com/da/bloggen-fylder-10-aar-og-har-produceret-over-1-000-artikler/)

**Published:** October 3, 2018
**Author:** Hans Peter Bech

**Excerpt:** Jeg elsker at skrive, og med baggrund i en meget bred kontaktflade til IT-virksomheder over hele verden tilflyder der hver eneste dag inspiration til nye artikler, whitepapers, videoer, podcasts og bøger.

**Content:**

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> Jeg elsker at skrive, og med baggrund i en meget bred kontaktflade til IT-virksomheder over hele verden tilflyder der hver eneste dag inspiration til nye artikler, whitepapers, videoer, podcasts og bøger.

---

 [![](https://hpbech.com/wp-content/uploads/The-new-rules-of-marketing-and-pr-3D.jpg)](https://hpbech.com/wp-content/uploads/The-new-rules-of-marketing-and-pr-3D.jpg) 

Det hele startede i sommerferien 2007, hvor jeg sad på en teltstol i vandkanten blandt klipperne i den lille flække Prizba på øen Korcula i Kroatien med [David Meerman Scott](https://www.linkedin.com/in/davidmeermanscott/)s første udgave af [The New Rules for Marketing and PR.](https://books.google.dk/books/about/The_New_Rules_of_Marketing_and_PR.html?id=oYZJuRd2hNIC&printsec=frontcover&source=kp_read_button&redir_esc=y#v=onepage&q&f=false)

*“Hold da op”*, tænkte jeg. *“Hvorfor har jeg ikke opdaget det her noget før?”*

Jeg havde stadig tre ugers ferie foran mig, men inspirationen til at tage min nye viden i anvendelse trak så voldsomt i mig, at jeg straks begyndte planlægningen i min lille sorte [Moleskin](https://dk.moleskine.com). Jeg skrev også [min første post](https://hpbech.com/da/jorden-er-flad/), som dog ikke kunne publiceres, da jeg ikke havde en blog endnu.

# Markedsføring var dyrt og (er fortsat) slidsomt

Fra jeg startede i business i 1980, havde jeg lært, at markedsføring bestod enten af betalt annoncering eller af møjsommelig bearbejdning af journalister, der så fra tid til anden skrev noget (der inkluderede ens navn) i deres aviser og blade. Man kunne også skrive eller ringe til sine potentielle kunder, men det var som at finde nåle i en høstak: Tidskrævende og derfor rasende dyrt.

 [![](https://hpbech.com/wp-content/uploads/Inbound-Marketing-no-border-300x300.png)](https://hpbech.com/wp-content/uploads/Inbound-Marketing-no-border.png) 

David Meerman Scotts bog forklarede, hvordan man nu kunne springe annoncerne og det hårde PR-arbejde over og kommunikere direkte til sin målgruppe via Internettet og de sociale medier. Herefter ville kunderne selv henvende sig.

Det lød helt rigtigt og ville kunne hjælpe med at skaffe nye kunder til min lille konsulentbutik, der til tider havde sindsygt travlt og ind imellem lå helt stille. En mere jævn fordeling af arbejdet var at foretrække, men det krævede, at vi kunne sige nej tak til henvendelser, vel vidende at andre opgaver ville ligge klar, når vi afsluttede igangværende projekter.

# Læreperioden

Straks efter hjemkomsten fra sommerferien gik jeg i gang.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-2000px.png)](https://hpbech.com/wp-content/uploads/LinkedIn-2000px.png) 

Siden januar 2004 havde jeg haft en profil på [LinkedIn](https://www.linkedin.com/in/hanspeterbech/), men jeg anede faktisk ikke, hvad jeg skulle bruge den til. Efter læsning af Meermann Scotts bog stod det nu lysende klart. Når man er konsulent, skal LinkedIn-profilen underbygge ens ekspertisepåstand og helst med udtalelser fra nuværende klienter.

I 2006 havde jeg oprettet både hpbech.dk og [hpbech.com](http://www.hpbech.com), og da vi startede[ TBK Consult](https://tbkconsult.com) i foråret 2007, oprettede vi også [tbkconsult.com](https://tbkconsult.com). hpbech-domænerne blev nu udstyret med WordPress, mens vi med tbkconsult.com desværre fik viklet os ind i et par andre platforme, inden vi også her landede på WordPress.

Jeg skulle nu lære at skrive posts og få dem delt på de sociale medier. Jeg skulle lære om søgeord og grupper. Om call-to-action. Om konvertering. [Om hundrede andre ting som udgør rørføringen på de sociale medier](https://tbkconsult.com/poets-plumbers-the-need-for-new-skill-sets-in-marketing-and-sales-2/).

# Rom blev ikke bygget på en dag

 [![](https://hpbech.com/wp-content/uploads/Funnel-with-specialization-small-271x300.png)](https://hpbech.com/wp-content/uploads/Funnel-with-specialization-small.png) 

Måske hjalp vores konsulentbaggrund os eller også var vi bare heldige, men vi holdt allerede fra starten fast i at vores indsats og aktiviteter skulle skabe målbare resultater i den målgruppe, vi betjener. Views, likes og delinger havde ingen værdi i sig selv. Kun når aktiviteterne gav henvendelser om konsulentbistand, kurser og senere køb af bøger, kunne vi tale om succes.

Vi var nok næppe de eneste, der i 2007 læste Meerman Scotts bog, for Internettet eksploderede i de år med indhold, der skulle tiltrække kundernes opmærksomhed. Nok demokratiserede Internettet adgangen til opmærksomhed, men baggrundsstøjen steg samtidigt betydeligt, og man kunne meget nemt drukne i den tsunamiagtige kommunikationslarm.

Vi holdt fast i de lange artikler og dybe analyser. Og vi blev ved og ved og ved.

# Danmark er et lille land

 [![](https://hpbech.com/wp-content/uploads/DK-in-EUR.jpg)](https://hpbech.com/wp-content/uploads/DK-in-EUR.jpg) Danmark: <0,4% af verdensmarkedet  

Det er velkendt, at Danmark er et lille land, hvor branchefokus ofter giver meget små markedssegmenter. Vi har altid sigtet på at betjene klienter i og udenfor Danmark, og med den nye Internetbaserede tilgang viste det sig nu langt nemmere at opnå synlighed på tværs af landegrænser.

Hvor vores fokus på de afsætningsrelaterede discipliner i tech-virksomheder måske have hundrede potentielle klienter i Danmark, steg potentialet med en faktor 100, når vi kunne nå ud til alle verdens engelsksprogede virksomheder. Bloggen hpbech.dk blev derfor sat på vågeblus, mens alle kræfter blev sat ind på at opbygge og vedligeholde tbkconsult.com. Her har vi indtil videre publiceret tæt på 1.000 artikler, hvoraf jeg har skrevet over de 700.

 [![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-248x300-1.png)](https://www.hpbech.dk/wp-content/Damgaard_DK_3D_badge_soft-480x580.png) 

Først da planerne om at skrive erhvervsbiografien [*Fra Damgaard til Microsoft*](https://tbkconsult.com/product/fra-damgaard-til-microsoft-paperback/) blev en realitet i 2015 blev hpbech.dk reaktiveret, og jeg genoptog at blogge på dansk. I dag starter langt de fleste posts med en dansk udgave, der så senere omskrives til engelsk.

Selv om jeg ikke for tiden har planer om at skrive [nye bøger](https://tbkconsult.com/product/the-book-going-global-on-a-shoestring/) på dansk, fortsætter jeg med at blogge på dansk. Omskrivningen til engelsk er en mindre opgave, og det er nu en gang en fornøjelse at skrive på sit modersmål.

# Hvad har vi opnået?

Jeg er ikke i tvivl om, at vores succes som boutiqe-konsulentvirksomhed kan tilskrives fire forhold:

1. Vi betjener klienter over hele kloden
2. Potentielle klienter opdager os via vores content marketing aktivieter.
3. Vores artikler, whitepapers og bøger er med til at understrege vores kompetencer. Vi behøver ikke investere i tidskrævende salgsarbejde.
4. Vores konsulentbistand og workshops gør en forskel.
 
Jeg elsker at skrive, og med baggrund i en meget bred kontaktflade til IT-virksomheder over hele verden tilflyder der hver eneste dag inspiration til nye artikler, whitepapers, videoer, podcasts og bøger.

 [![](https://hpbech.com/wp-content/uploads/All-books-1024x326.png)](https://hpbech.com/wp-content/uploads/All-books.png) 

Herudover skriver jeg også for andre, hvilket i særklasse er noget jeg nyder. Du kan se eksempler herpå nedenfor.

[Rambase – The new ERP platform with a proud and relevant legacy](https://rambase.com/news/rambase-the-new-erp-platform-with-a-proud-and-relevant-legacy/)

[Preben Damgaards nye website, hvor jeg har skrevet teksterne.](https://damgaard.com)

[Bilagscan, hvor jeg blogger og skriver whitepapers](https://tbkconsult.com/product/intelligent_bilagscanning/)

[Uniconta, hvor jeg skriver artikler for Erik Damgaard.](https://www.uniconta.com/da/blog-da/erik-damgaard-corona-ramte-erhvervslivet-meget-forskelligt/)

Denne [post](https://www.hpbech.dk/hvad-jeg-laerte-af-at-skrive-over-200-artikler-pa-linkedin/) om mine artikler på LinkedIn Publishing vil måske også have din interesse.

**Categories:** Book reviews, Globalisation, Strategy

---

### [Jytte fra marketing er desværre smuttet for i dag.](https://hpbech.com/da/jytte-fra-marketing-er-desvaerre-smuttet-for-i-dag/)

**Published:** October 13, 2017
**Author:** Hans Peter Bech

**Excerpt:** Efter at have læst bogen tror jeg ikke, man kan lade være med at tænke på alle de gange, man enten selv har skulle ændre adfærd eller har været involveret i projekter, der skulle ændre andres. Den eftertanke fik jeg i hvert fald.

**Content:**

---

> *Efter at have læst bogen tror jeg ikke, man kan lade være med at tænke på alle de gange, man enten selv har skulle ændre adfærd eller har været involveret i projekter, der skulle ændre andres. Den eftertanke fik jeg i hvert fald.*

---

 [![](https://hpbech.com/wp-content/uploads/Jytte-fra-marketing.png)](https://hpbech.com/wp-content/uploads/Jytte-fra-marketing.png) 

Jeg havde set titlen forskellige steder et par gange, men havde ingen anelse om, hvad bogen handlede om, eller hvem forfatteren var. Det var først på en café, hvor jeg faldt i snak med sidemanden, der var i gang med bogen, at jeg fandt ud af, hvad den gik ud på. Det lød da spændende (selvom jeg ikke syntes at udtrykket “adfærdsdesign” smagte særlig godt).

På vej hjem i S-toget fik jeg så købt bogen i den elektroniske version via saxo.com, konverteret den til mobi og sendt filen til min Kindle. (Efter at have læst de første kapitler af bogen kunne jeg konstatere, at det ville nok de færreste have gjort.)

Dagen efter tog jeg på en længere rejse og havde derfor tid til at læse resten af bogen over et par dage.

# Det er en god bog. Nej, det er en fremragende bog.

**For det første** er den skrevet i et sprog og med en humor, som jeg godt kan lide. (Måske lidt arrogant, men manden ved hvad han snakker om og deler rundhåndet ud af sin viden for den beskedne pris af kr. 120,84 eksklusiv moms. Forlaget nupper nok omkring de 100, så der er små 20 kroner tilbage til forfatteren.)

**For det andet** handler bogen om noget helt centralt, som jeg selv har bakset med i snart 40 år. Hvordan får man nogen til at gøre noget, der faktisk er i deres egen interesse, når de instinktivt vælger at lade være?

**For det tredje** lærte jeg mange nye ting, som jeg vil putte ned i min værktøjskasse, og tage op ved passende lejligheder (sådan cirka dagligt).

Efter at have læst bogen tror jeg ikke, man kan lade være med at tænke på alle de gange, man enten selv har skulle ændre adfærd eller har været involveret i projekter, der skulle ændre andres. Den eftertanke fik jeg i hvert fald.

# Hvem skal ændre adfærd?

Da jeg som ung sælger i begyndelsen af 80’erne (1980’erne!) sad på mit første salgskursus, spurgte instruktøren:

*Hvad er den mest hyppige grund til, at vi taber en ordre?*

Spørgsmålet var yderst relevant, for det vi solgte kostede millioner og tog meget lang tid at sælge. Hvis vi tabte et projekt til en konkurrent, havde det enorme omkostninger. Som ny og grøn, holdt jeg en lidt lav profil og lod de andre komme med deres bud. Det førte til en lang og interessant diskussion, hvis konklusion var:

> Vi taber hyppigst til den såkaldte 0-beslutning.

Kunden vælger at udskyde eller undlade at gennemføre projektet. De vælger at gøre ingenting, eller bruger pengene på at opføre en idrætshal til deres medabejdere, bygger en ny fabrik i Polen, forbedre kantinen for deres funktionærer, sælge et forretningsområde fra, så der frigøres intern kapacitet, der overflødiggør det vi tilbyder, eller hvad det nu kan være.

Kurset skulle gøre os bedre til at spotte en 0-beslutning på lang afstand, så vi kunne trække os ud af sagen, og bruge tiden på mere lovende projekter (tid kan man nemlig kun bruge én gang).

Faktisk var kurset ikke rettet mod, at vi skulle lære at påvirke vores kunders adfærd (som jeg troede inden kurset startede). Nej, det var rettet mod, at vi skulle ændres vores egen adfærd. Vi skulle lære en lang række teknikker, som vi skulle anvende for at sikre, at de salgsprojekter vi arbejdede med faktisk blev til noget. Og dernæst at vi kunne vinde dem over vores direkte konkurrenter. Kunne vi ikke fremlægge valide indicier på både det første og det sidste, var det bare med at komme ud i en fart.

Da jeg kom hjem fra kurset, skulle jeg overbevise min chef og mine kolleger om det fornuftige i at være mere skeptiske omkring nye kundeprojekter. De lyttede interesseret, men da ingen af dem havde deltaget i kurset, fik det aldrig nogen forankring i afdelingen.

Det ændrede min adfærd for altid, men vist ingen andres.

# The law of diffusion of innovation

 [![](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png)](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png) 

Hvis du har arbejdet i en nystartet virksomhed, som har opfundet noget revolutionerende, der kan forbedre effektiviteten hos jeres potentielle kunder med 500% (i dag hedder det vist disruption), så vil du blive overrasket over, at der ikke er ret mange, der er har lyst til at snakke med dig.

Hvorfor ikke? De skal jo bare lige ændre på et par interne procedurerer og så investere i din løsning. Det er tjent hjem på 14 dage. Hvorfor vil de ikke lytte?

Det er der mange grunde til, men de væsentligste er, at de har nok om ørene i forvejen, de ved ikke, hvem du er, de har aldrig hørt om en sådan løsning før, og de skal ikke nyde noget af at være de første, der prøver din teknologi af. Tænk nu hvis det gik galt. Hvordan skulle de forklare det? Hvordan ville det påvirke deres karriere?

Denne adfærd overfor innovative løsninger blev formuleret af Professor Rodgers i 1962 og anvendt i Geoffrey A. Moore’s berømte bog “[Crossing the Chasm](https://en.wikipedia.org/wiki/Crossing_the_Chasm)” fra 1992. Groft set er kun omkring 15% af alle potentielle kunder interesseret i noget nyt. 85% vil hellere vente og se, om det er noget der holder.

Kan man ændre den adfærd? Nej, det kan man nok ikke. Mange iværksættere forsøger fortsat øvelsen kun for at løbe panden mod en mur og derefter tør for penge.

Det er nemlig langt fra altid, at man kan ændre andres adfærd (hvad Morten Münsters bog da også bekræfter). I stedet må man tilpasse sin taktik til den adfærd, man ved, man er oppe imod.

# Tilbage til Jytte fra marketing

Udover at være underholdende læsning, så er Morten Münsters bog også et super godt bidrag til den “skole”, der startede efter de glade dage omkring årtusindeskiftet, hvor vi troede, at træerne ville vokse ind i himlen. Mange virksomheder og deres lystige investorer brændte milliarder af på forretningsmodeller, der forudsatte at forbrugere nemt ville ændre adfærd. Det gjorde de ikke, og det gør de fortsat ikke.

[The Lean Startup](https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898) af Eric Ries, [Business Model Generation](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers-ebook/dp/B06X426D4F) af Alexander Osterwalder m.fl., og [Steve Blanks](https://www.amazon.com/Steve-Blank/e/B002IBT21M) bøger er blot nogle eksempler på hvordan man systematisk og risikominimerende håndterer opbygningen af noget nyt og forandrende.

Efter min opfattelse er Morten Münsters bog nemlig ikke kun en håndbog i at ændre andres adfærd (få flere til at vaske hænder, åbne deres post, aktivere deres pensionsordning, betale deres skattegæld osv.), men også en anvisning i hvordan vi selv må ændre adfærd, når verden ikke opfører sig, som vi ønsker og forventer.

# Jytte fra marketing er desværre gået for i dag

 [![](https://hpbech.com/wp-content/uploads/Jytte-fra-marketing-2D.png)](https://hpbech.com/wp-content/uploads/Jytte-fra-marketing-2D.png) 

**Titel:** [Jytte fra marketing er desværre gået for i dag. Sådan bruger du adfærdsdesign til at skabe forandringer i den virkelige verden.](https://jytteframarketing.dk)
**Antal sider:** 309
**Forfatter:** [Morten Münster](https://www.linkedin.com/in/morten-münster-1778665/)
**Forlag:** Gyldendal
**Udgivelsesdato:** 18. september 2017
**Priser:** [DKK 134,95 inkl. moms](https://www.saxo.com/dk/jytte-fra-marketing-er-desvaerre-gaaet-for-i-dag_morten-munster_epub_9788702243628) (e-bog)
**Anbefaling:** Kan anbefales til alle, der beskæftiger sig med forhold, som involverer dem selv og andre mennesker (så har jeg vist ikke glemt nogen).
**Anmeldelser:** Bogen har fået mange gode læseranmeldelser og er en storsællert.

## Jytte vender tilbage

Læs også min anmeldelse af efterfølgeren *[Jytte vender tilbage](https://hpbech.com/da/jytte-vender-tilbage-og-slaar-haardt-ned-paa-parnasset/)*.

**Categories:** Book reviews, Globalisation, Strategy

---

### [Hvad ønsker du at opnå i det nye år?](https://hpbech.com/da/hvad-oensker-du-at-opnaa-i-det-nye-aar/)

**Published:** January 2, 2018
**Author:** Hans Peter Bech

**Content:**

---

> Begyndelsen af ​​januar er et godt tidspunkt at reservere et par dage i kalenderen til at gennemgå din personlige forretningsmodel. Du kan gøre det alene, med din ægtefælle eller med en eller flere nære venner, hvor I hjælper hinanden.

---

Investerer du i aktiver, der løbende taber deres værdi? Holder du på aktiver, der ikke ser ud til at holde deres værdi?

Det gør du selvfølgelig ikke. Du ønsker aktiver, der har potentiale til at øge deres værdi, og du vil skippe dem, der ikke har vækstpotentiale.

> Hvad med dig selv? Hvordan øger du din egen værdi?

Skal du tjene flere penge i det nye år, men undgå at bruge flere timer på det end i det gamle år. Måske gerne færre? Tjener du penge ved at sælge dine timer eller din personlige kapacitet? Er det så rimeligt at antage, at du skal bibringe mere værdi til dem omkring dig?

# Din personlige forretningsmodel

 [![](https://hpbech.com/wp-content/uploads/Business-Model-You-Cover.jpg)](https://hpbech.com/wp-content/uploads/Business-Model-You-Cover.jpg) 

Begyndelsen af ​​januar er et godt tidspunkt at reservere et par dage i kalenderen til at gennemgå din personlige forretningsmodel. Du kan gøre det alene, med din ægtefælle eller med en eller flere nære venner, hvor I hjælper hinanden.

I marts 2012 udgav [Alexander Osterwalder](https://www.linkedin.com/in/osterwalder/) m. fl. en version af deres meget berømte bog [Business Model Generation](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers-ebook/dp/B06X426D4F) med titlen [Business Model You](https://www.amazon.com/Business-Model-You-One-Page-Reinventing-ebook/dp/B00AB12TEI).

Filosofien er ret simpel:

Du har en forretningsmodel. Din model lever i et sæt af omgivelser (business model environment). Når du forstår fundamentet for din forretningsmodel, kan du vurdere, hvordan omgivelserne vil udvikle sig fremover, og du kan vurdere dine muligheder for at øge den værdi, du bibringer dem omkring dig; dem, der betaler for dine tjenester og dem, der hjælper dig på andre måder.

Hvis du ikke har læst Business Model Generation, får du den grundliggende teori i de første to kapitler af Business Model You. Hvis du har læst Business Model Generation, kan du springe direkte til kapitel tre. Bogen omtaler ikke forretningsmodellens omgivelser, hvilket jeg mener er en mangel, men du kan nemt læse op på dette koncept i Business Model Generation bogen siden 200-240.

# Det er ligegyldigt, om du får ret eller ej

 [![](https://hpbech.com/wp-content/uploads/The-seven-habits-of-highly.jpg)](https://hpbech.com/wp-content/uploads/The-seven-habits-of-highly.jpg) 

At spå om fremtiden er stort set umuligt. Men arbejdet med ​​et par fremtidige scenarier og en liste over, hvad du kan gøre for at øge din værdi, vil være et glimrende udgangspunkt for at arbejde mere systematisk med din fremtid.

Når du er kommet i gang med forretningsmodellen, bør du også afsætte tid i din kalender til løbende at følge op på udviklingen. Et par timer en gang om måneden og en hel dag en gang i kvartalet vil være fint.

Vane nummer syv i Steven Coveys “[The Seven Habits of Highly Effective People](https://www.amazon.com/Business-Model-You-One-Page-Reinventing-ebook/dp/B00AB12TEI)” er “Sharpen The Saw” og handler om principper for afbalanceret selvfornyelse. Jeg foreslår, at du også læse op på dette kapitel, inden du sætter dig ned for at definere forbedringerne i din forretningsmodel for det nye år (eller læs hele bogen, hvis du ikke har gjort det endnu).

# Undgå travlhed og pas på med at forveksle travlhed med succes.

 [![](https://hpbech.com/wp-content/uploads/Time.jpg)](https://hpbech.com/wp-content/uploads/Time.jpg) 

Er du en af ​​de mange, der mener, at succesfulde mennesker har meget travlt? Hvis du er, så tror du måske også at travle mennesker må være succesfulde?

I mine øje er succes, at du kan gøre det, du har lyst til, når det passer dig. Det betyder, at ingen kan diktere, hvad du skal bruge din tid på. Hvis du har travlt, fordi du har svært ved at nå de mål, der er defineret af eller de forventninger, som andre har fastsat, så er du ikke herre over din egen succes.

Lad mig give dig et eksempel: *I 1980 blev jeg sælger. Salgsmålene blev i det væsentlige defineret af selskabets hovedkvarter og derefter rullet ned gennem rækkerne. Ikke desto mindre nåede jeg mine mål hvert år i seks år i træk. Jeg var overbevist om, at jeg var en succes indtil den dag, jeg som salgschef fik et salgsmål, som jeg vidste, at vi ikke ville kunne nå. Jeg kæmpede en hård kamp mod budgettet, og forsøgte at forklare, hvorfor det var umuligt, men ingen ville lytte. Da vi ikke kunne blive enige, var der kun en udvej tilbage – de måtte fyre mig. Man kan ikke have en leder, der ikke tror på sit budget. Det lærte mig noget. [At blive fyret var en succes](https://www.linkedin.com/pulse/how-getting-fired-advanced-my-career-hans-peter-bech/). Jeg holdt fast i det, jeg troede på, og kunne nu finde et andet projekt, hvor jeg var med til at definere mål og mål. Aldrig mere ville jeg arbejde på et projekt, hvor fastsættelsen af ​​målene var uden for min kontrol.*

# Må 2018 være året hvor du bliver uafhængig

Uanset om du driver din egen virksomhed, eller om du har et lønnet job, kan 2018 blive det år, hvor din arbejdsgiver eller dine kunder begynder at få mere brug for dig, end du har brug for dem. Når den opfattede værdi, du bibringer, langt overstiger den betaling, du får eller beder om, så er du godt på vej.

Held og lykke og alt det bedste for det kommende år.

**Categories:** Globalisation, Strategy

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### [Why I now have a Facebook page for my readers](https://hpbech.com/why-i-now-have-a-facebook-page-for-my-readers/)

**Published:** February 9, 2016
**Author:** Hans Peter Bech

**Excerpt:** Having conversations with your current and potential readership is a great way to promote a book and add value. But as each book is a $10 item these conversations have to take place in the public space helping drive the buzz and bring in more readers.

**Content:**

---

> LinkedIn is not really for having conversations.

---

[![BookCover3d_BSABSinGM_east_v2](https://www.hpbech.com/wp-content/BookCover3d_BSABSinGM_east_v2-230x300.jpg)](https://www.hpbech.com/wp-content/BookCover3d_BSABSinGM_east_v2.jpg)

I have been very fortunate to have received many positive reviews for my [recent book on Amazon](http://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160). I also have received many encouraging emails from readers who like the book and who have certain questions they would like me to answer. I try to respond to most emails, and while some of the questions are so specific that they are impossible to answer most of them are actually of a generic nature, where the answers would be relevant for others as well. But why limit the discussion to only having me providing the answers? I bet that my readers have experiences and ideas that could add value to the discussion and help everybody with the challenges of building productive partner channels.

I reviewed the various social media opportunities available and came to the conclusion that Facebook offered the best platform. I admit that I was inspired by [Mark Suster ](https://www.facebook.com/msuster)who did [a similar analysis](http://www.bothsidesofthetable.com/2016/01/24/why-ive-shifted-more-attention-to-facebook/http://www.bothsidesofthetable.com/2016/01/24/why-ive-shifted-more-attention-to-facebook/) recently.

I have an active personal Facebook page that I don’t want to use for my business activities. There is also a Facebook page for our consulting company [TBK Consult](https://www.facebook.com/TBK-Consult-ApS-142655162483847/), but most of my readers will never become consulting clients, so I have created [a dedicated page for the readers of my book](https://www.facebook.com/hanspeterbech).

## Why not LinkedIn?

[![LinkedIn_heart square](https://www.hpbech.com/wp-content/LinkedIn_heart-square-264x300.jpg)](https://www.hpbech.com/wp-content/LinkedIn_heart-square.jpg)

Why didn’t I choose LinkedIn, a platform where I already have more than 9.000 followers?

LinkedIn is not really for having conversations.

There is no conversation option on my profile. The company pages are strange animals that don’t invite conversations either. The Pulse platform focuses on the individual posts. A LinkedIn group could have been a possibility, but I felt that creating a group for promoting my book and having conversations with my readers would be a bad match. Maybe I am wrong, but I don’t think that LinkedIn users like groups that have a promotional objective. I felt that a Facebook page is already recognised and accepted as a promotional platform, but that you can have a valuable conversation on the page nevertheless.

## Writing books is a business.

After spending so much time researching and writing, you obviously want to sell as many copies of the book as possible. When the book receives great reviews you are encouraged to ensure that as many potential readers as possible come to learn about the book’s existence so they can decide for themselves if they will buy the book or not.

Having conversations with your current and potential readership is a great way to promote a book and add value. But as each book is a $10 item these conversations have to take place in the public space helping drive the buzz and bring in more readers.

I am looking forward to seeing you on [Facebook](https://www.facebook.com/hanspeterbech).

**Categories:** Admin, Blog

**Tags:** Facebook

---

### [På de sociale medier får du mere af det du kommenterer på](https://hpbech.com/on-social-media-you-get-more-of-what-you-comment/)

**Published:** January 30, 2023
**Author:** Hans Peter Bech

**Excerpt:** Er du typen der farer ned i kommentarfeltet for at udtrykket dit mishag med et opslag på de sociale medier, så bør du måske lige vende skråen. Du hjælper nemlig den, du er uenig med.

**Content:**

---

> Er du typen der farer ned i kommentarfeltet for at udtrykke dit mishag over et opslag på de sociale medier, så bør du måske lige vende skråen. Du hjælper nemlig den, du er uenig med.

---

De sociale medier lever af at sælge annoncer, der skal påvirke os til at købe noget (kommercielle) eller gøre noget (politiske). Et helt afgørende element i at få solgt så mange annoncer så dyrt som muligt er at få os til at [bruge mest mulig](https://www.hpbech.dk/danmark-disrupted-tro-hab-og-tech-giganter/) tid på det sociale medium. Derfor holder deres algoritmer meget nøje øje med, hvad der fanger vores interesse og skubber herefter mere af den type indhold ind i vores feed.

Hvis du kommenterer på et opslag, fortæller du det sociale medium, at emnet er interessant, og at du gerne vil bruge tid på det. Den adfærd fanger algoritmen, sender opslaget ud til flere og husker din interesse. Fremover får du mere af samme slags. Du har jo lige dokumenteret, at du gerne vil bruge din tid på det. At stjæle og bruge din tid og opmærksomhed er nogle af de sociale mediers [vigtigste opgaver](https://www.hpbech.dk/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/).

## LinkedIn

[![](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)](https://hpbech.com/wp-content/uploads/step_5_no-text-300x236-1.png)På LinkedIn forekommer det ofte, at en kommentar ytrer at et opslag ikke hører hjemme her, men burde være bragt på Facebook eller Twitter.

Ud over at det er noget vås, så er det også ret uintelligent.

Hvem bestemmer hvad der skal slås op på et socialt medium? Det gør brugerne naturligvis. At udnævne sig selv til indholdspoliti er en anelse opulent grænsende til det selvhøjtidelige.

Det uintelligente består i at give et opslag, man ikke bryder sig om, opmærksomhed. Jeg kan forstå, at man er uenig i et synspunkt som man gerne vil diskutere. Men at hjælpe et opslag, man mener ikke burde være foretaget, med yderligere udbredelse er vel næppe særlig smart?

Hvis et opslag generer dig så voldsomt, at du ikke evner at ignorere det og scrolle videre, så kan du benytte de tre små prikker i højre hjørne.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-tre-prikker.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-tre-prikker.jpg)I opslaget herover har min gode ven Christian Frost kommenteret på et opslag om Mette Frederiksen, som han vist ikke er så begejstret for. Ved at trykke på de tre små prikker får jeg nu en række muligheder.

Jeg kan unfollow Christian Frost, men det vil jeg ikke, for han poster nogle super gode og sjove bilanmeldelser på video, som jeg gerne vil se.

Jeg kan mute de to øvrige personer, som postede og delte opslaget. Det gør jeg af og til, men ikke i dette tilfælde.

Eller jeg kan vælge “I don’t want to see this”, hvorved jeg igen får en række valgmuligheder.

 [![](https://hpbech.com/wp-content/uploads/LinkedIn-dont-want-to-see.jpg)](https://hpbech.com/wp-content/uploads/LinkedIn-dont-want-to-see.jpg)Jeg valgte den første mulighed for på den måde at fortælle LinkedIn, at jeg ikke er interesseret i opslag om Mette Frederiksen. Jeg læser andre medier, hvor jeg får mit behov for meninger om landets statsminister dækket fint af.

## Få dig et relevant feed

Der er mange optioner knyttet til de tre små prikker. Ved at investere lidt tid i at fortælle LinkedIns algoritme om dine præferencer, så kan du øge relevansen og kvaliteten i dit såkaldte home feed.

Jeg har 30.000 connections på [LinkedIn](https://www.linkedin.com/in/hanspeterbech/), og gudskelov er det kun de færreste der poster noget. Blandt dem, der gør, er der meget støj. Jeg bruger derfor af og til lidt tid på at træne LinkedIns algoritme, og det har hjulpet gevaldigt på kvaliteten af det, der dukker op.

**Categories:** Blog, Business development, Marketing, Society

**Tags:** biznes, social media

---

### [Software Product Management Summit 2020](https://hpbech.com/da/software-product-management-summit-2020/)

**Published:** January 28, 2020
**Author:** Hans Peter Bech

**Excerpt:** I min præsentation vil jeg give eksempler på hvordan forskellige virksomheder griber opgaven an, samt resummere de parametre som valget af nye markeder kan baseres på.

**Content:**

---

> *International Software Product Management Association ([ISPMA](https://ispma.org)) er en åben non-profit forening af eksperter, virksomheder og forskningsinstitutioner med det mål at fremme professionel software product management på tværs af brancher.*

---

I dagene 24. og 25. marts 2020 afholder ISPMA sin årlige europæiske [Software Product Management Summit](https://spmsummit.org) i Frankfurt, Tyskland.

Om onsdagen, den 25. marts kl. 11:25 holder jeg en præsentation med titlen *[Challenges associated with international expansion](https://spmsummit.org/speakers/2020/3/24/hans-peter-bech)*.

Baseret på min kommende bog[ *Going Global on a Shoestring*](https://www.hpbech.dk/going-global-on-a-shoestring/) vil jeg diskutere de produktmæssige udfordringer, som softwarevirksomheder står overfor, når de krydser landegrænser. Jeg vil præsentere og diskutere forskellige tilgange til håndtering af lokalisering og understøttelse af landespecifikke krav.

 ![](https://hpbech.com/wp-content/uploads/Global-planning-1.png) 

I min præsentation vil jeg give eksempler på hvordan forskellige virksomheder griber opgaven an, samt resummere de parametre som valget af nye markeder kan baseres på.

I foredraget vil der også være en ny vinkel, hvor jeg viser forskningsresultater, der indikerer, at innovative produkter udbredes med meget forskellig hastighed i de forskellige lande.

Hvorfor mon det?

 https://youtu.be/BqFMcTK6rP0

 Konferencen afholdes på Hotel NH Collection Frankfurt City, der ligger midt i byen.

**Categories:** Globalisation, Strategy

---

### [Apple OS X Lion](https://hpbech.com/da/apple-os-x-lion/)

**Published:** July 23, 2011
**Author:** Hans Peter Bech

**Excerpt:** Det er blevet endnu nemmere og sjovere at være Apple bruger. 

**Content:**

---

> Det er blevet endnu nemmere og sjovere at være Apple bruger.

---

 [![](https://hpbech.com/wp-content/uploads/OSX-Lion2.jpg)](https://hpbech.com/wp-content/uploads/OSX-Lion2.jpg) 

Apple har gjort det igen. Frigivet en række perler, der gør det endnu mere intuitivt at benytte en Mac. Og gjort det nemmere at bevæge sig mellem sin iPhone, iPad og Mac.

Jeg satte download af de godt 3 giga i gang natten over. Næste morgen installerede jeg det nye system, mens jeg cyklede min morgentur. Selve upgraderingen inkl. konvertering af email systemet klarede min Mac under morgenkaffen.

Her til aften løb jeg de vigtigste nye features igennem. Jeg er meget begejstret. Det er blevet endnu nemmere og sjovere at være Apple bruger. Jeg skal ikke anmelde alle de nye features her. Apple har faktisk en glimrende gennemgang her: [Apple OS X Lion](http://www.apple.com/macosx/ "Gå til Apple") og det virker som beskrevet.

Performance er ikke påvirket negativt af opdateringen. Alt kører med sædvanligt tempo og skiftet mellem applikationer, desktops og diverse overbliksbilleder er fortsat lynhurtig. Parallels og Windows (7 Home Premium) starter op indenfor 60 sekunder og er klar til at køre Windows baserede applikationer.

DKK 179 inkl. moms for opdateringen synes overordentlig rimeligt.

**Categories:** Globalisation

---

### [De mest læste artikler og anden statistik for 2019](https://hpbech.com/da/de-mest-laeste-artikler-og-anden-statistik-for-2019/)

**Published:** January 2, 2020
**Author:** Hans Peter Bech

**Excerpt:** I perioden maj til december 2019 havde bloggen 6.505 unikke besøgende. Det svarer til knap 10.000 unikke besøgende på årsbasis. Ikke overraskende kom 90% af dem fra en IP-adresse i Danmark.

**Content:**

---

> *I perioden maj til december 2019 havde bloggen 6.505 unikke besøgende. Det svarer til knap 10.000 unikke besøgende på årsbasis. Ikke overraskende kom 90% af dem fra en IP-adresse i Danmark.*

---

Godt Nytår.

Mine skriveaktiviteter på dansk fik et gevaldigt boost, efter at jeg udgav min første danske bog *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)*. Formålet var, og er fortsat, at henlede opmærksomhed på bogen, der beskriver hvordan Damgaard Data og Navision Software udviklede sig til internationale virksomheder, blev børsnoteret og til slut blev opkøbt og opslugt af Microsoft for godt 10 milliarder.

![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-1-248x300-1.png)

Jeg skrev bogen, fordi jeg fik mulighed for at dykke langt ned under overfladen og beskrive, hvordan det mange af os husker som en enestående dansk succeshistorie i virkeligheden blev til.

Historien indeholde nemlig alt det, alle kommer ud for, når de starter, udvikler og igen skal af med deres virksomhed:

- Hvordan skaber man det første konkurrencedygtige produkt?
- Hvordan får man gang i væksten?
- Hvordan finansierer man væksten?
- Hvordan holder man produktet attraktivt?
- Hvordan løser man de første ledelsesproblemer?
- Hvordan får man medarbejderne til at arbejde sammen i stedet for at strides?
- Hvordan kommer man ud på de internationale markeder?
- Hvordan finder man de dygtigste forhandlere?
- Er det attraktivt at samarbejde med store virksomheder?
- Hvordan laver man en god børsnotering?
- Skal man lade sig opkøbe eller forblive selvstændig?
- Hvad sker der efter at man har solgt virksomheden?

## Bloggen i tal

Jeg skiftede analyticsværktøj i maj måned. I bunden ligger Google Analytics og samler data op. Ovenpå ligger [MonsterInsights](https://www.monsterinsights.com), der gør behandlingen af og præsentationen af data langt nemmere. Jeg har valgt Pro løsningen, der koster $200 om året.

![](https://hpbech.com/wp-content/uploads/Stat1.png)

I perioden maj til december 2019 havde bloggen 6.505 unikke besøgende. Det svarer til knap 10.000 unikke besøgende på årsbasis. Ikke overraskende kom 90% af dem fra en IP-adresse i Danmark. Det er nogenlunde det samme antal som i [2018](https://www.hpbech.dk/bloggens-mest-populaere-posts-i-2018/).

Hver besøgende blev i gennemsnit et minut på bloggen, hvor de læste to sider. Det høje antal sider gav en relativ lav bounce rate på 21%.

De fleste besøgende (64%) benyttede deres mobiltelefon, hvilket er et betydeligt højere tal end på [vores engelske blog](http://www.tbkconsult.com). Her kom hele 68% kommer fra en computer.

56% er de besøgende er mænd, og de mest læseflittige er mellem 35 og 44 år.

Tjekker jeg i stedet tallene på mit webhotel, one.com, ser det noget anderledes ud.

![](https://hpbech.com/wp-content/uploads/One.com-2019.png)Nu var 2019 besøgstallet 140.672 mod et besøgstal året før på 101.862. Altså en stigning i trafikken på knap 40%. Det tal ville jeg gerne tro, men da her kun 21% (30.841) kom fra Danmark, er jeg sikker på at bots og crawlere er medregnet. Det er desværre langt fra alle af den type besøg, jeg har nogen gavn af. Det gennemsnitlige tidsforbrug for, hvad vi kan kalde bruttotrafikken, var 1 minut og 40 sekunder, hvilket forekommer mig ret højt. 82% af bruttotrafikken kom fra mobile enheder, af hvilke iPhone tog hele 37,1% skarpt efterfulgt af Nexus med 36,9%. Den mest anvendte browser var Firefox med 27,5%.

![](https://hpbech.com/wp-content/uploads/Stat2.png)

På trods af de mere opmuntrende tal fra one.com holder jeg mig til Google Analytics og MonsterInsights. Her var trafikken halvt organisk og halvt fra referencer, og blandt de sidste var Facebook den altdominerende kilde.

Det overraskede mig. Jeg ville have forventet at LinkedIn var hovedleverandør af trafik, men det er altså ikke tilfældet.

Danskere er nemmere at ramme på Facebook end på LinkedIn!

## De fem meste læste artikler

Egentlig skulle jeg korrigere for, hvor mange dage en artikel har været på bloggen, men her kommer de rå tal:

#### [De fem bedste bøger jeg læste i 2019](https://www.hpbech.dk/de-fem-bedste-boger-jeg-laeste-i-2019/)

![](https://hpbech.com/wp-content/uploads/Business-books.jpg)

Denne artikel, der blev publiceret den 17. december, tiltrak ikke mindre end 2.880 besøgende og blev dermed en suveræn nummer et. Det kom bag på mig, men når jeg spørger eksperterne, så er netop denne type artikel en folkefavorit. Det er en liste (fem er overskueligt), den er let at gå til, og den lover en rangordning.

#### [Erik Damgaard gentager succesen](https://www.hpbech.dk/erik-damgaard-gentager-succesen/)

![](https://hpbech.com/wp-content/uploads/Erik-Damgaard-Portrait.jpg)

På andenpladsen kom en artikel publiceret den 18. december, der annoncerede foredrag, som Erik Damgaard og jeg skal holde her i januar 2020 hos revisionsfirmet Baker Tilly. Det kan vel med rette kaldes et reklameindslag, men ikke desto mindre trak det mange besøgende.

#### [Martin Thorborg – Fra led til leder](https://www.hpbech.dk/martin-thorborg-fra-led-til-leder/)

![](https://hpbech.com/wp-content/uploads/Martin-Thorborg-Fra-led-til-leder.png)

Jeg anmelder en del bøger på bloggen, og den sidste, der kom under behandling, var Martin Thorborgs *[Fra led til leder](https://www.hpbech.dk/martin-thorborg-fra-led-til-leder/)*. Det er en god bog, der kom på sidstepladsen på min topfem liste for 2019. Det var ikke den bedste bog jeg læste i 2019, men anmeldelsen trak flere læsere end nogen af de øvrige.

#### [Eventyret om Den Luddovne Bogholder fra Digitalien](https://www.hpbech.dk/eventyret-om-den-luddovne-bogholder/)

![](https://hpbech.com/wp-content/uploads/Frederik-Sandgrav2-1.jpg)Frederik Sandgrav

På fjerdepladsen kommer en af de artikler, jeg selv synes bedst om. Det er historien om [Frederik Sandgrav](https://www.sandgravsolutions.dk/), der i forskellige sammenhænge omtaler sig selv som den luddovne bogholder. Jeg havde Frederik til kaffe på [Kaffebaren](https://www.hpbech.dk/guldkorn-fra-kaffebaren-blichfeldts-bonner/) og det kom der en meget spændende snak ud af.

#### [Uniconta giver den endnu mere gas](https://www.hpbech.dk/uniconta-giver-den-endnu-mere-gas/)

![](https://hpbech.com/wp-content/uploads/Uniconta-Digitale-Guldkorn-3D-small.png)

Folkene hos Uniconta er dygtige til at benytte de sociale medier, og det forklarer nok, hvorfor artikler om dem altid genererer megen trafik. Jeg deltog selv på deres Danmarkstourné i efteråret 2019, hvor jeg solgte Damgaardbiografien, som Erik Damgaard signerede. Det var sjovt at komme med rundt i Danmark og opleve hvilken loyalitet Erik Damgaard nyder blandt økonomi- og regnskabsfolk overalt. Hvad der reelt var en produktdemonstration garneret med lidt underholding fra Hjerne-Madsen blev besøgt af ikke mindre end 1.200 personer.

**Categories:** Uncategorized

---

### [Planer holder aldrig, og skinnet bedrager](https://hpbech.com/da/planer-holder-aldrig-og-skinnet-bedrager/)

**Published:** January 7, 2020
**Author:** Hans Peter Bech

**Excerpt:** Det kan godt være, at jeg var den bedst performende sælger i Europa det år, men jeg kan ikke påstå, at jeg også var den bedste. Det var et lykketræf, som jeg ikke havde den mindste indflydelse på.

**Content:**

---

> *Det kan godt være, at jeg var den bedst performende sælger i Europa det år, men jeg kan ikke påstå, at jeg også var den bedste. Det var et lykketræf, som jeg ikke havde den mindste indflydelse på.*

---

[![](https://hpbech.com/wp-content/uploads/Helmuth_Karl_Bernhard_von_Moltke.jpg)](https://hpbech.com/wp-content/uploads/Helmuth_Karl_Bernhard_von_Moltke.jpg)Helmuth Karl Bernhard Graf von MoltkeVi skal ret langt tilbage i historien for at finde den originale kilde til udsagnet om, at planer aldrig holder. Ifølge Wikipedia var det feltmarskal Helmuth Karl Bernhard Graf von Moltke (26. oktober 1800 – 24. april 1891), der først erkendte, at den militære virkelighed er så kompliceret, at ingen planer kommer i nærheden af at overskue mere end et slag ad gangen.

> *Det taktiske resultat af et engagement danner basis for nye strategiske beslutninger, fordi sejr eller nederlag i en kamp ændrer situationen i en sådan grad, at ingen menneskelig skarpsindighed er i stand til at se ud over det første slag.*
> 
> Helmuth Karl Bernhard Graf von Moltke

Efter over fyrre år med mål, planer og budgetter må jeg erkende, at det også passer på det civile liv.

I december 2018 skrev jeg [en lang artikel](https://www.hpbech.dk/9-trin-til-et-succesfuldt-2019/) om, hvordan jeg selv sætter mål og planlægger mine aktiviteter. Den metode benytter jeg fortsat, men det betyder ikke, at jeg når de mål, jeg sætter mig. Til gengæld når jeg nogle andre :-).

## Der kom ingen nye bøger fra mig i 2019

![](https://hpbech.com/wp-content/uploads/Going-Global-Bookcover-2018-480x580-248x300-1.png)Ifølge min plan skulle jeg have udgivet to bøger i 2019. Dels [Going Global on a Shoestring](https://www.hpbech.dk/going-global-on-a-shoestring/), som jeg har arbejdet på længe og dels en bog om ledelse, som jeg skulle skrive sammen med [Bo Nielsson](https://www.linkedin.com/in/nielsson/).

Ingen af dem blev færdige.

Var der tale om mangelfuld planlægning?

Nej, planen var perfekt, men virkeligheden ændrede sig, og jeg valgte at justere mine prioriteter.

I 2018 udgav jeg bogen *[5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA](https://bogreolen.dk/5460-miles-from-silicon-valley_hans-peter-bech_9788793116351)*. Det var den engelske udgave af *[Fra Damgaard til Microsoft](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)*, som udkom i september 2017.

Hvad min plan for 2019 ikke havde forudset var, at de nye udgivelser også øgede salget af mine tidligere bøger [*Building Successful Partner Channel*s](https://bogreolen.dk/building-successful-partner-channels_hans-peter-bech_9788793116160) og *[Management Consulting Essentials](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)*, samt det antal henvendelser som bøgerne sammenlagt ville give anledning til.

## Foredrag, artikler og workshops.

I stedet for bøger skrev jeg i 2019 artikler og ebøger for [Bilagscan](https://www.hpbech.dk/digital-transformation-giver-plads-til-vaekst-hos-rosendahl-design-group/), [The QBS Group](https://www.qbsgroup.com/blog/elwis-has-left-the-building-goodbye-to-customization-of-erp-systems/), [Uniconta](https://www.hpbech.dk/uniconta-gir-den-gas/) og [Rambase](https://rambase.com/news/rambase-the-new-erp-platform-with-a-proud-and-relevant-legacy/). Jeg holdt en del [foredrag](https://www.hpbech.dk/erik-damgaard-gentager-succesen/) om de emner mine bøger omhandler og kørte en række workshops med virksomheder, der gerne ville forbedre deres internationale omsætning og salg via forhandlere. Jeg arbejdede også på *Going Global on a Shoestring*, men blev blot ikke færdig.

Jeg kunne have valgt at takke nej til de mange tilbud, have holdt mig til planen og få færdiggjort i det mindste den ene bog. Men det gjorde jeg ikke.

Arbejdet med virksomheder om praktiske problemer er en vigtig kilde til indsigt i tidens aktuelle udfordringer. Arbejdet kræver en del research og løsningerne indebærer at skulle placere virksomhederne i det samlede markeds- og industribillede. På den måde leverer opgaverne et væsentligt bidrag til mine bøger.

![](https://hpbech.com/wp-content/uploads/7-steps-simple-300x300.jpg)Min fordel er, at jeg via mit arbejde får indsigt i mange virksomheders situationer og udfordringer herunder, hvordan de vælger at tackle dem. Det bekræfter til stadighed min tese om, at ikke to virksomheder er ens, og at det, der virker godt et sted, ikke nødvendigvis virker godt andre steder. Når man kommer ind udefra, som konsulent og facilitator, gør man klogt i at holde fast i løsningsprocessens selvstændige elementer. De fleste virksomhedsledere har en stor forkærlighed for handling og foretrækker at gå direkte til Execution, gerne baseret på ekspertens råd.

Men sådan fungerer business ikke. Her har vi ingen [Newtonske love](https://www.hpbech.dk/findes-der-en-opskrift-pa-succes/). Der er for mange ubekendte variable. Jeg anbefaler ikke, at vi analyserer os til døde og bestiller tykke konsulentrapporter. Jeg anbefaler, at vi dokumenterer vores formodninger og forventninger, så vi kan justere kursen, når vi ikke nåede det, vi havde håbet.

## Mål, planer og budgetter

En ting er hvordan min lille biks fungerer. Jeg er min egen herre og kan selv bestemme, om jeg vil holde mig strikt til mine mål og tilhørende planer eller i stedet snuppe en såkaldt opportunity. Hvad med virksomheder, der har ansatte, ledere, bestyrelse og hele moletjavsen? Hvor der er bonuser og andre aftaleforhold baseret på planerne og budgetterne?

Hvis du leder en virksomhed, der har fundet en forretningsmodel, der virker, så er det nok klogest, at du holder dig til planen og ikke lader dig distrahere af nye muligheder. Men det er en tommelfingerregel, der er svær at håndtere i praksis. Alene fordi muligheder kommer i mange forskellige afskygninger, og nogle gange vil det virke direkte dumt at ignorere dem ([læs om Damgaard Datas samarbejde med IBM](https://www.hpbech.dk/samarbejde-med-ibm-pa-godt-og-ondt/)). Problemet er nemlig, at pludseligt opståede muligheder kan være vanskelige at vurdere helt præcist på forhånd.

Hvis du ændrer mål og planer, er du i øvrigt også nødt til at revidere de dele af komplekset, som dine medarbejdere måles på. Ellers bliver der glæde og ballade, når året er omme (se note 1).

## Når uvisheden er total

Jeg har i mange år været i og arbejdet med startups og i forretningsenheder, der skal ind på nye markeder. Her er det i praksis helt umuligt at sætte mål, lægge planer og udarbejde budgetter, der bare med nogen sandsynlighed kommer til at holde. Jeg plejer at sige, at det er som at implementere en forretningmodel indhyldet i tæt tåge.

![](https://hpbech.com/wp-content/uploads/TBK_2020.jpg)Alligevel er du jo nødt til at komme med et bud på, hvad der skal gøres, hvad det kommer til at koste, og hvad du kan forvente at opnå.

Belært af erfaringer er min anbefaling at være meget omhyggelig med at dokumentere forudsætningerne. Planerne og budgetterne holder som anført aldrig, og sjovt nok kommer de fleste nye initiativer til at koste mere samtidigt med at omsætningen kommer langsommere. Som den ansvarlige bliver du naturligvis bedt om at redegøre for, hvorfor der er så stor forskel mellem plan og resultater. Hvis du har dokumenteret forudsætningerne for både omsætnings- og omkostningsdelen, kan du nemmere påpege hvilke af dem, der ikke holdt. Og du kan justere både plan og budgetter med udgangspunkt i de opnåede indsigter. Har du ikke dokumenteret forudsætningerne, bliver du skudt ned. Når man ikke når sine mål og ikke kan forklare hvorfor, er der enten tale om dårlig planlægning eller dårlig eksekvering. Måske begge dele. Hvis du vil undgå at havne der og til gengæld lære noget om dit marked og din industri, så skal du være ekstrem omhyggelig (som i sindsygt nøjeregnende) med at dokumentere dine forudsætninger. Tallene i dit budgetark dokumenterer intet.

## Succeser skabes når budgetterne lægges

Hvis du tror, at succes er noget, der nås ved hårdt arbejde, bliver afgjort ved årets slutning, og som kan aflæses i dit budget, så tager du fejl. Det skabes inden året overhovedet begynder. De skabes under fastlæggelse af mål, planer og budgetter for det kommende år.

![](https://hpbech.com/wp-content/uploads/Board-meeting.jpg)I de fleste virksomheder kan det betale sig at kæmpe som en løve for at få mål, planer og budgetter, som er realistiske, hvilket vil sige, at de er i tråd med, hvad der er praktisk muligt (jeg erkender at det kan være en meget subjektiv vurdering) , og at du selv tror på dem. Lad være med at starte med Excel-arket, omsætning og omkostninger. Start med en vurdering af markedet og industien. Få et mål for markedets størrelse og dets udvikling i den kommende budgetperiode. Du skal som minimum holde din markedandel. Skal den øges, kan det kun ske, hvis du har en strategi og en plan, der er bedre end dine konkurrenters.

> Husk at alle virksomheder ønsker, og nogle planlægger endda, at øge deres markedsandel. Det giver sig selv, at de ikke alle når det mål.

Din chef og specielt din CFO vil piske dig til at lave mere omsætning og acceptere færre omkostninger, end du har det godt med. Sæt hælende i. Byg dine mål, planer og budgetter op med udgangspunkt i din nuværende situation, markedsvurdering, og hvad der realistisk set kan lade sig gøre. Vær parat til at finde dig et andet job, hvis nogen forsøger at trække et budget ned over hovedet på dig.

## Pas på med for meget sandbagging

I store virksomheder er sandbagging et velkendt fænomen. I det store årlige budgetcirkus lykkes det nogle at få tilkæmpet sig et lavt omsætningsmål og fornuftige omkostninger. De sidder nemlig inde med en viden, som cheferne og CFO’en ikke har. Det er typisk nogle store kunders investeringsplaner, som de holder for sig selv.

Når året er omme, har de nået 180% af budgettet og kan indkassere en klækkelig bonus. Men nu skal der igen lægges budgetter, og et resultat på 180% vil hæve niveauet for den næste periode tilsvarende. I den situation kan jeg forudsige nogle meget vanskelige budgetforhandlinger.

Det er OK at sandbagge lidt. Hvis du øger din markedsandel, kan ingen sige, at du ikke har gjort det godt. Men hold dig under 110%. Ser det ud til at ryge over denne grænse, så gør tydeligt opmærksom på det og tilbyd at justere budgettet. Der kommer med garanti en dag, hvor udviklingen går i den modsatte retning, og så har du brug for lidt goodwill.

### Note 1: Skinnet bedrager

I 1981 [var jeg sælger](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/) i det danske datterselskab af Control Data Corporation. Midt i året blev en af mine kolleger udnævnt til salgschef, og jeg overtog hans kunder. De blev skrevet på min bonusplan, men budgettet blev ikke justeret. Om det var en forglemmelse, eller om det var bevidst, ved jeg ikke.

![](https://hpbech.com/wp-content/uploads/Win-no-text.png)En af mine nye kunder besluttede ved årets slutning at forny deres maskinpark og lagde en ordre på 40 millioner. Det beløb røg lige ind på omsætningslinjen i min bonusplan og udløste en gigantisk bonus.

Jeg blev den bedst performende sælger i Europa det år, og i 1982 blev jeg og fruen inviteret til Hawaii med alt betalt. Min chef nåede ikke samme niveau og kom ikke med. Det blev han sur over. Han blev nu hurtig god igen, for det var jo ikke hans penge, der skulle finansiere bonus og rejse. Nu kunne han bryste sig af at have en af firmaets bedste sælgere i sit team, og det gav anerkendelse.

Det kan godt være, at jeg var den bedst performende sælger i Europa i 1981, men jeg kan ikke påstå, at jeg også var den bedste. Det var et lykketræf, som jeg ikke havde den mindste indflydelse på.

Jeg fortæller historien, fordi den viser, hvor grotesk og tilfældig virkeligheden nogle gange former sig. I løbet af 2020 vil jeg skrive [flere artikler](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/), hvor jeg løfter sløret for nogle af de mange sælsomme oplevelser, jeg har haft igennem min erhvervskarriere. Hvad, der på overfladen ligner dygtighed, er ofte garneret med en god portion svineheld.

**Categories:** Globalisation, Strategy

**Tags:** Control Data

---

### [Kunstig intelligens - et middel og ikke et mål](https://hpbech.com/da/kunstig-intelligens-et-middel-og-ikke-et-maal/)

**Published:** October 29, 2019
**Author:** Hans Peter Bech

**Excerpt:** Det kræver ikke den store tekniske indsigt at beslutte at anvende kunstig intelligens. Når først du ved, hvad du ønsker at opnå, kan du sætte teknikerne i gang med at designe og implementere løsningerne. Teknologierne er ved at være modne, og der er tilstrækkelig med billig computerkraft til, at selv små virksomheder kan være med.

**Content:**

---

> *Det kræver ikke den store tekniske indsigt at beslutte at anvende kunstig intelligens. Når først du ved, hvad du ønsker at opnå, kan du sætte teknikerne i gang med at designe og implementere løsningerne. Teknologierne er ved at være modne, og der er tilstrækkelig med billig computerkraft til, at selv små virksomheder kan være med.*

---

![](https://hpbech.com/wp-content/uploads/Ideas-and-wheels.jpg)

Hvorfor tales der så meget om kunstig intelligens, og hvorfor bliver ledere i det private og det offentlige kritiseret for ikke at indføre noget mere af det noget hurtigere? Hvorfor [beslutter nogle regeringer](https://thecorrespondent.com/71/banking-on-ai-to-fix-all-our-problems-hate-to-disappoint-you/1458695568-53b0ae92) verden over at investere milliarder i den lokale industris udvikling af kunstig intelligens?

Svaret er, at der er store kommercielle interesser bag at sælge de produkter, der skal bruges til at implementere løsningerne, og at firmaerne har brug for, at flere kunder tager produkterne hurtigere i anvendelse, så der kan skaffes finansiering til at videreudvikle dem. Men kunstig intelligens eller AI (forkortelse for det engelske Artificial Intelligence) har nok også nået et modningspunkt, hvor det kan anvendes af selv mindre virksomheder til at forfølge helt almindelige forretningsmæssige mål på en meget effektiv måde.

Måske er forklaringen også, at forventninger til hvad kunstig intelligens kan udrette er skruet voldsomt op. Som så mange andre modebegreber vil hypen omkring kunstig intelligens aftage og metoderne lige så stille glide ned i maskinrummet, efterhånden som de bliver almindeligt anvendelige.

## Kampen om fremtiden – forstå hvordan kunstig intelligens påvirker mennesker, magt og markeder

![](https://hpbech.com/wp-content/uploads/Thomas-Terney.jpg)Thomas Terney

Kunstig intelligens *er* et af tidens helt store [buzz-words](https://www.zetland.dk/historie/seWEn09v-moV7pRWw-41935). Hvad er det, og hvad kan det bruges (eller misbruges) til?

Det har [Thomas Terney](https://www.linkedin.com/in/terney/) skrevet en bog om. Titlen er *“[Kampen om fremtiden – forstå hvordan kunstig intelligens påvirker mennesker, magt og markeder](https://bogreolen.dk/kampen-om-fremtiden_thomas-terney_9788702269284).”*

Det er en god bog med begge ben på jorden. Hvis du har behov for et hurtigt overblik over emnet, så kan den varmt anbefales. Den maler hverken fanden på væggen eller lover guld og grønne skove. Til gengæld får du en god indføring i teknikkerne og forstår, hvorfor det globale kapløb om teknologiens udvikling og anvendelse måske er lidt hysterisk.

## Gammel vin på nye flasker

Måske du tror, at begrebet kunstig intelligens er nyt? Det er er det ikke.

![](https://hpbech.com/wp-content/uploads/Control-Data.png)

Da jeg i 1980 startede som sales-trainee i Control Data A/S, gik der ikke mange dage, før jeg stødte på udtrykket “artificial intelligence.” Baggrunden var, at Control Data Corporation (CDC), der havde hovedsæde i Minneapolis i USA, nogle år før var gået i kødet på IBM med påstand om, at de overtrådte konkurrencelovgivningen. Motivet var, at CDC i 1960erne havde udviklet og solgte computere, der var langt kraftigere og også væsentlig billigere end IBMs. Så IBM [tabte markedsandele](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/). Som modtræk annoncerede IBM en ny serie computere, der på papiret skulle blive kraftigere end CDCs. IBM’s dominerende markedsposition og de særlige beslutningsprocesser, der omgav millioninvesteringer i store computeranlæg (mainframes), fik kunderne til at udskyde deres købsbeslutninger og se tiden an, indtil IBMs maskine var klar. CDC havde begrundet mistanke om, at IBM slet ikke havde konkrete planer for udvikling og produktion af den pågældende computer, men alene havde kommunikeret for at sprede FUD (fear, uncertainty and doubt) i markedet.

![](https://hpbech.com/wp-content/uploads/ibm.png)

I 1968 anlagde CDC så sag mod IBM. Under forberedelsen af retssagen blev IBM pålagt at svare på en række spørgsmål, som skulle belyse deres planer for udvikling af den annoncerede computer. IBM, der var en markant større virksomhed end CDC, valgte at overdænge modparten med dokumentation. For hvert spøgsmål, der blev stillet, sendte IBM en lastbil med kasser af dokumenter. IBMs strategi var at gøre arbejdet med gennemgangen af de mange dokumenter så omfattende og dyr som muligt, således at CDCs advokatregning løb op over, hvad de havde råd til. Det var den klassiske strategi, der bygger på, at den hær, der har flest soldater, vinder.

Men CDC, der var betydeligt mere innovative end IBM (der så til gengæld var langt bedre til marketing og salg), hyrede ikke flere advokater. De begyndte i stedet at forfine en ny teknologi, der kunne maskinlæse dokumenterne og gøre indholdet søgbart i en database (det blev i øvrigt starten på en række produkter til [OCR](https://en.wikipedia.org/wiki/Timeline_of_optical_character_recognition)-scanning og fritekstsøgning, som CDC lancerede i 1972). Med anvendelsen af den nye teknologi kunne CDCs advokater finde de dokumenter, der var relevante i sagen, og da de amerikanske myndigheder året efter indledte en anti-trust sag mod IBM, var deres case i vid udstrækning baseret på CDCs dokumentation.

I 1973 indgik parterne et [forlig](https://www.nytimes.com/1973/01/16/archives/ibm-to-sell-unit-to-control-data-in-settling-suits-16million-will.html), der indebar, at IBM betalte en stor erstatning til CDC. Myten i Control Data sagde, at det var kunstig intelligens, der besejrede IBM. Desværre sagde myten ikke så meget mere, for partnerne var enige om at makulere alt materialet og ikke ytre sig offentligt om sagen.

## Hvad er kunstig intelligens?

Thomas Terneys bog definerer kunstig intelligens sådan her:

> Når maskiner gør ting, som ville kræve intelligens, hvis de blev udført af mennesker.
> 
> Thomas Terney

At benytte et begreb til at definere det samme begreb er næppe helt efter bogen, men problemet ligger faktisk i, at ordet intelligens i sig selv ikke er helt enkelt at definere. Jeg har det helt OK med, at kunstig intelligens er, når maskiner gør noget, som mennesker ellers skulle have brugt hovedet til.

Måske nogle bliver skuffede over, at det ikke er mere sofistikeret, men det er det altså ikke.

![](https://hpbech.com/wp-content/uploads/Artificial-intelligence.jpg)Kunstig intelligens er en paraplybetegnelse for software (og en hel del hardware), der anvendes til at gøre ting, som mennesker plejede at gøre, nu blot hurtigere, bedre og billigere. Måske endda meget hurtigere, meget bedre og meget billigere. I en del sammenhænge kan kunstig intelligens derfor anvendes til at gøre ting, som mennesker i teorien ville kunne gøre, men som de i praksis ikke ville kunne gøre hurtigt nok, og hvor det også ville kræve alt for mange til at løse opgaven. Som for eksempel øjeblikkelig personidentifikation i det offentlige rum i Kina.

Kunstig intelligens er altså IT-systemer (evenuelt suppleret med sensorer og robotter), der kan udføre opgaver hurtigere, bedre og/eller billigere end mennesker.

## Eksempler fra det virkelige liv

Nu må man ikke (som mange vist gør) konkludere, at det drejer sig om alle typer opgaver, som mennesker løser, for det gør det ikke. Hvert enkelt system løser en meget afgrænset opgave. Enten spiller det skak, genkender ansigter, anbefaler produkter, finder målgrupper, stiller diagnoser eller vælger musik, men det kan ikke skifte fra det ene til det andet, som vi mennesker kan.

For få år siden krævede udarbejdelse af årsrapport og selvangivelse i mindre virksomheder assistance af en revisor eller anden regnskabskyndig. I dag løser [Letregnskab.dk](https://www.hpbech.dk/digital-transformation-af-arsrapporter-i-sma-virksomheder/) opgaven, uden at det kræver menneskelig medvirkning. Letregnskab og lignende løsninger kan spare små virksomheder både tid og penge samtidigt med, at der vil optræde færre fejl i årsrapporter og selvangivelser.

![](https://hpbech.com/wp-content/uploads/Volvo-cruise-control.png)

Ofte kommunikerer IT-systemerne med andre teknologier (for eksempel radar og sensorer) for at kunne løse deres opgave. Den adaptive fartpilot i min bil træffer hver dag beslutninger, som jeg tidligere selv skulle træffe. Den gør det langt hurtigere og væsentligt bedre, end jeg selv ville kunne gøre det. For eksempel sørger den for at holde en passende afstand til den forankørende uanset ændringer i hastighed. Den adaptive fartpilot er langt bedre til at holde den rigtige hastighed og afstand, end jeg nogensinde bliver.

Når jeg sender et kreditorbilag til mit økonomisystem kommer det selv med et forslag til postering. Det er i reglen korrekt, og jeg skal blot trykke på OK. Er det ikke korrekt, så ændrer jeg på oplysningerne. Næste gang er det så korrekt.

![](https://hpbech.com/wp-content/uploads/Grammarly.png)

[Grammarly](https://www.grammarly.com) er et system, der læser med og kommer med ændringsforslag til mine engelske tekster. Jeg kan angive, hvilken målgruppe jeg skriver til, og hvilken sprogtone jeg ønsker teksten skal have, hvorefter Grammarly kommer med forbedringsforslag. Med jævne mellemrum får jeg en rapport fra Grammarly, der viser, hvordan jeg klarer mig sammenlignet med andre forfattere.

Hvis jeg skal annoncere på Amazon, Google eller Facebook får jeg stillet data til rådighed, der viser hvor mange, der viser interesse for emner, som dem jeg skriver om. Med udgangspunkt i data kan jeg altså rette mine annoncer mod den målgruppe, som mest sandsynligt vil være interesseret i at købe og læse mine bøger. Det er data som stilles til rådighed, uden at jeg behøver at tale med nogen, og som baserer sig på den adfærd brugerne på Google, Amazon og Facebooks har udvist.

## Systemer der bliver klogere

![](https://hpbech.com/wp-content/uploads/Dog-newspaper.jpg)

Med de eksempler, jeg har anvendt ovenfor, er al IT faktisk kunstig intelligens, men det giver jo ikke mening. Så er en hund, der kan hente avisen hver morgen, jo også intelligent.

Kunstig intelligens må være systemer, der med tiden bliver bedre til at løse deres opgave, uden at det kræver menneskelig assistance. Systemet der hjælper med at analyserer modermærker og giver en bedre og bedre træfsikkerhed i diagnosen af kræft. Systemet der hjælper annoncører med at ramme målgruppen bedre og konvertere flere og flere til køb. Systemerne skal være programmeret til at tage ved lære af sine beslutninger, af mere data og som blive bedrer til at løse den opgave, de er udviklet til. Ellers er det jo blot almindelige IT-systemer.

## Hvad skal vi bruge kunstig intelligens til?

![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Noget af det bedste ved Thomas Terneys bog er hans meget pragmatiske tilgang til emnet, hvor han stiller spørgsmålet “*Hvad ønsker du at opnå med teknologien?”* Man behøver ikke forstå i detaljer, hvordan teknikken fungerer for at beslutte sig for at anvende den.

Thomas Terneys bog forklarer de forskellige typer kunstig intelligens, der findes, og når man først har forstået det, kan de fleste glemme det igen, for det er og bliver teknikker. De svære spørgsmål er at beslutte, hvad vi ønsker at opnå eller undgå med anvendelsen af teknikkerne.

Du kan også spørge:

> “Hvilke processer i min virksomhed, herunder i min virksomheds interaktioner med omverdenen kunne jeg tænke mig blev mere præcise, hurtigere og/eller billigere. Kan teknologi hjælpe med at opnå de forbedringer, så jeg hurtigt får tjent investeringen hjem?”

Det er muligt, at du skal engagere ekstern bistand for at få kortlagt mulighederne, men det adskiller sig ikke fra andre optimeringsbestræbelser. Den eller de konsulenter, du sætter på opgaven, skal naturligvis være klædt på til at rådgive dig, men sådan er det jo i alle livet forhold.

For mindre danske virksomheder er der netop nu et offentligt finansieret støtteprogram, [SMV Digital](https://smvdigital.dk), hvor du kan få op til kr. 100.000 i tilskud til en afklaring af mulighederne for digitale forbedringer i din virksomhed.

## Overtager robotterne verden?

Ifølge Thomas Terneys bog og [mange andre kilder](https://www.zetland.dk/historie/seWEn09v-moV7pRWw-41935), jeg har læst for nyligt, er vi meget langt fra at være i nærheden af, at kunstig intelligens kombineret med robotter skulle være i stand til at skabe deres eget univers og gøre os mennesker til slaver.

Det betyder ikke, at IT, kunstig intelligens og robotter ikke kan bruges i en ond sags tjeneste. Sådan er det med alle teknologier. En hammer kan bådes bruges til at slå søm i og til at slå folk i hovedet. Kunstig intelligens kan bruges til at genkende modermærker med kræft i et tidligt stadie men også til at overvåge mennesker og registrere, om de deltager i systemkritisk virksomhed.

![](https://hpbech.com/wp-content/uploads/The-Great-Hack.jpg)

Risikoen ved kunstig intelligens er også en integreret del af [risikoen ved de sociale medier](https://www.hpbech.dk/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/), nemlig at teknikkerne benyttes til at manipulere os til at mene noget om et spørgsmål, som vi ikke ville mene, hvis vi satte os grundigt ind emnet.

Vi bombarderes dagligt med information om emner, som vi ikke kan nå at sætte os ordentligt ind i, før vi danner os en mening. Mange af vores meninger er derfor baseret på, hvad vores følelser siger os. I den demokratiske proces, og specielt ved folkeafstemninger om indviklede emner, kan kunstig intelligens benyttes til at udsætte os for indtryk, der taler netop til vores individuelle følelser.

Annoncørerne kan med udgangspunkt i demografiske og observerede adfærdsdata først koncentrere investeringen der, hvor der er størst sandsynlighed for meningsskift. Herefter kan denne delgruppe opdeles i mindre undergrupper, hvortil der kommunikere netop det, der må forventes at have bedst mulighed for at påvirke deres mening. Det kan måles om det fungerer, og kommunikationen kan tilpasses løbende. Ofte vil kommunikationen ikke fremstå som sponseret reklame, men som organisk indhold, der er delt af andre brugere, hvilket kun understøtter [manipuleringseffekten](https://www.hpbech.dk/tilbage-til-virkeligheden-kampen-mod-fake-news-logne-og-manipulationer/).

## Skal vi investere i kunstig intelligens?

Tillad mig at omformulere spørgsmålet:

> Skal vi investere i teknologi, der kan udføre opgaver hurtigere, bedre og billigere end mennesker ville kunne?

Nu er det ikke en beslutning, der træffes ved almindelige håndsoprækning, men jeg gad nu alligevel godt se, hvem der ville stemme imod. Vi har altid investeret i teknologi, der kunne udføre opgaver hurtigere, bedre og billigere end mennesker, så hvorfor skulle vi stoppe op nu?

Naturligvis skal vi være opmærksomme på, at det også åbner muligheder for [folk med onde hensigter](https://www.hpbech.dk/danmark-disrupted-tro-hab-og-tech-giganter/). Kriminelle bander, grådige forretningsfolk og magtsyge politikere vil kunne udføre slemme ting med de samme avancerede værktøjer, som vi bruger i gode sagers tjeneste. Det skal vi værne os imod, og med teknikkernes hurtige udvikling har vi meget at skulle lære på det område. Men at stille sig op foran toget er næppe en god måde at sænke hastigheden på.

## Om bogen 

![](https://hpbech.com/wp-content/uploads/Kampen-og-fremtiden.jpeg)

Titel: [Kampen om fremtiden – forstå hvordan kunstig intelligens påvirker mennesker, magt og markeder.](https://bogreolen.dk/kampen-om-fremtiden_thomas-terney_9788702269284)

Forfatter: [Thomas Terney](https://www.linkedin.com/in/terney/)

Antal sider: 203

Udgivelsesdato: 8. oktober 2018

Pris: [116,95 på bogreolen.dk](https://bogreolen.dk/kampen-om-fremtiden_thomas-terney_9788702269284)

Anmeldelser: Gode læseranmeldelser på [Goodreads](https://www.goodreads.com/book/show/41711589-kampen-om-fremtiden)

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** Amazon, Facebook

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### [Danmark disrupted: Tro, håb og tech-giganter](https://hpbech.com/da/danmark-disrupted-tro-haab-og-tech-giganter/)

**Published:** July 23, 2019
**Author:** Hans Peter Bech

**Excerpt:** Når noget er gratis, så er det fordi, du selv er produktet. Og på de sociale medier sælges dine data, som du frivilligt genererer, til annoncører. Såvel kommercielle som politiske. Oftest vil de blot sælge dig noget. Andre gange vil de have dig til at skifte politisk ståsted.

**Content:**

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> Når noget er gratis, så er det fordi, du selv er produktet. Og på de sociale medier sælges dine data, som du frivilligt genererer, til annoncører. Såvel kommercielle som politiske. Oftest vil de blot sælge dig noget. Andre gange vil de have dig til at skifte politisk ståsted.

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![](https://hpbech.com/wp-content/uploads/Global-planning-1.png)

Internettet har forandret vores samfund. På godt og på ondt. Sådan er det med alle gode ting – de har en skyggeside.

I min kommende bog [*Going Global on a Shoestring*](https://www.hpbech.dk/boger/going-global-on-a-shoestring/) beskriver jeg blandt andet, hvordan mange IT-virksomheder i dag kan få kunder i udlandet uden først at skulle investere i datterselskaber eller anden form for kostbar repræsentation. Kunderne finder selv virksomhederne og hele købs- og implementeringsprocessen klares via internettet. Specielt IT-virksomheder kan i dag starte op uden det store kapitalbehov og kan i mange tilfælde nå ud til sine kunder uden først at skulle ansætte sælgere. Vi kan bl.a takke internettet for den udvikling.

Selv nyder jeg godt af [Amazon’s webshops](https://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8) og IngramSparks internationale distributionsnetværk, der trykker og leverer mine bøger til læsere overalt på jordkloden. Via [LinkedIn](https://www.linkedin.com/in/hanspeterbech/) og [Google](https://www.hpbech.dk/hvorfor-du-bor-skrive-boganmeldelser/) bliver jeg fundet og kontaktet af virksomheder, der ønsker et foredrag, en workshop eller en diskussion af deres strategiske afsætningsinitiativer. Internettet og specielt de sociale medier har i den grad disruptet (her passer begrebet fint) min branche, så det i dag er langt nemmere at udgive og sælge bøger uden at skulle gennem nåleøjet hos et etableret forlag.

Men hvor der findes guld, kommer også plattenslagere, charlataner og andre folk med skumle bagtanker til, og det er den del af billedet, som Markus Bernsens nye bog, *Danmark disruptet*, afslører.

## Distanceblænding

Ved årtusindskiftet 1999/2000 havde den danske IT-avis, Computerworld, et særligt milleniumtillæg. På forsiden af tillægget var en mosaik med portrætbilleder af de 100 danskere, der havde haft mest indflydelse på IT-industrien i Danmark. Til min store overraskelse var jeg en af de 100.

![Data General](https://hpbech.com/wp-content/uploads/Data-General-2.png)

Definitionen af “[mest indflydelserige](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/)” manglede, men af teksten inde i bladet fremgik det, at jeg i perioden maj 1990 til maj 1993 havde været adm. direktør for det danske datterselskab af Data General Inc., en amerikansk producent af minicomputere, der oplevede sin storhedstid i 1980erne, men i slutningen af 1990erne måtte opgive i konkurrencen fra PCerne og lade sig opkøbe. Firmaet slukkede og lukkede sit danske datterselskab i sommeren 2001.

![](https://hpbech.com/wp-content/uploads/wg_05.png)

Eksemplet viser, hvordan mange ofte misforstår den rolle, man som datterselskabsdirektør egentlig spiller.

*Jeg ydede absolut intet bidrag til den danske IT-industri under mine tre år hos Data General.*

Min opgave var at stå for markedsføring og salg af DGs amerikansk udviklede og producerede computere med tilhørende software i Danmark. Jeg havde et budget, jeg skulle nå. Helst på kvartalsbasis. Solgte jeg mere end budgettet, var jeg en helt (i USA). Solgte jeg mindre, blev jeg smidt ud. Hvordan jeg bar mig ad, var op til mig og mine medarbejdere, men der skulle ikke mange kvartalers skæverter til, før det var ud af klappen. Og det endte da også med, at jeg blev smidt ud af klappen, da vi ikke kunne blive enige om budgettet.

Inden jeg kom til Data General, havde jeg, foruden min tid i det amerikanske Control Data (1980-86), arbejdet som salgs- og marketingdirektør i de to små danske IT-selskaber, [Dataco](https://medium.com/breathe-publication/going-global-on-a-shoestring-the-dataco-case-story-c408a355c19c) og [Mercante](https://medium.com/@hpbech/going-global-on-a-shoestring-the-successful-failure-a5114720668f). I de selskaber var mit bidrag til den danske IT-industri, at jeg solgte produkterne i udlandet. Pakket ind i lidt floskler kan man vel sige, at jeg både skaffede eksportindtægter og sikrede danske arbejdspladser.

![](https://hpbech.com/wp-content/uploads/Germany-small-1.jpeg)

Da Computerworlds tillæg udkom, boede jeg i Tyskland og var ansvarlig for Damgaard Datas forretning på de tysktalende markeder. Både hos Dataco, Mercante og nu Damgaard var mit bidrag til dansk IT og min indflydelse på virksomhedernes strategi langt større, end da jeg arbejdede for de store udenlandske virksomheder.

Jeg ved ikke, hvorfor både journalister og andre gode mennesker er så benovede over de store udenlandske firmaer og bliver så imponerede over danskere, der bestrider mellemlederjobs (som ofte fejlagtigt kaldes topposter) i de samme. Som datterselskabsdirektør eller regionsdirektør er man langt fra magtens centrum og på ingen måde en del af det strategiske beslutningslag (læs epilogen i min bog [*Fra Damgaard til Microsoft*](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/)). Man får en god løn og har til opgave at infiltrere sit hjemmemarked bedst muligt, så man kan sælge mest muligt i indeværende budgetperiode. Naturligvis pakker man sit salgsbudskab ind i tidens floskler. Det lyder bedre, at man bidrager til den digitale transformation og forbedrer kundernes konkurrenceevne, end at man sælger isenkram, software, eller konsulenttimer. Det er dog det sidste, man bliver målt på. Du skal endog meget højt op i hierakiet i et stort udenlandsk firma, før du har samme niveau af indflydelse som selv en linjechef i en mindre danskejet virksomhed nyder.

## Danmark er en afrundingsfejl

![](https://hpbech.com/wp-content/uploads/Dannebrog.jpg)

I de store multinationale firmaers øjne er Danmark en afrundingsfejl i budgettet. Hvad der sker her, er tæt på ligegyldigt. Af og til hører man, at Danmark er et godt testmarked, og at de særlige forhold (stor offentlig sektor kombineret med meget høje lønninger og priser) gør landet velegnet til tidlige investeringer, men det er marketingfloskler, der skal benyttes internt til at forhandle et bedre omkostningsbudget og eksternt til at få det til at lyde mere innovativt, end det er. For udenlandske virksomheder, der har produktion og udvikling i Danmark, er disse aktiviteter normalt organisatorisk adskilt fra det danske salgsselskab, hvor den administrerende direktør er en velbetalt fodsoldat, hvis opgave alene er at nå det lokale omsætningsbudget her og nu. I mange tilfælde har direktøren i et datterselskab end ikke det samlede budgetansvar. De enkelte produktområder rapporterer direkte til en linjechef i udlandet og hele økonomifunktionen rapporterer altid til en finansdirektør udenfor landet. Mange datterselskabsdirektører er en slags viceværter, hvis fornemmeste opgave er at opbygge og vedligeholde relationer til de mest købedygtige kunder. Blandt de store kunder er den offentlige sektor den største. For et udenlandsk IT-firma er det en vigtig taktisk afsætningsopgave, men den har sjældent nogen tæt dialog med virksomhedens innovative kerne.

## Kejserens nye klæder

Markus Bernsens bog *Danmark Disrupted* er som den lille dreng, der kan se, at kejseren ikke har noget tøj på. Endelig er der en journalist, der interesserer sig for tech, men som ikke lader sig lokke med den madding og blænde af den glasur som tech-selskaberne lægger ud til pressen. Han formår at se bag om facaden og afslører den helt almindelige og klassiske kapitalistiske adfærd, der driver de for menigmand uigennemskuelige forretningsmodeller, som de nye tech-giganter har opbygget.

### Annoncesalg

![](https://www.hpbech.dk/wp-content/Social-Media.png)

Google, Facebook, Twitter og LinkedIn m.fl. sælger data og annoncer. Punktum. Deres bidrag til menneskeheden er at eksponere dig for og gerne at få dig til at klikke på annoncer. Den er ikke længere. Alt det andet, de laver, skal sikre, at du bruger mest mulig tid på deres platform, så du kan udsættes for endnu flere annoncer, eller de kan samle mere data om dig, der kan hjælpe deres annoncører med bedre at målrette annoncerne efter din forventede købsadfærd. Virksomheder som Google og Facebook driver dobbeltsidede forretningsmodeller, hvor de skal lokke brugerne til med én form for service, mens de betalende annoncekunder skal lokkes til med et helt andet budskab. Når noget er gratis, er du selv produktet, og på de sociale medier sælges dine data, som du frivilligt genererer, til annoncører. Kommercielle og politiske.

### Produktsalg

![](https://hpbech.com/wp-content/uploads/IBM-PC-5150C.jpg)

Apple og Microsoft sælger produkter. Punktum. Isenkram og software. Det pakkes naturligvis ind i såkaldte “value propositions”, der fremhæver alt det gode, du kan opnå ved at købe og bruge deres produkter, men i sidste ende er det ikke det, de målere deres sælgere på. Virksomheder som Apple og Microsoft driver enkeltsidede forretningsmodeller, hvor kunderne betaler for at benytte produkterne. Det gør dem lettere at forstå, og de har ikke samme skjulte dagsordener som Facebook og Google. Microsoft ejer dog LinkedIn, som også sælger brugernes data til annoncører og deres betalende kunder (noget jeg i stor stil benytter og har gavn af!!).

### Webshop

![](https://hpbech.com/wp-content/uploads/Amazon-book.jpg)

[Amazon](https://www.hpbech.dk/amazon-jeff-bezos-og-en-tur-til-usa/) er en internetshop, der sælger alt muligt, og som en tornado kvæler andre virksomheder på sin fremmarch. Det tiltalende ved Amazon er dog, at den heller ikke udgiver sig for at være noget andet. Amazon driver også en markedsplads (dobbeltsidet forretningsmodel), hvor de med deres meget kundevenlige politik gør internethandel mere trygt.

## Kapitalismens dynamik…

Markedsøkonomien, den frie konkurrence og kapitalismen har vist sin suverænitet, når det gælder om at skabe økonomisk vækst. Uheldigvis sker det med betydelige konsekvenser for de, som den effektive maskine kører henover. Det har vi i Danmark fundet en løsning på, og den hedder “den offentlige sektor.” Vi har fjernet endog meget store dele af produktionen fra den private sektor og lagt den over i det offentlige, hvor vi producerer for skattemidler og stiller resultatet til rådighed for borgerne helt eller delvis uden brugerbetaling. Vi har hermed gjort en en lang række basale goder tilgængelige for alle i befolkningen uafhængigt af deres indkomst, og uanset om det er høj- eller lavkonjunktur.

![](https://hpbech.com/wp-content/uploads/SKAT.png)

Den danske socialliberale model har indtil videre fungeret fornuftigt og skabt et samfund med stor velstand, lighed, stabilitet og sammenhængskraft. Men efterspørgslen efter skattefinansierede goder er umættelig. Fra alle hjørner af samfundet presses der på for at få snablen ned i eller endnu længere ned i kassen. Udover ønsket om mere kernevelfærd, står kultur- og erhvervslivet i kø for at få finansieret velmenende programmer. Politiet skal bruge flere ressourcer til grænsekontrol og ambassadeovervågning. Sundhedsvæsenet kan tilbyde nye, men ret kostbare, behandlingsmetoder. Forsvaret skal have nye jetjagere. Den grønne omstilling kræver flere midler til forskning. Der skal mere styr på skatteopkrævningen. Psykiatrien skal styrkes. Kysterne skal sikres bedre mod storme. Vi skal have flere pædagoger i daginstitutionerne. Der skal gøres mere for at få flere iværksættere. Eksporten skal støttes. Vi vil gerne tiltrække flere udenlandske investeringer (for eksempel flere af tech-giganternes datacentre). Vi vil gerne have flere turister til at besøge os. Der er mange gode ideér til flere offentligt finansierede aktiviteter. Der er få forslag til at stoppe nogen.

Med udsigt til lav økonomisk vækst, en stigende gennemsnitsalder og en stor regning til grøn omstilling er den danske model udfordret. Vi skal kunne producere flere offentlige ydelser for færre penge eller i hvert fald uden at skulle bruge ret mange flere. Samtidigt skal vi sikre at flest mulige danskere fortsat er blandt de højst lønnede i verden. Vores ønske om og forventninger til øget velstand, velfærd og grøn profil kan kun indfris, hvis vi ligger i toppen af den globale værdikæde.

Hvordan sikrer vi det?

Det er her de store udenlandske (men også de danske!) IT-firmaer ser et skinnede potentiale. Det offentlige er den største blandt Danmarks store forbrugere af IT og med en gedigen udfordring leder politiske og offentlige ledere med lys og lygte efter løsninger. Mere IT lyder som langt nemmere end at skulle decentralisere, omorganisere, lede bedre og skære fra. For slet ikke at tale om helt at [redesigne](https://www.hpbech.dk/internettet-har-overflodiggjort-offentlige-tilskudsordninger-til-private-virksomheder/), hvordan vi leverer offentlig service. Organisationer har som bekendt svært ved at redefinere sig selv.

### ..og paradoks.

Konkurrence er godt for samfundet, men alle virksomheder arbejder målrettet på at skabe sig et monopol. Som markedsleder råder man over de største budgetter, kan investere mere i R&D, får flest uopfordrede ansøgninger, kan reducere sine salgsomkostninger, er mindre udsat for konkurrence, kan forlange højere priser og leverer et bedre resultat til sine ejere. For firmaerne er monopol godt og konkurrence skidt. Men kun når man er monopolisten eller har udsigt til at blive det.

Desto hurtigere en virksomhed kan nå en monopollignende tilstand desto større afkast kan investorerne høste. På områder med netværkseffekter(1) kan man nå sin monopolposition meget hurtigt og gøre den nærmest umulig for andre at udfordre. Monopoler bruger deres kreativitet og innovative kraft på at forsvare og styrke deres monopol. Det betyder i reglen, at den samfundsgavnlige innovation går i stå. Den kræver nemlig at firmaerne er konkurrenceudsatte.

Nogle af de firmaer, som Markus Bernsen beskriver, er monopolister, der med næb og klør forsvarer deres positioner og forsøger at vride mest mulig indtjening ud af situationen. Det forventer aktionærerne, og sådan er bonusplanerne derfor bygget op. At de går målrettet mod den offentlige sektor skyldes, at der her er store udfordringer, nogen rådvildhed, og efter en dansk målestol gigantiske budgetter.

## IT er godt, men det er mennesker, der får det til at virke

Jeg bakker op om Markus Bernsens journalistiske analyse og konklusioner. Man bliver ikke digital indfødt af at bruge smartphones og ved at skrive beskeder på Facebook, Twitter, WhatsApp eller Instagram. Du bliver ikke digital kompetent af at benytte en iPad (der er designet til at kunne betjenes af et barn, der endnu ikke kan læse eller skrive).

Men bogen svarer ikke på det store spørgsmål om, hvad der så skal gøres i stedet. Hvis ikke løsningen på de danske samfundsmæssige udfordringer er mere Google, Facebook, Microsoft, IBM, Apple eller Amazon, hvad er det så?

Svaret er ledelse og brugerinvolvering.

Jeg håber, at den nye regering vil tage fat på den del af løsningen med ret hård hånd. Vi skal have sælgerne ud af udvalg og råd. I stedet skal der sidde personer uden kommercielle interessekonflikter, og meget gerne mange flere fra brugersiden. IT kommer uden tvivl til at bidrage mere til de opgaver, det offentlige skal løse, men det er primært en ledelsesmæssig opgave. Mennesker og organisation først, derefter teknik.

## Der er langt mellem monopolerne

Heldigvis opnår kun de færreste virksomheder en monopolposition, og ofte knækkes de få succesfulde af pludselige teknologiske paradigmeskift. Derfor fungerer den kapitalistiske markedsmodel for så vidt angår vækst og innovation bedre end alle andre samfundsmodeller. De helt store innovative ryk kræver dog et samarbejde mellem den offentlige sektor og det private erhvervsliv.

Hvem skal i den kontekst repæsentere de private virksomheder?

Markus Bernsen påpeger, at vi, når det gælder IT- og erhvervsudvikling, nok har sat ræven til at passe på hønsene. Det kræver imidlertid et vågent øje at spotte, hvilke personer, der besidder reelle faglige kompetencer, og ikke primært har lobbyisme som sin hovedopgave. Det kan være meget svært at vurdere, hvis man aldrig selv har været i situationen. En god huskeregel kan være, at mennesker ikke automatisk bliver innovative af at være ansat i et datterselskab, hvis moderselskab vurderes at være innovativt. Med repæsentanter for monopoler skal man altid udvise særlig agtpågivenhed. De har meget at forsvare og flere ressourcer at investere i netop lobbyvirksomhed (2).

**(1)** Netværkseffekter opstår, når værdien af en service stiger med antallet af brugere. Det er en fordel for annoncørerne, at de via Facebook og Google kan nå så store kundegrupper. Det er en fordel for brugerne, at alle vennerne og hele familien er på Facebook, fremfor at man skal poste opdateringer på flere sociale medier.

**(2)** At en virksomhed er stor, betyder ikke at den har monopol. Mens Google og Facebook har de facto monopoler, så har Apple og Microsoft det ikke. Heller ikke Amazon har monopol, men arbejder, som mange andre virksomheder, målrettet på at få det.

## Danmark disrupted: Tro, håb og tech-giganter

![](https://hpbech.com/wp-content/uploads/Danmark-Disruptet-1.jpg)

> **Titel:** [Danmark disrupted: Tro, håb og tech-giganter](https://bogreolen.dk/danmark-disruptet_markus-bernsen_9788702270891)
> 
> **Forfatter**: Markus Bernsen
> 
> **Forlag**: Gyldendal
> 
> **Udgivelsesdato**: 15. maj 2019
> 
> **Antal sider**: 212
> 
> **Pris**: 116,95 ([bogreolen.dk](https://bogreolen.dk/danmark-disruptet_markus-bernsen_9788702270891))
> 
> **Anmeldelser**: Få men gode anmeldelser.

**Categories:** Book reviews, Globalisation, Politics, Society

**Tags:** Amazon, Apple, Facebook

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### [The Great Hack - hvordan de sociale medier truer demokratiet](https://hpbech.com/da/the-great-hack-hvordan-de-sociale-medier-truer-demokratiet/)

**Published:** July 30, 2019
**Author:** Hans Peter Bech

**Excerpt:** De sociale medier ved, at vi hader annoncer, og derfor investerer de megen energi i at hjælpe annoncørerne med at sløre, at annoncer er annoncer.

**Content:**

---

> De sociale medier ved, at vi hader annoncer, og derfor investerer de megen energi i at hjælpe annoncørerne med at sløre, at annoncer er annoncer.

---

Forleden aften så jeg filmen [The Great Hack](https://www.theguardian.com/uk-news/2019/jul/20/the-great-hack-cambridge-analytica-scandal-facebook-netflix).

I forlængelse af bøger som Pierre Collignons [*Tilbage til virkeligheden – Kampen mod fake news, løgne og manipulationer*](https://www.hpbech.dk/tilbage-til-virkeligheden-kampen-mod-fake-news-logne-og-manipulationer/) og senest Markus Bernsens *[Danmark disruptet – Tro, håb og tech-giganter](https://www.hpbech.dk/danmark-disrupted-tro-hab-og-tech-giganter/)*, giver det anledning til at overveje, i hvilket omfang de sociale medier udgør en trussel mod demokratiet, og hvad vi skal gøre for at forhindre, at truslen bliver til virkelighed.

Hvis du har brug for en kort introduktion til problemstillingen, kan du starte her. Ifølge Carole Cadwalladr er det tvivlsomt, om vi uden en regulering af de sociale medier igen kan gennemføre demokratiske valg.Historien viser nemlig, at hvis vi venter for længe med at redde demokratiet, så er fredelige midler ikke længere tilstrækkelige til at få det genetableret.

## Tvivlere og svingstater

![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Hvis du vil vinde et demokratisk valg, gælder det først og fremmest om at identificere de, der kan flyttes til dit synspunkt. Der er ingen grund til at bruge kampagnebudgettet på sine egne eller de andres kernevælgere.

Sådan har det altid været.

Ved de fleste folketingsvalg i Danmark er [vælgervandringen](http://www.valgprojektet.dk/files/Danske%20vælgere%201971-2015%2007.06.2016.pdf) under selve valgkampen på omkring 10%, mens den imellem valgene er noget højere. Der er imidlertid en tendens til at tvivlerne bliver flere, og at de først beslutter sig tættere på valgdagen.

Med [de data](https://www.socialmediatoday.com/news/what-does-facebook-know-about-you-really/546502/) vi konstant og frivilligt afleverer til de sociale medier, og i særdeleshed til Facebook, er det blevet betydeligt nemmere at identificere hvem, der med meget høj sandsynlighed er til at flytte hvorhen. Vi kan med udgangspunkt i demografi- og adfærdsdata på det enkelte individ afgøre, om de med nogen sandsynlighed kan bringes til at stemme på for eksempel Socialdemokratiet, De Radikale, Enhedslisten eller Dansk Folkeparti.

Den viden benytter de politiske partier, og de målretter deres kampagner mod personer, som formodes at være standpunktsmæssigt mobile i deres retning.

Ved folkeafstemninger eller præsidentvalg, hvor der kun er to valgmuligheder, er der typisk en langt større gruppe vælgere, der er uafklarede og først meget sent i valgkampen træffer deres afgørelse. Hvis en tredjedel af vælgerne forud for en folkeafstemning eller et præsidentvalg er uafklarede, så vil det være mest effektivt, hvis vi kan identificere, hvem de er, hvem der er mest til vores side og så kommunikere direkte til dem. Ved folkeafstemninger og valgsystemer som det amerikanske og det engelske er det faktisk meget få stemmer, der skal flyttes for at afgøre et valg.

## Budskaber der flytter holdinger

Når vi ved hvilke personer, der med høj sandsynlighed kan flyttes, skal vi afgøre hvilken type budskab, der bedst flytter dem.

![](https://hpbech.com/wp-content/uploads/Poet-265x300.png)

Hvis et politisk parti (eller andre interessenter, der har penge til den slags) indrykker en annonce eller udtaler sig i en avis, i radioen eller på TV, og med sit budskab forsøger at påvirke en bestemt målgruppe, så kan vi alle se og høre med. Der er derfor naturligt indbyggede grænser for, hvad politiske partier eller andre kan påstå. Alligevel er mange partier og andre interessegrupper igennem årene gået over grænsen for lødighed, men de har så måtte stå til regnskab for deres handlinger efterfølgende. Risikoen for bagslag har været høj, hvilket har medvirket til en sund selvjustits.

På internettet og i særdeleshed på de sociale medier er det fundamentalt anderledes.

I sin yderste konsekvens kan budskaberne her tilpasses den enkelte vælger ud fra de variable, der må forventes at have størst effekt. [Forskning viser](https://www.pnas.org/content/112/4/1036.full), at algoritmer, der benytter de demografiske data og adfærdsregistreringer som Facebook og andre ligger inde med, er meget præcise i deres forudsigelse af enkeltindividers adfærd og reaktionsmønster. Som annoncører kan vi derfor inddele vores målgruppe i undersegmenter (microtargeting) og udsætte dem for den type budskaber, der i særlig grad taler til deres situation og følelser.

Offentligheden har ingen indsigt i, hvem der udsættes for hvilke budskaber, og det er langt vanskeligere at afgøre, om budskaberne er lødige eller ej. Faktisk vil den, der bliver påvirket, heller ikke vide, at der er tale om betalte annoncer, men ofte blot opleve budskabet som endnu et indslag på Facebook, Twitter, LinkedIn, Youtube mv.

De sociale medier har sat selvjustitsmekanismen ud af kraft.

## Vi hader annoncer

![](https://hpbech.com/wp-content/uploads/Liar.png)

De sociale medier er ikke blevet udbredte og populære, fordi vi elsker at kigge på annoncer. Vi bryder os i virkeligheden ikke om annoncer, og da slet ikke de politiske af slagsen. Derfor giver de sociale medier mulighed for, at man kan annoncere uden, at det ligner annoncer. Man kan poste et opslag (tekst, billeder, video, spørgsmål mv.) og så senere booste det til udvalgte målgrupper.

Hvis du skriver et indlæg på Facebook, LinkedIn eller et andet socialt medie, kan du betale dem for, at det bliver vist for en bestemt målgruppe, på bestemte tidspunkter. Hvor mange og hvor ofte er kun bestemt af, hvor meget du er villig til at betale.

Bedst er det naturligvis, hvis du kan få andre brugere til at like og dele dine organiske (ikke-betalte) opslag. Du kan oprette en gruppe eller en [særlig side](https://business.facebook.com/damgaardbogen), hvor du inviterer andre med. Accepterer de, vil de fra tid til anden se opslag fra din side på deres tidslinje, men du kan også vælge at betale Facebook og de andre sociale medier for at vise opslag til endnu flere. Denne type opslag vil de fleste ikke umiddelbart opfatte som annoncer.

> De sociale medier ved, at vi hader annoncer, og derfor investerer de megen energi i at hjælpe annoncørerne med at sløre, at annoncer er annoncer.

På de sociale medier er det svært at se forskellen mellem betalte og ikke-betalte budskaber.

## Hvem står bag annoncerne?

Det står enhver frit for at oprette profiler, grupper, sider og at køre kampagner på de sociale medier. Det har jeg selv gjort og haft stor fornøjelse af i forbindelse med markedsføring af mine bøger. Det er pærenemt, og du behøver ikke at tale med en levende sjæl for at gøre det. Jeg har benyttet Facebooks segmenteringsværkstøjer til at finde den målgruppe, som jeg formodede ville være mest interesseret i en [erhvervsbiografi](https://www.hpbech.dk/boger/fra-damgaard-til-microsoft/), og på LinkedIn har jeg rettet min kommunikation mod personer, der arbejder med afsætning i IT-industrien, har bestemte nøgleord i deres profil og taler engelsk.

Det virker. MEN!

![](https://hpbech.com/wp-content/uploads/Automation-300x204.png)

Hele selvbetjeningskonceptet, som de sociale medier hviler på, og som holder deres omkostninger nede, gør det nemt at oprette falske profiler, falske sider, falske grupper og falske budskaber. Muligheden for at dele opslag gør det uigennemskueligt, hvor et opslag egentlig stammer fra. Det opfatter man ikke i skyndingen.

Selvbetjeningskonceptet betyder, at de sociale medier altid er bagefter i deres opsyn med, hvad der foregår. Selvom de har kontrolalgoritmer på nogle aktiviteter, så kan de oftest først gribe ind, når skaden er sket. Hvis det bliver opdaget. Og hvis nogen har onde hensigter (som for eksempel når russerne vil påvirke udfaldet af Brexit eller det amerikanske præsidentvalg) er de sociale medier ikke klædt på til at fange det. Offentligheden har ikke adgang til informationer om, hvem der blander sig i vores valg, for dem sidder Facebook m.fl. på, og de er ikke villige til at dele dem med os andre.

De sociale medier slører, hvem der sender hvilke budskaber.

## Hvad skal vi gøre?

Facebook og de andre sociale medier har som udgangspunkt ikke onde hensigter, men deres kommercielle interesser er først og fremmest på annoncørernes side. Begrænsninger og kontrol vil gøre det mere besværligt og mindre attraktivt for os almindelige annoncører, påvirke platformenes effektivitet og dermed true deres indtjening. Hertil kommer, at de sociale medier ledelsesmæssigt, organisatorisk og mandskabsmæssigt på ingen måde er klædt på til at håndtere opgaven med at forhindre misbrug og misinformation. Deres størrelse og indflydelse er vokset dem over hovedet.

![](https://hpbech.com/wp-content/uploads/FIND.png)

Ingen kunne forudse hvilken enorm betydning de sociale medier ville få på meningsdannelsen og nu også direkte på vore demokratiske valg. Det er gået så hurtigt, og det er først for nylig, specielt efter skandalerne med Cambridge Analytica, Brexit og russernes indflydelse på det amerikanske præsidentvalg, at vi med hjælp fra [den traditionelle presse](https://www.hpbech.dk/tilbage-til-virkeligheden-kampen-mod-fake-news-logne-og-manipulationer/) er blevet opmærksomme på problemerne, deres omfang og rækkevidde.

Vi kommer ikke udenom en eller anden form for regulering og krav om indsigt og transparens. En indsats på nationalt plan er ikke nok. Facebook og de øvrige sociale medievirksomheder opererer på tværs af landegrænser. Danmark skal arbejde på, at EU, der kan lægge et langt større pres på virksomhederne, opretter en instans, der overvåger de sociale medier og specielt i forbindelse med valg kan gå helt tæt på aktiviteterne.

Det vil koste penge at oprette og drive kvalificerede kontrolinstanser, og de omkostninger bør finansieres via en særlig skat på de social medier. Hvis vi annoncører vil drage fordel af de mange informationer og påvirkningsmuligheder, som de sociale medier muliggør, så må vi også være parate til at betale for, at det ikke kan misbruges til skade for demokratiet.

**Categories:** Book reviews, Globalisation, Society

**Tags:** Facebook

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### [Rambase - ERP systemet fra de norske skyer](https://hpbech.com/da/rambase-erp-systemet-fra-de-norske-skyer/)

**Published:** April 16, 2019
**Author:** Hans Peter Bech

**Excerpt:** Selvom man skulle mene, at ERP-markedet måtte være både modent og mættet, så udgør skiftet fra de kundetilpassede in-house løsninger til SaaS- og cloud-baserede standardløsninger en stor åbning for nye spillere.

**Content:**

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> Selvom man skulle mene, at ERP-markedet måtte være både modent og mættet, så udgør skiftet fra de kundetilpassede in-house løsninger til SaaS- og cloud-baserede standardløsninger en stor åbning for nye spillere.

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![](https://hpbech.com/wp-content/uploads/1984_pcplus.png)PCPLUS fra PC&C (Navision Software)

Brug af standardsoftware til at understøtte forretningsprocesser i mellemstore virksomheder begyndte med minicomputerens introduktionen i slutningen af 1970’erne og fik sit gennembrud med den IBM-kompatible PC-platform i slutningen af 1980’erne. I midten af 1990’erne kategoriserede Gartner denne type software som Enterprise Resource Planning eller ERP. I samme periode blev to danske virksomheder, [Damgaard Data og Navision Software](https://www.hpbech.dk/danmarks-bedst-dokumenterede-ivaerksaetterhistorie/), banebrydende med ERP-produkter der også tilbød SDK’er (Software Development Kit), som muliggjorde individuelle tilpasninger, der igen udvidede markedet for PC-baserede løsninger til endnu flere og større virksomheder.

![](https://hpbech.com/wp-content/uploads/Diffusion_of_innovations.png)Med den hurtige udbredelse af internettet og faldet i prisen på computerkapacitet fandt ideen om at tilbyde software og datakapacitet som en tjeneste plads i IT-branchens hype-cykle omkring 2000 under betegnelsen ASP (Application Service Provider). Cloud computing og SaaS, som det nu hedder, er særligt attraktive for små og mellemstore virksomheder, da de kan konvertere CAPEX \[1\] til OPEX \[2\], men også fordi de kan drage fordel af ikke at skulle være afhængige af interne eller eksterne IT-folk til at tage sig af servere og systemsupport. Udbredelsen af ​​cloud computing og SaaS har dog været meget langsommere end IT-branchen forventede. [Loven om innovationers udbredelse](https://en.wikipedia.org/wiki/Diffusion_of_innovations) har spillet sin sædvanlige rolle, men tre andre forhold har også holdt virksomhederne tilbage fra denne digitale transformation.

### 1. Migrationsomkostninger og risiko

Omstigningen fra et on-premise til en cloud-baseret ERP-platform er et fuldt migrationsprojekt. Få virksomheder er motiveret til at gøre det, medmindre der er en tvingende grund eller betydelige fordele. Ellers vil business casen ikke kunne levere sorte tal over en rimelig periode ligesom introduktionen af nye IT-systmer altid er behæftet med risiko. ERP-systemer synes derfor at køre, indtil eksterne omstændigheder tvinger dem i knæ.

### 2. Teknologisk gæld

Muligheden for individuelle tilpasninger reducerede omkostningerne ved at udvikle kundespecifikke ERP-systemer, men introducerede også teknologisk gæld. Opgradering af de tilrettede applikationer med nye versioner af de underliggende softwarekomponenter var omkostningsbehæftede uden at give nogen konkret værdi. Derfor undlod mange virksomheder at opgradere. Cloud-baserede ERP-systemer, der tilbydes på SaaS-basis, er per definition standardiserede, men også mere omfattende. At komme fra den kundetilpassede in-house løsning og over på en cloud-baseret standardløsning opfattes som et meget stort skridt, der ikke tages før det er absolut nødvendigt.

### 3. Implementeringspartnere

![](https://hpbech.com/wp-content/uploads/MAKE-no-text.png)

Kundetilpassede ERP-løsninger udgør en attraktiv indtægtskilde for implementeringspartneren. Ofte er kunden dybt afhængig af leverandørens dybtgående viden om de foretagne tilpasninger. Da cloud-baserede ERP-systemer forventes at være billigere at implementere og drive, savner mange implementeringshuse incitament til at overbevise kunderne om fordelene ved at SaaS migrationsproject.

## Åbningen i markedet

Selvom man skulle mene, at ERP-markedet måtte være både modent og mættet, så udgør skiftet fra de kundetilpassede in-house løsninger til SaaS- og cloud-baserede standardløsninger en stor åbning for nye spillere. Leverandører uden en kundebase, som skal beskyttes, og som kan udvikle et nyt produkt baseret på den nyeste teknologi har gode muligheder for at tage markedsandele fra de etablerede spillere. [Det sker over hele verden.](https://www.hpbech.dk/uniconta-gir-den-gas/)

## Norske RamBase er en af de nye spillere

![](https://hpbech.com/wp-content/uploads/rambase-logo.png)[RamBase](https://rambase.com), der startede som et internt udviklingsprojekt for [Hatteland](https://www.hatteland.com/) i 1992, blev i 2016 udskilt som et selvstændigt firma og produkt. Siden da har firmaet vundet 19 indenlandske og fem internationale kunder, der alle har skiftet fra markedskendte løsninger. Selvom kundebasen fortsat er beskeden, oversteg RamBase markedsvæksten i 2018 (41%) og de forventer at mere end fordoble væksten i 2019.

## Det gode tilbud

RamBase er et komplet ERP-system, der udelukkende tilbydes i et SaaS-format. De primære konkurrenceparametre er fuldstændighed og hurtig implementering (for det meste mindre end otte uger). Landespecifik lokalisering udføres af RamBase i Norge baseret på specifikationer fra statsautoriserede revisorer og markedsanalytikere i hvert land.

![](https://hpbech.com/wp-content/uploads/Odd-Magne-Vea.jpg)Odd Magne Vea, CSO at Rambase

> *”Man kunne hævde, at vi bare er endnu et ERP-system,”* siger [Odd Magne Vea](https://www.linkedin.com/in/odd-magne-vea-8697b528/), salgsdirektør hos Rambase*. “Men ændringen fra det kundetilpassede system på kundens egne computere til en SaaS-løsning i skyen åbner markedet helt op. Hvor de etablerede leverandører synes at tilføje flere og flere perifere applikationer til deres platforme, er vi gået den modsatte vej. Vi tilbyder kerne ERP-funktionalitet, der kan implementeres hurtigt. Når de centrale funktioner er på plads, så kan vi sammen med kunderne udvide funktionaliteten, men vi har ingen ambition om at dække alle de perifere anvendelsesområder, hvor der er masser af gode produkter til rådighed allerede”.*

Forenkling synes at være et attraktivt tilbud for de kunder, der har oplevet tilpasningsfælden og har betalt den tilknyttede præmie.

> *“Vores teknologi med løbende opdateringer og mikroservices er foran mange konkurrenter”,* understreger Odd Magne Vea*. “Vores platform og SDK bliver stadig vigtigere for at hjælpe partnere med at tjene penge på integrationer, apps og modifikationer. Det er ikke så forskelligt fra den strategi, som især Microsoft har valgt. Mange partnere og kunder foretrækker dog en tættere relation til deres leverandører, og det kan vi tilbyde.”*

## Markedsegmenterne

![](https://hpbech.com/wp-content/uploads/Man-with-globe-500.png)

Hovedmarkedsfokus for RamBase er produktions- og distributionsselskaber i Skandinavien, Storbritannien og Polen. Virksomheden er åben for at komme ind i flere lande, men har endnu ikke opstillet nogen prioriteringsliste. Markedsindgangen er meget afhængig af kvaliteten af ​​de samarbejdspartnere, de kan finde, og hvor deres nuværende kunder har behov for lokal support.

> *“Med RamBase får vores kunder støtte til deres komplekse processer og mangeartede funktionelle behov, leveret som en standard cloud-baseret service,”* siger Odd Magne Vea*. “Vi understøtter komplekse fremstillingsprocesser, herunder behovet for detaljeret sporbarhed, kvalitetskontrol og dokumentation. Før var det kun muligt at levere denne type løsninger via individuelle tilpasninger på dedikerede servere. Ikke mere. Vores kunder får en standard SaaS løsning. Vores konkurrenter kan hævde, at komplekse behov stadig kræver “on-premise” eller private cloud, men det er altså ikke tilfældet. Tilpasningshelvedet og leverandørbindingen er overståede kapitler.”*

## Kanalstrategi

![](https://hpbech.com/wp-content/uploads/Channel_model_conceptual.jpg)

RamBase har valgt en ren indirekte afsætningsmodel, hvor implementeringspartnerne er ansvarlige for hele omsætningsgenereringsprocessen. De første partnere i hvert land modtager betydelig støtte fra RamBase, herunder medfinansiering til branding og leadgenerering.

> *“Konkurrencesituationen er forskellig fra land til land,”* forklarer Odd Magne Vea*,” men så vidt vi kan se, er der muligheder overalt. Bortset fra Sverige, Polen og Storbritannien, hvor vi allerede foretager store investeringer, er rækkefølgen af de lande vi går ind i helt afhængig af de samarbejdspartnere, vi kan finde. Det kræver en iværksættermentalitet at starte op i et nyt land, og det er der bare ikke mange, der har. Vi har tålmodighed til at vente til vi får kontakt til de rigtige.”*

Når Rambase går ind i et nyt land, engagerer de en lokal forretningsudvikler, der står for rekruttering af flere forretnings- og implementeringspartnerne. Vedkommende arbejder tæt sammen med partnerne for at vinde de første kunder. Samarbejdet fungerer som et slags joint venture, hvor målet er at skabe et første brohoved for den efterfølgende vækst.

> *“De partnere, der hjælper os med at blive etableret i et nyt land, vil selvfølgelig få dedikeret støtte og kan se frem til en betydelig kapitalgevinst”,* fortsætter Odd Magne Vea*. “Vi er helt bevidste om, at vores partnere bryder den første og svære is for os, og vi hjælper dem med at beskytte deres investeringer og engagement. Opbygning af en ERP-forhandlerkanal er blevet gjort før, og vi har lært, hvad der kræves for at vinde markedsandele og holde partnere glade på samme tid.”*

## Nøgleressourcer og –aktiviteter

![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)

RamBase’s udfordring er ikke at holde trit med produktudviklingen. De har arbejdet på området i over 25 år og mener selv at have mere standardfunktionalitet end deres nærmeste konkurrenter. De vigtigste udfordringer er at vinde nye kunder og sikre, at de bliver begejstrede fyrtårne.

> *“Vi er opmærksomme på, at vi fra et funktionalitetsperspektiv opererer på et meget modent marked,”* indrømmer Odd Magne Vea*. “Ikke desto mindre har vi erfaret, at sandsynligheden for at vinde et projekt er stor, når først potentielle kunder får indsigt i vores teknologi og forstår løsningens omfang. Vores primære udfordring er at rekruttere flere partnere, der kan komme i kontakt med flere kunder og opbygge den fornødne supportkapacitet. Vi har teknologien, nu er opgaven at sprede det gode budskab og udbygge leverancekapaciteten. “*

\[1\] Investeringer \[2\] Driftsudgifter

**Categories:** Globalisation, Strategy

**Tags:** Damgaard Data, ERP

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### [American Kingpin - Catching the Billion-Dollar Baron of the Dark Web](https://hpbech.com/american-kingpin-catching-the-billion-dollar-baron-of-the-dark-web/)

**Published:** April 9, 2019
**Author:** Hans Peter Bech

**Excerpt:** Ross Ulbricht har erkendt, at hans liberterianske grundholdning bragte ham længere og længere ud i uføret. Han var ikke drevet af magt, penge og respekt, men af sin politiske overvisning. Den drev ham til gengæld helt ud på det moralske overdrev for til sidst at drive ham i fængsel på to gange livstid plus 40 år.

**Content:**

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> Ross Ulbricht har erkendt, at hans liberterianske grundholdning bragte ham længere og længere ud i uføret. Han var ikke drevet af magt, penge og respekt, men af sin politiske overvisning. Den drev ham til gengæld helt ud på det moralske overdrev for til sidst at drive ham i fængsel på to gange livstid plus 40 år.

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![](https://hpbech.com/wp-content/uploads/Ross-Ulbricht.jpg)Ross Ulbricht

Nick Bilton’s bog om den 26 årige amerikaner Ross Ulbricht’s lynkarriere som narkobaronen “The Dead Pirate Roberts” er mere nervepirrende end nogen krimi, jeg har læst i nyere tid. Samtidigt bekriver den en række principielle problemstillinger og udfordringer i det amerikanske samfund og med IT-teknologiens hastige udvikling. Ross Ulbricht var studerende på Penn State University, hvor han som såkaldt [libertarian](https://en.wikipedia.org/wiki/Libertarianism) var aktiv fortaler for, at staten (det vi herhejmme kalder det offentlige) skal blande sig så lidt som muligt i hvad den enkelte person må og ikke må. Det er en gammel diskussion, hvor amerikanerne synes et par hundrede år bagefter Europa.

![](https://hpbech.com/wp-content/uploads/Junkie-drugs.jpg)

Ross var blandt andet af den opfattelse, at vi hver især må afgøre, hvilke rusmidler vi ønsker at nyde. Som konsekvens heraf mente han også, at al handel med euforiserende stoffer og narkotika burde liberaliseres og overlades til det frie marked. Hermed ville man med en snuptag kunne komme den voldsomme kriminalitet, der omgiver narkohandel til livs. Hvis man samtidigt flyttede handelen med stoffer over på internettet, kunne der skabes et gennemsigtigt marked, der ville fjerne alle mellemled mellem producent og forbruger, drive priserne ned og sørge for at selve transaktionen kunne finde sted uden at parterne skulle møde fysisk. Brugeranmeldelser ville sikre at snydepelse blev opdaget og presset ud af markedet. Ross så lutter fordele og kunne ikke se nogen ulemper.

De personlige konsekvenser af et eventuelt misbrug herunder om nogle persongrupper måske ville være mere udsatte end andre, kunne han med udgangspunkt i sit liberterianske livssyn helt undlade at forholde sig til. Der var naturligvis det problem, at al handel med euforiserende stoffer og narkotika er ulovligt i USA, men Ross var overbevist om, at kunne man gennemføre liberaliseringen, ville alle kunne se fordelene, og lovgiverne ville blive presset til at frigive markedet. Ross så sig selv som ridderen på den hvide hest, der skulle åbne samfundets øjne for liberaliseringens velsignelser.

## The Silk Road on the The Dark Web

![](https://hpbech.com/wp-content/uploads/The-Silk-Road.png)

Da Ross Ulbricht opdagede, at der findes en version af Internettet, hvor man ikke kan spore den enkeltes aktivitet, så han en mulighed for at virkeliggøre sin vision. Han oprettede webshoppen The Silk Road, hvor sælgere og købere af euforiserende stoffer og narkotika kunne mødes og handle. Varerne blev leveret af et (i begyndelsen) intetanende postvæsen og betaling fandt sted i anonyme Bitcoins. Ross Ulbricht indkasserede en procentdel af hver handel. Samme koncept som når Danske Bank hjalp med at vaske russiske penge rene i deres estiske filial. Hvis blot trafikken er stor nok, kan selv små kommissioner blive til gigantiske summer.

Således drevet af sin politiske overbevisning fik Ross sat sig ind i hvordan The Dark Web teknisk fungerer, men måtte snart erkende, at han ikke kunne klare alle opgavene alene. Som det altid går, når nogen skal arbejde samme om at begå kriminalitet, kompliceredes processerne af en kombination af grådighed og mangel på tillid. Snart måtte Ross forholde sig til hvilke konsekvenser, det skulle have, når nogen forsøgte at snyde ham. På den forkerte side af loven, gælder kun jungleretten, og Ross tog efterhånden mange små, men sikre skridt i den gale retning, for til sidst at tage endog meget store skridt.

![](https://hpbech.com/wp-content/uploads/The-dark-web.jpg)

Ross kom langt med sit projekt, blev af miljøet drevet ind i mere og mere eksotiske hjørner af det sorte marked og skulle forholde sig til stadig vanskeligere facetter at sin politiske grundopfattelse. Skulle portalen også tillade handel med stærkt vanedannede stoffer som heroin og methamphetamine, med våben og med menneskeorganer? Ross havde kun sig selv at drøfte dilemmaerne med og valgte altid den mest liberterianske fortolkning. Det var kun det upraktiske forbundet med at sende våben og organer med postvæsenet, der satte en begrænsning på den del af forretningen.

Med tiden blev forretningen så stor, at politiet blev opmærksomme på aktiviteten. Bogens beskrivelse af, hvordan de amerikanske politimyndigheder gik til værks for at finde hovedmanden og få portalen deaktiveret, er en gyser i sig selv. Selv loven arbejder ikke altid på lovens side. Jagten på hæder og ære prioriteres ofte højere end sagens egentlige mål.

## De principielle forhold

![](https://hpbech.com/wp-content/uploads/Justice.jpg)

Opfattelsen af, at man har etikken på sin side, når man med udgangspunkt i en politisk eller religiøs overbevisning, vælger at overtræde loven, er hverken ny eller afgrænset til en snæver gruppe. Selv i gamle demokratier, hvor det er vanskeligt at argumentere for, at loven skulle favorisere specielle befolkningsgrupper, er der fortsat mennesker, der mener, at deres individuelle overbevisning er etisk grundlag nok for at tilsidesætte loven. Når først bevægelsen er sat i gang, følger mange gerne med.

Ross Ulbricht har [erkendt](https://freeross.org), at hans liberterianske grundholdning bragte ham længere og længere ud i uføret. Han var, i modsætning til mange andre kriminelle, ikke drevet af magt, penge og den respekt (som i realiteten er frygt og ikke respekt) som begge kan købe i de miljøer, men af sin politiske overvisning. Den drev ham til gengæld helt ud på det moralske overdrev for til sidst at drive ham i fængsel på to gange livstid plus 40 år.

The Dark Web er en teknologi, der værner om privatlivets fred og kan sikre, at vi ikke kan overvåges i alle vores aktiviteter på nettet. Det var først da Bitcoin-teknologien blev introduceret, at Ross Ulbricht kunne virkeliggøre sin vision om det internetbaseret narkomarked. Du kan ikke umiddelbart snyde med Bitcoins, men du kan fortage helt anonyme betalinger, der jo er kernen i stort set al kriminalitet. Bogens beskrivelse af hvad der skulle til for at fange og afsløre Ross Ulbricht er et skræmmende eksempel på, hvad vi er oppe imod.

## American Kingpin – Catching the Billion-Dollar Baron of the Dark Web

![](https://hpbech.com/wp-content/uploads/American-Kingpin.jpg)

**Titel:** [American Kingpin – Catching the Billion-Dollar Baron of the Dark Web](https://www.amazon.com/American-Kingpin-Catching-Billion-Dollar-Baron-ebook/dp/B01N03G5NZ)
**Antal sider:** 368
**Forfatter:** Nick Bilton
**Forlag:** Ebury Publishing
**Udgivelsesdato:** 29. maj 2018
**Priser:**[$13,72 som ebog eller $11,55 som gammeldags papirbog.](https://www.amazon.com/American-Kingpin-Criminal-Mastermind-Behind/dp/0143129023)
**Anbefaling:** Kan varmt anbefales som spændingslæsning og som fagbog om den dunkle side af internettet.
**Anmeldelser:** Over 400 gode læseranmeldelser på Amazon

**Categories:** Book reviews, Globalisation, Society

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### [Digital bilagscanning: bedre kvalitet for færre penge](https://hpbech.com/da/digital-bilagscanning-bedre-kvalitet-for-faerre-penge/)

**Published:** March 26, 2019
**Author:** Hans Peter Bech

**Excerpt:** Vi er i bund og grund en informationsvirksomhed,og derfor er vi konstant på jagt efter nye værktøjer til at forbedre kundeservice, produkter og interne processer

**Content:**

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> Vi er i bund og grund en informationsvirksomhed, og derfor er vi konstant på jagt efter nye værktøjer til at forbedre kundeservice, produkter og interne processer.

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![](https://hpbech.com/wp-content/uploads/Transport_Logistics_LEMAN_Truck_HQ_Greve_DK_01.jpg)LEMAN har reduceret omfanget af det administrative arbejde ved at indføre digital afløftning af data og med Bilagscan forbedres kvaliteten yderligere.

De fleste af os kender [LEMAN](http://da.leman.com/) fra landevejene, hvor vi ofte støder på navnet og det velkendte logo. Virksomheden er et af Danmarks største og ældste speditionsfirmaer, der løser erhvervslivets transport- og logistikopgaver til lands, til vand og i luften. Ikke kun i Danmark, men i hele verden.

![](https://hpbech.com/wp-content/uploads/Morten-Rasmussen.jpg)Morten Rasmussen, CFO hos Leman A/S

> “Vi befinder os i laget mellem de, der bruger spedition, og de der kan levere den fysiske transportydelse,” *forklarer LEMANs CFO* [*Morten Rasmussen*](https://www.linkedin.com/in/morten-rasmussen-9630b922/)*.* ”Vi er det, man kalder en asset-light virksomhed. Det vil sige, at ud over lagerfaciliteter og trailere så ejer vi ingenting. Vi ejer ikke lastbiler, skibe og fly og har heller ikke deres tilhørende personale på vores lønningsliste. Vores værdi består af en række dygtige og servicemindende medarbejdere med mange års brancheerfaring og et veletableret netværk af kunder og transportører.”

Med 26 egne kontorer i Danmark, Norge, Sverige, Finland, Storbritannien og USA samt agenter og samarbejdspartnere i resten af verden løser LEMANs 800 medarbejdere lokale og globale transport- og logistikopgaver. Uanset opgavens størrelse er tilgangen den samme: At sammensætte den løsning, som tidmæssigt og økonomisk bedst tjener kundens interesser. Det kræver erfaring, fleksibilitet, kreativitet og masser af IT.

> ”Vi er i bund og grund en informationsvirksomhed,” *fortæller* *Morten Rasmussen**,”* og derfor er vi konstant på jagt efter nye værktøjer til at forbedre kundeservice, produkter og interne processer. Vores forretningsmodel, hvor vi ikke selv ejer produktionsapparatet, indebærer, at vi har mange eksterne samarbejdspartnere og derfor også modtager voldsomt mange kreditorfakturaer. Over 400.000 indgående fakturaer om året bliver det til, og mængden er stigende i takt med forretningens vækst.”

![](https://hpbech.com/wp-content/uploads/Leman.jpg)Allerede i 2009 tog LEMAN fat på at automatisere modtagelsen og behandlingen af de mange kreditorbilag. Det var nemlig ikke blot den manuelle bearbejdning af den enkelte faktura, der tog tid. Ofte forsvandt bilag i den manuelle proces, hvilket skabte ekstra arbejde, når leverandøren rykkede, og der skulle fremsendes nye kopier af de bortkomne bilag.

> ”Vi indførte automatisk bilag-scanning i 2009, men skiftede til [Bilagscan](https://bilagscan.dk) i 2018. Løftet om en 100% træfsikkerhed var afgørende for, at vi valgte netop den løsning,” *understreger Morten Rasmussen.*  Det betyder nemlig, at vi ikke behøver et ekstra kontrolled, men kan nøjes med at reagere på en enkelt svipser i ny og næ. Efterhånden som de bliver fanget, går træfsikkerheden mod den helt fejlfri scanning. Merudgiften til den kvalitetsforbedring er hurtigt tjent hjem.”

![](https://hpbech.com/wp-content/uploads/Bilagscan-slutkunde-ipad-small.png)

Hvor indførelsen af automatisk bilag-scanning oprindeligt byggede på en forventning om besparelser i det centrale kreditorbogholderi, så viste praksis, at besparelsen blev endnu større ude i forretningen. Når man modtager en kreditorfaktura, bliver den registreret og sendt til godkendelse og kontering i den relevante afdeling. Først herefter oprettes den i kassekladden og bliver bogført i økonomisystemet. Det nye system kan med det samme afklare, om en faktura indeholder de krævede basisinformationer (afdeling og ordrenummer). Er det ikke tilfældet, returneres fakturaen til afsenderen. Først når en faktura overholder informationskravene, sendes den til godkendelse med et forslag til kontering.

> ”Vi har med en større mængde bilag kunne reducere vort tidsforbrug i kreditorbogholderiet med 33% svarende til et helt årsværk,” *beretter Morten Rasmussen.* ”Men ude i forretningen er besparelsen på omkring 10-12 årsværk, og her er der tale om en lettelse for medarbejdere, der i stedet kan bruge deres energi på kundebetjening og produktion.”

På mange områder har LEMAN helt afskaffet bilag og genindtasting af data, men hvor kunder og samarbejdspartnere i Norden i vid udstrækning er teknologiske parate til at indgå i bilagsløse forretningsrelationer, så er er resten af verden ikke på samme digitale modenhedsniveau.

> ”Vi har digital udveksling af data med mange af vores nordiske kunder og leverandører,” *siger* *Morten Rasmussen**.*” Men i det sydlige Europa og resten af verden herunder også i USA er billedet meget anderledes. For at undgå håndskrevne fakturaer, har vi for eksempel opsat PC’ere i vores chaufførkantiner. Her kan chaufførerne indtaste deres data, hvorefter vi selv genererer en automatisk læsbar faktura. Digital udveksling af data med kunder og samarbejdspartnere udenfor de nordiske lande, som Bilagscan hjælper os med, ligger meget langt ude i fremtiden.”

Indførelsen af Bilagscan, der blev foretaget af firmaet [FutureLink](http://futurelink.dk/), foregik helt uden problemer og Morten Rasmussen er ikke tilbageholdende med at anbefale andre virksomheder med at gå samme vej.

> ”Teknologien er moden og priserne er kommet ned i et leje, hvor alle kan være med,” *slutter Morten Rasmussen.*” Der er umiddelbare økonomiske fordele. Vi har optimeret vores økonomi og de ressourcer, vi bruger på indgående fakturaer. Det er bare med at komme i gang, så der kan frigøres medarbejdere til mere markedsrettede opgaver.”

**Categories:** Globalisation, Strategy

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### [Digital transformation af årsrapporter i små virksomheder](https://hpbech.com/da/digital-transformation-af-aarsrapporter-i-smaa-virksomheder/)

**Published:** May 21, 2019
**Author:** Hans Peter Bech

**Excerpt:** Smidig- og billiggørelsen af den årlige indberetning til SKAT og Erhvervsstyrelsen er nok den bedste digitale transformationsgevinst, jeg har oplevet i mange år.

**Content:**

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> Smidig- og billiggørelsen af den årlige indberetning til SKAT og Erhvervsstyrelsen er nok den bedste digitale transformationsgevinst, jeg har oplevet i mange år.

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![](https://hpbech.com/wp-content/uploads/Erhvervsstyrelsen.jpg)

Jeg driver to små virksomheder, og skal som alle andre indsende årsrapporter til Selskabsstyrelsen og selvangivelser til SKAT. Tidligere skulle regnskaberne også revideres, men da revisionspligten bortfaldt for små virksomheder i 2012, benyttede jeg mig af muligheden for at slippe af med den omkostning.

Nogle vil måske rynke lidt på næsen over fravalg af revision, men jeg kan berolige alle med, at det blot var et kæmpe papircirkus. Der var ikke tale om nogen reel gennemgang af virksomhedernes dispositioner og ejheller et tjek af, om nu også hovedaktionæren kunne kende forskel på virksomhedens og sin egen økonomi. Det var en årlig omkostning på over 25.000 for at flytte et par tal rundt, udskrive en bunke papirer samt afholdelse af et møde af en halv times varighed, hvor de mange dokumenter skulle skrives under.

![](https://hpbech.com/wp-content/uploads/money-small.png)

Med fravalget af revisionen fik jeg reduceret omkostningen til to gange 4.500 for årsrapporter og selvangivelser, og da min nye bogholder introducerede [Penneo](https://penneo.com/da/) slap jeg tillige for at møde op og skrive under.

Efter min opfattelse var det stadig penge ud af vinduet.

### Digital transformation i øjenhøjde

![](https://hpbech.com/wp-content/uploads/Fremtidens-regnskab-2017.png)

Stor var derfor min glæde, da jeg på konferencen [Fremtidens Regnskab](https://www.hpbech.dk/en-beretning-fra-den-kommende-revolution-i-bogholderiet/) i 2018 blev præsenteret for [Letregnskab,](https://letregnskab.dk) der havde digitaliseret processen med udarbejdelse af årsrapporter og selvangivelse, og min begejstring blev endnu større, da jeg erfarede at mit økonomisystem, [Billy](https://www.billy.dk), havde integreret denne facilitetet som en standard til blot 1.645,- per selskab plus 1.250,- hvis selskaber skal sambeskattes.

Da jeg var færdig med bogføringen for 2018 aktiverede jeg straks årsregnskabsfunktionen i Billy og blev taget igennem et længere spørgeskema, som dog ikke var vanskeligt at udfylde. Systemet konstaterede et par ændringer, som jeg skulle foretage manuelt, hvorefter årsregnskab, selvangivelse og generalforsamlingsreferat kunne genereres. Billy har et samarbejde med en revisor, der ville klare sambeskatningsmanøvren.

### Fordums tides fejl ser dagens lys

![](https://hpbech.com/wp-content/uploads/SKAT.png)

Da jeg skal taste en række grundoplysninger ind i Billys Letregnskab, opdager jeg til min store overraskelse og gru, at der har været fejl i i tidligere års selvangivelser udarbejdet af revisor og regnskabssagkyndige. Derfor griber jeg straks telefonen og kontakter SKAT. En helt igennem serviceminded medarbejder fortæller mig, hvad jeg skal gøre for at få rettet fejlene. Der er travlhed hos SKAT, hvilket jeg bliver gjort opmærksom på, men bliver også lovet, at de nok skal hjælpe med at få det på plads, inden der skal afleveres selvangivelse for 2018. I sidste uge modtog jeg så dokumentation for, at fejlene var blevet rettet, hvad jeg også kunne se på skat.dk. Nu kunne jeg færdiggøre Billys Letregnskab, der genererede alle nødvendige filer og herefter indberette årsrapporterne til Erhvervsstyrelsen og selvangivelserne til SKAT.

### Billys Letregnskab er en no-brainer

![](https://hpbech.com/wp-content/uploads/Letregnskab.jpg)

Jeg ved dårligt, hvor jeg skal starte i min ros af denne digitale tranformation af det årlige rapporteringscirkus som Letregnskab og Billy nu tilbyder at simplificere. Her kommer de fordele, jeg oplevede.

- Digitaliseringen kræver, at bogholderiet er korrekt, hvilket er et fremragende incitament til at få det på plads en gang for alle. Jeg har tidligere oplevet, at mine revisorer ikke var så gode til at hjælpe med at få strømlinet kontoplan og bogholderi, for det kunne man jo altid rette op ved årsregnskabet, hvad der så aldrig blev tid til.
- Når bogholderiet er korrekt, tager det 10 kalenderdage at afslutte regnskabet og få genereret alt nødvendigt papirarbejde herunder de digitale filer, der skal indsendes til Selskabsstyrelsen og SKAT.
- Du behøver ikke tale med en levende sjæl for at få det på plads, og din egen arbejdsindsats ligger på under 15 minutter per selskab.
- Du er ikke afhængig af, hvornår din revisor eller bogholder har tid.
- Det koster 1.645,- per selskab, hvilket er tårevædende og rørende billigt sammenlignet med den process, der fordrer rugbrødskrævende arbejdskraft.
- Du får frigjort penge, energi og humør til opgaver, der gavner dine kunder og dig selv. What’s not to like?

### Sandheden i skyen

![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)

Forudsætningen for, at dette praktisk kan lade sig gøre, er, at regnskabsystemet kører oppe i skyen. Integration til andre systemer og åbning af adgang for andre brugere er pærenemt (for mig, men har nok krævet [en hel del krudt](https://www.hpbech.dk/digital-transformation-pa-dansk/) af udviklerne bag systemet).

Næste skridt må være, at vi kan vælge at give SKAT adgang til økonomisystemet, hvis de ønsker at tjekke, om alt nu også er, som det skal være. Det, synes jeg, ville være en helt fair deal.

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**Categories:** Globalisation

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### [Steve Jobs: The Exclusive Biography](https://hpbech.com/da/steve-jobs-the-exclusive-biography/)

**Published:** March 12, 2019
**Author:** Hans Peter Bech

**Excerpt:** Det var kun Steve Jobs, der fik succes med at være Steve Jobs. Alle andre er bedre tjent med at forblive dem, de nu engang er.

**Content:**

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> Det var kun Steve Jobs, der fik succes med at være Steve Jobs. Alle andre er bedre tjent med at forblive dem, de nu engang er.

---

![](https://hpbech.com/wp-content/uploads/Steve-Jobs-1.jpg)

En anmeldelse af Walter Isaacsons *[Steve Jobs: The Exclusive Biography](https://www.amazon.com/Steve-Jobs-Exclusive-Walter-Isaacson-ebook/dp/B005J3IEZQ)* på dette tidspunkt (marts 2019) svarer vel til at komme ret meget for sent til en middagsaftale. Men da den udkom i oktober 2011, var der så meget Steve Jobs i medierne, at jeg ofte fik en lettere kvalme ved endnu et citat, artikel eller bog. Og så kom jeg til at læse Karen Blumenthals *[Steve Jobs: The Man Who Thought Different: A Biography](https://www.amazon.com/Steve-Jobs-Thought-Different-Biography/dp/125001445X)* (februar 2012), der, på trods af sine kun 321 sider, var overfladisk og ligegyldig. Herefter var jeg Steve Jobs mæt.

Det var læsningen af John Carreyrous eminente bog *[Bad Blood: Secrets and Lies in a Silicon Valley Startup](https://www.hpbech.dk/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/)* (maj 2018), der bragte mig i forbindelse med Walter Isaacsons Steve Jobs biografi. Hovedpersonen i *Bad Blood,* Elizabeth Holmes, læste Walter Isaacsons bog, mens hun opbyggede sit eget firma, Theranos, og efterlignede Steve Jobs adfærd. Det kom der bestemt ikke noget godt ud af. Hvordan kunne nogen, der forsøgte at efterligne Steve Jobs, på 15 år brænde over en milliard dollars af og efterlade et stort hul i jorden? Var det Jobs, der var svær eller ikke værd at efterligne, eller var der en anden forklaring? Læs *[Bad Blood](https://www.hpbech.dk/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/)*, og træf dine egne konklusioner. Det er hårrejsende læsning, der vil gøre dig lidt klogere på verden.

## **En velskrevet bog om IT-industriens udvikling**

![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_hard-480x580-1.png)

Walter Isaacsons biografi er både godt researchet og velskrevet. En fornøjelse at læse. Den fortæller om Steve Jobs på godt og ondt, men den fortæller også historien om udviklingen i IT-industrien fra slutningen af 1970’erne og frem til i dag. En udvikling som Steve Jobs og Apple i den grad både prægede og var påvirket af.

Jeg har selv været i IT-industrien siden januar 1980, og det er nok beskrivelsen af dens udvikling og de mange omvæltninger, som set med mine øjne er det mest interessante. Det er for en del af periodens vedkommende den samme udvikling, som ligger til grund for min egen biografi om [Damgaard Data og Navision Software](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344).

## **Den store ambition**

Jeg undrer mig over, at så mange iværksættere har Steve Jobs som forbillede, for ifølge bogen var beundringen ikke gengældt. Steve Jobs ambition var at bygge et langtidsholdbart verdensfirma, og han havde kun foragt til overs for investorer og andre forretningsfolk, der alene spekulerede i virksomhedssalg og børsnoteringer.

Rigdom var aldrig Steve Jobs pejlemærke.

![](https://hpbech.com/wp-content/uploads/imac-old-1.jpg)

Han havde heller ikke noget til overs for at sende halvfærdige og uambitøse produkter på markedet. *Minimum Viable Product* var ikke et koncept, som Apple forfulgte, men efter successen med Apple II kan man heller ikke længere kalde firmaet for et startup. Macintosh, iMac, MacBook, iPod, iPhone, iPad og alle de andre produkter, vi kender i dag, blev udviklet og markedsført *efter* at Apple var blevet et verdenskendt brand, og Steve Jobs lå på samme kendskabsgrad, som Lady Gaga nyder i dag.

Bogen beretter i detaljer om perioden, hvor Jobs starter og driver computerfirmaet Next. Det var ikke nogen succes. Havde Apple ikke kaldt ham tilbage, ville hans eftermæle givetvis have set noget anderledes ud.

På mange punkter viser bogen, hvor tilfældig forretningssucces er. Ingen kan påstå, at Steve Jobs ikke var ambitiøs, initiativrig, energisk og hårdtarbejdende. Men hans succes skyldes også en perfekt timing, som ingen kunne forudse. Det er ikke at sammenligne med lottoheld, og jo oftere man prøver, jo større er sandsynlighed for at få et hit. Kigger man på hele hans karriere, så var der mange svipsere imellem.

## **Du kan ikke efterligne Steve Jobs**

Det er vel OK, at amatørmusikere har The Beatles som forbilleder, men hvis man virkelig ønsker at lyde som The Beatles, så kræver det dagligt hårdt arbejde i en lang periode. Hvis man ønsker at påvirke musikken og ungdomskulturen, som The Beatles gjorde, så er det ikke nok at kopiere deres musik. Helt præcis hvad der så skal til, har ingen endnu fundet opskriften på.

![](https://hpbech.com/wp-content/uploads/Steve-Jobs-2.jpg)

Når nogen kan have Steve Jobs som forbillede, må det være fordi, de gerne vil opnå samme forretningsmæssige succes. Det kan næppe være fordi, de ønsker at kopiere hans adfærd. Hvis du læser bogen, må du konkludere, at det simpelthen ikke kan lade sig gøre. Han var så speciel og arbejdede så ustruktureret, at det ikke kan kopieres. Selvom han havde et langsigtet perspektiv, var hans adfærd situationsbestemt, impulsiv og lunefuld. Med de positive briller, kan man kalde hans ledelelseform for værdibaseret og kompromisløs, men er det værd at efterligne uanset hvilke værdier, det drejer sig om, og findes der ikke mange eksempler på, at kompromisløshed også kan føre til fiasko?

## **Og hvad så?**

Efter at have læst 565 sider om Steve Jobs og hans rejse fra vugge til grav føler jeg mig lidt tom indvendigt. Hvad skal man overhovedet mene om den fortælling? Kan man lære noget af den?

![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-pa-kaffebaren-512.jpg)

Jeg skriver disse ord i programmet Apple Pages på min Mac Mini, der er koblet til en 27 tommers Apple Thunderbolt skærm udstyret med et Magic Keyboard og en Magic Mouse. [I morgen er jeg på café](https://www.hpbech.dk/guldkorn-fra-kaffebaren-blichfeldts-bonner/) og skriver videre på min MacBook Pro. Sandsynligheden for, at der også bliver skrevet et par afsnit på min iPad, er rimelig stor. Siden april 2009 har jeg været en meget loyal Applekunde, og i vores lille hustand har vi nu udelukkende Appleudstyr.

At nogen af de fikse Apple-apparater skulle have ændret mit liv, vil jeg nu ikke påstå. Der er mange i min omgangskreds, der ikke ejer et eneste Apple-apparat, og de klarer sig flot endda. Apple har i nogle sammenhænge skubbet til udviklingen af informationsteknologi og til måden, hvorpå vi bruger musik, men på andre områder er de haltet bagefter (Apple Music). Verden havde næppe været meget anderledes uden Apple. Andre produkter vill have løst opgaverne.

At bygge et firma som Apple er ikke nogen enhver gør eller kan gøre. At Steve Jobs ryger ud i en periode og kommer ind igen er også højst usædvanligt. Derfor er biografien berettiget, og da den er grundigt researchet og godt skrevet, er det også underholdende læsning. Men jeg tror ikke nogen kan kopiere noget af det, der skete, den måde hvorpå Jobs opererede eller den adfærd som han udviste. Hans adfærd var tæt knyttet til de situationer, der opstod, og den tid han levede i. Det var kun Steve Jobs, der fik succes med at være Steve Jobs. Alle andre er bedre tjent med at forblive dem, de nu engang er.

## Steve Jobs: The Exclusive Biography

![](https://hpbech.com/wp-content/uploads/Steve-Jobs-The-Exclusive-Biography.jpg)

**Titel:** [Steve Jobs: The Exclusive Biography](http://www.stevejobsthebiography.com/index.html)
**Antal sider:** 565
**Forfattere:** Walter Isaacson
**Forlag:** Simon & Schuster
**Udgivelsesdato:** 24. oktober 2011
**Priser:** [$6,81 som ebog eller $14,79 som gammeldags papirbog.](https://www.amazon.com/Steve-Jobs-Exclusive-Walter-Isaacson-ebook/dp/B005J3IEZQ)
**Anbefaling:** Kan varmt anbefales til alle med interesse for erhvervshistorie.
**Anmeldelser:** Bogen har fået tusindvis af gode læseranmeldelser.

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** Apple

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### [Eventyret om Den Luddovne Bogholder fra Digitalien](https://hpbech.com/da/eventyret-om-den-luddovne-bogholder-fra-digitalien/)

**Published:** April 2, 2019
**Author:** Hans Peter Bech

**Excerpt:** "Digital tranformation" er IT-branchens udtryk for anvendelse af teknologi til optimering af forretningsprocesser. Det pakkes ind i mange floromvundne floksler og har ikke fundet gehør hos kunderne.

**Content:**

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> “Digital tranformation” er IT-branchens udtryk for anvendelse af teknologi til optimering af forretningsprocesser. Det pakkes ind i mange floromvundne floskler og har ikke fundet gehør hos kunderne.

---

Nogle vil kalde [Frederik Sandgrav](https://www.linkedin.com/in/frederik-sandgrav/) for en multinørd. Han er fascineret af både økonomi, regnskab og informationsteknologi. På det seneste også af markedsføring og ledelse. Og så er han doven, luddoven – og samtidigt super flittig. Det har vist sig at være en slagkraftig cocktail, som mange godt kunne lade sig inspirere af.

![](https://hpbech.com/wp-content/uploads/Frederik-Sandgrav2-1.jpg)Frederik Sandgrav

Den korte historie er, at Frederik Sandgrav arbejdede 13 år som regnskabschef i en række virksomheder og på et revisionskontor, da han i juli 2011 besluttede sig for at gå selvstændig som regnskabschef på freelancebasis. Men kunderne udeblev. Almindeligt bogholderi var imidlertid noget, som mange havde brug for, og her var opgaverne nemmere at få fat i. Ved at melde sig ind på diverse jobportaler fik han nu ordrebogen fuld og kunne ansætte sin første medarbejder. Og så skete der ikke meget mere de følgende fem år.

## Gennembruddet på LinkedIn

![](https://hpbech.com/wp-content/uploads/LinkedIn-2000px.png)

I starten af 2017 begyndte Frederik at skrive på LinkedIn om hvordan IT kan effektivisere opgaverne i regnskabsafdelingen. Det gav mange reaktioner – og et par nye kunder. Men det var [artiklen om den lille luddovne bogholder fra Digitalien](https://www.sandgravsolutions.dk/eventyret-luddovne-bogholder/), der åbnede for sluserne og fik kunderne til at vælte ind. Artiklen delte han på LinkedIn og mange af hans connections gav den et like samt kommenterede og delte den med deres netværk.

Den gik viralt, som det hedder i fagsproget.

Budskabet i artiklen var rørende simpelt:

> “Brug IT til at effektivisere bogholderiet, så skal du ikke betale så meget for det. Heller ikke når du outsourcer det til en bogholder som mig.”

Men i stedet for at forblive på floskelplanet, så tilbød Frederik [konkrete løsninger](https://youtu.be/jUeK3wGtapk), som han havde sat sig ind i og vidste hvordan virkede. Nu fik han ikke kun henvendelser fra de små virksomheder, som gerne ville af med regnskabsopgaven, men også fra større virksomheder, som gerne ville gøre tingende smartere (og billigere). Frederik fik blod på tanden og jagtede nye IT-løsninger, der kunne trække endnu flere arbejdstimer ud af ligningen. I dag er Frederik Sandgrav alias Den Luddovne Bogholder et velkendt brand, hvis værdibudskab er en knivskarp version af “work smarter, not harder.”

## Digital transformation i øjenhøjde

![](https://hpbech.com/wp-content/uploads/Fremtidens-regnskab-2017.png)

På konferencen [Fremtidens Regnskab i 2017](https://www.hpbech.dk/fremtidens-digitale-regnskab/) stod Frederik Sandgrav på scenen i den Sorte Diamant og fortalte de 1.000 tilhørere, at han er Batman. Alle ved, at Batman er et almindeligt menneske. Måske lidt mere muskuløs end de fleste, men hans evne til at løse helt umulige opgaver skyldes først og fremmest hans superfede udstyr. Det er Batmobilen og alt det andet hightech-grej, der gør Batman til den ultimative problemknuser. I virkeligheden er teknologierne bag Batman’s grej til rådighed for alle, de bruger dem bare ikke.

Frederik har også været heldig. De seneste 5 år er der kommet mange nye løsninger på markedet, som netop retter sig mod optimering af abejdsprocesserne i virksomhedernes økonomihåndtering. Som IT-nørd er Fredrik altid blandt de første til at teste løsningerne og afprøve deres anvendelighed.

> “Nye IT-løsninger er aldrig perfekte, og det skræmmer mange væk,” *påpeger Fredrik Sandgrav*, “men det er jo ikke det samme som, at det ikke virker og ikke tilfører værdi. Ved at være med fra starten kan man høste gevinsterne tidligt og være langt på læringskurven, når flertallet kommer med.”

“Digital tranformation” er IT-branchens udtryk for anvendelse af teknologi til optimering af forretningsprocesser. Det pakkes ind i mange floromvundne floskler og har ikke fundet gehør hos kunderne. Det har til gengæld Frederik Sandgravs forslag til konkrete løsninger på velkendte problemer:

> “Tag det manuelle arbejde ud af økonomiarbejdet og brug krudtet på noget andet. Her er de produkter, du skal bruge.”

Måske er Frederik Sandgravs troværdighed også underbygget af, at han ikke lever af at sælge softwareløsningerne, men kun af at bruge dem. På den måde deler han gevinsten med sine kunder.

## Den luddovne bogholder er super ambitiøs

![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)

> “Eksplosionen i cloud-baserede SaaS-løsninger til økonomiopgaver er en bølge, der øger efterspørgslen efter det, vi kan,” *understreger Frederik Sandgrav*. “Kunderne har lært, at individuelle tilpasninger af deres økonomisystemer er den sikreste vej til helvede. De ønsker standardprodukter, som kan opsættes til deres individuelle behov, kræver færre medarbejdere eller helt kan outsorces.”

Kombinationen af rådgivning og udførelse har ramt plet i markedet. Opskriften på at gøre tingene bedre og billigere er nem at forstå, men kræver Frederik Sandgravs indsigt at levere. Han er overbevist om, at der ligger et gigantisk uindfriet optimeringspotentiale i dansk erhvervsliv. Hvis det skal indfries, må han være tilstede overalt i Danmark

> “Kringlede og arbejdskrævende processer bliver jo ikke hverken bedre eller billigere af at blive outsourced,” *fremhæver Frederik Sandgrav*, “og outsourcing til lavtlønslande er ikke et alternativ for det store flertal af danske virksomheder. Derfor skal vi altid først blive enige med kunden om, hvordan huset skal se ud, inden vi bygger det. Den rådgivning kræver en tværfaglig indsigt og tilstedeværelse.”

Til at udbygge sin virksomhed er Frederik Sandgrav derfor konstant på jagt efter personer, der interesserer sig for både økonomi og IT. Indtil videre er de fleste af hans medarbejdere kommet via netværket og uopfordrede ansøgninger, men hvis der skal yderligere bål under væksten, kan det blive aktuelt med en mere opsøgende rekrutteringsaktivitet.

> “Min ambition er at gøre Sandgrav Solutions landsdækkende,” *siger Frederik Sandgrav*. “Hvor den operationelle del af vores forretning ikke kræver geografisk nærhed, så forholder det sig anderledes med rådgivningen. Her fungerer det bedst, når vi sidder ansigt til ansigt med kunderne og designer deres individuelle standardløsninger.”

Forretningsmodellen for den landsdækkende forretning er ikke hugget i sten, og forskellige muligheder er på tegnebrædtet.

> ”Jeg har lært, at en virksomheds effektivitet mere afhænger af medarbejderne end af organisationsdiagrammet,” *konkluderer Frederik Sandgrav med et smil.* ”Derfor er jeg mest stemt for at finde mine nye kolleger først. Herefter kan vi sammen finde den model, der motiverer den enkelte bedst.”

**Categories:** Business development, Strategy

**Tags:** ERP

---

### [Fremtidens digitale regnskab 2019](https://hpbech.com/da/fremtidens-digitale-regnskab-2019/)

**Published:** January 15, 2019
**Author:** Hans Peter Bech

**Excerpt:** Økonomistyring og rapportering er et nødvendigt onde, som jeg ønsker automatiseret så meget som overhovedet muligt. Det er lykkedes, og de par timer, jeg bruger på det hver måned, er nu ligefrem sjov afveksling.

**Content:**

---

> Økonomistyring og rapportering er et nødvendigt onde, som jeg ønsker automatiseret så meget som overhovedet muligt. Det er lykkedes, og de par timer, jeg bruger på det hver måned, er nu ligefrem sjov afveksling.

---

![](https://hpbech.com/wp-content/uploads/1CB18B21-0AA2-496D-ABB5-E702D29999BD.jpg)

I februar 2018 deltog jeg i Toke Kruses konference om det digitale regnskab. Det skrev jeg om [her](https://www.hpbech.dk/fremtidens-digitale-regnskab/), og det var bestemt tiden værd. Indlæggene på konferencen var toprelevante for min egen lille biks, og jeg tog efterfølgende en del af de nye værktøjer, jeg blev præsenteret for, i brug. Mit regnskab kører i Billy med kobling til Salary for udbetaling af løn. Bilagscan er motoren, der scanner mine indgående bilag og lægger dem til bogføring i Billy. Betalinger kører via Roger.ai, der også er koblet på Billy, og senest har jeg indgået aftale med November First, så gebyrene på alle mine udenlandske indbetalinger falder fra kr. 20 til kr. 5 per styk.

![](https://hpbech.com/wp-content/uploads/Billy-Regnskab.jpg)

Når 2018 er bogført færdig, vil jeg udarbejde årsregnskabet og selvangivelsen via Billy Årsregnskab, der for kr. 1.645 per selskab genererer rapporterne nævnt i tabellen til venstre.

## Gør det nødvendige sjovt

Alle virksomheder skal holde styr på økonomien, men økonomistyring er ikke kerneaktiviteten i ret mange virksomheder. Heller ikke i min virksomhed. Jeg sælger bøger, foredrag, workshops og konsulentbistand. Kerneaktiviterne er derfor research, analyse, skrivning, forlagsvirksomhed, mødefacilitering, markedsføring og salg. Økonomistyring og rapportering er et nødvendigt onde, som jeg ønsker automatiseret så meget som overhovedet muligt. Det er lykkedes, og de par timer, jeg bruger på det hver måned, er nu ligefrem sjov afveksling.

## De danske pionerer: Damgaard Data og Navision Software

![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D_badge_soft-480x580-2.png)

Den 30. januar kører konferencen [Fremtidens Regnskab](https://fremtidensregnskab.dk) igen i Den Sorte Diamant i København og på Hermans i Aarhus den 31. januar. Jeg deltager begge steder, og i år har jeg en lille bod i udstillingsområdet, hvor man kan købe min bog *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)*, der handler om de to danske softwarevirksomheder, der var pionererne på digitalisering af virksomhedernes økonomisystemer og forretningsprocesser, nemlig Damgaard Data og Navision Software. Concorde, Navigator, Financials og Axapta var alle banebrydende produkter, der fik global udbredelse og den dag i dag udgør grundstammen i Microsofts bud på digital transformation, [Dynamics 365](https://youtu.be/2YjaclKHvJU).

## Digital Transformation

Fremtidens regnskab er en del af emneområdet *Digital Transformation*, der beskæftiger sig med anvendelse af information teknologi til optimering af alle processer og relationer i enhver form for virksomhed. På konferencen i år fokuseres der på den digitale transformation af økonomifunktionerne i virksomhederne, herunder specielt betalingsstrømmene og bankernes rolle. Det bliver meget interessant at høre om.

> Økonomistyring er en nødvendighed, men aldrig en konkurrenceparameter i sig selv. Når resourceforbruget til økonomistyring kan nedbringes, frigøres der kræfter til virksomhedens egentlige kerneområder. Derfor kan det godt svare sig at investere lidt tid og energi i at få automatiseret økonomifunktionerne.

**Categories:** Business development, Globalisation, Strategy

---

### [Bloggens mest populære posts i 2018](https://hpbech.com/da/bloggens-mest-populaere-posts-i-2018/)

**Published:** January 3, 2019
**Author:** Hans Peter Bech

**Excerpt:** Bloggen fik i 2018 lige knap 10.000 unikke besøg, hvilket er lidt mere en tre gange så meget som året før. 
Jeg må altså være på sporet af noget rigtigt.

**Content:**

---

> Bloggen fik i 2018 lige knap 10.000 unikke besøg, hvilket er lidt mere en tre gange så meget som året før. Jeg må altså være på sporet af noget rigtigt.

---

![](https://hpbech.com/wp-content/uploads/Global_race-698x400.jpg)

Jeg skrev 37 artikler (posts) på denne blog i 2018, hvilket var 13 mere, end jeg havde sat som mit mål. En af årsagerne til merproduktionen var min beslutning om at skrive egentlige boganmeldelser. Jeg fik gnavet mig igennem [42 bøger](https://www.goodreads.com/hanspeterbech) i 2018, hvoraf jeg valgte at anmelde de bedste her på bloggen. Jeg rater og kommenterer på alle de bøger, jeg læser, på [goodreads.com,](https://www.goodreads.com/hanspeterbech) hvor du skal være velkommen til at connecte med mig, hvis du også er en bogorm. Her på bloggen bliver der kun plads til anmeldelse af de absolut bedste bøger.

## Lidt statistik

Bloggen fik i 2018 lige knap 10.000 unikke besøg (renset for skrabere og robotter ligesom samme besøgende på samme dag kun tæller som en besøgende ), hvilket er lidt mere en tre gange så meget som året før. Jeg må altså være på sporet af noget rigtigt :-). Det er meget tydeligt at antal besøgende stiger, når jeg poster en ny artikel. Det generer også flere views, idet de besøgende læser tidligere publicerede artikler.

## Hitlisten (top syv)

![](https://hpbech.com/wp-content/uploads/Start-with-why-and-coffee.jpg)

Den mest populære post var: [**Start with why: sådan fik vi punkteret endnu en management-myte,**](https://www.hpbech.dk/start-with-why-sadan-fik-vi-punkteret-endnu-en-management-myte/) hvilket var en såkaldt hijacking-post. Det vil sige en post, der bygger videre på en anden post. Det var Morten Münsters post *[Derfor er ’purpose’ overvurderet, misforstået og ødelæggende](https://mortenmunster.com/begrebet-purpose-er-overvurderet-misforstaaet-og-oedelaeggende/),* der inspirerede mig til at skrive min post. Selv om posten først blev publiceret 15. november blev det alligevel med 1.000 besøg årets mest læste post.

![](https://hpbech.com/wp-content/uploads/1CB18B21-0AA2-496D-ABB5-E702D29999BD.jpg)

På andenpladsen kom [**Fremtidens digitale regnskab**](https://www.hpbech.dk/fremtidens-digitale-regnskab/), der var en anmeldelse af Toke Kruses regnskabskonference afholdt mandag den 5. februar 2018 på den Sorte Diamant i København og dagen efter i Aarhus. [Konferencen](https://fremtidensregnskab.dk) gentages i øvrigt i 2019 og finder sted i københavn den 31. januar i den Sort Diamant (Det Kongelige Bibliotek) og dagen efter i Aarhus.

![](https://hpbech.com/wp-content/uploads/Tilbage-til-virkeligheden.jpeg)

På tredjepladsen kom en anmeldelse af [Pierre Collignon](https://www.linkedin.com/in/pcollignon/)s bog med titlen **[Tilbage til virkeligheden](https://www.hpbech.dk/tilbage-til-virkeligheden-kampen-mod-fake-news-logne-og-manipulationer/)**[ – kampen mod fake news, løgne og manipulationer.](https://www.hpbech.dk/tilbage-til-virkeligheden-kampen-mod-fake-news-logne-og-manipulationer/) Pierre Collignon benytter Trumps valgsejr og resultatet af Brexit-afstemingen til at illustrere, hvordan fake news, løgne og manipulationer ved en bevidst og systematisk indsats kan bruges til at sikre politiske resultater, som ellers ville være uopnåelige (hvis kommunikationen var blevet tjekket og filtreret af de traditionelle medier). Det er en fantastisk bog, som fortjener langt større opmærksomhed, end den fik i 2018.

![](https://hpbech.com/wp-content/uploads/Bogforum-e1539374635389.jpg)

På fjerdepladsen kom min artikel om [**Bogforum 2018**](https://www.hpbech.dk/bogforum-2018/), hvor jeg selv deltog for første gang. Det var i øvrigt en dejlig oplevelse. 40.000 bogorme strømmede over 3 dage gennem gangene i Bellacenteret. Udover et tilfredsstillende bogsalg blev det til mange hyggelige timer i selskab med mine forfatterkolleger i [Newpub](https://www.hpbech.dk/newpub-et-faellesskab-med-2-500-medlemmer/) og samtaler med de mange potentielle læsere. Jeg er med igen i 2019.

![](https://www.hpbech.dk/wp-content/Fra-Damgaard-til-Microsoft-i-Alleroed-boghandel.jpeg)Fra Damgaard til Microsoft er på hylderne hos de danske boghandlere.

Nummer fem på ranglisten blev en artikel med titlen [**Værdien af en forhandlerkanal kan tælles i milliarder**](https://www.hpbech.dk/vaerdien-af-en-forhandlerkanal-kan-taelles-i-milliarder/). Det var en af mange artikler, der fulgte i kølvandet på udgivelsen af min danske forretningsbiografi [Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), der også har fået tilnavnet Danmarks bedst dokumenterede iværksætterhistorie. Historien omfatter også Navision Software, med hvem Damgaard fusionerede i 2000 og dannede det selskab, som Microsoft købte for lidt over 10 milliarder.

På sjettepladsen kom anmeldelsen af Morten Münsters bog [Jytte fra marketing er desværre gået for i dag](https://www.hpbech.dk/jytte-fra-marketing-er-desvaerre-gaet-for-i-dag/) og på syvendepladsen [Kultur spiser strategi til morgenmad,](https://www.hpbech.dk/kultur-spiser-strategi-til-morgenmad/) der er en post fra december 2017.

## Havde jeg forudset denne rækkefølge?

Nej, det havde jeg ikke. Der er artikler på min blog, som jeg synes er langt mere substantielle end for eksempel anmeldelsen af en konference, der har fundet sted. Men det er jo læserne, der bestemmer. Ikke mindst hvordan artiklerne bliver delt på de sociale medier har stor indflydelse på, hvor mange der finder og vælger at læse dem. Den stigende mængde trafik, som mine artikler fører med sig, inspirerer og motiverer mig til fortsat at skrive, så hvis du interesserer dig for iværksætteri, forretningsudvikling og internationalisering, så er du velkommen til at lægge vejen forbi. Da vi har folketingsvalg i år, kan det også forekomme, at jeg deler mine tanker om (hvad jeg opfatter som) væsentlige samfundsmæssige forhold.

**Categories:** Book reviews, Strategy

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### [De fem bedste bøger jeg læste i 2018](https://hpbech.com/da/de-fem-bedste-boeger-jeg-laeste-i-2018/)

**Published:** January 8, 2019
**Author:** Hans Peter Bech

**Excerpt:** Bogen er fortsat en fantastisk kilde til indsigt og inspiration. For ganske få penge får man adgang til stof, som forfatteren har brugt mange måneder på at udforske og behandle.

**Content:**

---

> Bogen er fortsat en fantastisk kilde til indsigt og inspiration. For ganske få penge får man adgang til stof, som forfatteren har brugt mange måneder på at udforske og behandle.

---

Ifølge min profil på [Goodreads](https://www.goodreads.com/hanspeterbech) fik jeg i 2018 gnavet mig igennem 42 bøger, men det er ikke helt korrekt. Der var faktisk et pænt antal bøger, som jeg valgte ikke at læse færdige, ligesom der er nogle stykker, som jeg fortsat er ved at arbejde mig igennem.

![](https://hpbech.com/wp-content/uploads/goodreads.jpg)

Alle bøgerne får et par ord med på vejen i Goodreads, og dem jeg synes om, får også en kort anmeldelse på [amazon.com](https://www.amazon.com) eller [bogreolen.dk](https://bogreolen.dk), som er min foretrukne boghandlere. De bøger, som virkelig rører mig, får en anmeldelse på bloggen.

## Årets bedste bog: *Hjemløs* af Michael Valeur

![](https://hpbech.com/wp-content/uploads/Hjemlos.jpg)

Valget af årets bedste bog var ikke vanskeligt. Den danske roman *Hjemløs – Romanen om den glemte march i 1928*, skrevet af Michael Valeur fik allerede titlen, da jeg [anmeldte den i slutningen af november](https://www.hpbech.dk/hjemlos-romanen-om-de-glemte-march-i-1928/).

*Hjemløs* er en historisk roman, der bygger på virkelige hændelser. I slutningen af 1920erne opstod der blandt Danmarks mange hjemløse en idé om at starte et protesttog, der skulle gå (i ordets bogstavligste forstand) fra Kjellerup, der ligger mellem Silkeborg og Viborg, til København. Formålet var at skabe opmærksomhed om de hjemløses kummerlige forhold og få regeringen til at gøre noget. Den 20. marts 1928 kulminerede protesttoget i en demonstration foran Christansborg med omkring 20.000 deltagende.

På den platform fortæller Michael Valeur en gribende og mangefacettet historie om Danmark i slutningen af 1920erne set nedefra og op.

Bogen er efter min mening intet mindre end et litterært mesterværk. Den formår at levendegøre en betydningsfuld socialpolitisk begivenhed, som måske ikke i sig selv flyttede så meget, men som alligevel medvirkede til at forme det samfund, vi har i dag. Herunder ikke mindst fordi det lykkedes at undgå en voldelig kulmination, som det ellers var regelen andre steder i Europa på dette tidspunkt.

## Nummer to: *Bad Blood: Secrets and Lies in a Silicon Valley Startup*

![](https://hpbech.com/wp-content/uploads/Bad-blood.jpg)

Jeg har en svaghed for historie, non-fiction og for bøger, der er baseret på grundig research. Wall Street Journal journalisten John Carreyrous virkeligheds-thriller *Bad Blood: Secrets and Lies in a Silicon Valley Startup* lever op til alle kriterierne og er tilmed særdeles velskrevet.

*Bad Blood* er historien om [Theranos](https://en.wikipedia.org/wiki/Theranos), et Silicon Valley startup, hvis karismatiske kvindelige grundlægger [Elizabeth Holmes](https://en.wikipedia.org/wiki/Elizabeth_Holmes) på 15 år nåede at rejse tæt på en milliard dollars fra prominente investorer inklusive Rupert Murdoch, fik navne som Henry Kissinger i sin bestyrelse og blev udnævnt til Ambassadør for Globalt Iværksætteri af præsident Obama, før The Wall Street Journal med [dybdeborende journalistik](https://www.wsj.com/articles/theranos-has-struggled-with-blood-tests-1444881901) fik sat en proces i gang, der endte med at dokumentere, at det hele ikke alene byggede på løgn, falskneri, bøllemetoder og bedrageri, men også bragte menneskeliv i fare.

## Nummer tre: *The Management Myth: Debunking Modern Business Philosophy*

![](https://hpbech.com/wp-content/uploads/The-management-myth.jpg)

Jeg har efterhånden gjort mig til talsmand for, at der ikke findes en opskrift på forretningsmæssig succes (og nok heller ikke en på den personlige).

Ikke desto mindre vælter det ud med management- og selvhjælpsbøger, der alle lover, at de har fundet opskriften.

*[The Management Myth: Debunking Modern Business Philosophy](https://www.hpbech.dk/management-volapyk-og-konsulenters-varme-luft/)* af [Matthew Stewart](http://mwstewart.com/) er sammen med *[The Halo Effect … and the Eight Other Business Delusions That Deceive Managers](https://www.hpbech.dk/hvorfor-kan-du-ikke-laere-succes-af-succesfulde-personer-eller-virksomheder/)* af [Phil Rosenzweig](https://www.linkedin.com/in/phil-rosenzweig-2861345/) forfriskende og ædruelige indspark, der desværre nok afmonterer manges håb at finde en hurtig og nem genvej til millionerne.

Læsning af Matthew Stewarts bog er grundlaget for nogle meget underholdende timer i lænestolen. Bogen er velskrevet, spændende, morsom, interessant, veldokumenteret, lærerig, overraskende og overbevisende (så er jeg vist løbet tør for superlativer). Hvis du læser managementlitteratur, så skylder du dig selv at læse den (plus The Halo Effect). Jeg er sikker på, at du fremover bedre vil kunne forstå, hvorfor de mange bøger, der lover succes, ikke producerer andre successer end forfatternes. Som bonus fortæller forfatteren om sine egen tid som management konsulent. Det er historien om, hvordan en gruppe af verdens dyreste konsulenter ikke var i stand til at få deres egen forretning til at fungere. En meget morsom, men også tragisk beretning.

## Nummer fire: *Refuge: Transforming a Broken Refugee System*

![](https://hpbech.com/wp-content/uploads/Refuge.jpeg)

Debatten om flygtninge og indvandrere fylder meget i alle typer medier, og hele to politiske partier er baseret alene på disse emner. I 2018 faldt jeg over bogen *Refuge: Transforming a Broken Refugee System* af [Alexander Betts](https://www.rsc.ox.ac.uk/people/alexander-betts) og [Paul Collier,](https://www.bsg.ox.ac.uk/people/paul-collier) og den fik sat en del ting på plads for mig.

Bogens formål er, at få læseren til at se flygtningeproblemet i et helikopterperspektiv. Den stiller og besvarer to hovedspørgsmål:

1. Hvordan sikrer vi anstændige og udviklende forhold for det store flertal af fordrevne og flygtninge?
2. Hvordan sikrer vi bedst muligt oprindelseslandets genopbygning, når krisen er overstået?

De europæiske landes flygtningpolitik (eller mangel på samme) har ikke forholdt sig til disse to hovedspørgsmål, og det bør de gøre.

Bogen beskriver og diskutere meget grundigt hvilke forpligtelser det internationale samfund (og her er både du og jeg medlemmer!) har overfor ofre for krig og andre katastofer, der i praksis tvinger mennesker til i al hast at forlade hus og hjem. Vi har en forpligtelse, men den er ikke ubegrænset, og den bør også forholde sig til, hvordan vi bedst muligt sikrer oprindelseslandets genopbygning.

Udover en grundig gennemgang af flygtningekonventionernes historie, og hvordan de er formuleret til at håndtere en helt anden situation, end den vi har i dag, så giver bogen også svar på, hvad der skal sættes i stedet. Løsninger, som jeg personligt finder konstruktive, og som vil gavne nærområderne kollosalt. Uden at lave et resume af hele bogen kan jeg godt afsløre, at løsningen IKKE er flere flygtningelejre.

Så vidt jeg kan forstå, danner bogen også udgangspunkt for socialdemokratiets revision af deres flygtninge- og indvandrerpolitik, så jeg glæder mig til at høre om de politiske initiativer, der følger af bogens anbefalinger.

## Nummer fem: *Tilbage til virkeligheden – kampen mod fake news, løgne og manipulationer*

![](https://hpbech.com/wp-content/uploads/Tilbage-til-virkeligheden.jpeg)

De fleste mennersker, jeg taler med, bryder sig ikke om at blive overvåget. De har det ikke godt med at Google, Facebook, Instagram, Twitter og alle de andre primært amerikanske mastodonter registrerer deres gøren og laden på nettet. Men de gør ikke noget ved det. De sletter ikke deres Facebook-profil, og de bruger ikke søgemaskinen [DuckDuckGo](https://duckduckgo.com), der netop ikke logger brugernes adfærd.

Pierre Collignons bog [forklarer](https://www.hpbech.dk/tilbage-til-virkeligheden-kampen-mod-fake-news-logne-og-manipulationer/), hvorfor denne adfærd gør fake news, løgne og manipulationer ikke kun mulige men også effektive.

Jeg læste Pierre Collignons bog umiddelbart efter at have været totalt opslugt af genlæsningen af [Ian Kershaws imponerende to-binds Hitlerbiografi (bind 1: Hubris 1889-1936, Bind 2: Nemesis 1936-45)](https://www.amazon.com/gp/product/B011M9B79K). Ian Kershaw redegør på mesterlig vis for, hvordan det lykkedes Nazisterne at komme til magten, og hvordan det lykkedes at gøre Adolf Hitler umådelig populær i den tyske befolkning (Joseph Göbbels’ værk). Havde man afholdt præsidentvalg i Tyskland i perioden 1938-41, ville Hitler uden nogen form for valgsvindel (i ordets snævre betydning) have vundet med en overvældende majoritet. Vi skal helt hen i 1943-44 før opbakningen til Hitler (nazistpartiet opnåede aldrig tilnærmelsesvis samme popularitet) i befolkningen begynder at vige markant.

Faktisk er hele historien om nazisternes og Hitlers vej til magten en solid case story på, hvor langt man kan komme med fake news, løgne og manipulationer. Hvis omstændighederne flasker sig, kan man komme meget langt (og efterlade 50 millioner døde i sit kølvand). Og flasker de sig ikke, kan man måske alligevel komme langt, ved at få det til at se ud, som om de gør. Det er i dag på mange måder nemmere at fabrikere en fremstilling af virkeligheden, som er baseret på fake news, løgne og manipulationer.

Og rigtig mange hopper på den.

Det er det, Pierre Collignons bog primært handler om.

## Andre læseværdige bøger

Af andre bøger, som ikke kom på top 5 listen, men som bestemt var værd at læse, vil jeg fremhæve følgende fem:

![](https://hpbech.com/wp-content/uploads/Factfulness.jpg)

[Factfulness: Ten Reason We’re Wrong About the World – And Why Things are Better Than You Think](https://www.hpbech.dk/factfulness-ten-reason-were-wrong-about-the-world-and-why-things-are-better-than-you-think/) af Hans Rosling

![](https://hpbech.com/wp-content/uploads/LinkedIn-Unlocked.jpg)

[LinkedIn Unlocked: Unlock the Mystery of LinkedIn To Drive More Sales Through Social Selling](https://www.hpbech.dk/linkedin-unlocked/) af Melonie Dodaro

![](https://hpbech.com/wp-content/uploads/Janesville-small.jpg)

[Janesville: An American Story](https://www.hpbech.dk/janesville-an-american-story/) af Amy Goldstein

![](https://hpbech.com/wp-content/uploads/For-enhver-pris.jpeg)

[For enhver pris – en bog om Lars Løkke Rasmussens seneste bedrifter](https://www.hpbech.dk/for-enhver-pris-en-bog-om-lars-lokke-rasmussens-seneste-bedrifter/) af Henrik Qvortrup og Lars Trier Mogensen

![](https://hpbech.com/wp-content/uploads/cover.jpg)

[Den Store Tech Revolution – Sådan former Kina vores fremtid](https://www.hpbech.dk/den-store-tech-revolution-sadan-former-kina-vores-fremtid/) af Christina Boutrup

**Categories:** Book reviews, Globalisation, Politics, Society

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### [Iværksætteri i og langt fra Silicon Valley](https://hpbech.com/da/ivaerksaetteri-i-og-langt-fra-silicon-valley/)

**Published:** January 22, 2019
**Author:** Hans Peter Bech

**Excerpt:** Formodningen om, at flere og billigere penge vil sikre flere virksomheder overlevelse, er udbredt.
Jeg er ikke så sikker på, at teorien holder.

**Content:**

---

> Formodningen om, at flere og billigere penge vil sikre flere virksomheder overlevelse, er udbredt. Jeg er ikke så sikker på, at teorien holder.

---

![](https://hpbech.com/wp-content/uploads/Bad-Blood-and-5460-Miles-from-Silicon-Valley.png)

Den 21. maj sidste år (2018) udkom John Carreyrous [*Bad Blood: Secrets and Lies in a Silicon Valley Startup* ](https://www.hpbech.dk/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/)og mindre end en måned senere, den 18. juni, udkom min egen [*5,460 Miles from Silicon Valley: The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA.*](https://www.hpbech.dk/danmarks-bedst-dokumenterede-ivaerksaetterhistorie/) Silicon Valley indgår i begge titler, og de handler da også om det samme, nemlig iværksætteri med global rækkevidde. Hvor handlingen i John Carreyrous bog tager udgangspunkt i hjertet af Silicon Valley, så foregår min bog på alle måder langt fra både den geografi, den kultur og de værdier, som i dag præger den sydlige del af San Francisco.

Det skal retfærdigvis også noteres, at handlingerne finder sted i to forskellige epoker. Navision (Navision = Damgaard + Navision Software), som er virksomheden, jeg beskriver, startede i 1984 og blev i 2002 solgt til Microsoft. Theranos, som John Carreyrou beskriver, startede i 2003 og gik konkurs i 2018. Navision var altså 18 år om at bygge en virksomhed op, der indbragte 1,45 milliarder dollars ved salget til Microsoft. Theranos var 15 år om at bruge knap en milliard dollars, ende med en værdi på nul og trække et par hæftige retssager i sit kølvand.

# Danmark 1984 til 2002

![](https://hpbech.com/wp-content/uploads/1987-Navision-stiftere-og-IBM.png)Striking a distribution deal with IBM Denmark was big news in 1989. Local IBM managers and the Navision Software founders. 

Selvom Internettet ikke var opfundet, så var verden i 1984 allerede ret globaliseret, da fem unge og driftige danskere startede henholdsvis Damgaard Data og PC&C (det senere Navision Software). Det var fremkomsten af mikrocomputere, der fik de unge mennesker til at udvikle software, så små virksomheder kunne benytte EDB (det hedder nu IT) til deres administrative opgaver.

Opstarten af de to virksomheder skete helt udenfor det sprogbrug, de metoder og de værdier, der i dag præger eller måske snarere iscenesætters af iværksætterindustrien.

Der var ingen hajbassiner, løvehuler, gazelleprogrammer, iværksætterkonkurrencer, web-summits og andre psudobegivenheder, der ikke går ud på at starte virksomheder, *men at tjene penge på interessen for fænomement*. Ordet disruption var ikke opfundet, virksomhederne krævede ingen nævneværdig kapital for at komme i gang og få plus på bundlinjen, og ambitionen om at skulle være global markedsleder lod endnu nogle år vente på sig. Det var ikke visionen om at redde verden, der drev værket, men mere udnyttelsen af en mulighed, der med modningen af mikrodatameter på dette tidspunkt pludselig opstod.

Parallelt med at Damgaard Data og Navision Software voksede, lærte de af deres praktiske erfaringer, men deres vej mod milliarderne forløb i helt forskellige spor, og var heller ikke i udpræget grad præget af den terminologi, der i forlængelse af internettets udbredelse og dotcom-periodens opblomstring opstod omkring iværksætteri.

# Silicon Valley 2003 til 2018

![](https://hpbech.com/wp-content/uploads/dot-com-bubble.jpg)

I 2003 slikkede Silicon Valley stadig sårene efter dotcom-boblens punktering. Milliarder var gået tabt på luftige webprojekter, hvor eyeballs alligevel ikke kunne veksles til kontanter så hurtigt, som man havde håbet. Begrebet “new economy” afslørede sig som en moderne version af Kejserens nye klæder.

Apple havde med Steve Jobs tilbage ved roret gennemgået en forvandling og med lanceringen af iPod’en i 2001, blev der sat en helt ny kurs med fokus på det brede forbrugersegment. Optimismen var på vej tilbage, men der var mest appetit på rigtige teknologivirksomheder, som man kendte dem fra Apple, HP, Intel, Sun og Cisco. Rene web-virksomheder var ikke i kridthuset.

Da Elizabeth Holmes i 2003 startede Theranos, en virksomhed der ved at kombinere forskellige nye teknologier ville revolutionere markedet for apparater til blodprøveanalyser, var det en type aktivitet, som passede perfekt på den projektprofil investorerne var på udkig efter.

Parallet med at Theranos kom i gang, tog udviklingen i Silicon Valley igen fart. Facebook startede i 2004, og efter at Apple lancerede sin iPhone i 2007 opnåede Steve Jobs gudestatus. Med Aileen Lees introduktion af begrebet *unicorn* for firmaer, der inden børsnoteringen kunne nå en værdi på over en milliard dollars, var der i 2013 igen udbredt optimisme omkring og tro på, at personer med særlig viljestyrke og intellekt ved hjælp af skalerbar teknologi var i stand til meget hurtigt at skabe meget store virksomheder.

Elizabeth Holmes’ timing var med andre ord perfekt. Det kunne hun i 2003 ikke vide. Timing er et forhold, der falder i kategorien “svineheld,” men hun lærte hurtigt at bruge de gunstige tider i årene derpå til at snyde både medierne, offentligheden, kunderne, investorerne og de fleste af medarbejderne.

# Forskellen på Danmark og Silicon Valley

![](https://hpbech.com/wp-content/uploads/Silicon-Valley-map.jpg)

Man kan godt blive lidt misundelig på Silicon Valleys ecosystem. Her ligger venture capital firmaerne lige så tæt som bilforretninger i Silkeborg. Der er en lind strøm af iværksætterspirer fra hele verden mod dette relativt lille område. Og da både koncentrationen af penge og iværksættere er meget høj, er koncentrationen af de øvrige råvarer udover penge (advokater, rådgivere, bestyrelsesmedlemmer, udviklere, sælgere, PR-bureauer, marketingfolk osv.) som efterspørges tilsvarende høj. Priserne på “råvarerne” er skyhøje, men det skulle jo netop være med til at tiltrække den højeste kvalietet. Og hvad betyder priserne, hvis det kan medvirke til at skabe den næste unicorn?

## Forskellen i tal

De knap 9 millioner indbyggere i området omkring the San Francisco Bay, der udgør 26.390 kvadratkilometer, producerede i 2017 et BNP på 878 milliarder dollars. Danmark producerede med sine 5,8 millioner indbyggere fordelt på sine 43.094 kvadratkilometer (eksl. Grønland og Færørene) et BNP på 288 milliarder dollars. Det er tre gange så meget købekraft fordelt på det halve areal.

Uden for hoveddøren har Silicon Valley hele Califonien som sit umiddelbare opland. Her bor knap 40 millioner mennesker, der hovedsageligt taler engelsk og i gennemsnit har en indkomst, som er 35% højere end den danske. Et ganske attraktivt nærmarked.

## The unfair advantage

Umiddelbart udenfor Californien ligger Nordamerika, hvor der bor 580 millioner mennesker, der i det store hele også taler engelsk. En virksomhed, der starter i Silicon Valley, kan blive endog meget stor uden at bekymre sig stort om verden udenfor Nordamerika. En virksomhed, der starter i Danmark og alene driver sin virksomhed på dansk, har ikke tilnærmelsesvis samme vækstmuligheder.

# Sillicon Valleys store dilemma

![](https://hpbech.com/wp-content/uploads/Elizabeth-Holmes-Bloomberg-Front-Page.jpg)Når frygten for ikke at kommer med overstiger risikoen for at tage fejle eller blive snydt.

Historien om Theranos illustrerer på meget fin vis Sillicon Valleys store dilemma. Iværksætterprojekter, der ikke kræver ekstern funding, er per definition uinteressante. Virksomheder som Damgaard Data og Navision Software, der ikke krævede eller ønskede seed-, angel- eller ventureinvesteringer for at komme i gang og modnes, ville i Silicon Valley vel nærmest blive betragtet som forædderiske. For Silicon Valley filosofien har *tidlige* investeringer som sit kernekoncept. De store gevinster ligger i at komme tidligt med, så man kan få sine andele til lave valueringer. I dagens Silicon Valley ville virksomheder som Damgaard Data og Navision Software, da de først havde bevist deres evne til at få forhandlere og kunder, være blevet kimet ned dagligt af venture kapitalister, der mente at kunne accelerere væksten ved at hælde flere penge på maskinen.

I tilfældet Theranos var der da også trængsel ved lottomaskinen. Nogle få investorer var kommet med lige fra starten og med de lovende udsigter, som de Excel-baserede prognoser indikerede, var der kun meget få eller nærmset ingen reservationer hos nye investorer. Risikoen for ikke at komme med på succssen langt overskyggede den almindelige skepsis og forsigtighed, der bør kendetegne enhver investering. Elizabeth Holmes, Theranos’ grundlægger og CEO, afviste investorer, der ville have detaljer om teknologien, og de vilkår accepterede de. Hverken gamle eller nye investorer gennemførte en grundig due dilligence. Derfor kunne tabene blive så enorme så hurtigt.

Pengerigeligheden i Silicon Valley er et problem. De sidder for løst i lommen, og de er for nemme at få fat på. Det giver halvpsykopater gode vilkår og presser de mere jordbundne til at bruge flere penge, end de egentlig behøvede. For mange penge giver et enormt spild.

## Når man kun har en hammer ligner selv skruer søm

![](https://hpbech.com/wp-content/uploads/Business-Angel.png)

Hvis man lever af at investere penge i iværksættere, så møder man sjældent nogen, der ikke har behovet, men også kun sjældent nogen, der er egnet. Faktisk rammes man af en bias, der stammer fra, at man hovedsageligt opsøges af virksomheder, der ønsker penge, men som ikke lige passer ind konceptet eller henvender sig på et tidspunkt, hvor man ikke har kapacitet. Professionelle investorer siger nej 100 gange oftere, end de siger ja. Seed og venture kapital skal bruge projekter, der har et enormt og hurtigt realiserbart vækspotentiale. Det har de færreste, og derfor er der rift om dem, der har.

De virksomheder, der ikke kan finde investorer, er til gengæld overbeviste om, at der er pengemangel.

Formodningen om, at flere og billigere penge vil sikre flere virksomheder overlevelse, er udbredt. Jeg er ikke så sikker på, at teorien holder.

Silicon Valley er et moderne guldgraverfænomen med alle de fordele og ulemper, det indebærer. Målet er at blive mega rig ekstremt hurtigt, og mottoet er *Fake it till you make it*. For de, der ikke er med i tornadoens øje, kan fænomenet skabe en del knap så positive sideeffekter. Forskellen på rig og fattig er astronomisk. Det er tilsyneladende ikke altid det drypper på degnen, når det regner på præsten.

**Categories:** Globalisation, Society, Strategy

**Tags:** Damgaard Data

---

### [9 trin til et succesfuldt 2019](https://hpbech.com/da/9-trin-til-et-succesfuldt-2019/)

**Published:** January 1, 2019
**Author:** Hans Peter Bech

**Excerpt:** En af de allerstørste tidsbesparelse, jeg har opnået, stammer fra beslutningen om at indrette kontor hjemme. Udover en beparelse på 60.000 i årlig husleje, sparer jeg hver dag to gange 45 minutter til transport. Det svarer til 50 effektive arbejdsdage årligt.

**Content:**

---

> En af de allerstørste tidsbesparelse, jeg har opnået, stammer fra beslutningen om at indrette kontor hjemme. Udover en beparelse på 60.000 i årlig husleje, sparer jeg hver dag to gange 45 minutter til transport. Det svarer til 50 effektive arbejdsdage årligt.

---

Ved succes forstår jeg, at man når sine mål. Mål man selv har defineret. Du bestemmer derfor selv, om du har succes.

![](https://hpbech.com/wp-content/uploads/TBK-2019.png)

Så fik vi lige det sat på plads.

Jeg river altid et par dage ud af kalenderen i december for at tage et helikopterperspektiv på mine resultater, mål, prioriteter, adfærd og aktiviteter. Til det formål har jeg en proces med 9 trin og fire værktøjer. Værktøjerne er:

1. Et mindmap
2. Mit regnskab
3. Min forretningsmodel
4. Min kalender

Alle observationer, konklusioner og beslutninger dokumenterer jeg i et mindmap. Det muliggør, at jeg kan have overblikket over både den bagudrettede analyse, den fremadsrettede vurdering og den tilhørende plan på én enkelt side.

![](https://hpbech.com/wp-content/uploads/Mindmap-1024x382.jpg)Jeg benytter programmet [MindManager](https://www.mindjet.com/mindmanager/) fra firmaet Mindjet, men der er [mange andre alternativer](https://financesonline.com/mind-mapping/), der kan stort set det samme.

## Trin 1: Nuværende mål og resultater

Før man kigger fremad, er det en god ide at kigge bagud.

Hvilke mål satte jeg mig sidste gang, jeg var en tur i helikopteren (det var jeg i marts, juni og oktober 2018). Hvilke mål nåede jeg, og hvilke nåede jeg ikke? Hvorfor nåede jeg nogle men ikke andre? Kunne en ændret adfærd og en anden prioritering af aktiviterne have gjort en forskel?

Der er forhold i omgivelserne, som vi ikke har styr på, og som påvirker resultaterne. Men sjovt nok tilskriver man altid sin egen genialitet de mål, man nåede, mens man bruger ændringer i omgivelserne til at forklare afvigelserne fra de mål, man ikke nåede. Tager man fejl (og det gør man hele livet igennem), og påtager man sig ansvaret for dem, så kan man lære at blive bedre til at bedømme sine omgivelser og skønne, hvordan de vil udvikle sig. *Det er kun de fejl, man selv tager ansvaret for, som man kan lære af.* Derfor er det en god idé at påtage sig ansvaret for alle fejl. Man bliver bedre til at sætte mål og til at gribe ind tidligere, når man konstatere at retningen er forkert, og omstændighederne er skiftet.

Retrospektivt var der mål jeg nåede i 2018, og der var mål jeg ikke nåede. Efter analysen ved jeg mere om, hvor jeg for alvor tog fejl og hvor jeg var spot on.

## Trin 2: Nye mål

Med resultatanalysen i frisk erindring går jeg over til at formulere mine mål for 2019. Mange års øvelse har lært mig, at målene skal være SMARTe. Det vil sige Specifikke, Målbare, Avancerede (normalt står A for Accepterede, hvilket gælder for mål, man formulerer for andre, men i mit tilfælde bruger jeg A’et til at skubbe mig frem til at præstere noget, jeg ikke har gjort før), Realistiske (den er svær, men med øvelse bliver man bedre til at sætte overliggeren højt, men ikke alt for højt) og Tidssatte (hvornår skal målet været nået, og hvordan kan jeg løbende følge op på, at jeg er på rette spor?).

![](https://hpbech.com/wp-content/uploads/Business-vision-1024x572.png)Mål er ikke kun økonomiske mål. Langt fra. For mit eget vedkommende overhovedet ikke. For eksempel har jeg har et mål om at udgive 2 bøger i 2019 (der er to separate mål). Omkostningerne og tidsforbruget til research, skrivning, redaktion, produktion og markedsføring kan jeg ret nemt estimere. Men at gætte på, hvor mange eksemplarer de vil sælge, er helt umuligt. At gætte på hvor mange foredrag og workshops, de vil kaste af sig, er også helt umuligt. Så det bruger jeg ikke et eneste minut på. Jeg skal blot sørge for, at jeg allerede har økonomi til at dække de samlede omkostninger til at få de to bøger på gaden. I december 2019 vil jeg kunne erfare, hvordan markedet har taget imod bøgerne og bedre kunne vurdere, hvad de vil indbringe i 2020.

For 2019 har jeg sammenlagt formuleret 8 forretningsmæssige mål og 5 personlige mål. Dem skriver jeg ind i mit mindmap.

## Trin 3: Forretningsmodellen

Jeg bruger Alexander Osterwalder business model framework, så efter at have kigget bagud og fremad, tager jeg mit business model canvas (det er også et mindmap) frem og tjekker, om der skal justeres noget. Det skal der altid.

![](https://hpbech.com/wp-content/uploads/Business-Model-with-environment-1024x761.png)Først tager jeg en hurtig tur gennem The Business Model Environment (de fire områder, der omkranser modellen). Er der forhold i omgivelserne, der vil påvirke mig i 2019? Er der forhold, der udgør en trussel? Er der forhold, der åbner nye muligheder?

Hold da fast hvor er den analyse altid givende. Måske fordi jeg (næsten) udelukkende arbejder med IT-virksomheder, hvor udviklingen foregår med lynet hast.

Overordnet set er udviklingen i mine omgivelser meget befordrende for den type virksomhed, jeg driver. Truslerne er få og mulighederne nærmest ubegrænsede. Tag blot mine bøger, der sælger verden over. Udviklingen i IT-teknologien gør produktion og distribution stadig billigere. Det bliver nemmere og nemmere at finde kvalificerede freelance ressourser til de opgaver, jeg ikke selv kan påtage mig (redaktion, korrekturlæsning, illustrationer og ombrydning). Modsvarende bliver den løbende markedsføring sværere, fordi støjniveauet stiger, og de sociale medier ændrer deres algoritmer for at besværliggøre organisk deling (deres forretningsmodel er at tjene penge på, at jeg kommunikerer med mit netværk). Til gengæld lønner de mange år, jeg har [blogget](https://www.hpbech.dk/bloggen-fylder-10-ar-og-har-produceret-over-1-000-artikler/) om mine kerneemner, sig. En stigende mængde trafik kommer fra organisk søgning, ligesom jeg løbende får forbedret mine connections på LinkedIn, Twitter og Facebook, så de passer bedre med min primære målgruppe, der har været den samme i de seneste 15 år.

For femten år siden var mit hovedprodukt konsulentbistand. I dag er det (1) forfattervirksomhed, (2) foredrag og (3) workshops. Det har betydet løbende justeringer i min forretningsmodel og krævet, at jeg lærte nye discipliner og knyttede nye partnerskaber. For 2019 indebærer mine vigtigste mål, at jeg kun kan afsætte meget få dage til konsulentbistand, så jeg har besluttet, hvilke typer opgaver jeg vil påtage mig, samt nøje beskrevet hvilke betingelser jeg kan tilbyde. Denne forhåndsanalyse gør det både nemmere og hurtigere at respondere på henvendelser.

[Hvis du endnu ikke har gennemført en analyse din egen eller dit firmas business model , så har Alexander Osterwalder udviklet en række glimrende værkstøjer, der kan hjælpe.](https://www.stattys.com/strategy/business-model-generation.html)

Jeg vedligeholder og dokumenterer min forretningsmodel i et separat mindmap, som jeg linker til fra min 2019 plan. Du kan også bruge [Strategyzer](https://strategyzer.com), som er Alexander Osterwalders værktøj.

## Trin 4: Hvad skal der gøres mere af, og hvad skal der gøres mindre af?

Som det også fremgår af Alexander Osterwalders business model framework, så er det aktiviteter, der fører til resultater. At lære hvordan de relationer ser ud og virker, er nøglen til al succes. Med mine mål og KPI’er defineret, kan jeg nu overveje hvilke aktiviteter, der skal sikre, at mine ambitioner for 2019 indfries. Jeg har lært, at tre simple spørgsmål kan hjælpe med processen:

- Hvad skal jeg holde op med?
- Hvad skal jeg gøre mere af (herunder nye aktiviteter)?
- Hvad skal jeg gøre mindre af?

Der er nogle aktiviteter, der er mere resultatnære end andre.

![](https://www.hpbech.dk/wp-content/Going-Global-Bookcover-2018-480x580.png)

Et af mine mål er som sagt at skrive to bøger i 2019. Den ene er jeg i fuld gang med, og jeg ved præcis hvilke aktiviteter, der skal sikre, at den kan udkomme på en bestemt dato. Den anden er kun på idéstadiet, men jeg har skrevet bøger nok til at vide, hvad der skal til for at få den udgivet i 2019. På dette område er der meget tæt sammenhæng mellem aktiviteter og mål, også fordi jeg i det store hele har fuld kontrol over processen.

Jeg har også et mål om at skulle afsætte et vis antal eksemplarer af de bøger, jeg allerede har skrevet. Her er relationen mellem aktiviteter og målopfyldelse langt vanskeligere at bestemme. Set i bakspejlet er det noget nær umuligt at aflæse, hvad der fører til køb af mine bøger. Jeg har nogle idéer om, hvordan relationen virker, og hvilke aktiviteter der bedst stimulerer AIDA processsen (Awareness -> Interest -> Desire -> Action). I 2019 vil jeg teste nogle nye idéer, jeg har til at nå det mål.

## Trin 5: Gøre selv eller outsource?

En af de helt store fordele ved at drive en lille butik som min er, at jeg er helt tæt på de aktiviteter, der påvirker målopfyldelsen. Men der er aktiviteter, som jeg ikke kan udføre, og så er der dem, jeg ikke gider udføre.

I mine mange år som selvstændig har jeg opbygget et netværk af dygtige freelancere, der hjælper med aktiviteter, jeg har besluttet ikke selv at udføre. Det er webdesign og vedligeholdelse, redaktion af bøger og andre publikationer, korrekturlæsning, grafisk arbejde herunder opsætning af publikationer og kommunikation med præliminære kundeemner.

Tidligere outsourcede jeg også regnskab, men med udviklingen i [IT-værktøjer til automatisering af bogholderiet](https://www.hpbech.dk/en-beretning-fra-den-kommende-revolution-i-bogholderiet/), er tidsforbruget nedbragt til at par timer om måneden. Desuden er det er en aktivitet, jeg synes er sjov. På den måde er regnskabet altid up-to-date, og jeg har det fulde overblik.

## Trin 6: Kalenderen

Nu kommer det svære.

![](https://hpbech.com/wp-content/uploads/Weekly-calendar.png)

Aktiviteter tager tid, og tid er den mest demokratisk fordelte ressource vi har. 24 timer i døgnet, 7 dage om ugen til os alle sammen. Alting tager tid, og tid er den absolut knappeste ressource, jeg har. Hvis du kan lære at bruge din tid på at nå dine mål (som du selv har sat), vil du kunne udføre mirakler. Min erfaring er, at det ikke nytter blot at tælle timer. Gør man det, vil man overvurdere, hvor meget tid man faktisk har til rådighed og undervurdere, hvor meget tid man bruger (eller spilder?) på aktiviteter, der har taget magten fra én. Det virker meget bedre at indsætte tidsblokke i kalenderen, for så tvinger du dig selv til:

- At forholde dig til præcist, hvilke aktiviteter du vil bruge din sparsomme tid på
- Hvilke mål aktiviterne er relateret til
- Hvor meget tid der skal afsættes
- Hvornår det skal finde sted

Selvom man blokerer tider i sin kalender, betyder det ikke, at de ikke kan flyttes rundt, men det er en sund læreproces, og det tvinger dig til at overveje, om du nu også vil flytte en aktivitet til fordel for en anden, hvor den oprindelige aktivitet så skal flyttes hen, og om du har under/overvurderet tidsforbruget til aktiviteter. Jeg har min kalender booket helt ud en måned frem, og hver mandag formiddag booker jeg en uge mere.

Fra mine mange år i business må jeg konstatere, at de fleste er fanget i dette spind:

- De overvurderer, hvor meget tid de har til rådighed
- De undervurderer, hvor langt tid ting tager (ting tager tid)
- De undervurderer, hvor lang tid omgivelserne er om at reagere på deres aktiviteter

Resultatet af denne “reality distortion” er, at de fleste planer ikke bliver gennemført til tiden, og at mål og budgetter ikke nås.

Kalenderøvelsen hjælper mig med at mindske afstanden mellem mine ambitioner og virkeligheden. På den måde har jeg nået mål, jeg ikke i min vildeste fantasi havde troet mulige blot nogle får år tidligere.

## Trin 7: Værktøjer

Udover de aktiviteter, som jeg har outsourced til en række freelancere, så er mine aktiviteter tæt knyttet til min person. Hvis jeg ønsker at nå mere på kortere tid (og det gør jeg!), så må jeg udover at justere min adfærd også lære at bruge nye værktøjer.

Indenfor mit område er der sket ikke mindre end en revolution i udviklingen af værktøjer til forbedring af produktiviteten.

En af de allerstørste tidsbesparelse, jeg har opnået, stammer fra beslutningen om at indrette kontor hjemme. Tidligere havde jeg kontor i Hellerup og senere på Strandvejen i Klampenborg. Udover en beparelse på 60.000 i årlig husleje, sparer jeg hver dag to gange 45 minutter til transport. Det svarer til 50 effektive arbejdsdage årligt.

Et ligeså stor tidsbesparelse er opnået ved at være nærmest hysterisk nærig med fysiske møder. Hvis jeg skal ud af huset og holde et møde på blot en time, så går der nemt en halv dag med det. Fysiske møder er reserveret til aktiviteter med meget høj priotitet.

![](https://hpbech.com/wp-content/uploads/Collaboration.png)

Heldigvis har teknologien overflødiggjort langt de fleste af den type møder, som jeg skal afholde. Et godt eksempel herpå er løsningen af en opgave for en stor amerikansk virksomhed, som jeg gennemførte op til jul. De ønskede at få et par friske øjne til at udføre et sundhedstjek på deres forhandleraktiviteter. Jeg gennemfører mange sundhedstjek på forskellige forretningsområder og har udviklet en proces, der ikke kræver, at vi mødes fysisk. Vi bruger i stedet webmøder, hvor vi deler skærme og diskutere de forhold, som vi har valgt at fokusere på. Opgaven for amerikanerne, der tog et par måneder, involverede personer, der fysisk befandt sig i Europa og i forskellige tidszoner i USA. Hvis møderne skulle have været fysiske, ville prisen for min deltagelse have været markant højere, min klients interne omkostninger ville have været meget højere og logistikken omkring projektet noget nær umulig.

Det er ikke alle møder, der kan erstattes af webmøder, og der går da også altid noget tabt, når man ikke sidder ansigt til ansigt. Men besparelsen i tid og penge gør, at det med en ændring i forberedelsen og mødestyringen, godt kan svare sig at omlægge mange fysiske møder til webmøder.

På samme måde anvender jeg web-baserede collaboration-værktøjer som Basecamp, Trello og Jive samt fildeling via OneDrive, GoogleDocs, Dropbox eller iCloud. Min første bog skrev jeg i Microsoft Word, mens alle bøger herefter er skrevet i [Scrivener](https://www.literatureandlatte.com/scrivener/overview). Litteraturhenvisninger håndterer jeg i programmet Endnote. [TextExpander](https://textexpander.com/download/) og [SaneBox](https://www.sanebox.com) sparer mig mange timer hver eneste uge.

Efterhånden som de fleste IT-værktøjer lanceres i cloud-baseret SaaS format tilbydes også faciliteter til samarbejde over nettet inde i selve applikationen.

## Trin 8: Budgettet

![Budgettet er planens økonomiske repræsentation.](https://hpbech.com/wp-content/uploads/Budget-icon.jpg)Budgettet er planens økonomiske repræsentation.

Planlægningsprocessen foregår ikke lineært. Tværtimod cykler jeg frem og tilbage indtil hele planen er i balance. Det begynder nemlig altid med, at jeg vil meget mere, end hvad min tid tillader. Herudover dukker der også forhold op undervejs, der har betydning for situationsanalysen, og som så igen påvirker de efterfølgende trin.

Efter et par forløb op og ned gennem de første syv trin kommer der konsistens i modellen, og som sideprodukt får jeg budgettet for 2019.

[Budgettet](https://tbkconsult.com/product/ebook-strategic-planning-and-budgeting-for-software-vendors/) er i realiteten blot planens økonomiske repræsentation. Ved at vente med budgettet til sidst, opnår man en bedre dokumentation af forudsætningerne. Jeg har deltaget i mange business reviews, hvor vi skulle drøfte afvigelser fra budgettet, og hvor netop den manglende dokumentation af forudsætningerne gjorde diskusssionerne meningsløse.

## Trin 9: Opfølgningen

![](https://hpbech.com/wp-content/uploads/7-steps-simple.jpg)

Ingen planer overlever mødet med virkeligheden. Planer, der ligger i skuffen og sjældent ser dagens lys, kommer længere og længere væk. Jeg vil vove den påstand, at den primære hovedkilde til planers afvigelser er vores manglende evne til at få gjort det, vi satte os for. Dernæst at vi fejlvurderede hvilken effekt vores aktiviteter ville få på målopfyldelsen. På trejdepladsen kommer uforudsete ændringer i vores omgivelser, hvor vi også må tage ansvaret for at have skønnet forkert. Kun ved at følge op regelmæssigt (jeg følger op en gang om ugen) kan vi holde snuden i sporet, sikre at vi når de fleste af vores mål og lære af forløbet.

## Hvor lang tid tager det?

Den beskrevne proces tager 2 dage i henholdsvis december og juni, en halv dag i marts og oktober samt en time hver uge. Hvis der sker større ting, afsætter jeg en ekstra halv dag til at få overvejet, revideret og dokumenteret en ny version af planen.

God fornøjelse og Godt Nytår.

**Categories:** Globalisation, Strategy

**Tags:** Alexander Osterwalder, business model

---

### [Bad Blood: Secrets and Lies in a Silicon Valley Startup](https://hpbech.com/da/bad-blood-secrets-and-lies-in-a-silicon-valley-startup/)

**Published:** December 4, 2018
**Author:** Hans Peter Bech

**Excerpt:** Havde Bad Blood været fiktion, ville mange læsere havde dømt plottet for urealistisk. At narre så mange prominente mennesker så længe ville ikke kunne ske i virkeligheden.
Men det gjorde det.

**Content:**

---

> Havde Bad Blood været fiktion, ville mange læsere havde dømt plottet for urealistisk. At narre så mange prominente mennesker så længe ville ikke kunne ske i virkeligheden.
> 
> Men det gjorde det.

---

En af grundene til, at jeg ikke læser så mange fiktive spændingsromaner, er, at der skrives bøger som [*Bad Blood: Secrets and Lies in a Silicon Valley Startup*](https://www.amazon.com/Bad-Blood-Secrets-Silicon-Startup-ebook/dp/B078VW3VM7). Igen og igen overgår virkeligheden fantasien. Havde *Bad* *Blood* været fiktion, ville mange læsere havde dømt plottet for urealistisk. At narre så mange kendte og (formentlig) intelligente mennesker så længe ville ikke kunne ske i virkeligheden.

Men det gjorde det – ved højlys dag.
Og det er ikke sidste gang, det kommer til at ske.

[![](https://hpbech.com/wp-content/uploads/Theranos-office-sign.jpg)](https://hpbech.com/wp-content/uploads/Theranos-office-sign.jpg)

*Bad* *Blood* er historien om [Theranos](https://en.wikipedia.org/wiki/Theranos), et Silicon Valley startup, hvis karismatiske kvindelige grundlægger [Elizabeth Holmes](https://en.wikipedia.org/wiki/Elizabeth_Holmes) på 15 år nåede at rejse tæt på en milliard dollars fra prominente investorer inklusive Rupert Murdoch, fik navne som Henry Kissinger i sin bestyrelse, blev udnævnt til Ambassadør for Globalt Iværksætteri af præsident Obama, før The Wall Street Journal med [dybdeborende journalistik](https://www.wsj.com/articles/theranos-has-struggled-with-blood-tests-1444881901) fik sat en proces i gang, der endte med at dokumentere, at det hele ikke alene byggede på løgn, falskneri, bøllemetoder og bedrageri, men også bragte menneskeliv i fare.

# Hvordan kunne det ske?

Det kunne det, fordi Theranos havde alle de rigtige attributter, som Silicon Valley og alle andre iværksættermiljøer for den sags skyld elsker og kontant leder efter med lys og lygte.

## Disruption er kodeordet

[![](https://hpbech.com/wp-content/uploads/Tornado-firendly.jpg)](https://hpbech.com/wp-content/uploads/Tornado-firendly.jpg)

En god Silicon Valley idé skal helst være [disruptiv](https://en.wikipedia.org/wiki/The_Innovator%27s_Dilemma). Det vil sige, at den skal trække tæppet væk under en allerede etableret industri. En disruptiv idé har set med investorøjne flere attraktive egenskaber:

1. Den løser et allerede erkendt behov
2. Den tilbyder et overlegent pris/ydelsesforhold
3. Den henvender sig til et enormt marked
4. Den kan via et markant bedre pris/ydelsesforhold udbredes meget hurtigt.
5. Den der kommer først rydder ofte bordet

Idéer der har disruptionpotentiale har øjeblikkeligt venturekapitalisternes opmærksomhed. Fordi der er langt imellem, at de opstår, og fordi de skal kompensere for alle de investeringer, der går galt. De sidste er der også i Silicon Vally langt flest af.

## Red verden

[![](https://hpbech.com/wp-content/uploads/save_the_world.png)](https://hpbech.com/wp-content/uploads/save_the_world.png)

Har en idé både potentialet til at underminere en hel industri og samtidigt løse en humanitær opgave, er der ingen grænser for hvilken opmærksomhed, den kan tiltrække.

Silicon Valley er vuggen for store kommercielle successer, hvis bidrag til menneskeheden kan ligge på et lille sted. Google, Facebook, Twitter, AirBnB og Uber er gode eksempler herpå.

Derfor er der altid efterspørgsel efter noget, der både kan kaste store overskud af sig og uomtvisteligt gavne menneskeheden. Dem er der langt imellem, så når der endelig dukker en op, bliver opmærksomheden skærpet.

## En kvinde i toppen

Silicon Valley har med god grund ry for at være en mandsdomineret verden. Det passer ikke godt med dens egen liberale selvforståelse. Hvis de kreative markedskræfter gives frit spil, skulle det gerne udmønte sig i mangfoldighed og komme hele samfundet til gode. Det gør det bare ikke.

En stor forretningsidé, der kommer fra en ung kvinde, er derfor i udgangspunktet særlig interessant.

## Større end gud

[![](https://hpbech.com/wp-content/uploads/Steve-Jobs.jpg)](https://hpbech.com/wp-content/uploads/Steve-Jobs.jpg)

Iværksættermyterne bæres frem af karismatiske personligheder, der evnede at tænke ikke blot stort men gigantisk. Med jernvilje og stædighed trodsede de al modgang, al modvilje og al modstand for til sidst at sejre, ændre verden og blive så rige, at de ikke behøvede at arbejde i tusind år.

Personer som Bill Gates, Elon Musk, Richard Branson og især Steve Jobs er forbillederne. De er superintelligente og evner ikke blot at se ind i fremtiden, næh de skaber den selv.

At spotte dem, inden de bliver store, er udfordringen og opgaven. Lykkes det, kan man investere tidligt og få del i helt vanvittigt attraktive afkast. Gode indikationer er personernes evne til at tænke meget stort og deres helt enestående evne til at præsentere ideen, så den er nem at forstå. Hvis andre omtaler personen positivt, og man kan kan læse om vedkommende i de store blade og på anerkendte blogs, så er det også både nemmere og hurtigere selv at nå til samme konklusion.

## Start with why

[![](https://hpbech.com/wp-content/uploads/Start-with-why-and-coffee.jpg)](https://hpbech.com/wp-content/uploads/Start-with-why-and-coffee.jpg)

Hvis noget skal være gigantisk, så skal det vedkomme milliarder af mennesker. Det skal være drevet af et højere formål end blot at tjene penge. Det skal være bæredygtigt. Der skal naturligvis bruges mange penge på at realisere visionen, men det at tjene penge til sig selv kommer i anden række. Det er formålet, visionen, missionen og det store “[WHY](https://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action?language=en)?” der driver personen og projektet.

**Formlen er:** Først skal man identificere det altruistiske WHY. Det skal helst være noget der uomtvisteligt gavner menneskeheden. Herefter skal man hurtigt og letforståeligt kunne forklare sit HOW, altså hvordan man leverer den store vision. Og først derefter skal man forklare sit WHAT, som er det produkt eller den ydelse, man reelt leverer.

# Theranos havde det hele

[![](https://hpbech.com/wp-content/uploads/elizabeth-holmes-Forbes.jpg)](https://hpbech.com/wp-content/uploads/elizabeth-holmes-Forbes.jpg)

Da den meget flittige, begavede og velformulerede 19-årige Elizabeth Holmes i efteråret 2003 besluttede at droppe ud af sit studie på Standford Universitetet, var det fordi hun under et ophold i Singapore tidligere på året havde arbejdet med at analysere prøver fra potentialle SARS-ofre. Det var en besværlig, langsommelig og dyr affære. Det måtte kunne gøres hurtigere, nemmere og billigere.

På samme måde som det havde været muligt at få store computere nedskaleret til mikroprocessorer, der både fyldte og kostede en brøkdel, måtte det også være muligt at udvikle analyseapparater, der kun krævede en meget lille mængde input og samtidigt kunne udføre mange flere analyser på en gang. Ved at sammenkoble en række teknologier udviklede Elizabeth Holmes sin idé til et meget lille apparat, der ved hjælp af et par dråber blod fra kun et prik i fingeren ville være i stand til hurtigt at foretage en lang række analyser. Hun viste sin professor, i hvis laboratorium hun var studentermedhjælper, sine notater. Han var behørigt benovet. Benovet over hendes ambition, energi, initiativ og evne til at overskue flere teknologier. Selve apparatet lå udenfor hans fagområde, men Elizabeth var i særklasse en usædvanlig student.

Med en konceptbeskrivelse på 25 sider, der omfattede et apparatet, som skulle ud i alle hjem og medvirke til hurtigere at diagnostisere sygdomme og dermed redde menneskeliv, fik hun via familiemedlemmer og venner kontakt til velhavende investorer, der sammenlagt skød et par millioner dollars i projektet. Og da tekonologimagasinet Red Herring i slutningen af 2005 tildelte virksomheden, der nu hed Theranos, titlen *The Hottest Startup in The Valley* var vejen banet til et af dette århundredes største svindelnumre.

## Stålsat, kompromisløs og godkendt

At Elizabeth var stålsat og kompromisløs i sin mission for med sit apparat at ville redde menneskeheden blev set som et af to afgørende forhold for de mennesker, det lykkedes hende at vinde for sin sag. Det andet forhold var, at nogen før dem allerede havde sagt god for hende og projektet.

[![](https://hpbech.com/wp-content/uploads/Larry-Ellison.jpg)](https://hpbech.com/wp-content/uploads/Larry-Ellison.jpg)Larry Ellison, stifter af Oracle

Stort set ingen kunne gennemskue, om det også var realistisk at udvikle et sådant apparat, men da først professoren havde sagt god for hende (han blev tilknyttet Theranos som konsulent og fik et vederlag på 1/2 million dollars om året), og de første kendte investorer, herunder Larry Ellison fra Oracle, havde lagt deres penge på bordet, så måtte der da være noget om snakken.

Trin for trin fik Elizabeth via sit netværk kontakt til mere kendte personer, der igen gav kontakt til endnu mere kendte personer, der til sidst førte til en ærespost som Ambassadør for Globalt Iværksætteri hos præsident Obama. Da hendes bestyrelse bestod af folk som Henry Kissinger, James Mattis, Bill Perry, George Shultz, Dick Kovacevich, Riley Bechtel og Gary Roughead var hun en af USAs mest velconnectede iværksættere.

## Anerkendelsens logik

[![](https://hpbech.com/wp-content/uploads/elizabeth-holmes-front-page.jpg)](https://hpbech.com/wp-content/uploads/elizabeth-holmes-front-page.jpg)

Det ene magasin efter det andet kronede hende til årets iværksætter og hurtigt blev hun fast inventar på talerlisten ved de store tech-konferencer. Her talte hun om sine visioner (sit WHY) mere end om sine produkter og sin teknologi (sine WHATs), og det var jo også det, tilhørene kom for at opleve.

På samme måde som hun fik tilført sig selv og sin virksomhed opmærksomhed og anerkendelse, stod investorerne nærmest i kø for at komme med på vognen. Frygten for ikke at komme med på eventyret oversteg langt risikoen for, at projektet ikke ville lykkedes.

## Den geniale forretningsmodel

Et lille billigt apparat, der kan udføre 240 tests på blot et par dråber blod fra en finger og levere resultaterne markant hurtigere end eksisterende metoder, kan finde anvendelse i talrige sammenhænge. Men at det skulle være supermarkeder som Safeway og drogstores som Walgreens, der blev sat ind i forretningsmodellen var intet mindre end en genistreg.

[![](https://hpbech.com/wp-content/uploads/walgreens-logo.png)](https://hpbech.com/wp-content/uploads/walgreens-logo.png)

Safeway og Walgreens var detailhandelskæder udsat for stort pres, og de ledte med lys og lygte efter innovative metoder til at kunne hamle op med den stigede konkurrence fra ikke mindst ehandelen. Ved at indrette blodprøvetagningsfaciliteter i deres forretninger, kunne de tilbyde kunderne en livsvigtig service, der i sig selv kunne være indtægtsgivende, men som også ville tiltrække nye kunder. Samtidigt var Safeway og Walgreens kendte navne og i stand til at lægge meget store beløb på bordet for at få rettighederne til at anvende Theranos teknologi. Walgreen betalte således en innovation fee på $100 millioner samt ydede et lån på $40 millioner, mod at Theranos til gengæld forpligtede sig til at levere et antal apparater (der langt fra var færdigudviklede) på en bestemt dato.

[![](https://hpbech.com/wp-content/uploads/US-Army.jpg)](https://hpbech.com/wp-content/uploads/US-Army.jpg)

Via sine relationer med de højest rangerende generaler og admiraler i det amerikanske forsvar fik Elizabeth Holmes skabt interesse for sit apparat til indsats i felten. Selv om der blev lagt pres på fra oven, lykkedes det dog aldrig Theranos at få indgået en aftale med USAs væbnede styrker. De personer, der skulle validere hendes teknologi, gennemskuede manglen på substans og trådte på bremsen. Da der sad så mange generaler og admiraler i bestyrelsen for Theranos, troede alle andre imidlertid, at sådanne aftaler allerede fandtes.

# Korthuset ramler

Ligeså visionær, charmerende og veltalende som Elizabeth Holmes var udadtil, ligeså diktatorisk, uempatisk, humørsyg, intrigant, paranoid og nådesløs var hun indatil. Selvom hendes apparat teknisk set ikke var muligt at udvikle, så gjorde hendes ledelsesfacon det helt umuligt at nå bare tilnærmelsesvis et stykke af vejen (da korthuset ramlede kunne apparatet udføre 15 af de 240 tests, som virksomheden påpstod at kunne klare). For at holde skibet flydende valgte hun i stedet at lyve og snyde.

[![](https://hpbech.com/wp-content/uploads/Theranos-minilab.png)](https://hpbech.com/wp-content/uploads/Theranos-minilab.png)

Mens hun på den ene side investerede enorme mængder af tid på at udbygge sit offentlige image som wonderwoman, brugte hun med hjælp fra et af USA’s mest velrenomerede advokatfirmaer stort set al sin øvrige tid på at bygge vandtætte skodder i sin egen organisation og til investorerne, så ingen andre end hun selv og hendes kæreste (der også var firmaets Chief Operating Officer) havde det fulde overblik. Begrundet med nødvendigheden af skulle beskytte virksomhedens forretningshemmeligheder, lykkedes det hende, at holde alle andre interessenter uvidende om, at hendes apparat ikke fungerede, og at det var helt uvist, hvor langt tid det ville tage, og hvor mange penge det ville koste at nå i mål.

Med en skyhøj personaleomsætning vil det per definition på et eller andet tidspunkt føre til problemer, og det er da også en whistleblower blandt de tidligere medarbejdere, der slår de første sprækker i lakken.

# Artiklen i The Wall Street Journal

[![](https://hpbech.com/wp-content/uploads/WSJ-02-2015.png)](https://hpbech.com/wp-content/uploads/WSJ-02-2015.png)

[Artiklen om Theranos](https://www.wsj.com/articles/theranos-has-struggled-with-blood-tests-1444881901), der bringes i The Wall Street Journal den 16. oktober 2015, har været meget længe undervejs. Journalisten, John Carreyrou, der også er bogens forfatter, fik første gang nys om problemerne i februar samme år. Udover en meget grundig research, skal han og the WSJ imidlertid bruge ikke så lidt tid på at kæmpe med Theranos’ advokater, der sætter alle sejl til for at få bremset hans arbejde og forhindret hans artikel. Alene den del af bogen er en nervepirrende beskrivelse af, hvordan det kan forløbe, hvis man vil drive forretning i USA. Det er ikke for sarte sjæle og kan kræve meget dybe lommer, også når man har sandheden på sin side.

Resten af historien og mange flere detaljer kan du finde i John Carreyrou fantastiske bog. Den er meget grundigt researchet, velskrevet og omhandler begivenheder, man ikke i sin vildeste fantasi kan forstille sig forekommer i virkeligheden.

Men det gør de altså. Igen og igen.

# Bad Blood: Secrets and Lies in a Silicon Valley Startup

[![](https://hpbech.com/wp-content/uploads/Bad-blood.jpg)](https://hpbech.com/wp-content/uploads/Bad-blood.jpg)

**Titel:** Bad Blood: Secrets and Lies in a Silicon Valley Startup
**Antal sider:** 532
**Forfattere:** John Carreyrou
**Forlag:** Knopf
**Udgivelsesdato:** 21. maj 2018
**Priser:** [$15,21 som ebog eller $13,51 som gammeldags papirbog.](https://www.amazon.com/Bad-Blood-Secrets-Silicon-Startup/dp/152473165X)
**Anbefaling:** Kan varmt anbefales til alle med interesse for iværksætteri og erhvervsforhold.
**Anmeldelser:** Bogen har fået over 1.000 gode læseranmeldelser.

**Categories:** Book reviews, Globalisation, Society, Strategy

---

### [Danmarks bedst dokumenterede iværksætterhistorie](https://hpbech.com/da/danmarks-bedst-dokumenterede-ivaerksaetterhistorie/)

**Published:** October 25, 2018
**Author:** Hans Peter Bech

**Excerpt:** Der var mange andre der startede tilsvarende virksomheder i 1980'eren, som aldrig kom udover rampen. Hvorfor gjorde Damgaard Data og Navision Software?

**Content:**

---

> Der var mange andre der startede tilsvarende virksomheder i 1980’eren, som aldrig kom udover rampen. Hvorfor gjorde Damgaard Data og Navision Software?

---

[![](https://hpbech.com/wp-content/uploads/For-og-nu-PD-og-EB-Borsen-2017.png)](https://hpbech.com/wp-content/uploads/For-og-nu-PD-og-EB-Borsen-2017.png)Erik (t.v) og Preben Damgaard anno 2017 
og ultimo 1980’erne. Foto: Børsen

Historien om hvordan brødrene Erik og Preben Damgaard startede deres lille softwarefirma i kælderen under forældrenes hus og på 18 år skabte en virksomhed, som Microsoft betalte over 10 millarder for, er med bogen *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344)*, ifølge læserne, blevet Danmarks bedst dokumenterede iværksætterhistorie.

Erik Damgaard fik idéen til Danmax fra HERA-SOFT. Hans mor hjalp ham med at forstå, hvordan en bogholder arbejdede i 1980’erne, da de fleste endnu ikke havde fået EDB. Kun en uge efter lanceringen på Kontor&Data i 1984 havde han og Preben solgt 40 pakker til kr. 14.700 per styk. Det svarer til over 1 million i dagens priser.

Det kan man vel godt kalde “hole in one”!

*Fra Damgaard til Microsoft*, der i juni i år kom på engelsk med titlen [*5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA,*](https://bogreolen.dk/5460-miles-from-silicon-valley_hans-peter-bech_9788793116351) beskriver udviklingen i IT-industrien fra midten af 1980’erne og frem til starten af dette århundrede, hvor dotcom.boblen eksploderede og påførte investorer nogle af verdenshistoriens største tab. Hvis vi synes, at den teknologiske udvikling i dag løber stærkere end nogensinde, så erindrer bogen om, at denne udvikling startede allerede for over fyrre år siden.

[![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2-300x122.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)Damgaard fusionerede i 2000 med Navision Software og blev til NavisionDamgaard. I foråret 2001 skiftede virksomheden navn til blot Navision.

Det var under særdeles omskiftelige industri- og markedsforhold, at Damgaard Data og deres danske konkurrent Navision Software startede og opbyggede deres virksomheder. De udviklede stort set de samme produkter til de samme kunder, men greb det meget forskelligt an. Bogen fortæller hvordan, og hvilke resultater det gav.

Vejen fra den spæde start i 1984 og til at Microsoft lagde de 10 milliarder på bordet, var lang og kringlet for begge virksomheder. Der var mange andre der startede tilsvarende virksomheder i 1980’eren, som aldrig kom udover rampen. Hvorfor gjorde Damgaard Data og Navision Software?

**Categories:** Book reviews, Business development, Globalisation, Strategy

**Tags:** 5460 Miles from Silicon Valley, Damgaard Data, Erik Damgaard

---

### [Den helt specielle bog som kalender-, jule- og mandelgave](https://hpbech.com/da/den-helt-specielle-bog-som-kalender-jule-og-mandelgave/)

**Published:** November 8, 2018
**Author:** Hans Peter Bech

**Content:**

---

[![](https://hpbech.com/wp-content/uploads/Hillerod-Bibliotek_lounge_kvadrat.jpg)](https://hpbech.com/wp-content/uploads/Hillerod-Bibliotek_lounge_kvadrat.jpg)

Lokale forfattere holder **decemberudsalg** samt dedikerer og signerer deres bøger på

**Hillerød Bibliotek**
[Christiansgade 1](https://maps.apple.com/place?address=Christiansgade%201%2C%203400%20Hillerød%2C%20Denmark&auid=743985974703135462&ll=55.92774%2C12.29774&q=Hillerod%20Bibliotek%20Ekspeditionen)
3400 Hillerød

[Torsdag den 6. december 2018, kl. 17-18](https://www.facebook.com/events/2255327491418508/)

```
Bøger for børn, unge og voksne.Romaner, krimier, fagbøger, biografier, tegneserier, børnebøger, og historie.Bøger om sport, Hillerød, erhvervslivet, spænding, romancer, vikinger, kæledyr og meget andet.
```

# Deltagende forfattere:

---

[![](https://hpbech.com/wp-content/uploads/Birgitte_Bregnedal-square.jpg)](https://hpbech.com/wp-content/uploads/Birgitte_Bregnedal-square.jpg)Birgitte Bregnedal

Nærvær, venskab og forståelse for andre er nogle af nøgleordene i **[Birgitte Bregnedal](https://danskforfatterforening.dk/birgitte-bregnedal-4491/)s** børnebøger, som bestemt også giver stof til eftertanke hos højtlæsende forældre.

*Drømme & Driblinger* er en prisbelønnet fodboldserie om et drengehold fra Kystby. Her er fokus på fællesskab og forskelligheder.

*Udenfor United* er en humoristisk og rørende roman om en flok outsidere, der starter et fodboldhold. Bogen er for unge og voksne, der ellers ikke læser mange bøger.

*Gry & Gloria* er en hesteserie om pigen Gry og hendes pony Gloria.

---

[![](https://hpbech.com/wp-content/uploads/elisabeth_lyneborg-Square.jpg)](https://hpbech.com/wp-content/uploads/elisabeth_lyneborg-Square.jpg)Elisabeth Lyneborg

**[Elisabeth Lyneborg](http://bibliografi.dk/content.php?page=author&value=13561http://bibliografi.dk/content.php?page=author&value=13561),** tidligere præst i Folkekirken, debuterede som forfatter i 1979 med den humoris-tiske roman *Præster er osse mennesker.* Siden er det blevet til 27 bøger indenfor genrene biografier, skønlitterære og historiske romaner, samt børne- og ungdombøger.

Hendes seneste to bøger er den lille underholdende gyserroman *Huset der ikke kunne glemme*, og den dokumentariske roman *Karen Jeppe – at tænde lys i mørket,* der handler om en dansk kvindes fantastiske indsats under den 1. verdenkrig, hvor hun hjalp armenierne under et folkemord, der kostede på 1½ mill. mennesker livet.

---

[![](https://hpbech.com/wp-content/uploads/henrik_nilaus-square.jpg)](https://hpbech.com/wp-content/uploads/henrik_nilaus-square.jpg)Henrik Nilaus

[**Henrik Nilaus**](https://danskforfatterforening.dk/henrik-nilaus-2103/) skriver bøger for børn og unge med noget på hjerte.

Bøgerne rummer både dystre atom-dystopier, knugende skildringer af mobning og dens konsekvenser og humoristiske detektivromaner.

Her er barnet eller den unge i centrum for fortællingen. Forfatteren skildrer med indlevelse, alvor og humor den vanskelige overgang fra barndom til ungdom. Den tid hvor piger får bryster, identiteter dannes, venskaber sættes på prøve og forældre er mere pinlige, end man nogensinde kunne forestille sig.

---

[![](https://hpbech.com/wp-content/uploads/tatiana_goldberg-square.jpg)](https://hpbech.com/wp-content/uploads/tatiana_goldberg-square.jpg)Tatiana Goldberg

[**Tatiana Goldberg**](https://www.facebook.com/tatiana.goldberg) har tegnet, siden hun kunne holde en blyant.

Hun laver tegneserier og har qua sin baggrund som autoriseret psykolog specialiseret sig i psykologiske virkemidler i det visuelle udtryk.

Hendes seneste tegneserieprojekt *Kijara* foregår i en slags parallelversion af et moderne Europa, som er samlet i én union under ét flag. Det er en verden, hvor tilretning af ufødte børns DNA er hverdag, designerbørn skabes, og der eksperimenteres med at fremme særlige evner hos mennesker.

---

[![](https://hpbech.com/wp-content/uploads/Louise_colding_soerensen-square.jpg)](https://hpbech.com/wp-content/uploads/Louise_colding_soerensen-square.jpg)Louise Colding

Den store kriger Roar Eskildssøn er opsat på at vende tilbage til sin fars borg for at overtage høvdingesædet efter sin storebror. Roar har været på togter i over fem år, og har samlet ny viden, rigdomme og krigere. På et togt beslutter han sig for, at tage en viv med hjem.

**Louise Colding** skriver kærlighedsromaner, der foregår i vikingetiden og “Med fjenden i hjertet” er hendes debutroman. Hun er overbevist om, at kærlighed har været en livsvigtig faktor til alle tider. Louise Coldings næste roman forventes at udkomme efter jul.

---

[![](https://hpbech.com/wp-content/uploads/susanne_clod.jpg)](https://hpbech.com/wp-content/uploads/susanne_clod.jpg)Susanne Clod Pedersen

[**Susanne Clod Pedersen**](http://www.susanneclodpedersen.dk) skriver romaner, der foregår i en tid, hvor uforfærdede skandinavere sejlede ud og satte deres dybe præg på omverdenen gennem handel, plyndring og bosættelser.

I fortællingen om *Arnulf* blandes fiktive personer og hændelser med autentiske personer og begivenheder.

Arnulf-sagaen udspiller sig i årene op til det første årtusindskifte, hvor de nordiske brikker på brættet var stillet op til det helt store Game of thrones – på vikingsk, og hvor både mennesker og guder kæmpede mod hinanden!

---

[![](https://hpbech.com/wp-content/uploads/Tine_Kortenbach-square.jpg)](https://hpbech.com/wp-content/uploads/Tine_Kortenbach-square.jpg)Tine Kortenbach

Du behøver ikke eje en bondegård for at kunne tage ansvar for det kød, du sætter på middagsbordet. En lille have er nok til at producerer sundt og klimavenligt kød. Det er et af budskaberne i den meget omtalte bog *Urban Farming Kaniner*, der er blevet trendsætter inden for selvforsyning.

*Danmarks nationale kaninrace* er historien om racen Hvid Land.

[**Tine Kortenbach**](http://tikomedia.dk) har også skrevet *Jeg elsker min kanin*. Det er en guide til at holde kælekaniner og kaniner til udstilling, til sportsgrenen kaninhop samt til garn af angorauld.

---

[![](https://hpbech.com/wp-content/uploads/Lennart-_Weber-square.jpg)](https://hpbech.com/wp-content/uploads/Lennart-_Weber-square.jpg)Lennart Weber

[**Lennart Weber**](http://webersforlag.dk) har i mange år skrevet bøger om erhvervslivets magt og indflydelse, og i 1974 blev han hædret med Dahl-prisen, der også kaldes “den lille Cavling-pris”.

I de senere år har han samlet på dokumentation af Hillerøds historie, i form af litteratur, gamle fotos og en samling af omkring 3.000 gamle postkort med motiver fra det gamle Hillerød. Byen voksede op i skyggen af det store kongeslot ved Slotssøen, og denne baggrund har altid pirret hans nysgerrighed. Foreløbig er det blevet til en række solide biografier samt 11 mindre lokalhistoriske skrifter.

---

[![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-square.jpg)](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-square.jpg)Hans Peter Bech

[**Hans Peter Bech**](https://danskforfatterforening.dk/hans-peter-bech-4767/) er aktuel med den store erhvervsbiografi *Fra Damgaard til Microsoft* om de to brødre Erik og Preben Damgaard, der i en alder af kun 23 og 21 år starter et lille softwarefirma. 18 år senere er firmaet vokset til 1.200 medarbejdere og 3.000 forhandlere, som betjener 100.000 kunder i 30 lande.

Et forfejlet samarbejde med IBM er nær ved at koste firmaet livet, men en dygtig børsintroduktion og en fusion med konkurrenten Navision Software fører til, at Microsoft i 2002 køber butikken for over 10 milliarder.

---

[![](https://hpbech.com/wp-content/uploads/Hans-Jorgen-Bonnichsen-square.jpg)](https://hpbech.com/wp-content/uploads/Hans-Jorgen-Bonnichsen-square.jpg)Hans Jørgen Bonnichsen

[**Hans Jørgen Bonnichsen**](https://www.forfatterforedrag.dk/flx/foredragsholdere/hans-joergen-bonnichsen-foredrag-om-pet/?utm_source=google&utm_medium=cpc&utm_term=hans%20jørgen%20bonnichsen&gclid=EAIaIQobChMI0oGcnorD3gIVhdCyCh2g5QTIEAAYASAAEgJZc_D_BwE) har en fortid i Rigspolitichefen og Politiets Efterretningstjeneste. Han er forfatter til en række fagartikler og bidrag til antologier om kunst, overvågning og efterretningsvæsen og har skrevet bøgerne: *Myten om Rudolph Tegners skitser og malerier*, *Hånden. En PET og politikrønike*, *Frygt og fornuft i terrorens tidsalder* samt *Tvivl på alt og tro på meget*.

Hans seneste bog *Glem ikke Heidi. Efterforskerens veje og vildveje* er et true-crime mysterium om en desperat kamp mod et forældrepars forsøg på at skjule sandheden om en forbrydelse i familien.

**Categories:** Book reviews

---

### [Hvorfor du ikke kan lære succes af succesfulde personer eller virksomheder](https://hpbech.com/da/hvorfor-du-ikke-kan-laere-succes-af-succesfulde-personer-eller-virksomheder/)

**Published:** October 30, 2018
**Author:** Hans Peter Bech

**Excerpt:** I bagklogskabens klare lys er vi alle profeter og kan efterrationalisere held og succes til dygtighed.

**Content:**

---

> Hvis en virksomhed har succes, så må den have en velgennemtænkt strategi, en god kultur og højt motiverede medarbejdere, mens dens leder må være dygtig og super skarp.
>  Men sådan er det ikke nødvendigvis.

---

[![](https://hpbech.com/wp-content/uploads/Business-books.jpg)](https://hpbech.com/wp-content/uploads/Business-books.jpg)

Fik du læst [*In Search of Excellence*](https://www.amazon.com/Search-Excellence-Americas-Best-Run-Companies/dp/0060548789), [*Built to Last*](https://www.amazon.com/Built-Last-Successful-Visionary-Essentials/dp/0060516402), [*From Good to Great*](https://www.amazon.com/Good-Great-Some-Companies-Others/dp/0066620996) eller [*The 7 Habits of Highly Successful People*](https://www.amazon.com/Habits-Highly-Effective-People-Powerful/dp/0743269519)?

Vil du tilskrive din succes, at du har læst en eller flere business-bøger?

Blandt de, der køber og læser business-bøger, som hævder at kunne anvise vejen til succes, får kun meget få selv succes. I hvert fald sammenlignet med den succes, som bøgerne sikrer deres forfattere.

Hvorfor er det sådan?

Du kan finde svarene i en anden bog, nemlig [*The Halo Effect … and the Eight Other Business Delusions That Deceive Managers*](https://www.amazon.com/Halo-Effect-Business-Delusions-Managers/dp/1476784035) af [Phil Rosenzweig](https://www.linkedin.com/in/phil-rosenzweig-2861345/).

Den bog skal du læse. Det udkom i 2007, og jeg er ked af, at jeg ikke faldt over den tidligere. Det er en enestående bog og meget fornøjelig læsning.

Phil Rosenzweig lancerer et brutalt angreb på alle bøger og ledelsesguruer, der hævder at deres omfattende forskning, har bevist, at ved at gøre de ting, som succesfulde mennesker eller virksomheder gør, så kan du også få succes.

Han leverer en grundig analyse, der dokumenterer, at en sådan garanti ikke findes. Det er altsammen “snake oil”, der lover guld og grønne skove.

Der er ikke engang en lille sandsynlighed for, at du tilnærmelsesvis får de samme resultater. Du kan blive underholdt og måske inspireret, og det er alt.

### Er business videnskab?

[![](https://hpbech.com/wp-content/uploads/Einstein-Albert.jpg)](https://hpbech.com/wp-content/uploads/Einstein-Albert.jpg)Albert Einstein

Hvis du holder en kuglepen i hånden og løsner dit greb, så falder den til jorden. Hver gang – det svigter aldrig. Fænomenet beskrives af naturvidenskaberne, og kraften i spil hedder tyngdeloven.

Ved hjælp af naturvidenskabernes indsigt kan vi forudsige og forudse konsekvenserne af mange dagligdags fænomener. Så længe vi kan styre de omgivelser, i hvilke vores aktiviteter foregår, kan forudsigelserne blive endog meget præcise.

Business siges ofte at være underlagt samfundsvidenskabernes love. Er samfundsvidenskab på linje med naturvidenskab?

Nej, ikke helt.

Selv når vi kan kontrollere omstændighederne (i adfærdsmæssige forsøg), bliver resultatet aldrig det samme hver gang. Vi er nødt til at operere med sandsynligheder. Når du udsætter mennesker for selv grundlæggende udfordringer, vil de komme med forskellige løsninger og svar. Fordi mennesker i sig selv er forskellige.

At hævde, at du kan blive succesfuld ved at gøre, hvad succesfulde mennesker eller virksomheder har gjort, ignorerer det faktum, at omstændighederne skal være fuldstændig identiske, og det er de aldrig. Som i ALDRIG!

(Økonomer benytter udtrykket *ceteris paribus*, der betyder “alt andet lige”. Uden denne antagelse kunne økonomi dårligt hævde at være videnskab overhovedet.)

### Hvor er kontrolgruppen?

[![](https://hpbech.com/wp-content/uploads/xray.jpg)](https://hpbech.com/wp-content/uploads/xray.jpg)

Hvis du kan finde fælles træk blandt en gruppe meget succesfulde personer eller virksomheder, kan du så konkludere, at kopiering af disse træk vil medføre succes?

Hvad nu hvis jeg kan finde en gruppe personer eller virksomheder, der ikke har oplevet samme succes, og demonstrere, at de har de samme træk?

Hvis du ikke har en kontrolgruppe til at bekræfte din teori, så er der en betydelig fejl i det videnskabelige grundlag for konklusionerne.

Forskningen fra de fleste bøger og ledelsesguruer, der hævder, at ved at gøre A, B, C og D (hvilket succesfulde folk og virksomheder gør) kan du også blive succesfuld, lider af denne alvorlige fejl. Forskningen reduceres dermed til anekdoter. Interessante og inspirerende måske, men videnskab er det ikke.

### Hvad, du gjorde for at få succes, er ikke det samme, som det du gør, når du har succes

Forveksler vi, hvad succesfulde personer eller virksomheder gør, med det de gjorde før de fik succes?

Ja, det gør vi. Hele tiden.

Læs bogen og tjek de givne eksempler. Alle, selv de succesrige mennesker selv, er ofre for denne forveksling og efterrationaliering. At *have* succes er noget helt andet end at *få* succes. For ikke at tale om at *forblive* succesfuld, som ingen er i stand til i længere perioder ad gange. (Succes betyder i denne sammenhæng at skabe bedre resulater end gennemsnittet i den gruppe, man kan sammenlignes med.)

### Glorie-effekten

Og nu til glorie-effekten.

[![](https://hpbech.com/wp-content/uploads/George-clooney.jpg)](https://hpbech.com/wp-content/uploads/George-clooney.jpg)

I sin oprindelige form beskriver den den menneskelige tilbøjelighed til at antage, at folk eller virksomheder, der er gode til A, også vil være gode til B, C og D (som for eksempel at George Clooney ved mere om kaffe end du gør, bare fordi han er en kendt, eller at Ilse Jacobsen må være en dygtig leder, fordi hun har vist sig at være en succesfuld iværksætter).

Logikken lyder sådan her:

Hvis en virksomhed har succes, så må den have en velgennemtænkt strategi, en god kultur og højt motiverede medarbejdere, mens dens leder må være dygtig og super skarp.

Men sådan er det ikke nødvendigvis.

Succes i forretning er tæt knyttet til timing. Især den første succes. Hvis du er på det rigtige sted på det rigtige tidspunkt med det rigtige produkt, kan selv virksomheder med middelmådige egenskaber blive succesfulde. Jeg kan ikke bevise min påstand med forskningsmæssige resultater, men min erfaring siger mig, at god timing kan kompensere for selv den mest håbløse mangel på ledelsesforstand. God timing er blot ekstremt svær at ramme, hvis ikke umuligt at forudsige. Du ved kun, at den var rigtig, når du har fået gennembruddet.

Bagefter er vi alle profeter og kan efterrationalisere held og succes til dygtighed.

### Kan vi ikke lære noget som helst?

[![](https://hpbech.com/wp-content/uploads/Global-planning-300x300.png)](https://hpbech.com/wp-content/uploads/Global-planning.png)

Der findes metodebøger som [*Lean Startup*](https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation/dp/0307887898), [*Blue Ocean Strategy*](https://www.amazon.com/Blue-Ocean-Strategy-Uncontested-Competition/dp/1591396190), [*Business Model Generation*](https://www.amazon.com/Business-Model-Generation-Visionaries-Challengers/dp/0470876417), [*Startup Owner’s Manual*](https://www.amazon.com/Startup-Owners-Manual-Step-Step/dp/0984999302) og [*Value Proposition Design*](https://www.amazon.com/Value-Proposition-Design-Customers-Strategyzer/dp/1118968050), der beskriver en struktur til at udvikle bæredygtige forretningsidéer. De foregiver ikke at have alle svarene eller lover succes, men de hjælper dig med at blive mere systematisk og struktureret i din tilgang til en kompliceret verden. De hjælper dig med at fejle hurtigt og med at lære af fejlene. Jo oftere og jo hurtigere du tager fejl, desto hurtigere kan du korrigere dine mål og aktiviteter og måske finde vejen til en forretning, som kan tjene penge og vokse.

Jeg synes, at denne type bøger giver en god værdi. Især hvis du er på jagt efter din første succes, og hvis vi skal være helt ærlige, så gælder det jo for de fleste af os.

### The Halo Effect … and the Eight Other Business Delusions That Deceive Managers

[![](https://hpbech.com/wp-content/uploads/The-halo-effect-198x300.jpg)](https://hpbech.com/wp-content/uploads/The-halo-effect.jpg)

**Titel**: The Halo Effect … and the Eight Other Business Delusions That Deceive Managers
**Antal sider**: 288
**Forfatter**: [Phil Rosenzweig](https://www.linkedin.com/in/phil-rosenzweig-2861345/)
**Forlag**: Free Press
**Udgivelsesdato**: 6 februar 2007
**Priser**: $16,35 (e-bog) eller $14,86 som gammeldags papirbog (på Amazon.com).
**Anbefaling**: Kan varmt anbefales til alle med interesse for erhvervsforhold.
**Anmeldelser**: Bogen over 100 læseranmeldelser.

**Categories:** Book reviews, Globalisation, Strategy

**Tags:** business model

---

### [En beretning fra den kommende revolution i bogholderiet](https://hpbech.com/da/en-beretning-fra-den-kommende-revolution-i-bogholderiet/)

**Published:** December 18, 2018
**Author:** Hans Peter Bech

**Excerpt:** Vi kan ikke vedblive med at være en nation af mennesker, der hænger i bremsen. Mit bidrag blev at skrive og lægge navn til to whitepapers!

**Content:**

---

> Vi kan ikke vedblive med at være en nation af mennesker, der hænger i bremsen. Mit bidrag blev at skrive og lægge navn til to whitepapers!

---

[![](https://hpbech.com/wp-content/uploads/Bistro-Royal.jpg)](https://hpbech.com/wp-content/uploads/Bistro-Royal.jpg)

Før sommerferien blev jeg kontaktet af [Toke Kruse](https://www.linkedin.com/in/tokekruse/), der spurgte, om jeg ville hjælpe med at skrive et par whitepapers om intelligent bilagscanning. At skrive er min store passion, og da Toke samtidigt inviterede på morgenmad på Bistro Royal, slog jeg straks til. Under dagens første cappuccino nogle uger senere fortalte Toke mig om [Bilagscan](https://bilagscan.dk), som han startede i august 2015, og hvor han siden havde fået [Preben Damgaard](https://www.linkedin.com/in/preben-damgaard-859722/) og [Lars Seier Christensen](https://www.linkedin.com/in/larsseier/) med som investorer. Tokes ambition er at gøre intelligent bilagscanning til en triviel standardservice som al forretningssoftware trækker på.

Jeg var kun halvvejs igennem det første rundstykke, da jeg havde købt ind på ideen om at skrive hele to whitepapers. Det første skulle målrettes kunderne. Det vil sige virksomheder og organisationer, der kan spare tid og penge ved at benytte teknologien. Det andet whitepaper skulle rettes mod de softwarehuse, som skal integrere teknologien i deres løsninger, så den i praksis bliver usynlig for kunderne.

[Klik her for at hente det første whitepaper.](https://www.hpbech.dk/wp-content/Den-stille-revolution-Bilagscan.pdf)

# Farvel til ringbind og nummererede bilag

[![](https://hpbech.com/wp-content/uploads/Binders.jpg)](https://hpbech.com/wp-content/uploads/Binders.jpg)

Min første nærkamp med scanning af bilag til vort bogholderi startede i efteråret 2011. Mit konsulentfirma [TBK Consult](https://tbkconsult.com) havde de forudgående år udvidet kredsen af partnere og medejere, hvoraf de fleste arbejdede og var bosat udenfor Danmark. Vi havde derfor et behov for at give de nye folk indsigt i selskabets økonomi.

På det tidspunkt kørte vi på regnskabssystemet [Quicken fra Intuit](https://www.quicken.com). Det var en traditionel løsning, som kørte i en Windows-session på min Mac. Vi kiggede os om efter en cloud-løsning og faldt over [XERO](https://www.xero.com), der var udviklet i New Zealand. Med vores internationale tankesæt havde vi ingen betænkeligheder ved at køre på et system, der havde sine rødder på den anden side af jordkloden.

[![](https://hpbech.com/wp-content/uploads/New-Zealand.jpg)](https://hpbech.com/wp-content/uploads/New-Zealand.jpg)

[Det kan du læse mere om her.](https://www.hpbech.dk/kan-bogholderen-sidde-i-new-zealand/)

Når vores cykelbogholder sad i New Zealand, var det af praktiske grunde umuligt at sende hende de fysiske bilag, men ideen var nu også fra starten, at de skulle ligge som pdf’er på deres tilhørende transaktion i økonomisystemet.

Overgangen til XERO var helt problemfri og konceptet med at have bogholderen siddende på den anden side af jordkloden gav ingen problemer. Det fungerede bare.

# Fra XERO til Billy

Hvor vores internationale bogholderi kørte upåklageligt, så gik det ikke så godt med vores internationale partnere. I 2014 havde vi købt dem alle ud og besluttede at lægge bogholderiet over på et dansk system, hvor vi skulle bruge mindre tid på momsafregningen (den tog nogle timer i XERO, som ikke havde en rapport til dansk moms).

[![](https://hpbech.com/wp-content/uploads/billy.png)](https://hpbech.com/wp-content/uploads/billy.png)

Vi valgte Billy, der har et så simplet brugerinterface, at man næsten får tårer i øjnene (af glæde), hver gang man åbner det. Billy er også Toke Kruses opfindelse.

I 2016 gik vi “all in” og sendte alle bilag direkte til [Billy](https://www.billy.dk). Her ligger de i dag klar til bogføring med forslag til kreditor, udgiftskonto, betalingsfrist, beløb og betalingsform. Når vi en gang om måneden uploader banktransaktionerne, sker bogføringen ved, at vi parrer dem med de transaktioner, som Billy har forberedt.

Vi driver en meget simpel virksomhed (salg af bøger, kurser og konsulentbistand). Selvom vi har kunder over hele kloden, bruger vi kun et par timer om måneden på at ajourføre regnskabet for vores firmaer. Og vi gør det hele selv.

# The law of diffusion of innovations

Metoden med at lade en bilagscanner aflæse data fra en pdf-fil og lade bogføringssystemet selv oprette et transaktionsforslag har frigivet så mange timer i vores lille firma, at jeg gjorde det til en vane at spørge alle, jeg kom i nærheden af, om de også brugte intelligent bilagscanning.

Det gjorde de fleste ikke. Når jeg spurgte hvorfor ikke, fik jeg følgende svar:

- Intelligent hvad-for-noget?
- Det kan da ikke lade sig gøre?
- Det ved jeg ikke?
- Det tror jeg ikke vil gøre den store forskel.

Denne situation var stærkt medvirkende til, at jeg under morgenkaffen med Toke Kruse på Cafe Royal besluttede, at der måtte gøres noget. Vi kan ikke vedblive med at være en nation af mennesker, der hænger i bremsen. Mit bidrag blev at skrive og lægge navn til to whitepapers!

[![](https://hpbech.com/wp-content/uploads/Diffusion_of_innovations.png)](https://hpbech.com/wp-content/uploads/Diffusion_of_innovations.png)The Law of Diffusion of Innovation blev formuleret i 1962 og gælder fortsat.

Tokes strategi er rigtig. Intelligent scanning af bilag er en teknik, der vil spare mange timer i enhver organisation, men emnet virker usexet og kedeligt. Teknikken skal derfor bygges ind i den software, som virksomhederne i forvejen bruger. Fordelene skal kunne høstes, uden at man behøver at bekymre sig om det bagvedliggende maskineri. Sådan er det nemlig med alle teknologier, der virkelig betyder noget. De forsvinder ned under overfladen og bliver en del af vores hverdag, uden at vi skænker dem en tanke.

[Du kan hente det andet whitepaper her.](https://tbkconsult.com/product/intelligent_bilagscanning-2/)

**Categories:** Book reviews, Business development, Globalisation, Strategy

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### [Making Channel Sales Work - Ten Tools to Create a World-Class Third-Party Selling Program](https://hpbech.com/da/making-channel-sales-work-ten-tools-to-create-a-world-class-third-party-selling-program/)

**Published:** September 11, 2018
**Author:** Hans Peter Bech

**Content:**

---

[![](https://hpbech.com/wp-content/uploads/Channel_model_conceptual.jpg)](https://hpbech.com/wp-content/uploads/Channel_model_conceptual.jpg)Det er faktisk overraskede så få bøger, der skrives om udfordringerne ved at etablere, drive og vækste en indirekte salgskanal. Specielt når man påtænker, at langt over halvdelen af omsætningen i IT-industrien skabes via [en eller anden form](https://tbkconsult.com/product/commonly-used-definitions-in-the-software-industry/) for forhandlere.

Kort fortalt er fordelene ved den indirekte salgskanal at:

1. Man kan nå mange kunde- og markedssegmenter uden selv at skulle opbygge organisation til at håndtere alle kunderelaterede processer.
2. At skaleringspotentialet er enormt, når først man har fundet en model, der virker.

Ulemperne er at:

1. Det tager tid at opbygge en indirekte salgskanal
2. Man mister kontrol over de mest kritiske forretningsprocesser (omsætningsgenerering).

Netop disse fordele og ulemper ligger til grund for min egen bog *[Building Successful Partner Channels](https://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8)*, og jeg var derfor nysgerrig efter at lære på hvilke punkter [*Making Channel Sales Work – Ten Tools to Create a World-Class Third-Party Selling Program*](https://www.amazon.com/MAKING-CHANNEL-SALES-WORK-World-Class-ebook/dp/B07FDHMRH2) af [Marcus Cauchi](https://www.linkedin.com/in/sandlersalesmanagementtrainer/) og [David Davies](https://www.linkedin.com/in/davidwdavies/) ville komplementere mine erfaringer og anbefalinger. De to bøger er meget forskellige og supplerer hinanden godt :-). Kort fortalt er min bog strategisk og har vægt på kanalopbygning, mens Cauchi og Davies’ bog primært går i dybden med det taktiske salg.

# Indirekte salgskanaler vinder frem

[![](https://hpbech.com/wp-content/uploads/Sandler-Training.jpg)](https://hpbech.com/wp-content/uploads/Sandler-Training.jpg)De to forfattere har deres daglige virke i [Sandler Training](https://www.sandler.com), der en konsulentvirksomhed med fokus på træning og coaching af sælgere i, hvad jeg vil kalde, The Sandler Sales Approach. Hvis min, og andres, antagelse om at flere og flere teknologivirksomheder vælger at satse på en indirekte go-to-market tilgang, betyder det, at flere og flere direkte sælgere vil være ansat i de mange og mindre forhandlervirksomheder, mens producenterne, der normalt er større virksomheder, vil beskæftige forskellige former for forhandlerkonsulenter.

Denne udvikling vil ændre Sandlers marked. Der er en risiko for, at de store producenter mister interessen for salgsmetode, idet de mener at have overdraget denne opgave til deres forhandlere. Så i stedet for at skulle sælge træning og coaching til én virksomhed med 1.000 sælger på tværs af landegrænser, vil Sandler skulle sælge til 500 forhandlervirksomheder, der hver har i gennemsnit to sælgere.

I denne kontekst kan jeg godt forstå, at Sandler vælger at skrive en bog, der også kunne hedde *“Hvordan du som producent får dine forhandlere til at benytte Sandlers Sales Approach.”*

# The Sandler Sales Methodology

Jeg er stor tilhænger af The Sandler Sales Methodology, der er en udbygning af [SPIN](https://www.amazon.com/SPIN-Selling-Neil-Rackham/dp/0070511136) med [benhård kvalificering](https://www.linkedin.com/pulse/why-you-should-say-more-often-b2b-project-sales-hans-peter-bech/) og salgsledelse. [David Mattson](https://www.linkedin.com/in/dave-mattson-99538612/) fra Sandler forklarer her på tre minutter, hvad det går ud på:

Hvor mange virksomheder bruger det meste af deres salgstid på kunder, der ingenting køber?

Forbavsende mange.

[![](https://hpbech.com/wp-content/uploads/Funnel-with-specialization.png)](https://hpbech.com/wp-content/uploads/Funnel-with-specialization.png)Alene en forbedring af evnen til meget tidligt at frasortere potentielle kunder, der efter al sandsynlighed ikke ender med at lægge en ordre, vil kunne frigøre tid og penge, der kan bruges på de bedst kvalificerede potentielle kunder. [Hellere sige farvel og tak en gang for meget end en gang for lidt er et sundt Sandler princip.](http://tbkconsult.com/why-you-should-no-more-often-if-you-are-in-b2b-sales/)

I langt de fleste virksomheder klamrer sælgerne og deres chefer sig til en pipeline, der er mere end halv fyldt med håbløse kundeemner. Derfor holder salgsprognoserne så sjældent og skaber panik, når der er kvartals- og halvårsafslutning.

Sandlers principper bygger på en nådeløs kvalificering igennem hele salgsforløbet, men lægger også vægt på, at hvis ikke man konstant fylder sin pipeline med nye emner, så kommer der ikke nok ud for neden. Uanset hvor dygtig en sælger, man er.

# Bogens indhold

Bogen lægger ud med at definere sin målgruppe:

> Whether you are an early-stage venture or a small vendor of products, intellectual property, or services looking to build your footprint quickly and reliably; whether you already have a channel process in place and you want to improve or revitalise it, or you are aiming to create your first channel program from scratch; whether you are working with a group of independent agents or you are looking to build a franchise operation from the ground up – this book has been written with you in mind.

Men lidt færre ord kunne der havde stået: *Uanset hvem du er, så er denne bog skrevet med dig i tankerne.* Det synes jeg devaluerer bogens indhold unødvendigt fra starten. Som jeg læser bogen, er den primært relevant for virksomheder, der har B2B produkter/serviceydelser, hvor kunderne bruger tid og energi på at vælge løsning og leverandør. Jo mere kompleks kundernes købsproces er, desto mere relevant bliver bogen.

Bogen indeholder tre hovedbudskaber:

1. En gennemgang af The Sandler Approach
2. Hvordan man får sine forhandlere til at implementere og anvende The Sandler Approach
3. Principper for ansættelse af Partner Account Managers

Skønt der ikke er noget i bogen, jeg er egentlig uenig i, tror jeg den vil virke overvældende på mange. Den er måske for ambitiøs. Den anbefaler, at man i praksis overtager opgaven som salgschef for sine forhandleres organisationer, idet man så implementerer The Sandler Approach. Der er næppe nogen tvivl om, at det kunne give gode resultater. Det er bare ikke realistisk.

Udfordringen er ikke kun, at bogens præsentation af Sandler-metoden, og hvordan den overføres til forhandlernes forretning, er blandet godt og grundigt sammen, men også at kun meget få virksomheder efter min opfattelse vil evne at gennemføre en så omfattende transformation. De, der magter det, vil uden tvivl få succes, men de fleste vil være bedre tjent med at engagere nogle Sandler-konsulenter til først at hjælpe deres egen organisation med at internalisere principperne og herefter hjælpe med at overføre dem til forhandlerne. Måske vil det være mest effektive være at lade Sandler tage sig af hele salgstræningsopgaven.

# To væsentlige mangler

En bog, der handler om indirekte B2B salg, bør efter min mening forholde sig til to højaktuelle emner.

## Everything-as-a-service

[![](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)](https://hpbech.com/wp-content/uploads/Cloud-solutions.png)Specielt IT-industrien er midt i et paradigmeskift, hvor løsninger betales på et løbende abonnement og ikke længere med et meget stort beløb ved kundens beslutning og før løsningen sættes i drift. Dette skift ændrer ikke kun likviditetsprofilen på kunderelationen, men presser også generelt priserne ned på den samlede løsning og dermed på den kage der kan deles mellem producent og forhandler.

At implementere Making Channel Sales Work i sin forhandlerkanal vil indebære betydelige investeringer, som med en abonnementsforretning vil være længe om at forrente.

## Arbejdsdeling i afsætningsarbejdet

Grundet det øgede konkurrencepres, faldende priser og internettets muligheder har ideer om at dele afsætningsprocessen op i en række deldiscipliner vundet stærkt frem.[![](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)](https://hpbech.com/wp-content/uploads/Sales-Process.jpg)

Problematikken er grundigt diskuteret i bøger som [Predictable Revenue](https://www.linkedin.com/pulse/designing-predictable-revenue-generation-models-hans-peter-bech/) (2011), [The Sales Acceleration Formula](https://www.amazon.com/Sales-Acceleration-Formula-Technology-Inbound-ebook/dp/B00T7Q9E2S) (2015), [The Sales Development Playbook](https://www.linkedin.com/pulse/sales-development-playbook-review-hans-peter-bech/) (2016) og [Predictable Prospecting](https://tbkconsult.com/sales-is-not-a-dead-profession-it-has-just-changed-quite-a-bit/) (2016). Principperne bag den nye disciplin, der betegnes *sales development*, bygger på to observationer:

1. Samme person er sjældent god til alle faser i afsætningsprocessen.
2. Det er for uproduktivt at bruge dyre sælgere til at foretage kold canvas for at fylde salgstragten i toppen.

På samme måde som arbejdsdelingen har gjort sit indtog i alle andre sammenhænge, sker det nu også i virksomhedernes afsætningsorganisationer. Ofte sker der først en ændring af marketingafdelingens formål, der skal synkroniserer bedre med salgsafdelingens behov. Efterfølgende sker der en opdeling af opgaverne i selve salgsafdelingen, der deles ud på personer med forskellige kompetencer.

Ingen af disse to helt aktuelle temaer er berørt i bogen.

# Konklusion

[![](https://hpbech.com/wp-content/uploads/Buy-now.jpg)](https://hpbech.com/wp-content/uploads/Buy-now.jpg)The Sandler Approach er et stærkt bud på en effektiv salgsmetode, og det synes også som om, organisationen bag rummer en række erfarne profiler, der kan hjælpe med at få dem implementeret. Alene af den grund er bogen værd at læse.

På trods af sine store ambitioner er Making Channel Sales Work først og fremmest en taktisk og praktisk bog, der kommer rundt om mange facetter af arbejdet med forhandlernes salgsaktiviteter. Både begyndere og erfarne vil kunne hente inspiration i og få værdi af bogen, også selv om de ikke vælger af følge alle anbefalingerne.

Der udkommer som sagt ikke mange bøger om opbygning og drift af forhandlerkanaler, så når der endelig kommer en, bør man straks købe og læse den.

# Making Channel Sales Work – Ten Tools to Create a World-Class Third-Party Selling Program.

**[![](https://hpbech.com/wp-content/uploads/Making-Channel-Sales-Work.jpg)](https://hpbech.com/wp-content/uploads/Making-Channel-Sales-Work.jpg)Titel**: Making Channel Sales Work – Ten Tools to Create a World-Class Third-Party Selling Program
**Antal sider**: 184
**Forfattere**: Marcus Cauchi & David Davies
**Forlag**: Sandler Training
**Udgivelsesdato**: 19. juli 2018
**Priser**: [USD 12,44 inkl. moms (e-bog) eller USD 19,95 som gammeldags papirbog.](https://www.amazon.com/MAKING-CHANNEL-SALES-WORK-World-Class-ebook/dp/B07FDHMRH2)
**Anbefaling**: Kan anbefales til alle, der arbejder med en indirekte salgskanal.
**Anmeldelser**: Bogen har endnu kun få anmeldelser.
**Disclosure:** Jeg har købt bogen, har ingen relationer til forfatterne eller Sandler Training og har skrevet anmeldelsen på eget initiativ.

**Categories:** Book reviews, Globalisation, Strategy

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### [Factfulness: Ten Reason We’re Wrong About the World - And Why Things are Better Than You Think](https://hpbech.com/da/factfulness-ten-reason-were-wrong-about-the-world-and-why-things-are-better-than-you-think/)

**Published:** July 7, 2018
**Author:** Hans Peter Bech

**Excerpt:** For den, der ønsker at basere sine holdninger og handlinger på fakta, er denne bog svær at komme uden om.

**Content:**

---

> For den, der ønsker at basere sine holdninger og handlinger på fakta, er denne bog svær at komme uden om.

---

[![](https://hpbech.com/wp-content/uploads/Hans-Rosling.jpg)](https://hpbech.com/wp-content/uploads/Hans-Rosling.jpg)

Jeg stiftede kendskab til Hans Rosling i 2007, da jeg første gang så videoen fra hans [TEDtalk](https://youtu.be/hVimVzgtD6w). Udover den særdeles underholdende præsentation, blev jeg også påmindet om, hvilken bias vi er udstyret med, og som alt for ofte fører til, at vi træffer helt forkerte konklusioner. Oplevelsen førte til, at jeg altid har min iPhone i lommen og hurtigt kan facttjekke, når jeg hører eller læser noget, som jeg synes forekommer mistænkeligt eller som jeg ikke ved er rigtigt eller forkert. Jeg må erkende, at det har “ødelagt” mange af den type diskussioner, hvor deltagerne ikke kender de faktiske forhold, og derfor argumenterer for hvad de tror og mener.

## Vi tager fortsat fejl

Halvvejs igennem bogen deltog jeg i et litterært arrangement, hvor en række deltagere skulle præsentere bøger, som de fandt særligt læseværdige. Jeg præsenterede bl.a. Factfullness og lagde ud med at bede deltagerne besvare de samme [spørgsmål](https://alexdenne.com/blog/world-knowledge-test-questions-by-hans-rosling-from-his-factfulness-book), som Hans Rosling indledte sine foredrag med. Resultaterne var helt på linje med forfatterens erfaringer. Der blev systematisk svaret forkert på stort set alle spørgsmål. Vores opfattelse af verdens tilstand er fortsat hele ude af trit med virkeligheden.

## Hvorfor?

[![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Det gode ved bogen, der er velskrevet og let læselig, er, at den går mange skridt videre end blot at konstatere, at vores viden om verdens tilstand er forældet og fejlagtig. Den forklarer også, hvorfor det forholder sig sådan, hvilke konsekvenser det har, og hvad vi kan gøre for at stå bedre rustet, når vi udsættes for den tsunami af informationer, som medierne og andre kilder bombarderer os med.

> “It is pretty much a journalist’s professional duty to make any given event, fact, or number sound more important than it is.” (Citat fra bogen.)

Hvis vi alene baserer vores opfattelse af verden omkring os på de informationer, som nyhedsmedierne forsyner os med, så vil vi til evig tid have et nærmeste systematisk forvrænget billede af virkeligheden. Også når vi ser helt bort fra decideret fake news! Nyhedsmedierne gør en dyd ud af at viderebringe de dramatiske undtagelser, og selv om informationerne nok er nogenlunde korrekte, så danner de tilsammen et fortegnet billede af helheden.

## Indsats kræver indsigt

[![](https://hpbech.com/wp-content/uploads/Just-do-it-nike-brand.jpg)](https://hpbech.com/wp-content/uploads/Just-do-it-nike-brand.jpg)

Hans Rosling giver talrige eksempler på hvordan manglende indsigt, overfladiskhed og utålmodighed fører til beslutninger og initiativer, der kan gøre stor skade. “Just do it” og “vi må gøre noget” mentaliteten, der skal demonstrere handlekraft, udføres ofte på et tyndt grundlag. Når de manglende eller negative resultater foreligger, er verdens opmærksomhed allerede flyttet et andet sted hen. Men kan man fastholde opmærksomheden og grave lidt dybere opdager man hastværkets omkostninger.

Forfatteren er rundhåndet med at dele sine egne fejltagelser og forklarer grundigt, hvilke konsekvenser de havde. At lære af egne fejl er naturligvis vigtigt, men vi skulle meget gerne også kunne lære af andres.

## Generaliseringer og paralleller

Fra min tid i gymnasiet husker jeg specielt lærernes store indsats for at få os til at forstå at generaliseringer er livsfarlige. De leder ofte ikke kun til forkerte slutninger, men til direkte livstruende slutninger.

Nogle af historiens mest grelle eksempler stammer fra Nazi-tiden (jeg er netop ved at læse [Ian Kershaws](https://en.wikipedia.org/wiki/Ian_Kershaw) fabelagtige [Hitlerbiografi](https://www.amazon.com/Hitler-1889-1936-Hubris-Ian-Kershaw/dp/0393320359), der indeholder utallige eksempler på, hvor farligt det er at overlade magten til personer, der ved hjælp af propaganda selv kan fabrikere hvordan virkeligheden opfattes.).

[![](https://hpbech.com/wp-content/uploads/hitlerhindenburg.jpg)](https://hpbech.com/wp-content/uploads/hitlerhindenburg.jpg)Adolf Hitler tv. og præsident Paul von Hindenburg. Arkivfoto fra 21. marts 1933.

*Ildspåsættelsen af Rigsdagen i Berlin i februar 1933, der angiveligt var udført af en person med kommunistisk baggrund, fik præsident Hindenburg til at acceptere Nazisternes krav om helt at forbyde kommunistpartiet og dermed få udelukket alle deres repræsentanter fra parlamentet. Det banende vejen for, at Hitler, der netop var blevet rigskansler, kunne få Hindenburg til at udstede et dekret, der i praksis afskaffede det parlamentariske demokrati og førte til diktatur. Da et mord på en tysk diplomat i Holland i 1938 blev blevet begået af en person med jødisk baggrund, var det nok til, at man i Tyskland kunne få tusindvis af mennesker til at udsætte hele den jødiske befolkning for uhørte overgreb og ydmygelser (Krystalnatten).*

På trods af hvad historien burde have lært os, bliver vi ved med at generalisere. Nok fordi det er en nem måde, hvorpå vi kan bibeholde vore fordomme og meninger, uden at vi behøver at sætte os ind i detaljerne, lære noget nyt og tænke et par trin videre.

Hans Rosling er ude i samme ærinde og konkluderer:

> “And, maybe most unfortunate of all, it \[generalisations\] can make us jump to conclusions about a whole category based on a few, or even just one, unusual example….Wrong generalizations are mind-blockers for all kinds of understanding.”(Citat fra bogen.)

Hans historie, om at fordi mange sårede soldater blev kvalt i deres eget opkast, når de lå på ryggen, så blev det tidligere anbefalet, at også små babyer skulle lægges på maven, viser, hvor farligt det er at drage paralleller uden først at undersøge forholdene nærmere. Det viste sig nemlig, at når babyer lægges på maven, så øges risikoen for vuggedød betydeligt. Babyer har i modsætning til sårede soldater en refleks, der får dem til at rulle om på siden, når de gylper. Mange babyer døde som følge af den parallellisering.

## Don’t jump to conclusions

For den, der ønsker at basere sine holdninger og handlinger på fakta, præsenterer bogen en solid fremgangsmåde. De 10 tommelfingerregler til at gennemskue nyhedsstrømmen og anlægge en sund og kontruktiv skepsis kan sammenfattes således:

1. Når der præsenteres forskelligheder (fattig/rig, sund/rask, fri/ufri etc.), så tjek hvordan alt det indimellem ser ud.
2. Forvent altid dårlige nyheder. Det sælger flest aviser og fastholder flest seerer, men er ikke repræsentativt for, hvad der sker i verden.
3. Ikke alle tendenser fortsætter liniært ind i fremtiden. Tjek løbende fakta.
4. Frygt og risiko er ofte helt ude af trit. Vurder den reelle risiko.
5. Forhold præsenteres ofte i et forskruet perspektiv. Tjek proportionerne.
6. Vær altid på vagt, når der generaliseres.
7. Selv små ændringer kan bringe store bidrag over tid.
8. Der findes aldrig “en enkelt årsag.” Vi elsker simple forklaringer og simple løsninger, men de findes ikke.
9. Pas på med at placere ansvar og skyld. Der er altid flere lag af deltagere i vigtige hændelsesforløb.
10. Selv ting, der skal gå hurtigt, haster ikke mere, end at vi må finde løsninger, der faktisk løser problemet. At vise handlekraft har ikke i sig selv nogen værdi.

## Factfulness: Ten Reason We’re Wrong About the World – And Why Things are Better Than You Think.

[![](https://hpbech.com/wp-content/uploads/Factfulness.jpg)](https://hpbech.com/wp-content/uploads/Factfulness.jpg)

**Titel**: Factfulness: Ten Reason We’re Wrong About the World – And Why Things are Better Than You Think.
**Antal sider**: 352
**Forfattere**: Hans Rosling, Ola Rosling og Anna Rosling Rönnlund
**Forlag**: Sceptre
**Udgivelsesdato**: 3. april 2018
**Priser**: [EUR 9.99 inkl. moms (Kindle)](https://www.amazon.de/Factfulness-Reasons-Wrong-Things-Better/dp/1473637465)
**Anbefaling**: Kan varmt anbefales til alle med interesse for samfundsforhold.
**Anmeldelser**: Bogen har fået mange gode anmeldelser i medierne og blandt læserne.

**Categories:** Book reviews, Globalisation, Politics, Society

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### [Kom og få en snak på Bogforum 2018](https://hpbech.com/da/kom-og-faa-en-snak-paa-bogforum-2018/)

**Published:** June 19, 2018
**Author:** Hans Peter Bech

**Content:**

---

[![](https://hpbech.com/wp-content/uploads/Bogforum-2018-promotion-banner.jpg)](https://hpbech.com/wp-content/uploads/Bogforum-2018-promotion-banner.jpg)Under overskriften **Iværksætteri, forretningsudvikling og international vækst** har jeg booket seks kvadratmeter hos [Newpub](http://www.newpub.dk) på [Bogforum 2018](http://www.bogforum.dk/) i Bella Center Copenhagen, der finder sted i dagene fredag den 26. til søndag 28. oktober 2018.

[**Klik her for a se listen over VIP-gæster, som du kan møde på min stand.**](https://www.hpbech.dk/bogforum-2018/)

Hvis du vil have en snak om at skrive bøger, artikler, whitepapers og producere videoer og podcasts samt ikke mindst at få dem markedsført og solgt – over hele verden, så er du velkommen til at kigge forbi min stand.[](https://hpbech.com/wp-content/uploads/Bogforum-2018-promotion-banner.jpg)

Hvis du har brug for en snak om, hvordan du kan optimere din afsætning og specielt om, hvordan du kan få gang i de 99,6% af verdensmarkedet, der ligger uden for Danmark, så er du også velkommen til at lægge vejen forbi. Jeg har mest erfaring med afsætning af informationsteknologi (og det er også det, jeg skriver om), men uanset hvad du laver, skal du være velkommen til at kigge forbi.

# Hvorfor deltager jeg i Bogforum 2018?

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)I min seneste bog [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313) (på engelsk: [*5,460 Miles from Silicon Valley*](https://bogreolen.dk/5460-miles-from-silicon-valley_hans-peter-bech_9788793116351)), fortæller jeg, hvordan Erik og Preben Damgaard i 1984 bookede en ni kvadratmeter stor stand på Kontor & Data i Bella Centeret og på en uge fik 400.000 (1984-kroner) i kassen. Deres deltagelse på den messe var de fakto deres gennembrud og bragte med et slag Damgaard Data igennem den ellers så vanskelige opstartsfase, som de fleste iværksættere døjer med.

Det er nu ikke grunden til, at jeg deltager, men jeg synes analogien er morsom.

> Jeg deltager, fordi jeg på de tre dage har mulighed for at tale med en masse mennesker, der brænder for bogen (trykt, elektronisk eller som lydbog) som et lærings- og erfaringsmedie, og som enten gerne vil skrive nogle eller læse dem.

I de snart 40 år jeg har været i erhvervslivet, er jeg konstant blevet inpsireret af de mange bøger, jeg har læst. Den begejstring for bogen vil jeg gerne dele med andre.

Nå ja, hvis du vil købe en af mine bøger ([jeg har tre titler med](https://tbkconsult.com/publishing/)), så skal du naturligvis være velkommen. Jeg har min Mont Blanc kuglepen med, så du kan få et signeret eksemplar.

# Hvorfor skal du besøge Bogforum 2018?

[![](https://hpbech.com/wp-content/uploads/Global-planning.png)](https://hpbech.com/wp-content/uploads/Global-planning.png)Hvis du læser denne post, er det nok fordi, du interesserer dig for det samme som jeg.

Enten vil du gerne producere indhold (tekst, billeder, film og lyd) der har stor gennemslagskraft og ikke kræver det store budget. Det er min spidskompetence, og jeg deler gerne mine tips & tricks med dig, hvis du lægger vejen forbi.

Eller også driver du en lovende forretning og vil gerne ekspandere internationalt (det er det, jeg skriver om), og du kunne godt tænkte dig at få en sludder med mig om dine udfordringer og muligheder.

[Klik her for at booke et møde.](https://calendly.com/tbkconsult_hpb/bogforum-2018)

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**Categories:** Book reviews, Business development, Strategy

**Tags:** 5460 Miles from Silicon Valley

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### [Disrupt eller dø](https://hpbech.com/da/disrupt-eller-doe/)

**Published:** May 9, 2018
**Author:** Hans Peter Bech

**Excerpt:** Der er faktisk ikke noget i bogen, man kan være uenig i, og det er normalt et tegn på manglende kant. Jeg vil gætte på, at udtrykket "det handler om..." vil hænge dig langt ud af halsen, når du er midvejs i bogen. Ikke desto mindre synes jeg, det er en bog, der er værd at læse.

**Content:**

---

> Der er faktisk ikke noget i bogen, man kan være uenig i, og det er normalt et tegn på manglende kant. Jeg vil gætte på, at udtrykket “det handler om…” vil hænge dig langt ud af halsen, når du er midvejs i bogen. Ikke desto mindre synes jeg, det er en bog, der er værd at læse.

---

[![](https://hpbech.com/wp-content/uploads/disruption-vs-innovation.png)](https://hpbech.com/wp-content/uploads/disruption-vs-innovation.png)

Bogen *Disrupt eller dø* af [Tune Hein](https://www.linkedin.com/in/tune-hein-7030644/) og [Thomas Honoré](https://www.linkedin.com/in/thomasgregershonore/) har samme udgangspunkt og ærinde som [*Dreams & details*](https://www.hpbech.dk/dreams-details-genopfind-din-virksomhed-og-dit-lederskab-mens-det-stadig-gar-godt/) af Jim Hagemann Snabe og Mikael Trolle, nemlig at ændringerne i samfund og erhvervsliv går hurtigere, og at virksomhederne derfor hele tiden skal genopfinde sig selv.

Begge bøger har som formål at klæde virksomhedsledelsen på til både at finde en ny retning og gennemføre den med succes. *Disrupt eller dø*, der kun er på 166 sider i modsætning *Dreams & details’* 253, slipper faktisk lidt bedre fra opgaven. Den er mere jordnær og konkret, selv om også den lider under for mange almindeligheder og bruger eksempler, der ligger for langt væk fra de fleste danske virksomheder.

Efter min opfattelse burde titlen på bogen have været *Sådan gennemfører du forandringer i din virksomhed*. De fleste af de eksempler, der henvises til, kan kun meget velvilligt kategoriseres som disruption. Titlen er click-bait, der forsøger at koble sig på et boss word, der allerede er blevet skamredet på det groveste. Og det er indholdet trods alt for godt til.

# Disruption eller blot forandringer?

[![](https://hpbech.com/wp-content/uploads/Control-Data.png)](https://hpbech.com/wp-content/uploads/Control-Data.png)

Jeg var i foråret 1980 ikke mange dage gammel som salgstrainee, før jeg sad i et møde med direktionen i Control Data Danmark (kan nogen huske dem?) og diskuterede, hvad vi skulle stille op med den helt vanvittige konkurrence fra minicomputerne fra DEC, Norsk Data, Nixdorf, Prime m.fl. Konklusionen blev, at vi ikke længere skulle sælge maskiner men løsninger. Den strategi gennemførte vi, og det betød, at vi ikke solgte en eneste mainframe til en ny kunder i Danmark i resten af selskabets historie. Vi fik i stedet nye kunder til vores datacenter samt begyndte at levere software på andre producenters hardware. Isoleret set var det en succes, der sikrede vækst i omsætning og indtjening lokalt, men som moderselskabet i USA i stigende grad blev mere og mere misfornøjede med.

Minicomputerproducenterne trak i 1970’erne og starten af 1980’erne tæppet væk under mainframeproducenterne. I midten af 1980’erne startede PC’erne, LAN-produkterne og standardsoftware med at trække tæppet væk under minicomputerproducenterne og i starten af 1990’erne havde de fleste af dem drejen nøglen om. Så kom internettet, ved årtusindskiftet var telefaxen død og med cloud-computing kom endnu et paradigmeskift. Herefter smart phones og tablets, sociale medier, dobbeltsidede forretningsmodeller og så videre.

Indimellem de helt store skift i teknologien har der konstant været mindre ændringer i konkurrencesituationen, der krævede at [forretningsmodellen](https://www.linkedin.com/pulse/whats-wrong-business-model-framework-hans-peter-bech/) (det begreb blev først rigtig præciseret i 2010) skulle justeres. Siden jeg i 1977 fik mit første job som fuldmægtig i Arbejdsministeriet har ændrede vilkår i samfundet og erhvervslivet stået i kø for at gøre livet vanskeligt eller åbne op for nye muligheder – alt efter hvordan man så på det, eller hvor man befandt sig.

# Over 20 år med disruption

[![](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png)](https://hpbech.com/wp-content/uploads/Crossing_the_chasm-no-logo.png)

Det var først med Geoffrey A. Moores *Crossing the Chasm*, der kom i 1991 og med Clayton Christensens bog *The Innovator’s Dilemma*, der kom i 1997 (baseret på en artikel fra 1995), at ordet *disruption* fik en plads i hype-kataloget. Men faktisk var det Everett Rogers, professor i agrarøkonomi, der i 1962 formulerede *The Law of Diffusion of Innovation* som gav os forståelse for, hvorfor selv oplagte nyskabelser er så længe om at finde fodfæste. Måske det forklarer, at regeringen først for nyligt fik et disruptionråd. Nu forstod også de mest fodslæbende, at der sker store paradigmeskift i samfund og erhvervsliv.

Sker skiftene så hurtigere og er de mere voldsomme end tidligere? Det gør de og er de måske nok, men jeg kan ikke huske, at jeg på noget tidspunkt i mine mange år i erhvervslivet har tænkt, at nu var der nok fred og ro et par år. Det udtrykkes måske allerbedst af et citat fra [Bo Nielsson](https://www.linkedin.com/in/nielsson/), der er medtaget i min seneste bog [Fra Damgaard til Microsoft](https://www.saxo.com/dk/fra-damgaard-til-microsoft_hans-peter-bech_paperback_9788740955446), hvor han i maj 1997 udtaler til bladet Ingeniøren:

> “I vores branche er vi i konstant krise, for branchen ændrer sig hele tiden. Så vi er tvunget til at være kreative, innovative og fleksible for at overleve. Vi er nødt til at lytte til medarbejderne; for de gode ideer kan lige såvel komme fra kantinedamen som fra den administrerende direktør.”

# Det er svært at sælge medicin til raske mennesker

[![](https://hpbech.com/wp-content/uploads/Snake-oil.png)](https://hpbech.com/wp-content/uploads/Snake-oil.png)

En fagbog skal naturligvis have en fængende overskrift, og der skal også være en helt oplagt grund til, at man skal købe den netop nu. Tune Hein og Thomas Honoré forsøger at løse denne opgave med truslen om bål og brand. Hvad kan motivere bedre end udsigten til at dø, hvis man ikke gør noget. Disrupt er blevet et modeord, som er på alles læber, omend det nu blot er blevet synonym med de forandringer, vi altid har været udsat for.

Som sagt synes jeg, det er synd, for bogen er faktisk anvendelig og giver praktisk vejledning i, hvordan man som ledelse kan afdække mulighederne for at udvikle sin virksomhed og fastholde eller forbedre sin konkurrencesituation. Det er der mange andre bøger, der også gør, men 166 sider er overkommeligt for de fleste, den er på dansk, og anvisningerne kræver ikke, at man engagerer eksterne managementkonsulenter i bundter.

Der er faktisk ikke noget i bogen, man kan være uenig i, og det er normalt et tegn på manglende kant. Jeg vil gætte på, at udtrykket “det handler om…” vil hænge dig langt ud af halsen, når du er midvejs i bogen. Ikke desto mindre synes jeg, det er en bog, der er værd at læse.

# Disrupt eller dø

[![](https://hpbech.com/wp-content/uploads/Disrupt-eller-do-scaled.jpg)](https://hpbech.com/wp-content/uploads/Disrupt-eller-do-scaled.jpg)

**Titel:** Disupt eller dø
**Antal sider:** 166
**Forfattere:** [Tune Hein](https://www.linkedin.com/in/tune-hein-7030644/) og [Thomas Honoré](https://www.linkedin.com/in/thomasgregershonore/)
**Forlag:** People’s Press
**Udgivelsesdato:** 9. maj 2016
**Priser:** [DKK 249,95 (paperback)](https://www.saxo.com/dk/disrupt-eller-doe_tune-heinthomas-honore_haeftet_9788771800913) Jeg købte e-bogsudgaven til DKK 139,95.
**Anbefaling:** Kan anbefales til alle typer virksomheder, selvom de fleste eksempler i bogen er taget fra meget store og meget specielle virksomheder.
**Anmeldelser:** Bogen har kun meget få læseranmeldelser og får ikke de bedste ord med på vejen i de etablerede medier.

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**Categories:** Book reviews, Globalisation, Strategy

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### [Værdien af en forhandlerkanal kan tælles i milliarder](https://hpbech.com/da/vaerdien-af-en-forhandlerkanal-kan-taelles-i-milliarder/)

**Published:** May 15, 2018
**Author:** Hans Peter Bech

**Content:**

---

> Både Damgaard Data og Navision Software forstod til fulde værdien af en effektiv forhandlerkanal og raffinerede konstant metoderne til at rekrutere flere og gøre de bestående mere succesfulde.

---

[![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)

Da Microsoft i 2002 købte Navision, havde sidstnævnte en omsætning på DKK 1,8 milliarder, beskæftigede 1.200 mennesker og udviste et overskud på 22% af omsætningen.

En ganske sund forretning må man konkludere.

Men Microsoft overtog ved samme lejlighed også Navisions økosystem med mere en 2.000 forhandlere, der betjente over 100.000 kunder i 30 lande. Forhandlerne udviklede brancheløsninger, generelle moduler og kundetilpasninger, ligesom de sørgede for implementering og uddannelse af kunderne. Og så var de spydspidsen i alle marketing- og salgsaktiviteter.

Når en kunde betalte en million for at få implementeret en ERP-løsning fra Navision, var det kun i omegnen af 10%, der gik til licenser. 90% af værdien blev skabt af og forblev hos forhandlerne.

> Den samlede omsætning af og omkring Navisions produkter lå i 2002 i størrelsesordenen DKK 17 milliarder og hele økosystemet beskæftigede over 20.000 mennesker.

Når Microsoft betalte DKK 11 milliarder for Navision, var en stor del af beløbet begrundet i netop økosystemet. Hvis Navision selv skulle have opbygget en organisation til at håndtere så mange kunder, skulle de i deres 18 års levetid have ansat netto 100 nye medarbejdere hver eneste måned. Det kunne de muligvis nok have gjort, men det var bare ikke en opgave, de havde lyst til at binde an med, og at få uafhængige forhandlere til at gøre det i stedet, gjorde forretningsmodellen langt mere robust.

# Det tager tid at udvikle en forhandlerkanal

Selvom både Damgaard Data og Navision Software (de to selskaber fusionerede i 2000 og blev til Navision) fra den spæde start i 1984 baserede deres forretningsmodeller på forhandlere, så tog det flere ture omkring tegnebrædtet, før de fik udviklet den værdiskabende skaleringsmuskel, som partnerkanalen i 2002 udgjorde.

[![](https://hpbech.com/wp-content/uploads/1984_pcplus.png)](https://hpbech.com/wp-content/uploads/1984_pcplus.png)

De første produkter, Danmax og PCPLUS var ret simple produkter, der ikke gav forhandlerne de store muligheder for at bygge ovenpå. Men det var heller så vigtigt i 1980’erne, hvor forhandlerrabatten på en enkeltbrugerløsning (hardware og software) let løb op i DKK 20.000. Der var gode penge at tjene selv ved simpelt videresalg.

Det ændrede sig med Concorde Økonomi og Navigator og tog for alvor fart med Concorde XAL og Navigator/AL, der indeholdt værktøjer, så forhandlerne kunne videreudvikle produkterne.

# Disruption fra bunden

Damgaard Data og Navision Software startede i bunden af markedet og arbejdede sig opad. I starten var det ret enkelt at blive forhandler, men med tiden blev indlæringskurven mere stejl og kulminerede med Damgaard Datas Axapta i 1998.

Produkterne drog fordel af udviklingen af PC’erne og netværksteknologien. Hvor Danmax og PCPLUS hjalp kunderne med at skifte fra papir og blæk til IT, så blev Concorde XAL og Navigator/AL produkter, der udkonkurrerede løsninger baseret på minicomputere, mainframes og servicebureaer. Med forhandlerne som værdiskabede led kunne Concorde XAL og Navigator/AL meget mere og til meget lavere priser (cost of ownership) end de gamle konkurrenter.

[![](https://hpbech.com/wp-content/uploads/Tornado-firendly.jpg)](https://hpbech.com/wp-content/uploads/Tornado-firendly.jpg)

Sammen med Microsoft, Lotus og mange andre i PC-branchen var Damgaard Data og Navision Software med til at skabe et af de største blodbad \*) IT-industrien til dato har oplevet. I midten af 1980’erne dominerede leverandørerne af mainframes og minicomputere IT-branchen. Blot 10 år senere havde de fleste af dem drejet nøglen om. De havde ikke set, hvilket potentiale PC’ere bundet sammen i et netværk udgjorde og havde ikke lagt mærke til den skov af små softwarehuse, der udviklede løsninger som kunderne, på grund af pris og faciliteter, var hurtige til at tage i anvendelse.

Damgaard Data og Navision Software vidste ikke, at de disruptede markedet for ERP-løsninger, for hverken udtrykket “disruption” eller “ERP” var opfundet på det tidspunkt. De gjorde det bare!

[![](https://hpbech.com/wp-content/uploads/Innovators-Dilemma.jpg)](https://hpbech.com/wp-content/uploads/Innovators-Dilemma.jpg)

Først i 1997 udkom Clayton M. Christensens [*The Innovator’s Dilemma: When New Technologies Cause Great Firms to Fail*](https://www.amazon.com/Innovators-Dilemma-Revolutionary-Change-Business/dp/0062060244), der introducerede begrebet disruption og forklarede, hvordan det kunne finde sted lige under snuden på de store og markedsdominerende firmaer. Der skulle gå yderligere mange år, før indholdet i Clayton Christensens bog var nået ud i de brede kredse og ordet disruption blev hver mands eje. I dag bruges det vel nærmest som synonym for alle typer forandringer, skønt det ikke var tænkt sådan.

# To helt forskelllige modeller

Som det fremgår af min bog [*Fra Damgaard til Microsoft* ](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)greb Damgaard Data og Navision Software opgaven helt forskelligt an.

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)

Begge selskaber var fra starten klar over, at arbejdet med at rekruttere og pleje forhandlerne hed “distribution.” Damgaard Data oprettede derfor Damgaard Data Distribution A/S, der tog sig af opgaven, mens Navision Software overlod den først til Sophus Berendsen og senere til IBM Danmark (Damgaard Data Distribution var i en kort årrække distributør af PCPLUS!). Først da Navision Software ragede uklar med IBM i 1994, gik de selv ind i distributionsaktiviteten. Da Damgaard Data skulle påbegynde internationaliseringen, lagde de distributionen i hænderne på IBM. Det gik helt galt, og i 1998 måtte de selv trække i arbejdstøjet.

Både Damgaard Data og Navision Software forstod til fulde værdien af en effektiv forhandlerkanal og raffinerede konstant metoderne til at rekrutere flere og gøre de bestående mere succesfulde.

De metoder kan virksomheder den dag i dag lære meget af.

–ooOoo–

\*) Alene IBM reducerede fra 1985 til 1995 antallet af medarbejdere med 180.000, mens nummer 2, Digital Equipment Corporation, i 1998 blev købt af PC-firmaet Compaq. De mange hundred tusinde medarbejdere, der mistede deres job ved nedskæringer og firmalukninger, fik i reglen hurtigt arbejde igen i den ekspanderende del af IT-branchen.

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**Categories:** Book reviews, Business development, Globalisation, Strategy

**Tags:** Damgaard Data

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### [5,460 Miles from Silicon Valley](https://hpbech.com/da/5460-miles-from-silicon-valley/)

**Published:** April 24, 2018
**Author:** Hans Peter Bech

**Excerpt:** Det er mit ønske, at bogen kan medvirke til at inspirere unge iværksættere verden over til at sigte højt og gerne meget højt. Selvom skaleringen af startups i dag både kan og skal gøres meget hurtigere, end da Damgaard Data og Navision Software kæmpede med opgaven, så kan det godt betale sig at udvise lidt tålmodighed og lade sig inspirere af den måde hvorpå Erik Damgaard, Preben Damgaard, Jesper Balser, Torben Wind og Peter Bang samt alle deres dygtige medarbejdere greb opgaven an.

**Content:**

---

> Det er mit ønske, at bogen kan medvirke til at inspirere unge iværksættere verden over til at sigte højt og gerne meget højt. Selvom skaleringen af startups i dag både kan og skal gøres meget hurtigere, end da Damgaard Data og Navision Software kæmpede med opgaven, så kan det godt betale sig at udvise lidt tålmodighed og lade sig inspirere af den måde hvorpå Erik Damgaard, Preben Damgaard, Jesper Balser, Torben Wind og Peter Bang samt alle deres dygtige medarbejdere greb opgaven an.

---

#### [![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)*5,460 Miles from Silicon Valley* er blevet den engelske titel på erhvervsbiografien *Fra Damgaard til Microsoft*.

Da jeg startede på at skrive bogen *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)* på dansk, besluttede jeg samtidigt, at den umiddelbart efter skulle oversættes til og udgives på Engelsk.

Hvis du ikke har læst bogen endnu, kommer her et kort resumé:

*Bogen handler om, hvordan to unge knægte på henholdsvis 21 og 23 år fra Gladsaxe i 1984 startede en virksomhed. De fik en flyvende start, og der var plus på bundlinjen efter kun få uger på markedet. Efter 8 år havde de 100 ansatte og omsatte for over 100 millioner, men nu var Danmark blevet for lille til at mætte virksomhedens vækstappetit. De indledte derfor et samarbejde med IBM, der via sin tilstedeværelse overalt på kloden skulle stå for den internationale afsætning. Men det gik slet ikke som forventet, og den lille danske virksomhed måtte se sig overhalet af sin største konkurrent. Efter i efteråret 1999 at have vundet danmarksmesterskabet i børsnotering med en valuering på over 3 milliarder, udsendte virksomheden 7 uger senere en nedjustering, der kastede deres aktier ud i et frit fald. Aktiekurserne rettede sig hurtigt igen, men tiderne efter år 2000 var vanskelige, og løsningen på udfordringerne blev en fusion med konkurrenten, der nu var næsten dobbelt så stor. Kun knap to år efter fusionen købte Microsoft hele butikken for 11 milliarder kroner.*

I Danmark ved de fleste, at de to unge knægte er Preben Damgaard og Erik Damgaard, og at historien handler om Damgaard Data og Navision Software. Bogen tager sit udgangspunkt i Damgaard Data, og derfor blev bogens danske titel *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)*.

# Nød lærer iværksættere nye tricks

Når bogen skal oversættes til engelsk skyldes det først og fremmest, at historierne om Damgaard Data og Navision Software er fantastiske eksempler på, hvordan det er muligt at starte, vækste og drive internationale succesvirksomheder i et af verdens mindste markeder, der ikke har engelsk som sit hovedsprog (det er Danmark, jeg her taler om). Damgaard Data og Navision Softwares første produkter var *alene* udviklet til det danske marked. Deres vækst på hjemmemarkedet dannede det finansielle grundlag for udviklingen af nye produkter, der kunne internationaliseres og for de aktiviteter, der skulle iværksættes for at komme ind på nye markeder.

Men ingen af de to virksomheder var på tidspunktet for starten på deres internationalisering så finansielt velpolstrede, at de kunne anvende bulldozermetoden og bare oprette egne datterselskaber på stribe. Der måtte andre og mere opfindsomme metoder til, hvilket bogen giver detaljerede beskrivelser af.

# 5,460 Miles from Silicon Valley

[![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-248x300-1.png)](https://www.hpbech.dk/wp-content/Damgaard_UK_3D_badge_soft-480x580.png)

Bogens engelske title er blevet *[5,460 Miles from Silicon Valley – The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA](https://bogreolen.dk/5460-miles-from-silicon-valley_hans-peter-bech_9788793116351)*.

Den udkommer 1. juni 2018 og vil blive distributeret via Amazon i USA, Canada, Mexico, Brasilien, Italien, Spanien, Frankrig, Tyskland, Holland, Indien, Japan og Australien samt via IngramSpark til boghandlere i i hele verden.

Det er mit ønske, at bogen kan medvirke til at inspirere unge iværksættere verden over til at sigte højt og gerne meget højt. Selvom skaleringen af startups i dag både kan og skal gøres meget hurtigere, end da Damgaard Data og Navision Software kæmpede med opgaven, så kan det godt betale sig at udvise lidt tålmodighed og lade sig inspirere af den måde hvorpå Erik Damgaard, Preben Damgaard, Jesper Balser, Torben Wind og Peter Bang samt alle deres dygtige medarbejdere greb opgaven an. Deres vej fra den spæde start i 1984 til millarderne landede på bankbogen i 2002 var fuld af modgang, overraskelser og udfordringer. Selvtillid, stædighed, ambitioner og snilde gjorde forskellen og sikrede succesen.

# Promotion video

Her er en kort video, hvor jeg introducerer den engelske udgave af bogen.

SaveSave

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**Categories:** Book reviews, Business development, Globalisation, Strategy

**Tags:** Damgaard Data

---

### [Fremtidens digitale regnskab](https://hpbech.com/da/fremtidens-digitale-regnskab/)

**Published:** February 6, 2018
**Author:** Hans Peter Bech

**Excerpt:** Kort fortalt drejer det som digitaliseringen af virksomhedernes økonomifunktion og regnskaber. Formålet er at erstatte omkostningstunge og manuelle rutiner med automatiserede digitale processer, der går hurtigere, har færre fejl og koster mindre.

**Content:**

---

[![](https://hpbech.com/wp-content/uploads/1CB18B21-0AA2-496D-ABB5-E702D29999BD.jpg)](https://hpbech.com/wp-content/uploads/1CB18B21-0AA2-496D-ABB5-E702D29999BD.jpg)

Normalt deltager jeg ikke i gratis arrangementer.

Det kan du læse mere om sidst i min anmeldelsen af [Toke Kruses](https://www.linkedin.com/in/tokekruse/) mini-konference med titlen “[Fremtidens digitale regnskab & din nye hverdag](https://fremtidensregnskab.dk)”, som i år fandt sted mandag den 5. februar 2018 på den Sorte Diamant i København og dagen efter i Aarhus.

[Klik her for at se programmet.](https://www.hpbech.dk/wp-content/Kobenhavn-600-1.jpg)

Den udvikling, der startede med blandt andet [Damgaard Data og Navision Software](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313) i 1984, er over de sidste ti år med for eksempel [e-conomic](https://www.e-conomic.dk) og [Billy](https://www.billy.dk) nået ud til også alle de helt små virksomheder.

Kort fortalt drejer det som digitaliseringen af virksomhedernes økonomifunktion og regnskaber. Formålet er at erstatte omkostningstunge og manuelle rutiner med automatiserede digitale processer, der går hurtigere, har færre fejl og koster mindre.

Når jeg deltog i konferencen, var det primært for at se, om der var noget spændende at skrive om (det var der, og derfor skriver jeg dette), men også for at se, om der var noget, som min virksomhed kunne drage fordel af.

Lad os tage det sidste først.

# Bogholderi og regnskab er en omkostning – jo lavere jo bedre

Jeg driver sammen med min kompagnon [Steen Helmer](https://www.linkedin.com/in/steenhelmer/) en lille specialiseret [konsulent-, kursus-, og forlagsvirksomhed](https://tbkconsult.com). Er der noget, vi ikke ønsker at bruge tid og penge på, så er det bogholderi og regnskab. Til gengæld vil vi gerne have, at bogholderiet er i orden og ajourført, at vi ved, hvordan momskontoen står, og at vi får indleveret årsregnskab og selvangivelse til tiden.

[![](https://hpbech.com/wp-content/uploads/Steen-Helmer-lecturing_ITB-3-small-scaled.jpg)](https://hpbech.com/wp-content/uploads/Steen-Helmer-lecturing_ITB-3-small-scaled.jpg)Steen Helmer underviser medlemmer af IT-Branchen

På konferencen gik det op for mig, at stort set alle vores økonomiprocesser formentlig kan automatiseres allerede i 2018, og at vi kan nedbringe vores samlede omkostninger til økonomistyring og rapportering med tæt på 90%. Hertil kommer, at vi kan reducere omkostningerne til internationale betalinger (som vi har mange af) betydeligt. Vi kan også forbedre kredittjek på vores kunder, men da vi ikke har problemer på den front, er det punkt ikke så langt oppe på dagsordenen.

# Innovation kommer sjældent indefra

Vi har faktisk en ekstern bogholder, men inputtet, til hvordan vi kan udnytte den nye teknologi til at opnå de fordele, jeg lige har nævnt, er ikke kommet fra den kant.

De nye teknologier, som allerede er klar til ibrugtagning, vil over de kommende 10 år reducere beskæftigelsen blandt økonomifolk med omkring 50%. De første, der ryger, er dem der ikke kan eller tør se udviklingen i øjnene. De der ikke ved eller ikke tror, at et bilag kan aflæses og bogføres automatisk. De der ikke ved eller ikke tror, at en årsrapport og en selvangivelse kan udarbejdes på under en time. Hvis du via en app med kunstig intelligens kan aflæse et bilag og overføre detaljerne til din kassekladde, vil færre og færre virksomheder være villige til at betale et menneske for at udføre opgaven manuelt. Også fordi app’en gør det med det samme, selv når bilaget dukker op søndag nat klokken 04:00.

# Økonomisk rådgivning kommer i høj kurs

[![](https://hpbech.com/wp-content/uploads/Doctor.png)](https://hpbech.com/wp-content/uploads/Doctor.png)

Der er meget få mennesker, der synes det er meningsfyldt at save den gren over, de selv sidder på. Men det er altså sjældent en god idé at overlade det til andre. De har det nemlig med at save den over på det mest ubelejlige tidspunkt.

Når vi kan reducere den mængde sved, som de trivielle og værdiløse opgaver i forbindelse med dataregistrering og rapportering kræver, kan vi i stedet bruge tid og penge på analyser, simuleringer og indsigt. Det gør de store virksomheder allerede, og med de nye teknologier bliver det nu muligt for små virksomheder at få dybere indsigt i deres økonomi, og hvordan de med nogle få velvalgte tiltag kan tjene flere penge. Den type bistand betaler man gerne for. Jeg betaler gerne 10.000 for at spare eller tjene 100.000.

Fremtidens økonomifolk bliver eksperter i systemintegration, dataanalyse, revision og optimering. De har fingeren på pulsen, hvad ny teknologi angår, for det kan hjælpe deres kunder med at køre forretningen endnu bedre, og det er i sidste instans kun det, vi er klar til at betale for.

# Gratisarrangementer

[![](https://hpbech.com/wp-content/uploads/Lecture-on-industry-challenges.png)](https://hpbech.com/wp-content/uploads/Lecture-on-industry-challenges.png)

Det er ikke noget i denne verden, der er gratis.

At afholde et arrangement med lokaler og forplejning koster penge. Det er sponsorerne (foredragsholderne), der betaler gildet. Det gør de, fordi der sidder 600 mennesker og lytter. Altså er det nu deltagerne, der er varen. Det er deres tilstedeværelse og opmærksomhed sponsorerne betaler for. Deltagerne stiller deres tid gratis til rådighed, og de betaler selv transport til og fra arrangementet.

[Det kommer der sjældent noget godt ud af](https://www.hpbech.dk/dansk-erhvervs-arsdag-alle-pengene-vaerd/). Sponsorer har det med at levere selvforherligende salgspræsentationer.

Jeg synes i det store hele, at Toke Kruses arrangement slipper godt af sted med konceptet. Præsentationerne var gennemgående sobre og informative. Men der er stadig foredragsholdere, der burde tage et kursus i præsentationsteknik, inden de skal på scenen næste gang.

Min pris for bedste præsentation går ubetinget til [Uniconta](http://www.uniconta.com). [Jørn Rejndrup](https://www.linkedin.com/in/jrejndrup/) leverede en overraskende vinkel på, hvor kernen i økonomisystemet ligger. Selve præsentationen var en fryd for øjet og meget nem at følge med i.

Alle, der beskæftiger sig med økonomi og regnskab, bør sikre sig en plads, når Toke Kruse formentlig annoncerer [Fremtidens Regnskab 2019](https://fremtidensregnskab.dk). På en formiddag får du en hurtig gennemgang af de teknologier, der enten kommer til at fjerne dit job eller sikre dig en klækkelig lønforhøjelse. Det må være rart at vide, om det bliver det ene eller det andet.

**Categories:** Globalisation, Strategy

**Tags:** Damgaard Data

---

### [Samarbejdet med IBM - på godt og på ondt](https://hpbech.com/da/samarbejdet-med-ibm-paa-godt-og-paa-ondt/)

**Published:** January 10, 2018
**Author:** Hans Peter Bech

**Content:**

---

> Da IBM efter 1992 investerede betydelige summer i udvikling og markedsføring af OS/2 førte det til stigende knas i samarbejdet med PC&C, der ikke troede på, at det ville lykkes IBM at bryde Microsofts succes i den nedre del af markedet. PC&C havde helt andre planer og de gik ikke IBMs ærinde.

---

[![](https://hpbech.com/wp-content/uploads/P23-1987-10-Navigator-skal-distribueres-af-IBM.png)](https://hpbech.com/wp-content/uploads/P23-1987-10-Navigator-skal-distribueres-af-IBM.png)Datatid, nr. 10. oktober 1987.

Da PC&C (selskabet ændrede i 1995 navn til Navision Software) i oktober 1987 annoncerede, at IBM skulle stå for distributionen af deres nye produkt Navigator, var overraskelsen i markedet betydelig. PC&C var et lille dansk softwarehus med 7 medarbejdere og en omsætning i regnskabsåret 1986/87 på blot 5,5 millioner. IBM var en multinational mastodont med mere end 400.000 ansatte og en omsætning på over 250 milliarder kroner. IBM’s danske datterselskab var en stjerne blandt sine søsterselskaber og havde specielt på PC markedet vundet markedsandele, som lå langt over hvad søsterselskaberne verden over kunne præstere.

PC&C’s omsætning stiger til 10,6 millioner i regnskabsåret 1987/88, falder sjovt nok til 8,8 millioner i 1988/89 for herefter stige støt til 65,6 millioner i 1994/95, som er det regnskabsår, hvor samarbejdet med IBM bliver opsagt – af IBM!

# PC&C og IBM var det perfekte match

I 1987 var et samarbejde mellem PC&C og IBM et perfekt match. PC&C var på vej med et nyt flerbruger system, der skulle afløse PCPLUS, og de var ikke tilfredse med samarbejdet med deres distributør Sophus Berendsen Computer Products. IBM havde faktisk henvendt sig meget tidligere for at få en aftale om distribution af PCPLUS, men det havde ikke været muligt at finde en løsning med to sideordnede distributører.

[![](https://hpbech.com/wp-content/uploads/1987-NAV-2.12-106433.png)](https://hpbech.com/wp-content/uploads/1987-NAV-2.12-106433.png)Menusystemet til Navigator

1987 var også året, hvor IBM med lanceringen af PS/2 systemerne forsøgte at få mere kontrol over PC-markedet. I forlængelse heraf skulle IBM bruge et økonomisystem til at styrke sin position overfor de små og mellemstore virksomheder, hvor virksomheden ikke stod så stærkt, men hvor nøglen til væksten i salget af PCere lå. Navigator, som det nye økonomisystem fra PC&C kom til at hedde, skulle med andre ord hjælpe IBM Danmark med at udbygge sin position på PC-markedet.

Som jeg beskriver i min bog, [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), var PC&C og IBM Danmark i 1987 et perfekt match. Der var stort sammenfald i interesserne og kemien mellem de to selskaber var særdeles god. Fælles ønske om at portere Navigator til IBM’s AS/400 minicomputere bidrog yderligere til optimisme omkring samarbejdets rækkevidde.

Et samarbejde med IBM havde naturligvis en stor betydning for PC&Cs selvforståelse og antændte ambitionerne. Hvis samarbejdet med IBM i Danmark kunne blive en succes, hvad skulle så forhindre, at det kunne gentages i alle IBM’s datterselskaber verden over?

# Bagsiden af medaljen

[![](https://hpbech.com/wp-content/uploads/MainMenu.bmp)](https://hpbech.com/wp-content/uploads/MainMenu.bmp)Hovedmenuen til Concorde fra Damgaard Data

IBM nåede på sit højeste andele på omkring 35% af PC-salget i Danmark. Men IBM tillod kun deres egne forhandlere at sælge Navigator, mens forhandlerne godt kunne sælge IBM-PCere til kunder, der valgte Concorde fra konkurrenten Damgaard Data. Selvom samarbejdet med IBM Danmark gav PC&C en “blåstempling” og satte fart i væksten, så ville de aldrig kunne komme forbi Damgaard Data, der havde uhindret adgang til både de øvrige 65% af markedet, som IBM ikke nåede, og den del af IBMs 35% som ikke ønskede Navigator. At vælge en hardwareleverandør som eksklusivdistributør af Navigator havde altså sine indbyggede begrænsninger, selv om de nok ikke var så iøjnefaldene i starten.

# Kampen om operativsystemet

[![](https://hpbech.com/wp-content/uploads/OS2-logo.png)](https://hpbech.com/wp-content/uploads/OS2-logo.png)

Da samarbejdet mellem IBM og Microsoft om udviklikningen af OS/2 brød sammen i 1992, og IBM alene skulle stå for videreudviklingen af operativsystemet, blev der introduceret et naturligt konfliktpunkt i samarbejdet med PC&C. Under besøg på Comdex i USA i April 1991 havde folkene fra PC&C erfaret, at OS/2 overhovedet ingen rolle spillede på PC-markedet derovre. Alle talte derimod om Windows 3.1. Når OS/2 kunne opnå en vis udbredelse i Danmark, skyldtes det udelukkende IBMs meget stærke position hos de helt store virksomheder, der havde tradition for at følge deres IT-leverandørs anbefalinger. Denne kundegruppe lå udenfor PC&Cs interessefelt.

Da IBM efter 1992 investerede betydelige summer i udvikling og markedsføring af OS/2 førte det til stigende knas i samarbejdet med PC&C, der ikke troede på, at det ville lykkes IBM at bryde Microsofts succes i den nedre del af markedet. PC&C havde helt andre planer og de gik ikke IBMs ærinde.

**Categories:** Business development, Strategy

**Tags:** Damgaard Data

---

### [IBM spillede med musklerne](https://hpbech.com/da/ibm-spillede-med-musklerne/)

**Published:** January 16, 2018
**Author:** Hans Peter Bech

**Excerpt:** Da IBM opdagede hvilken strategisk betydning Navigator fik for afsætningen af deres PC'ere i Danmark og samtidigt erfarede, at de ikke kunne diktere PC&C at investere i versioner, der støttede strategiske IBM-produkter, besluttede man at købe softwarehuset. Man måtte have mere hånd i hanke med beslutningerne.

**Content:**

---

> Da IBM opdagede hvilken strategisk betydning Navigator fik for afsætningen af deres PC’ere i Danmark og samtidigt erfarede, at de ikke kunne diktere PC&C at investere i versioner, der støttede strategiske IBM-produkter, besluttede man at købe softwarehuset. Man måtte have mere hånd i hanke med beslutningerne.

---

[![](https://hpbech.com/wp-content/uploads/as-400-300x213.png)](https://hpbech.com/wp-content/uploads/as-400.png)

[Klik her for at læse del 1.](https://www.hpbech.dk/samarbejde-med-ibm-pa-godt-og-ondt/)

Det lykkedes faktisk at få databasedelen af Navigator til at køre på IBM’s AS/400 serie af minicomputere. Klientdelen kørte så på PCere under DOS. Men det kunne ikke klare mere end en enkelt bruger ad gangen. Koblede man flere brugere på, kørte det ulideligt langsomt. Sammenlignet med Navigator på PC-platformen var AS/400 løsningen i praksis komplet ubrugelig.

Naturligvis kunne man udvikle en ny Navigator til AS/400 helt fra bunden, men hvem skulle financiere det projekt? Og hvem skulle tage ansvar for omsætningen? IBM ville ikke, og PC&C kunne ikke et umiddelbart får øje på, hvordan en AS/400 løsning skulle udvide markedet, der jo allerede var godt betjent med PC-løsningen. Navigator til AS/400 løb lige så stille ud i sandet.

# IBM-OS/2

[![](https://hpbech.com/wp-content/uploads/OS2-logo.png)](https://hpbech.com/wp-content/uploads/OS2-logo.png)

IBM’s OS/2 projekt havde til formål at udvikle et bedre operativsystem (end DOS), og samtidigt sikre, at selskabet fik rettighederne til centale komponenter i PC-markedet (og dermed royalty-indtægter for deres anvendelse). Med Navigators moderne client/server-arkitektur kunne databasen nemt bringes til at køre på en OS/2-server, mens klienterne kunne køre på DOS-maskiner. Ønskede en kunde (eller IBM), at også brugerne skulle køre OS/2, var det så heldigt, at operativsystemet kunne afvikle DOS-programmer. Der var derfor ikke noget umiddelbart pres på for at udvikle en OS/2 version af Navigators brugerprogrammer.

Da Microsoft og IBM i 1990 gik hver til sit og sidstnævnte fortsatte sin egen udvikling af OS/2-Presentation Manager (svarende til Windows), blev alle softwarehuse i hele verden tvunget til at tage stilling til hvilken vej de skulle gå. Windows, OS/2 eller begge dele?

Softwarehuse, der samarbejdede med IBM blev presset hårdt til at gå OS/2-vejen, men da efterspørgslen i markedet manglede, var det ikke en oplagt beslutning at tage. På det tidspunkt var der allerede stigende efterspørgsel på Microsofts Windows, og langt de fleste valgte derfor at se tiden an.

De 3 PC&C’s stiftere, Peter Bang, Torben Wind og Jesper Balser, besøgte i november 1989 Comdex Fall udstillingen i Las Vegas. De overværede konferencesessioner med overskrifter som *”OS/2 – Underdog or Favorite?”* og *”IBM Workstation Strategy for the 90’s – What is it & Will it Work?”* I en tid før internettet var opfundet, var denne type konferencer ubetinget muligheden var for at se og høre, hvad der reelt lå bag pressemeddelelserne og reklamekampagnerne fra de store leverandører.

Da PC&C i april 1991 sendte en større delegation af medarbejdere til Comdex Spring udstillingen i Atlanta, kunne de alle med egne øjne og øre erfare, at det ikke var lykkedes for IBM at skaffe opbakning i markedet for OS/2. Interessen blandt de udstillende softwarehuse var meget lille – grænsende til ikke eksisterende.

# IBM spillede med musklerne

I slutningen af 1980erne var IBM’s topledelse bekymrede.

[![](https://hpbech.com/wp-content/uploads/Flex-muscle.jpg)](https://hpbech.com/wp-content/uploads/Flex-muscle.jpg)

Hvor de i 1970erne og begyndelsen af 1980erne kunne bruge deres dominans (IBM sad i 1970’erne på 60% af det samlede IT-marked) til at styre markedet, havde de oplevet nederlag på minicomputermarkedet, hvor Digital Equipment Corporation løb med lederskabet og på markedet for netværksteknologi, hvor Ethernet havde vundet over Token Ring. På PC-markedet havde de undervurderet hvilke kræfter de havde sat i gang og betydningen af ikke at have sikret sig rettigheder til MS-DOS. Nu skulle samme fejl ikke begås en gang til, og selskabet afsatte derfor betydelige ressourer til markedsføring af OS/2 samt gav datterselskaberne besked på at gøre det nødvendige for at sikre sig en solid position, herunder opkøbe softwarehuse, der kunne understøtte strategien.

# IBM ville købe PC&C

Da IBM opdagede hvilken strategisk betydning Navigator fik for afsætningen af deres PC’ere i Danmark og samtidigt erfarede, at de ikke kunne diktere PC&C at investere i versioner, der støttede strategiske IBM-produkter, besluttede man at købe softwarehuset. Man måtte have mere hånd i hanke med beslutningerne.

Men PC&C sagde nej tak.

[Artikelserien fortsætter.](https://www.hpbech.dk/ibm-var-alligevel-ikke-a-global-company/)

**Categories:** Business development, Strategy

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### [Damgaard Data og Navision Software: Hvor kom medarbejderne fra?](https://hpbech.com/da/damgaard-data-og-navision-software-hvor-kom-medarbejderne-fra/)

**Published:** December 12, 2017
**Author:** Hans Peter Bech

**Excerpt:** Da der blev oprettet en dedikreret HR-funktion i Damgaard Data, blev uopfordrede ansøgninger, som virksomheden modtog uden angivelse af attention-person, systematisk læst og fordelt til de afdelinger, der var relevante.

**Content:**

---

> *Da der blev oprettet en dedikreret HR-funktion i Damgaard Data, blev uopfordrede ansøgninger, som virksomheden modtog uden angivelse af attention-person, systematisk læst og fordelt til de afdelinger, der var relevante.*

---

[![](https://hpbech.com/wp-content/uploads/Unemployed-203x300.jpg)](https://hpbech.com/wp-content/uploads/Unemployed.jpg)

Når du læser bogen [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313), vil du måske lægge mærke til, at de fleste af de medvirkende ikke fandt vejen til hverken Damgaard Data eller Navision Software ved at søge en opslået stilling.

Hvordan fik de så et job i en af disse to spændende danske virksomheder?

## Fra 0 til 1.200 medarbejdere på 18 år

Nedenstående figur viser det samlede antal medarbejdere (omregnet til fuldtidsansatte) i Damgaard Data og Navision Software (1984 – 1999) og i Navision (2000-2002) ifølge årsregnskaberne indberettet til Erhvervsstyrelsen.

![](https://hpbech.com/wp-content/uploads/Samlet-antal-medarbejdere-1984-2002.png)

Da Navision (det selskab der opstod efter fusionen af Damgaard Data og Navision Software i 2000) blev solgt til Microsoft i 2002, beskæftigede virksomheden lidt over 1.200 medarbejdere. I løbet af de 18 år, der var gået siden de to virksomheder startede som små iværksættere med kun ejerne som arbejdeskraft, havde der vel skønsmæssigt været et sted mellem 1.500 og 2.000 medarbejdere igennem virksomhederne. Lad os antage at tallet var 1.800, så svarer det til 100 ansættelser hvert år eller to nye medarbejder hver uge 18 år i træk (det store hop i 1999 skyldtes Damgaard Datas brud med IBM og Navision Softwares opkøb af egne distributører).

# Hvor kom medarbejderne fra?

[![](https://hpbech.com/wp-content/uploads/P14-Morten-Gregersen-i-kaelderen.png)](https://hpbech.com/wp-content/uploads/P14-Morten-Gregersen-i-kaelderen.png)

Som det fremgår af bogen, kom de første ansættelser i Damgaard Data via ejernes og medarbejdernes personlige netværk og fra uopfordrede ansøgninger. Hvis vi ser bort fra de to medarbejdere, der kom via Ung i Arbejde programmet, så var ansættelse nummer et (Morten Gregersen) fra netværket, mens ansættelse nummer to (Jens Svanholdt) var fra en uopfordret ansøgning!

(Billedet viser Morten Gregersen (t.v.) og Jens Svanholdt i kælderen under Erik og Preben Damgaards forældres rækkehus i Bagsværd i 1986.)

Da virksomheden fik etableret et navn i branchen voksede både netværket og mængden af uopfordrede ansøgninger og fortsatte derfor med at være hovedleverandøren af nye medarbejdere. Kun når der ikke fandtes velegnede kandidater i bunken af uopfordrede ansøgninger eller blandt anbefalingerne fra netværket, gik man til de næste kilder.

## Uopfordrede ansøgninger

Under mit researcharbejde til bogen startede jeg alle interview med at spørge om, hvordan vedkommende kom i forbindelse med Damgaard Data og Navision Software. Selvom min egen ansættelse i Damgaard Data i slutningen af 1997 (se bogen side 471) kom i stand via en uopfordret ansøgning, så blev jeg alligevel overrasket over hvor mange, der heller ikke var blevet ansat ved at søge på en opslået stillingsannonce.

Damgaard Data tog uopfordrede ansøgninger meget seriøst (det gjorde Navision Software formentlig også, men det har jeg ikke undersøgt så grundigt). Da der blev oprettet en dedikreret HR-funktion i Damgaard Data, blev uopfordrede ansøgninger, som virksomheden modtog uden angivelse af attention-person, systematisk læst og fordelt til de afdelinger, der var relevante.

## Kender du nogen, eller kender du nogen, der kender nogen?

[![](https://hpbech.com/wp-content/uploads/Holdet-flytter-til-Birkeroed-Cropped.png)](https://hpbech.com/wp-content/uploads/Holdet-flytter-til-Birkeroed-Cropped.png)En del af Damgaard Data efter at virksomheden i 1991 flyttede til Birkerød

Damgaard Data blev meget hurtigt en decentral organisation, hvor lederne fik frie hænder til selv at vælge deres nye medarbejdere, og naturligt nok rakte man ofte ud til personer, som man kendte i forvejen.

Da Preben Damgaard i 1994 skulle besætte nøglepositionen som salgs- og marketingdirektør, var det igen netværket, der kom i spil. Han ville for alt i verden helst undgå at skulle tage stilling til kandidater, som han ikke kendte på forhånd. Derfor lagde han sig også voldsomt i selen for at overbevise sin favoritkandidat, [Per Pedersen](https://www.linkedin.com/in/perpedersen3/), om at han skulle tage jobbet. Det gik ikke som planlagt, og Per takkede nej. Utryg ved at skulle i gang med ukendte kandidater, gik Preben Damgaard i tænkeboks, hvilket sikrede, at jobbet fortsat var ledigt, da Per ombestemte sig. Hele historien er omtalt i kapitel 14 og udover at være ret morsom, er den bestemt også lærerig.

## Headhunting

[![](https://hpbech.com/wp-content/uploads/Headhuntingjpg-300x212.jpg)](https://hpbech.com/wp-content/uploads/Headhuntingjpg.jpg)

Når nøglepositioner skulle besættes, og der ikke var velegnede kandidater blandt de uopfordrede ansøgninger og fra netværket, blev stillingerne kun sjældent slået op. I stedet engagerede man headhuntere til at finde velegnede kandidater.

Mange opfatter headhuntere som en dyr løsning på rekruttering, men Damgaard Data betragtede det som en investering. Når det drejede sig om nøglepositioner (sælgere og ledende medarbejdere), opvejede omkostningen ved en fejlansættelse langt den pris, som headhunteren skulle have.

Man ønskede at sikre, at der kom kandidater på banen, som passede til den profil, man havde tegnet, men som måske ikke lige havde tænkt over, at tiden var inde til at skifte job. Ved blot at slå en stilling op, var der jo ingen garanti for, at ansøgerne passede til profilen. Og fristelsen for at ansætte den bedste (blandt de mulige) og ikke den rigtige, var ofte for stor, når man desperat havde brug for at få fyldt en jobposition ud.

# Enhver ny medarbejder udgør en potentiel risiko

[![](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)](https://hpbech.com/wp-content/uploads/Value-vesus-price.png)

I virksomheder som Damgaard Data og Navision Software betød medarbejderne alt. Produkterne blev skabt i ejernes og (meget hurtigt) i medarbejdernes hjerner. Også kvaliteten af alle øvrige funktioner i virksomhederne var direkte relateret til medarbejderne og til den kultur, som ledelsen skabte og udviklede. At få en ny medarbejder ind, der kunne fungere og vokse i et samspil med sine kolleger, var kollosalt værdiskabende. Fik man ansat den forkerte, var [alternativomkostningerne til gengæld dobbelt så store](https://www.linkedin.com/pulse/how-saving-50k-could-easily-cost-you-1million-hans-peter-bech/), både for virksomheden og for den nyansatte, som måtte ud og finde et andet job.

Ovenstående *er* den primære forklaring på hvorfor Damgaard Data valgte jobopslaget som den sidste udvej. Som bonus var tidsforbruget og besværet ved at ansætte uopfordrede ansøgere, anbefalede kandidater og headhuntede kandidater langt mindre end ved de åbne jobopslag. For virksomheder i voldsom vækst har det stor betydning.

# Ansæt ikke med bind for øjnene

[![](https://hpbech.com/wp-content/uploads/2000-11-20-Mus-sich-SAP-warm-anziehen-small.jpg)](https://hpbech.com/wp-content/uploads/2000-11-20-Mus-sich-SAP-warm-anziehen-small.jpg)

At ansætte uden åbent opslag betyder ikke, at man behøver at sløse med ansættelsesprocessen. Da jeg selv skulle ansættes, måtte jeg først igennem en lang række interviews og tests, som alle kandidater skulle igennem, uanset hvor de kom fra. Og inden den endelig beslutning kunne træffes, blev der taget referencetjek hos personer, som jeg ikke selv havde opgivet. Der blevet gået meget grundigt til værks. Heldigvis slap jeg igennem nåleøjet og fik overdraget en af de mest spændende opgaver, jeg nogensinde har haft.

(Billedet i artiklen ovenfor viser min kollega Lars Damsgaard Andersen fra Navision Software (PC&C GmbH) til venstre og mig til højre (Damgard GmbH). Navision Software havde opbygget [en imponerede forretning i Tyskland](https://www.linkedin.com/pulse/how-three-young-danes-captured-german-market-hans-peter-bech/), mens Damgaard Data, på grund af det mislykkede samarbejde med IBM og et svært produktskifte, haltede langt bagefter).

# Hvad er moralen?

Der er mange moraler i ovenstående, men her er de vigtigste:

1. Virksomheder bør tage uopfordrede ansøgninger seriøst
2. Virksomheder bør udnytte medarbejdernes personlige netværk
3. Headhunting er en investering og ikke en omkostning
4. Leder du efter job, så send uopfordrede, men målrettede, ansøgninger
5. Selv når du er i job, skal du pleje og udbygge dit personlige netværk
6. Hvis du søger et job, der er slået op, vil du have mange konkurrenter
7. (år 2017: brug LinkedIn aktivt)

**Categories:** Business development

**Tags:** Damgaard Data

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### [Kultur spiser strategi til morgenmad](https://hpbech.com/da/kultur-spiser-strategi-til-morgenmad/)

**Published:** December 20, 2017
**Author:** Hans Peter Bech

**Excerpt:** hos Damgaard definerede den enkelte medarbejder sin egen vision under virksomhedens generelle strategi. Den enkelte kunne dermed forfølge sine egne personlige ambitioner og interesser.

**Content:**

---

> Hos Damgaard definerede den enkelte medarbejder sin egen vision under virksomhedens generelle strategi. Den enkelte kunne dermed forfølge sine egne personlige ambitioner og interesser.

---

![](https://hpbech.com/wp-content/uploads/Breakfast.jpg)

Udtrykket *“kultur spiser strategi til morgenmad”* er desværre ikke min opfindelse. Statementet skulle understrege, at selv den bedst udtænkte stratgei er værdiløs uden en organisation, der kan omsætte den.

Ifølge pålidelige kilder stammer udtrykket fra [Mark Fields](https://www.linkedin.com/in/mfields1/), tidligere topchef for Ford Motor Company, og han skulle angiveligt have fået det fra [Peter Drucker](https://en.wikipedia.org/wiki/Peter_Drucker). Kilderne vil ligeledes vide, at det skulle være blevet udtalt første gang i 2006.

Vi kan derfor være ret sikre på, at hverken Erik eller Preben Damgaard havde kendskab til udtrykket, da de i starten af 1990’erne skulle finde løsningen på stigende samarbejdsproblemer på det næstøverste ledelsesniveau i deres firma Damgaard Data.

## Fra 0 til 100 medarbejdere på seks år

![](https://hpbech.com/wp-content/uploads/Holdet-flytter-til-Birkeroed-Cropped.png)

Fra 1986 til 1992 var antallet af medarbejdere i Damgaard Data vokset fra 0 til 100, og der var indført et lag af mellemledere til at drive virksomhedens forskellige funktioner. Hver især gjorde de enkelte mellemledere det godt. Det var samarbejdet på tværs, der kneb, og det kom til udtryk på fire måder:

1. Ledelsesmøderne blev langstrakte med emner, der fokuserede mere på interne forhold end på kunder og forhandlere.
2. Preben Damgaard brugte mere og mere tid på at løse de interne konflikter end på at udvikle forretningen.
3. I uafhængige markedsanalyser scorede firmaet højt på produkterne, men lavt på organisatorisk effektivitet.
4. En medarbejdertilfredshedsundersøgelse i starten af 1993 viste utilfredshed med ledelsesforholdene.

Med årlige vækstrater i omsætningen på over 25%, solide overskud, voksende egenkapital og stigende markedsandel kunne man ikke udfra få øje på problemerne. Alligevel skrev Preben Damgaard i marts 1993 følgende leder i det interne personaleblad:

*“Hvis en frø smides ned i en gryde med kogende vand, vil den øjeblikkeligt hoppe uskadt op af gryden. Hvis frøen derimod puttes i en gryde med koldt vand, og gryden langsomt varmes op, til den koger, vil frøen ikke mærke ændringen og blive kogt ihjel….*

*Grunden til, at jeg bruger dette eksempel, er, at det kan overføres på Damgaard Data og edb-branchen.*

*Vi er i et marked, som konstant ændrer sig stærkt. Edb-branchen i dag ligner ikke edb-branchen anno 1988, og den vil helt sikkert ikke ligne edb-branchen, som den vil se ud i 1998.*

*Hvis vi skal sikre, at Damgaard Data overlever som en sund virksomhed, er vi nødt til at tilpasse os de konstante ændringer.*

*Problemet for Damgaard Data er måske netop, at det går så afsindigt godt, som det rent faktisk gør. Medmindre vi er vågne, kan vi risikere, at de fede år, som vi oplever nu, bliver en sovepude, så vi ikke bemærker ændringerne og langsomt lader os koge ihjel. Der er ingen krise nu, men krisen kan opstå, hvis vi ikke tilpasser os løbende.*

*At være ansat i en virksomhed som Damgaard Data i en branche under forandring stiller store krav til den enkelte medarbejder. Med forandring menes ikke, at vi fra den ene dag til den anden laver om på alting. Der er tale om, at alle medarbejdere, gennem måden vi tænker og arbejder på, løbende justerer og langsomt tilpasser virksomheden til de ændrede markedsvilkår.*

*Damgaard Data er med andre ord afhængige af, at alle medarbejdere bidrager til, at virksomheden kan tilpasse sig. For at gøre dette muligt vil vi iværksætte et organisationsudviklingsprojekt (se andetsteds i bladet), som kommer til at omfatte alle medarbejdere.*

*Jeg har forskellige bud på de ændringer, vi vil opleve de kommende år. Prisen på edb-programmer vil falde, fordi slutbrugerne stadig ved mere om edb, og konkurrencen bliver hårdere og hårdere. Vi har oplevet, hvordan priserne på f.eks. Lotus og WordPerfect er faldet stærkt gennem det seneste års tid, og det vil også ske for produkter som f.eks. CONCORDE Økonomi \[version 4\]. I stedet vil Damgaard Data og lignende virksomheder i højere grad komme til at leve af at sælge ydelser af forskellige slags, kurser og andre former for service.*

*Der vil desuden ske det, at en stadig større del af programmerne vil blive solgt via postordrefirmaer og i store edb-supermarkeder, Metro, Fona, Merlin etc., hvor programmerne står på hylderne ligesom i SuperBrugsen. Det vil også gælde programmer, som f.eks. CONCORDE Økonomi.*

*Slutbrugerne vil have mærkevarer. CONCORDE må derfor være et navn indenfor for økonomistyring, ligesom Levis er det indenfor cowboybukser.*

*Standarder for snart sagt alt i et program vil være et krav. Hvis et program ikke opfylder standard for tastaturlayout, menuopbygning, måden at lagre data på, opbygning af skærmbilleder osv. vil programmet ikke kunne sælges. Programmer kommer derfor til at ligne hinanden mere og mere.*

*Budskabet er: Du må lære at elske forandringer. Hvis du ikke tilpasser dig, dør du.*

*Preben Damgaard”*

Umiddelbart efter søsatte han med hjælp fra en ekstern konsulent et stort organisationsudviklingsprojekt, der omfattede alle medarbejderne og som sin ledetråd havde mottoet: “Brugervenlig software for enhver.”

## Start with why

![](https://hpbech.com/wp-content/uploads/P28-Bare-maend-fodbold.jpg)Damgaard Datas fodboldhold 1994 (foto: Kenneth Estrup)Når man i min bog *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)* læser om ledelseskrisen, vil man forstå, at løsningen ikke fulgte det klassiske mønster, hvor man starter med at definere mission, vision, mål, værdier og strategi i ledergruppen for herefter at rulle det ud til de menige medarbejdere. I stedet sendte Preben Damgaard opgaven ud i hele organisationen med det samme. Han mente nemlig, at hvis virksomheden skulle fortsætte med at vokse hurtigere end konkurrenterne, så skulle der først og fremmest skabes en kultur, hvor hver eneste medarbejder forstod virksomhedens overordnede formål og værdier. Herefter skulle der gives råderum til initiativer og handlinger, der ikke nødvendigvis krævede forudgående diskussion og godkendelse op og ned i virksomhedens formelle organisation, men som kunne iværksættes hurtigt og tilrettes efterhånden, som de praktiske erfaringer meldte sig.

“*Brugervenligt software til enhver*” kan i dag forekomme noget uskarpt og tyndbenet, men i starten af 1990erne var det både ambitiøst og fremadskuende. Sloganet blev annonceret i selskabets årsrapport og forklaret på en måde, så også forhandlere og kunder kunne forstå, hvilken værdi det tilførte dem.

Allerede i 1993 byggede organisationsudviklingen i Damgaard Data således på principper, der først formuleres klart i ledelsesteorierne mange år senere. Det er i princippet de samme principper, som Simon Sinek i 2009 udtrykker i sin bog “[Start with Why](https://tbkconsult.com/start-with-why-how-great-leaders-inspire-everyone-to-take-action/)“, og som han redegør for i denne video, men med en meget væsentlig forskel:

Forskellen var, at hos Damgaard definerede den enkelte medarbejder sin egen vision under virksomhedens generelle strategi. Den enkelte kunne dermed forfølge sine egne personlige ambitioner og interesser. Når virksomhedens ejere ønskede øgede markedsandele og global vækst gav det plads til medarbejdere, der havde mod på international forretningsudvikling, nye ledelsesformer og arbejde i udlandet. Når virksomheden besluttede at udvikle banebrydende produkter, gav det plads til medarbejdere, der gerne ville lære at arbejde med de nyeste teknologier og metoder.

[Find mere om bogen Fra Damgaard til Microsoft her.](https://bogreolen.dk/soeg/?text=Fra+Damgaard+til+Microsoft&vt=r)

**Categories:** Business development, Globalisation, Strategy

**Tags:** Damgaard Data, Erik Damgaard

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### [Hvorfor er Damgaard-historien stadig aktuel i dag?](https://hpbech.com/da/hvorfor-er-damgaard-historien-stadig-aktuel-i-dag/)

**Published:** December 5, 2017
**Author:** Hans Peter Bech

**Excerpt:** Også i dag er evnen til at finde og holde på de rigtige (hvad der gemmer sig bag ordet "rigtig" er ekstremt situationsbestemt) medarbejdere en væsentlig komponent i opskriften på en succes.

**Content:**

---

> Også i dag er evnen til at finde og holde på de rigtige (hvad der gemmer sig bag ordet “rigtig” er ekstremt situationsbestemt) medarbejdere en væsentlig komponent i opskriften på en succes.

[![](https://hpbech.com/wp-content/uploads/1985-11-05-computerworld-Vi-skal-ikke-vaere-117-ansatte-Navision.gif)](https://hpbech.com/wp-content/uploads/1985-11-05-computerworld-Vi-skal-ikke-vaere-117-ansatte-Navision.gif)

Handlingen i min seneste bog *[Fra Damgaard til Microsoft](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313)* foregår i årene 1984 til 2002. Salget til Microsoft, der altså fandt sted for cirka 16 år siden, satte et punktum for historien om Navision Software og Damgaard Data som selvstændige virksomheder. Kan man lære noget af en historie, der foregik for så mange år siden?

Det korte svar er: JA.

I en kommende serie af artikler beskriver jeg en række af de forhold, som min bog belyser, og diskuterer deres relevans for nutiden.

*Billedet viser Peter Bang (t.v) og Jesper Balser i Computerworld den 5. november 1985. Ambitionerne var ikke så store i starten hos hverken PC&C eller Brdr. Damgaard Data.*

# Iværksætteri og kapital

[![](https://hpbech.com/wp-content/uploads/1984_pcplus-300x198.png)](https://hpbech.com/wp-content/uploads/1984_pcplus.png)PCPLUS fra PC&C (bliver i 1995 til Navision Software)

Både Damgaard Data, der lancerede Danmax i 1984 og Navision Software, der lancerede PCPLUS i 1985, var bootstrappede startups. Det vil sige, at de kom i gang ved egen kraft uden medvirken fra eksterne investorer (men måske med lidt hjælp fra venner og familie). Som det fremgår af bogen, var Damgaard Data overskudsgivende allerede en uge efter lanceringen af Danmax, mens Navision Software havde et underskud på kr. 200.000 i det første regnskabsår (november 1984 til april 1986), men nåede et overskud på kr. 600.000 allerede i det efterfølgende år.

Ingen af virksomhederne fik eksterne investorer før børsnoteringerne i 1999.

## Bootstrapping er fortsat den mest populære opstartsform

Selvom man fra medierne godt kan få det modsatte indtryk, så er bootstrapping også i dag den helt dominerende opstartsform. Omkring 90% af alle startsups [ønsker ikke og behøver ikke](https://www.entrepreneur.com/article/230011) fremmede investorer for at komme i gang. Af de 10%, der søger eksterne investorer lykkes mindre en 1% hermed. Af de 1% får langt de fleste hjælp fra såkaldte business angels, mens kun få formår at vriste midler ud af de institutionelle seedfonde.

Der er mange årsager til at de fleste startups undgår eksterne investorer, men de fire vigtigste er nok:

1. De har ikke brug for pengene.
2. De ønsker ikke at sælge ejerandele til en lav pris.
3. De ønsker ikke at have flere beslutningstagere end højst nødvendig og da slet ikke nogen, de ikke har erfaring med.
4. Det er ekstremt tidskrævende at skaffe penge til en idé. Tid som kan bruges på at få betalende kunder i stedet.

## I dag skaleres der hurtigere og kraftigere

Til gengæld er det i dag meget normalt at søge eksterne investorer, når forretningsmodellen, der har bevist, at den kan holde vand, skal skaleres. Som bogen viser, tog det Damgaard Data 8 år at nå en omsætning på kr. 100 millioner, mens Navision Software brugte 12 år. Var de to virksomheder startet i dag, ville de allerede efter få år være blevet kimet ned af investorer, der ville være parate til at investere i hurtigere vækst. Og det hårdere konkurrencepres, virksomheder i dag er udsat for, ville nok også have fået Preben Damgaard og Jesper Balser til at lytte mere interesseret end de gjorde den gang.

Damgaard Data indgik i januar 1994 et samarbejde med IBM, der havde en snert af et investeringsforhold. Men som bogen forklarer, var det langt mere kompliceret. Og det samarbejde forløb og endte i øvrigt ikke specielt heldigt, hvad jeg vil skrive mere om i en kommende artikel.

Børsnoteringerne, som beskrives indgående i bogen, foregik på nøjagtig samme måde i dag. Omend der nu er [skabt præcedens](https://www.fool.com/investing/general/2013/08/09/the-ipo-that-inflated-the-dot-com-bubble.aspx) for, at også virksomheder, der ikke tjener penge, kan børsnoteres.

# Der skal et team til at starte en virksomhed

[![](https://hpbech.com/wp-content/uploads/1987-Navision-stiftere-og-IBM.png)](https://hpbech.com/wp-content/uploads/1987-Navision-stiftere-og-IBM.png)Jesper Balser (t.v),Peter Bang, Carl Christian Ægidius (IBM), Ole Anker Larsen (IBM) og Torben Wind. Billedet er fra oktober 1987, hvor IBM udnævnes til eksklusivdistributør for Navigator i Danmark.

Over de sidste 20 år er det blevet god latin, at virksomheder, der har mere end en grundlægger, har større sandsynlighed for at overleve. Kvaliteten af det hold, der står bag en god idé, er faktisk mere vigtig end idéen. De fleste “gode” idéer viser sig nemlig ikke at kunne bære, hvorefter teamet ændrer retningen og alligevel får en levedygtig virksomhed op at stå. [Om det nu også forholder sig sådan, er der delte meninger om](https://techcrunch.com/2016/08/26/co-founders-optional/), men det anbefales fortsat at have mere end én stifter.

Damgaard Data blev startet af Erik og Preben Damgaard og bogen dokumenterer i detaljer styrken ved dette makkerpar. Navision Software (fra 1985-1995: PC&C) startes af Jesper Balser, Peter Bang og Torben Wind, der også var et team med komplementære færdigheder.

Efterhånden som virksomhederne voksede, knyttedes der yderligere ledere til at stå for ekspansionen. Hos Navision Software var det specielt [Erik Seifert](https://www.linkedin.com/in/erikseifert/) og [René Stockner](https://www.linkedin.com/in/rene-stockner-1497a5/), samt [de tre stiftere](https://www.hpbech.dk/navision-modellen-opstod-da-ibm-sagde-nej-tak/) af det tyske “datterselskab”, der kom til at spille afgørende roller, mens det hos Damgaard Data blev [Bo Nielsson](https://www.linkedin.com/in/nielsson/), [Per Pedersen](https://www.linkedin.com/in/perpedersen3/) og senere [Freddie B. Jørgensen](https://www.linkedin.com/in/freddiebjorgensen/), der satte mærkbare fingeraftryk.

Udover et lille solidt team til at starte en virksomhed, krævede den forsatte vækst yderligere evnen til at finde og overgive ansvar til personer, der kunne påtage sig nye opgaver og kunne komplementerer stifternes arbejdsevne og kompetencer. Også i dag er denne evne til at finde og holde på de rigtige (hvad der gemmer sig bag ordet “rigtig” er ekstremt situationsbestemt) medarbejdere en væsentlig komponent i opskriften på en succes.

–ooOoo–

[Artikelserien fortsættes over de kommende uger](https://www.hpbech.dk/damgaard-data-og-navision-software-hvor-kom-medarbejderne-fra/).

**Categories:** Business development, Strategy

**Tags:** Erik Damgaard

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### [Hvordan får jeg signerede eksemplarer?](https://hpbech.com/da/hvordan-faar-jeg-signerede-eksemplarer/)

**Published:** December 7, 2017
**Author:** Hans Peter Bech

**Content:**

---

[![](https://hpbech.com/wp-content/uploads/Signeret-eksemplar.jpg)](https://hpbech.com/wp-content/uploads/Signeret-eksemplar.jpg)

Der er et stødt stigende antal henvendelser om signerede eksemplarer af bogen [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313).

Nogle vil gerne selv have et helt unikt eksemplar, og andre vil også gerne givet det som en helt speciel gave. Det kan jeg godt forstå, for et signeret eksemplar er jo unikt – der findes kun det ene eksemplar med netop denne dedikation i hele verden.

Det har indtil videre været noget bøvlet at lave signerede eksemplarer, men jeg har nu fundet en løsning, som jeg forklarer i denne video:

# Sådan gør du

Du sender en e-mail til  der indeholder følgende informationer:

Hvilken bog vil du have signeret:
A: Hardcover udgave 299,- (Første oplag, kun få eksemplarer tilbage og vil ikke blive genoptrykt!)
B: Softcover udgave 199,-

Hvem skal bogen signeres til: Angiv det navn, som jeg skal skrive i bogen
Hvem skal bogen sendes til: Navn og adresse

Hvis det er en gave, pakker vi den gerne ind og vedlægger et kort med din besked.
Forsendelse er 60,- per bog for Danmark (med track & trace).
(Hvis bogen skal sendes til udlandet, oplyser jeg prisen herpå.)

Jeg sender en mail tilbage med oplysninger om, hvordan du kan betale.

Leveringstiden er 2-3 dage.

**Categories:** Business development

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### [Zetland - lige hvad jeg længtes efter](https://hpbech.com/da/zetland-lige-hvad-jeg-laengtes-efter/)

**Published:** November 11, 2017
**Author:** Hans Peter Bech

**Excerpt:** Det er ikke kun vigtigt at vide, hvad der foregår omkring os. Det er ligeså vigtigt at forstå hvordan og hvorfor det foregår. Og hvilke konsekevnser det har haft og kan få.

**Content:**

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> Det er ikke kun vigtigt at vide, hvad der foregår omkring os. Det er ligeså vigtigt at forstå hvordan og hvorfor det foregår. Og hvilke konsekevnser det har haft og kan få.

---

[![](https://hpbech.com/wp-content/uploads/Borsen.jpg)](https://hpbech.com/wp-content/uploads/Borsen.jpg)

Da jeg for år tilbage beluttede at droppe mine avisabonnementer, var det egentlig med en god portion dårlig samvittighed. Et demokratisk samfund har brug for en uafhængig og kritisk presse til at holde magthaverne – offentlige som private – i ørene.

Hvis læserne ikke vil betale for pressen, hvem skal så?

Når jeg valgte at droppe avisabonnementerne var det hovedsageligt af følgende grunde:

1. Jeg fik dem ikke læst.
2. Der var for mange, for mig, irrelevante historier.
3. Når der blev skrevet noget, hvor jeg havde særlig indsigt, var der for mange fejl, og behandlingen af stoffet var typisk meget overfladisk – og ukritisk. Mon det også var tilfældet med de artikler, der behandlede stofområder, hvor jeg havde mindre indsigt?
4. Jeg havde anskaffet en iPad og en Kindle og havde droppet alt papiret. At skulle slæbe stakke af aviser, hvoraf jeg havde læst måske et par procent, op i papircontaineren virkede vanvittigt.

# Så kom de rene digitale udgaver

[![](https://hpbech.com/wp-content/uploads/Jyllandsposten-ipad2.png)](https://hpbech.com/wp-content/uploads/Jyllandsposten-ipad2.png)

På et tidspunkt fandt dagbladene ud af, at der var læsere, som bare ikke ville have den trykte avis (det var de længe om at konstatere), og de begyndte at tilbyde rene digitale udgaver.

Jeg tegnede atter abonnementer, men opgav det igen. De tre første grunde, til at jeg droppede den trykte avis, levede i bedste velgående videre i de digitale udgaver.

Der var sat strøm til formatet, men jounalistikken havde ikke ændret sig.

# Zetland

Det var en bekendt, der gjorde mig opmærksom på [Zetland](https://www.zetland.dk/omzetland).

Jeg fandt dem og meldte mig ind (Zetland har nemlig medlemmer og ikke abonnenter – måske en semantisk finesse, men dog alligevel en sød lille forskel).

> Zetland er Danmarks nye, langsomme medie, der skærer gennem nyhedsstøjen ved at udkomme alle hverdage med få, gennemarbejdede artikler om tidens vigtigste begivenheder og strømninger: Alt, hvad du behøver vide. Ikke mere, end du kan nå at læse.

Efter at have været med et par måneder er jeg lige skiftet fra månedlig til årlig betaling. Zetland har bekræftet, at de er svaret på mine bønner om viden og indsigt. Fremragende artikler uden unødig støj fra annoncer og uden andet formål end at give indsigt.

# Den redaktionelle værdi

Det er jo ikke manglende information, der er problemet i vores tid. Det er min knappe tid og ressourcer til at vælge ud og vælge fra, researche, validere, bearbejde og få en grundig belysning af et emne, der kan gøre mig klogere. Det må også gerne rokke ved mine synspunkter og holdninger. Måske endda ændre min adfærd. Det er ikke kun vigtigt at vide, hvad der foregår omkring os. Det er ligeså vigtigt at forstå hvordan og hvorfor det foregår. Og hvilke konsekevnser det har haft og kan få.

Den opgave løser Zetland på fornemmeste vis og på en måde, der gør, at jeg har lyst til at betale det i øvrigt særdeles rimelige medlemskontingent.

Hør her hvordan de selv præsenterer deres Value Proposition:

**Categories:** Globalisation

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### [Unfair - en bog om livet på den anden side af Janteloven](https://hpbech.com/da/unfair-en-bog-om-livet-paa-den-anden-side-af-janteloven/)

**Published:** November 8, 2017
**Author:** Hans Peter Bech

**Excerpt:** Jeg synes fortsat, at der skal en god portion velvilje til at opfatte Toke Kruses pricipper som unfair. Men jeg erkender, at det er en fed titel på en bog, og at den bestemt pirrer nysgerrigheden. Og det er måske fair nok!

**Content:**

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> Jeg synes fortsat, at der skal en god portion velvilje til at opfatte Toke Kruses pricipper som unfair. Men jeg erkender, at det er en fed titel på en bog, og at den bestemt pirrer nysgerrigheden. Og det er måske fair nok!

---

[![](https://hpbech.com/wp-content/uploads/Toke-Kruse.png)](https://hpbech.com/wp-content/uploads/Toke-Kruse.png)Toke Kruse[Toke Kruse](https://tokekruse.dk) er ikke sådan lige til at overse. Han popper op i mange sammenhænge og nu også med sin ottende bog “[Unfair](https://tokekruse.dk/unfair/)“, der udkommer i dag.

I bogen, der skal hjælpe iværksættere med at blive mere succesfulde, deler Toke ud af sine erfaringer. Hvor vi til dagligt lever i et samfund, der grundlæggende bygger på ens vilkår for og et krav om lige og fair behandling af alle, forklarer Toke, hvordan man som iværksætter er nødt til at gå i den stik modsatte retning.

Nye virksomheder skal bygges på noget, som kunderne finder ekstremt attraktivt samtidigt med, at det skal være svært at kopiere for konkurenterne. Det er disse svært kopierbare fordele, som Toke benævner unfair.

Det tager lidt tid at vænne sig til Tokes anvendelse af begrebet unfair, som normalt er negativt ladet og betegner et forhold, der strider mod skrevne eller uskrevne regler. Og jeg synes fortsat, at der skal en god portion velvilje til at opfatte hans pricipper som unfair. Men jeg erkender, at det er en fed titel på en bog, og at den bestemt pirrer nysgerrigheden. Og det er måske fair nok!

# Tokes unfair fordel

[![](https://hpbech.com/wp-content/uploads/Toke-Kruse-med-boger.png)](https://hpbech.com/wp-content/uploads/Toke-Kruse-med-boger.png)Netop aktiviteten som forfatter og debattør er en unfair fordel, som Toke mener han har skaffet sig over de fleste af sine konkurrenter. Det har givet ham bedre visibilitet og større opmærksomhed i pressen. Da Toke kun starter virksomheder indenfor områder, der har store vækstpotentialer (har meget brede og globale kundekredse), kan den øgede kendskabsgrad med nogen ret forventes at omsætte sig til kroner og øre.

Toke har prøvet mere end de fleste og har mod på meget mere. Det vidner hans seneste initiativ [bilagscan.dk](http://bilagscan.dk/) om. Her er han sammen med [Preben Damgaard](https://www.linkedin.com/in/preben-damgaard-859722/) og [Lars Seier Christensen](https://www.linkedin.com/in/larsseier/) gået ind i området for scanning og aflæsning af informationer fra analoge dokumenter. En løsning som alle virksomheder overalt på kloden vil kunne få gavn af. (Jeg håber inderligt, at det vil lykkes, for selv min lille virksomhed vil kunne drage nytte heraf.)

# Simon Spies effekten

Jeg har prøvet to af Tokes virksomheder, nemlig [Billy](https://www.billy.dk/regnskab/) og [Salary](https://salary.dk) og må tilstå, at manden kan noget helt specielt. Begge systemer er så ekstremt nemme at anvende, at man ligefrem glæder sig til bruge dem. At han så samtidigt kan skrive, så man kan forstå det og får lyst til at læse videre, er måske lidt uretfærdigt. Det er der faktisk ikke mange, der kan.

I et samfund, hvor den mest respekterede lov er Janteloven, kan en person som Toke godt opfattes som værende rigelig kæk og selvhævdende. Den lov overtræder han helt bevidst på det groveste. Det har gjort ham anderledes og har skaffet ham en kæmpe fordel.

Fair eller unfair?

Den er i hvert fald ikke nem at kopiere.

# Unfair

![](https://hpbech.com/wp-content/uploads/unfair-3d.png)**Titel**: En unfair bog af Toke Kruse
 **Antal sider**: 176
 **Forfatter**: Toke Kruse
 Udgivet på eget forlag.
 **Salg og distribution**: https://tokekruse.dk/unfair/
 **Pris**: 149,-

Kan anbefales til alle med interesse for erhvervsliv og iværksætteri.

Toke Kruse har taget navneforandring og hedder nu [Werner Valeur](https://www.linkedin.com/in/wernervaleur/).

SaveSave

**Categories:** Book reviews, Business development, Globalisation, Strategy

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### [Iværksætter - hvad vi lærte af at starte 30 virksomheder](https://hpbech.com/da/ivaerksaetter-hvad-vi-laerte-af-at-starte-30-virksomheder/)

**Published:** November 14, 2017
**Author:** Hans Peter Bech

**Excerpt:** "Iværksætter" handler om at starte og skalere virksomheder, så de beskæftiger mange mennesker, bliver uafhængige af stifterne og kan sælges for milliarder -  Det kaldes vækstiværksætteri.

**Content:**

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> “[Iværksætter](https://www.saxo.com/dk/ivaerksaetter_mads-faurholt-lars-tvede_epub_9788702213607)” handler om at starte og skalere virksomheder, så de beskæftiger mange mennesker, bliver uafhængige af stifterne og kan sælges for milliarder – Det kaldes vækstiværksætteri.

---

[![](https://hpbech.com/wp-content/uploads/Tvede_Faurholt-fra-Ekstrabladet.jpg)](https://hpbech.com/wp-content/uploads/Tvede_Faurholt-fra-Ekstrabladet.jpg)Mads Faurholt og Lars Tvede (Foto: Ekstrabladet)

Jeg må starte med en tilståelse. Den eneste virksomhed jeg har startet, er [TBK Consult](https://tbkconsult.com), en lille forlags-, kursus- og konsulentvirksomhed med to [fuldtidskonsulenter](https://www.linkedin.com/in/steenhelmer/), en håndfuld freelancere og et meget stort internationalt netværk. Butikken startede jeg efter 25 hæsblæsende år som salgs- og marketingdirektør med et antal årlige rejsedage, der ville få selv en luftkaptajn til at ligne en lejlighedsturist. Jeg var på jagt efter et andet liv.

Det er slet ikke vores type virksomhed, som [Mads Faurholt](https://www.linkedin.com/in/madsfaurholt/) og [Lars Tvedes](https://www.linkedin.com/in/lars-tvede/) bog handler om og er rettet i mod.

Tværtimod.

# Vækstiværksætteri

“[Iværksætter](https://www.saxo.com/dk/ivaerksaetter_mads-faurholt-lars-tvede_epub_9788702213607)” handler om at starte og skalere virksomheder, så de beskæftiger mange mennesker, bliver uafhængige af stifterne og kan sælges for milliarder.

Det kaldes vækstiværksætteri.

Min erfaring med vækstiværksætteri stammer fra de mange nystartede virksomheder, hvor jeg er kommet ind *efter* at ideen er blevet til et produkt, og der skulle skaffes kunder først i Danmark og herefter – meget hurtigt – i udlandet. Mit job har ikke været at lede virksomheden og skaffe kapital. Mit job har først og fremmest været at skaffe kunder og omsætning. Dernæst at opbygge en organisation til skalering af virksomhedens toplinje.

Til gengæld har jeg også været ansat i et par store amerikanske virksomheder ([Control Data](https://www.hpbech.dk/the-friendly-orange-glow-the-untold-story-of-the-rise-of-cyberculture/) 1980-86 og [Data General](https://www.hpbech.dk/da-jeg-var-blandt-danmarks-mest-indflydelsesrige-personer/) 1989-92) og kan fra første række bevidne den enorme forskel, der er på de to verdener. En forskel, som “Iværksætter” allerede nævner på en af de første sider.

# Kommer godt rundt

[![](https://hpbech.com/wp-content/uploads/7-steps-simple-300x300.jpg)](https://hpbech.com/wp-content/uploads/7-steps-simple.jpg)

Bogen er opdelt i 5 afsnit, der på 290 sider (de øvrige 57 sider er ordforklaring, henvisninger og beskrivelse af forfatterne), kommer godt rundt om stort set alle facetter af at starte, drive og vokse en virksomhed. Til gengæld kommer den så heller ikke i dybden med ret meget, og det er faktisk bogens store styrke.

Det første afsnit handler om iværksætteren som person og de udfordringer, som man skal være forberedet på at kæmpe med på det personlige plan.

Det andet afsnit handler om forretningsidéer og finansiering.

Tredje afsnit beskriver forhold omkring team, organisation og virksomhedskultur. (I øvrigt nok det område der er mest kritisk, når det gælder den efterfølgende skaleringen af virksomheden.)

Fjerde afsnit handler om vækst, strategier og forventelige udfordringer, når man vokser hurtigt.

Femte afsnit er helliget den såkaldte exit, hvor virksomheden enten børsnoteres, sælges eller på anden måde skifter ejere.

Med denne opdeling og gennemgang af alle hovedpunkterne bliver “Iværksætter” en glimrende indføring i tilværelsen som iværksætter. Alle med mod på at komme i gang, samt alle der kun har været i gang nogle år, kan med stor fordel læse bogen og vil med garanti blive meget klogere.

Bogen indeholder også en række henvisninger til andre bøger og kilder, hvor man kan få uddybet de forskellige discipliner, som en iværksætter skal mestre.

# Alle vi andre bør også læse bogen

Jeg er overbevist om, at fastholdelsen af Danmarks position i toppen af den globale værdikæde er afhængig af, at vi formår at skabe nye og bæredygtige virksomheder. Selv om de fleste ikke har mod på og planer om at starte, drive og vækste egen virksomhed, kan det være gavnligt at forstå, hvad det kræver. Det er nemlig fundamentalt forskelligt fra at tage et job og gøre karriere som funktionær og topchef i allerede etablerede virksomheder. (Hvis man har interesse for denne forskel, kan man læse epilogen i min seneste bog [Fra Damgaard til Microsoft](https://www.saxo.com/dk/fra-damgaard-til-microsoft_hans-peter-bech_indbundet_9788793116313).)

# Iværksætter – hvad vi lærte af at starte 30 virksomheder

[![](https://hpbech.com/wp-content/uploads/Ivaerksaetter.jpg)](https://hpbech.com/wp-content/uploads/Ivaerksaetter.jpg)

**Titel:** Iværksætter – hvad vi lærte af at starte 30 virksomheder.
**Antal sider:** 347
**Forfattere:** Mads Faurholt-Jørgensen og Lars Tvede
**Forlag:** Gyldendal Business
**Udgivelsesdato:** 2. maj 2017
**Priser:** 252,75 (hæftet), 179,95 (e-bog), 179,95 (lydbog)
[Alle udgaver kan købes på saxo.com](https://www.saxo.com/dk/forfatter/mads-faurholt_9965185)

**Anbefaling:** Kan anbefales til alle med interesse for erhvervsliv og iværksætteri.

**Categories:** Book reviews, Globalisation, Strategy

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### [Er  min bog "Fra Damgaard til Microsoft" en loyal beretning?](https://hpbech.com/da/er-min-bog-fra-damgaard-til-microsoft-en-loyal-beretning/)

**Published:** November 28, 2017
**Author:** Hans Peter Bech

**Excerpt:** Målgruppen for bogen er alle med interesse for erhvervslivet, der ønsker at komme et par spadestik dybere end det normalt er muligt. Læsernes anmeldelser tyder, på at det er lykkedes.

**Content:**

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> Målgruppen for bogen er alle med interesse for erhvervslivet, der ønsker at komme et par spadestik dybere end det normalt er muligt. Læsernes anmeldelser tyder, på at det er lykkedes.

---

[![](https://hpbech.com/wp-content/uploads/Boganmeldelse-JP.png)](https://hpbech.com/wp-content/uploads/Boganmeldelse-JP.png)

I sin anmeldelse af min bog [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313) i JyllandsPosten kalder Ulla Bechsgaard den for “en loyal beretning”, men hun antyder ikke hvem denne loyalitet i givet fald skulle være tiltænkt.

Inden jeg gav mig i kast med bogen var jeg helt opmærksom på, at specielt journalister ville være på vagt overfor, om min biografi nu var en ren rygklapper affære. Jeg havde trods alt selv arbejdet i både Damgaard Data og Navision, og min adgang til Erik og Preben Damgaard kunne tænkes at være behæftet med direkte eller indirekte betingelser. Lagde mine relationer til de medvirkende begrænsninger på, hvad jeg kunne og ville skrive?

# No stings attached

Hverken Erik eller Preben eller andre af de over 100 personer i og omkring Damgaard Data og Navision Software, som jeg har interviewet, stillede nogen betingelser. Naturligvis er der blevet sagt ting “udenfor referat.” Sådan er det altid, når et interview kører. Jeg har også interviewet personer, som ikke ønskede at optræde med navns nævnelse blandt kilderne. Det har jeg respekteret. Men udarbejdelsen af bogen har ikke været styret af kildernes ønske om at tegne det ene eller det andet billede. Selv om en del da bestemt har forsøgt at skubbe i den retning.

Til gengæld har reseach og skrivning været styret af mine ønsker om at dokumentere, hvad der skete, hvorfor det skete og hvilke konsekvenser det fik. Jeg har ønsket at være *loyal overfor historien*, overfor det der faktisk fandt sted. Når det tog 3½ år at skrive bogen, skyldtes det blandet andet et meget grundigt research arbejde med at tjekke kronologi og facts.

# Loyalitet overfor formålet

I mit arbejde som konsulent og underviser har jeg udarbejdet talrige case stories. Nogle af dem er også offentliggjort via [mine blog posts](http://www.tbkconsult.com/blog). Jeg havde længe næret et ønske om at skrive en omfattende case story, som kunne rumme flere nuancer end de 2-3 sider, der var formatet til mine workshops, tillod.

Formålet med “Fra Damgaard til Microsoft” har således været at dokumentere en virksomheds udvikling fra vugge til voksen. Med det omfattende kildemateriale i form af interviews, interne papirer og presseklip kunne jeg snildt have skrevet over 1.000 sider, men af hensyn til projektets økonomi og læsernes tålmodighed blev grænsen sat ved 500 sider.

Kriterierne for om begivenheder kunne komme med i bogen var følgende:

1. Det skulle have betydning for forretningens udvikling. Grænsen mellem de medvirkendes forretnings- og privatliv, blev trukket ret skarpt op. Hvis jeg skønnede det ikke havde betydning for forretningen, så kom det ikke med.
2. Der skulle foreligge mere end en enkelt kilde. Hvis kun en enkelt kilde kunne berette om et forhold, var der for stor risiko for, at det drejede sig om erindringsforskydning (et meget udbredt fænomen!).

“Fra Damgaard til Microsoft” skulle være og er også blevet en omfattende case story. Der er vel 90% fakta og 10% reflektioner fra min side. Der er detaljer nok til at også læseren kan gøre sig sine egne reflektioner.

# Hvorfor Damgaard Data og Navision?

Når Damgaard Data og Navision blev virksomheden, der skulle skrives om, skyldes det, at der opstod en enestående mulighed for at komme helt tæt på de centrale kilder. Den mulighed kunne jeg ikke undlade at udnytte.

Men det skyldes også, at Damgaard Data var i en branche, som jeg selv har været aktiv i siden 1980, og hvor jeg føler at have en helt særlig indsigt. At jeg selv havde arbejdet i virksomheden, gav mig yderligere et stort forspring i forhold til at forstå både forretningen og dens omgivelser.

Målgruppen for bogen er alle med interesse for erhvervslivet, der ønsker at komme et par spadestik dybere end det normalt er muligt. [Læsernes anmeldelser](https://www.saxo.com/dk/fra-damgaard-til-microsoft_hans-peter-bech_hardback_9788793116313#reviews) tyder, på at det er lykkedes.

Ulla Bechsgaard skriver at bogen vil være egnet som lærebog på diverse businessuniversiteter, og det er jeg helt enig i. Vi er i færd med at [oversætte bogen til engelsk](https://www.hpbech.dk/5460-miles-from-silicon-valley/), så universiteter verden over kan få gavn af Damgaard Datas historie.

**Categories:** Book reviews, Business development, Strategy

**Tags:** Damgaard Data, Erik Damgaard

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### [Hvor markedet tøver](https://hpbech.com/da/hvor-markedet-toever/)

**Published:** November 21, 2017
**Author:** Hans Peter Bech

**Content:**

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> Så længe Vækstfonden er dygtigt ledet og kan holde sig på dydens smalle sti, er der grund til at lade den fortsætte sit virke. I gode såvel som i dårlige tider.

---

[![](https://hpbech.com/wp-content/uploads/Carsten-Steno.jpg)](https://hpbech.com/wp-content/uploads/Carsten-Steno.jpg)Carsten Steno

Jeg er en arg modstander af erhvervsstøtte. Hver gang jeg er i berøring med en erhvervsstøtteordning, oplever jeg, at der er mange kræfter i spil, hvis fornemmeste opgave ikke synes at være at hjælpe de virksomheder, som støtten var tiltænkt. Og når pengene ikke kommer fra kunderne, begynder virksomheder ofte at udvise mystisk adfærd.

Men jeg er kun i berøring med en forsvindende lille del af erhvervsstøttekomplekset, og når jeg læser [Erhvervsstyrelsens redegørelse om erhvervsfremme og støtte](http://em.dk/publikationer/2017/erhvervsfremme-og-stoette) begynder mine øjenlåg at leve deres eget liv. Erhvervspolitik er en svær størrelse, og det er ikke nemt at få hold på, om de knap 40 milliarder gode skattekroner, vi bruger på området, er givet godt ud.

Da jeg så, at [Carsten Steno](https://www.linkedin.com/in/carstensteno/) havde skrevet en bog om [Vækstfonden](http://www.vf.dk) (finansieret af fonden i anledning af dens 25 års jubilæum) var min første refleks ikke umiddelbar positiv. Havde en offentlig erhvervsstøtte-institution nu igen investeret penge i selvpromovering?

Men det er ikke tilfældet.

# En sober gennemgang af Vækstfondens historie

[![](https://hpbech.com/wp-content/uploads/vaekstfonden.png)](https://hpbech.com/wp-content/uploads/vaekstfonden.png)

“[Hvor markedet tøver](http://butik.underskoven.dk/hvor-markedet-tover-438.html)” er en god bog, der rækker langt ud over blot en sober gennemgang af Vækstfondens historie.

Bogen er velskrevet og nem at læse. Det er et godt udgangspunkt for at komme igennem den detaljerede historiske redegørelse, der skal forklare, hvordan Vækstfonden er opstået og har udviklet sig igennem 25 år. Det er spændende læsning, der blander de kolde facts med en nuanceret beskrivelse af det spændingsfelt, som fonden har bevæget sig i.

For en person som mig, der nok har hørt om Vækstfondens virke, men aldrig været tæt på hverken dens formål eller aktiviteter, er bogen en grundig indføring i detaljerne. Hvis man vil mene noget om Vækstfonden som institution eller om de overvejelser og synspunkter, der findes omkring statens indblanding i de mere risikobetonede erhvervsinvesteringer, så er Carsten Stenos bog et godt sted at starte.

# Det handler om erhvervspolitik

[![](https://hpbech.com/wp-content/uploads/Wealth-of-Nations-Adam-Smith.jpg)](https://hpbech.com/wp-content/uploads/Wealth-of-Nations-Adam-Smith.jpg)

I princippet skulle markedets usynlige hånd sørge for en optimal allokering af samfundets ressourcer. I praksis forholder det sig noget andeledes. Markederne er langt fra perfekte, og det skaber uhensigtsmæssigheder, som vi med politiske tiltag forsøger at kompensere for.

Hvis man har sin daglige gang i erhvervslivet, kan man ikke undgå at høre om de forskellige synspunkter på kapitalmarkedernes aktuelle status. De, der har brug for kapital, mener der er for lidt til rådighed, og at den ikke er risikovillig nok. De, der har kapital, mener der er rigeligt til rådighed, men at der mangler projekter, der er værd at investere i.

Den sang hører nok aldrig op, men der er situationer, hvor de første har mere ret end de sidste. Når en krise har kradset, slikker investorerne deres sår. Institutionelle investorer skal kommer sig over deres tab, og forsigtigheden er større, end når det bare går derudaf.

Som samfund har vi brug for at komme hurtigt ud af kriser. At tag et dyk i statskassen og stille midler til rådighed for private investeringer kunne være en måde at stimulere økonomien på. Hvad så når hjulene er kommet i gang igen? Skal vi så ikke overlade investeringerne til de private aktører?

I princippet jo, men der kan være gode grunde til at fastholde et statsligt engagement i netop den mere innovative del af økonomien, hvor kapitalmarkedet har svært ved selv at løfte opgaverne. Måske ikke i teorien, men så i praksis.

(Den diskussion tages mange spadestik dybere i Mariana Mazzucatos bog “[The Entrepreneurial State: Debunking Public vs. Private Sector Myths (Anthem Other Canon Economics](https://www.amazon.com/Entrepreneurial-State-Debunking-Private-Economics/dp/0857282522))”).

# Et redskab til at kunne “gøre noget.”

[![](https://hpbech.com/wp-content/uploads/Brian-Mikkelsen-1.jpg)](https://hpbech.com/wp-content/uploads/Brian-Mikkelsen-1.jpg)Brian Mikkelsen

I gennemgangen af de politiske perspektiver fremhæver Carsten Steno, at vekslende erhvervsministre har set positivt på Vækstfonden, fordi der her var en mulighed for at vise handlekraft. Hvor erhververslivet typisk stimuleres via skattesystemet (skattesatser og afskrivningsregler), hvor effekterne tager tid, før de virker, og hvor de kan være svære at måle, så er et par ekstra millarder til Vækstfonden, noget der kan gøres her og nu. Sjovt nok nyder den type indgreb ofte bredere støtte på den politiske scene.

# Vækstfonden er kommet for at blive

Efter at have læst bogen, er jeg blevet mere venligt stemt overfor Vækstfonden. Det virker som om, at den har fundet et modus operadi, hvor den trækker mange private investeringer med sig og rent faktisk skaber vækst i den mest skrøbelige del af erhvervslivet, nemlig de risikobetonede innovations-, iværksætter og vækstprojekter. Så længe den er dygtigt ledet og kan holde sig på dydens smalle sti, er der grund til at lade den fortsætte sit virke. I gode såvel som i dårlige tider.

Men en investeringsfond, der kan sende sine tab videre til skatteyderne, har en anden risikoprofil end de helt private fonde. Personer kan kun have hånden på kogepladen, hvis det er deres egne penge, der er på spil. Personer, der handler på andres vegne, og som ikke brænder sig afgørende, når kogepladen bliver for varm, ser tit helt anderledes på risici. Værdien af en institution som Vækstfonden hænger derfor på, at bestyrelse og ledelse kan forvalte det vanskelige mandat.

For nærværende tyder det på, at den side af sagen også er på plads.

# Hvor markedet tøver

[![](https://hpbech.com/wp-content/uploads/hvor_markedet_toever_ebog.jpg)](https://hpbech.com/wp-content/uploads/hvor_markedet_toever_ebog.jpg)

**Titel:** Hvor markedet tøver – Vækstfonden 1992-2017
**Antal sider:** 230
**Forfattere:** Carsten Steno
**Forlag:** Udgivet af Vækstfonden
**Udgivelsesdato:** 10. Oktober 2017
**Priser:** 199,00 (hæftet), 219,95 (e-bog)
[Alle udgaver kan købes på saxo.com](https://www.saxo.com/dk/soeg/bog?query=Hvor+Markedet+Tøver)
**Anbefaling:** Kan anbefales til alle med interesse for erhvervsfinansiering.

Billedet af Brian Mikkelesen er fra [Berlingske Tidende](https://www.business.dk/finans/brian-mikkelsen-mobningen-af-bankerne-skal-stoppe)

**Categories:** Globalisation, Strategy

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### [Kunne Navision være forblevet i danske hænder?](https://hpbech.com/da/kunne-navision-vaere-forblevet-i-danske-haender/)

**Published:** November 7, 2017
**Author:** Hans Peter Bech

**Excerpt:** Et købstilbud fra Microsoft, verdens mest magtfulde softwarevirksomhed, der af strategiske grunde ville ind på ERP-markedet, kommer kun én gang. Du kan takke ja og få dem med dig, eller du kan takke nej og få dem imod dig. Efter knap 20 års hårdt arbejde kan jeg egentlig godt forstå, at de ledende stiftere valgte at tage imod tilbuddet.

**Content:**

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> Et købstilbud fra Microsoft, verdens mest magtfulde softwarevirksomhed, der af strategiske grunde ville ind på ERP-markedet, kommer kun én gang. Du kan takke ja og få dem med dig, eller du kan takke nej og få dem imod dig. Efter knap 20 års hårdt arbejde kan jeg egentlig godt forstå, at de ledende stiftere valgte at tage imod tilbuddet.

---

[![](https://hpbech.com/wp-content/uploads/Boganmeldelse-JP.png)](https://hpbech.com/wp-content/uploads/Boganmeldelse-JP.png)

I sin anmeldelse af min bog [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313) i Jyllandsposten den 14. oktober i år efterlyser [Ulla Bechsgaard](https://www.linkedin.com/in/ulla-bechsgaard-8817b25/) *“mere refleksion fra ejerne over, om det havde været muligt at forblive en dansk virksomhed.”*

Nu er det altså mig, og ikke ejerne, der har skrevet bogen, og forholdet diskuteres faktisk på siderne 445 til 462. Men jeg medgiver, at der bestemt er plads til yderligere refleksioner.

Som bekendt blev Navision købt af Microsoft i juli 2002 og dermed kom ejerskabet i amerikanske hænder. Som jeg beskriver i bogen, lykkedes det ikke at få en eneste leder fra Navision med i Microsofts over et hundrede mand store strategiske ledelseslag. Reelt betød opkøbet dermed, at Navisions strategiske centrum flyttede ud af landet.

# Hvad skete der?

[![](https://hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small-300x201.jpg)](https://hpbech.com/wp-content/uploads/P48-Fra-pressemoedet-i-maj-2002-small.jpg)Preben Damgaard (t.v.) Doug Burgum og 
Jesper Balser (Foto: Bjarke Ørsted/SCANPIX)

Ved Microsofts første henvendelse tidligt i 2001, blev Navisions ledelse taget lidt på sengen og fik ikke rigtig sat gang i afdækningen af alternative muligheder. Da forhandlingerne efter 11. september 2001 definitivt stoppes, søsatte bestyrelsen og ledelsen derfor et stort strategiprojekt. Efter at Microsoft i starten af 2002 igen henvendte sig, sendtes der straks følere ud til alternative opkøbere.

Formålet med dette beredskab var først og fremmest at sikre virksomheden et solidt strategisk fundament, hvis forhandlingerne med Microsoft igen skulle løbe ud i sandet. Dernæst skulle en konkurrence om selskabets aktier sikre ejerne (herunder også alle de der var kommet med efter børsnoteringerne) den højest mulige pris.

I maj 2002 blev man enige med Microsoft om en pris på 1,45 milliarder dollars for samtlige aktier, og denne pris bakkede alle aktionærer op om.

# **Hvornår er en virksomhed dansk?**

[![](https://hpbech.com/wp-content/uploads/Dannebrog.jpg)](https://hpbech.com/wp-content/uploads/Dannebrog.jpg)

*Hvad skal der til, for at en virksomhed kan betegnes som dansk? Hvad forventer man at kunne opnå ved at virksomheden forbliver dansk (eller undgå skulle ske ved en udflagning)?*

Det er faktisk ikke helt så enkelt at svare på de spørgsmål.

På det tidspunkt, hvor salget fandt sted, var Navision en børsnoteret virksomhed. Aktierne kunne flyde frit, og børsnoteringen havde definitivt muliggjort, at Navision kunne få udenlandske ejere. De facto lå hovedparten af aktierne i 2002 dog hos stifterne, hvoraf kun Jesper Balser havde flyttet sit domicil til udlandet. (Skulle hans andel nu regnes som udenlandsk?)

I 2002 var Navision allerede en meget international virksomhed. De fleste medarbejdere var ansat – og den største vækst fandt også sted – i de udenlandske datterselskaber. Udviklingsafdelingen og hovedkontoret lå fortsat i Danmark, hvor direktionen, ledelsen og de fleste medarbejdere var danske (Jesper Balser var dog udlandsdansker).

Efter Microsofts køb af selskabet forsvandt hovedkontorsfunktionen over nogle få år til udlandet. Nogle funktioner blev overtaget af det europæiske regionskontor i Paris, mens hele logistikfunktionen – og dermed den globale omsætning – flyttede til Irland. Udviklingsafdelingen inklusive dele af product management og product marketing fortsatte som et omkostningscenter i Vedbæk, hvor der etableredes en række operationelle stillinger, der rapporterede til den strategiske produktledelse i USA.

Flytningen af hovedkontoret betød tab af omsætning, indtjening samt spændende og vellønnede jobs på dansk jord. Ligesom de fleste strategiske beslutninger ikke længere blev truffet herhjemme.

Men en del af den udvikling havde nu nok fundet sted under alle omstændigheder.

Med de vækstambitioner og -planer, som ledelsen lagde på bordet i foråret 2002, ville væksten i virksomheden langt overvejende ske i udlandet. I løbet af få år ville Danmark miste sin position som Navisions største marked og blive overhalet af først Tyskland, herefter USA og med tiden også af de andre store markeder. Et sådant skift ville skabe et helt naturligt pres på udflytning af strategiske beslutninger og dermed ledelsesposter. Det er ganske enkelt ikke rationelt for en virksomhed, der har 90% af sin omsætning udenfor sit hjemmemarked at fastholde alle strategiske ledelsesposter i sit oprindelsesland. En del ledelsesopgaver var faktisk allerede ved årtusindskiftet begyndt at flyde til udlandet. Datterselskaberne tog egne initiativer, og nye opgaver blev derfor lagt, hvor erfaringer og kompetencer var til stede.

# Kunne salget til Microsoft være undgået?

[![](https://hpbech.com/wp-content/uploads/Microsoft2-300x72.jpg)](https://hpbech.com/wp-content/uploads/Microsoft2.jpg)The 2002 Microsoft logo

Som jeg beskriver i bogen, stod det hævet over en enhver tvivl, at Navisions brand med Microsoft som ejer ville få et kolossalt løft. Forhandlerne og hovedparten af de ansatte (hvoraf langt de fleste i 2002 altså findes udenfor Danmark) ville få gavn af et sådant opkøb. For hovedaktionærerne og bestyrelsen syntes den primære opgave derfor at sikre den højest mulig pris, mens spørgsmålet om ejerskabets nationale forankring ikke spillede den store rolle. At man ville miste kontrollen var åbenbart, men hvilke organisatoriske konsekvenser, det ville få, stod ikke klart, og forholdet fik givet heller ikke megen opmærksomhed.

*Kunne der være fundet et alternativ til Microsoft, der kunne have sikret at ejerskab og hovedkontor kunne forblive på danske jord?*

Måske, men det ville have været en finansiel konstruktion uden den internationale og industrimæssige power som Microsoft bragte med sig.

*Hvad ville Microsoft så have gjort, og hvilken betydning ville det få?*

Microsoft ville enten have fundet et andet europæisk købsobjekt eller have investeret sine milliarder i organisk udbygning af Great Plains i Europa. Microsoft *ville* ind på Navisions marked. Hermed havde konkurrencesituationen allerede ændret sig voldsomt og presset på Navision var øget markant.

*[![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)Kunne Navision have stået distancen?*

Det tror jeg godt de kunne, men som man kan læse i bogen, var ikke alt i Vedbæk fryd og gammen. Virksomheden stod overfor nogle voldsomme teknologiske skift i markedet og var udfordret på en række fronter. Man ville mange ting på en gang og havde svært ved at definere sit fokus. Når man læser det sidste strategiske oplæg, som ledelsen lagde på bestyrelsens bord i foråret 2002, var der mange bolde i luften. Det kan ikke afvises, at nogle af initiativerne kunne have båret frugt, men spredningen på de mange muligheder, der også havde karakter af garderinger, fortyndede investeringskapaciteten.

Vi kan konstatere, at Microsoft efter opkøbet øjeblikkeligt aflivede en række udviklingsprojekter og i stedet fokuserede på kerneprodukterne NAV og AX. Det skyldtes i nogen udstrækning at Microsoft allerede havde tilsvarende initiativer i gang andre steder og ikke var interesseret i dubletter, men også at man ikke mente, at projekterne passede med Navisions kompetencer.

# Det er ejerne, der bestemmer

Når man læser min bog, vil man tydeligt fornemme den enorme forandring i ledelsesopgaven, som finder sted fra begyndelsen af 1990’erne til begyndelsen af 2000’erne. Preben Damgaard og Jesper Balser havde bevist, at de kunne vokse med opgaven, men Microsofts indtog på markedet komplicerede konkurrencesituationen betydeligt. Havde de to ledende stiftere lysten, konditionen og evnerne til det næste ryk i det nye scenarie? Kunne de i givet fald afgive direktionsposterne, og ville det blive med danske afløsere? Ville virksomheden have fastholdt sit hovedkontor i Danmark?

Microsofts indtog på ERP-markedet øgede risikoen for alle de øvrige spillere betydeligt. Det var hvad man kalder en hel ny situation.

Et købstilbud fra Microsoft, verdens mest magtfulde softwarevirksomhed, der af strategiske grunde *ville* ind på ERP-markedet, kommer kun én gang. Du kan takke ja og få dem med dig, eller du kan takke nej og få dem imod dig. Efter knap 20 års hårdt arbejde kan jeg egentlig godt forstå, at de ledende stiftere valgte at tage imod tilbuddet.

**Categories:** Business development, Globalisation, Strategy

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### [Hvordan kan man genkende en god forretningsidé?](https://hpbech.com/da/hvordan-kan-man-genkende-en-god-forretningside/)

**Published:** October 24, 2017
**Author:** Hans Peter Bech

**Excerpt:** Idéen om at udvikle et bogholderiprogram var hverken genial eller god, men timingen var perfekt og den blev eksekveret på kort tid med en minimal ressourceindsats.

**Content:**

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> Idéen om at udvikle et bogholderiprogram var hverken genial eller god, men timingen var perfekt og den blev eksekveret på kort tid med en minimal ressourceindsats.

---

[![](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)](https://hpbech.com/wp-content/uploads/Questionmark-Portrait.png)

Det helt korte svar er, at det kan man ikke. Ingen i denne verden har endnu formået at finde en bare nogenlunde sikker metode til at afgøre om en forretningsidé er god eller dårlig.

I bagklogskabens klare lys er vi alle profeter, og efterationaliseringer er der rigelig af. Men i den virkelige verden, er der så mange faktorer, der spiller ind, at det ikke på forhånd kan vurderes med blot nogenlunde sikkerhed om en idé vil blive succesfuld eller ikke.

I min bog [*Fra Damgaard til Microsoft*](https://bogreolen.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116313) beskrives i detaljer, hvordan Erik Damgaard får inspiration til at udvikle et bogholderisystem til helt små virksomheder. Han ser et andet bogholderisystem og mener, at det kan han gøre bedre. Og det gør han så.

## Var det en god idé?

Hvis man havde spurgt andre på det tidspunkt, ville de fleste nok have sagt at *“det findes jo allerede i forvejen.”* Andre ville nok have ment, at hvis man ville ind på det marked, så skulle man have godt med penge med hjemmefra. Der var jo allerede mange konkurrenter.

Erik og hans bror, Preben, lånte 60.000 af deres forældre til at importere seks [CP/M](https://en.wikipedia.org/wiki/CP/M) computere fra Taiwan. De solgte de fire af dem og fik netop 60.000 hjem på salget. Forældrene fik deres penge retur, og brødrene havde nu de to computere, som de skulle bruge til at udvikle deres første softwareprodukt.

# Team’et og eksekveringen

[![](https://hpbech.com/wp-content/uploads/P08-Danmax.jpg)](https://hpbech.com/wp-content/uploads/P08-Danmax.jpg)

Idéen om at udvikle et bogholderiprogram var hverken genial eller god, men den blev eksekveret på kort tid, med en minimal ressourceindsats og med nogle få men nemt forståelige USP’er (Unique Selling Points).

Erik viste sig at være en fænomenal softwareudvikler. Det lykkedes ham at få hele softwarepakken presset ned på en enkelt diskette. Hermed skulle bogholderen ikke hele tiden skifte disketter. Med sin mors hjælp (hun var bogholder) fik han udviklet programmet, så det fulgte logikken fra den papirbaserede verden, som de fleste brugere kom fra. Produktet var nemt at demonstrere og virkede brugervenligt.

Da de udstillede på Kontor&Data i efteråret 1984, havde de via en bekendt allerede fået den første forhandler, og umiddelbart efter blev de kontaktet af Finn Kusk, med hvem de indgik en OEM-aftale, som blev en stor succes.

## Hvor er Preben henne i starten?

[![](https://hpbech.com/wp-content/uploads/P02-Preben-ved-swimmingpool.png)](https://hpbech.com/wp-content/uploads/P02-Preben-ved-swimmingpool.png)

Han er Erik’s sparringspartner og tager sig af alt det andet. Som tiden går, fylder “alt det andet” mere og mere. Damgaard Data kunne godt være startet uden Preben, men det kunne ikke have vokset sig så stort uden ham. Erik og Preben viser sig at være det perfekte iværksætterteam. Hvis du vil forstå hvorfor og hvordan, må du læse bogen 🙂

# Markedet, timingen og heldet

Erik og Preben gik ind på et allerede eksisterende marked og ramte det på det helt rigtige tidspunkt. Deres første produkt Danmax var baseret på mikrocomputere med CP/M, der i 1984 kunne købes for rundt regnet 50.000 kroner med software og printer. Det var en acceptabel pris for små virksomheder. Havde de valgt at satse på IBM’s DOS-baserede PC ville indgangsprisen have været over 100.000 kroner, og det ville have været for højt.

[![](https://hpbech.com/wp-content/uploads/P18-1986-11-Annonce-small.png)](https://hpbech.com/wp-content/uploads/P18-1986-11-Annonce-small.png)

Den situation ændrede sig fuldstændig over de næste to år, og allerede i efteråret 1986 var Erik Damgaard klar med Concorde, der ikke alene var et PC/DOS-baseret produkt, men også kunne bruges i netværk og dermed betjene flere samtidige brugere.

Havde Erik og Preben hvilet på laurbærerne og brugt indtjeningen fra Danmax til store biler og andet privatforbrug, var de hurtigt blevet kørt bag af dansen. Det gjorde de ikke. De investerede pengene i et nyt produkt, i ansættelse af nye medarbejdere og i en meget ambitiøs markedsføring af Concorde. Med Danmax og Concorde nåede Damgaard Data en omsætning på over 100 millioner (1991/92). Da de benyttede forhandlere, der i gennemsnit fik 40% rabat og tog sig af kundesupporten er den markedsmæssige omsætning allerede på dette tidspunkt tæt på 200 millioner.

## Var Erik og Preben heldige?

Ja, det var de, men det var ikke tilfældigt Lotto-held.

Erik tog et studieophold i USA – et initiativ som kun få på hans årgang tog. Hermed opdagede han sin interesse og flair for softwareudvikling. Han blev præsenteret for et bogholderisystem og kiggede det grundigt efter i sømmene. Han udviklede et nyt bogholderisystem. Erik og Preben hævede penge i banken, så de kunne udstille på Kontor&Data og ikke alene forlade sig på deres forhandler.

De to brødre tog en lang række initiativer, og det førte dem til heldet. CP/M valget viste sig at være rigtigt, men kortlivet. Så omstillede de sig hurtigt.

Forretningsmæssigt held virker så oplagt på overfladen, men graver man lidt dybere, finder man, at der hyppigt ligger en lang række initiativer og fejltagelser bagved. Damgaard-brødrene lavede ikke så mange fejl i starten, men det kom de til senere hen.

# Konklusionen

[![](https://hpbech.com/wp-content/uploads/Overqualified.jpg)](https://hpbech.com/wp-content/uploads/Overqualified.jpg)

Jeg bliver af og til kontaktet af folk, som vil have mig til at vurdere deres forretningsidé. Det nægter jeg kategorisk. Jeg henviser dem til de professionelle investorer, der ikke bestiller andet. Men jeg gør lige opmærksom på, at investorerne nok vil lægge meget vægt på, hvordan ideen præsenteres, og om de tror på det team, der står bag.

Succesfulde forretninger ender nemlig ofte helt andre steder, end hvor de startede. Det gør de, fordi den gode idé viste sig at være dårlig, men teamet bag knoklede videre og fandt en anden vej til den forretningsmæssige succes.

Hvis konklusionen skal løftes en tak højere op, så vil jeg mene, at man (man = alle de der ikke selv har planer om at starte en virksomhed) skal afholde sig fra at gisne om hvilke typer iværksættervirksomheder Danmark skal have i fremtiden.

Der er næppe tvivl om, at de alle vil indeholde en god portion teknologi, og at software vil være et bærende element. Men om det bliver en ny kæde af frisører, en app til bedømmelse af vine, en nyt bogholderisystem, specialiserede droner, en ny platform til levering af konsulentbistand, legetøj, regulering af rumtemperatur eller noget helt andet, det skal vi lade iværksætterne selv finde ud af.

Bannerbillede: Bjarke Ørsted/Ritzau Scanpix

**Categories:** Business development, Strategy

**Tags:** Damgaard Data, Erik Damgaard

---

### [Hvad kan Damgaard og Navision lære os om iværksætteri?](https://hpbech.com/da/hvad-kan-damgaard-og-navision-laere-os-om-ivaerksaetteri/)

**Published:** September 12, 2017
**Author:** Hans Peter Bech

**Excerpt:** Bogen en den detaljerede beretning om, hvordan succesfuld iværksætteri kan se ud i virkeligheden, og hvad der kræves af ambitioner, energi, snarrådighed og vedholdenhed.

**Content:**

---

> Bogen en den detaljerede beretning om, hvordan succesfuld iværksætteri kan se ud i virkeligheden, og hvad der kræves af ambitioner, energi, snarrådighed og vedholdenhed.

---

[![](https://hpbech.com/wp-content/uploads/ED-og-PD-med-hvide-sokker-og-det-hele-cropped.png)](https://hpbech.com/wp-content/uploads/ED-og-PD-med-hvide-sokker-og-det-hele-cropped.png)Erik (t.v.) og Preben Damgaard

Ved læsningen af min nye bog [Fra Damgaard til Microsoft](https://www.saxo.com/side/fra-damgaard-til-microsoft-af-hans-peter-bech) opdager man, at både Damgaard Data og Navision Software (der frem til 1995 hed PC&C) lagde ud med meget simple iværksætterkoncepter.

De udviklede produkter (økonomistyring), hvor der allerede var tilsvarende produkter på markedet. Som mange af deres konkurrenter valgte de at betjene kunderne via forhandlere. Med andre ord valgte de at træde ind på et marked, hvor der allerede var etablerede konkurrenter og afsætningskanaler.

Hvad gjorde så forskellen? Hvorfor overlevede Damgaard Data og Navision Software den svære start og blev markedsledere i Danmark med en samlet markedsandel på over 50%?

Havde de adgang til risikovillig kapital? Deltog de i en iværsætterkonkurrence og vandt en præmie? Var de med i et TV-program, der gav dem gode råd og eksponering? Fik de hjælp af et kommunalt væksthus?

Svaret er nej på samtlige spørgsmål. Det lange svar kan man finde i bogen, mens de korte konklusioner kommer her.

1. De var flere om at starte forretningen op.
2. De var dygtige og udviklede gode produkter, der lige var en tand bedre end det konkurrenterne tilbød.
3. De fortsatte med at raffinere deres produkter, så de blev bedre og bedre og distancerede sig mere og mere fra konkurrenterne.
4. De var meget ambitøse og fandt nye veje til at ekspandere afsætningen.
5. Overskuddet blev reinvesteret i produkt- og forretningsudvikling før der blev udbetalt løn og udbytte til ejerne.
6. De ramte flere gange opbrud i markedet, der skabte en enorm efterspøgsel efter deres type af produkter, og de var hurtige til at udnytte disse opbrud.

Som man kan læse i bogen var de to virksomheders veje til successen meget forskellige. Alligevel valgte de i december 2000 at fusionere. At fusionere to ejerledede virksomheder, hvor stifterne stadigvæk sad ved roret var næsten dømt til fiasko, men sådan gik det ikke. Ego’erne blev pakket ned til fordel for den samlede forrentning. Resultatet var intet mindre end imponerende, bekræftet ved at Microsoft kun 18 måneder senere lægger 11 milliarder kroner på bordet.

# Hvad kan historien om Damgaard Data og Navision Software lære os om iværksætteri

[![](https://hpbech.com/wp-content/uploads/finanslovforslag-2018_thumb.jpg)](https://hpbech.com/wp-content/uploads/finanslovforslag-2018_thumb.jpg)

For tiden diskuterer nationen igen, hvad der kan gøres for at stimulere iværksætteri i Danmark. Det ville være dejligt, hvis det kunne lykkes at skabe flere virksomheder som Damgaard Data og Navision Software. Udover at beskæftige mange medarbejdere og skæppe godt i både valuta- og statskassen, var de også nogle at Danmarks mest populære arbejdspladser.

Hvad kan regeringen gøre for at få flere til at blive iværksættere, og hvad kan der gøres for at flere skal lykkes, når først de er kommet i gang?

## Politikker der skal få flere iværksættere

At få flere til at tage springet og forsøge lykken som iværksætter, giver historien om Damgaard og Navision ikke umiddelbart nogen opskrift på. De sammenlagt fem stiftere startede bare. De synes selv de havde en god ide, og da kapitalbehovet var meget lille, kunne de finansiere det ved lidt opfindsomhed og ved i starten at leve på en sten.

Begge virksomheder var meget hurtigt profitable og finansierede i de første 15 år deres egen vækst.

## Politikker der kan støtte iværksætterne

Når man læser min bog, vil man måske blive overrasket over, at der ikke er nævnt et eneste erhvervspolitisk program, som de to virksomheder benyttede sig af. Navision Software brugte på et tidspunkt Udenrigsministeriets ambassader til at finde navne på potentielle distributører i Sydeuropa, og det kom der da også noget ud af. Men det var ikke det, der gjorde forskellen. Og de kunne i øvrigt lige så godt have brugt lokale konsulenter.

## Kvalificerede medarbejdere

Med tiden blev deres største udfordring at finde medarbejdere. De havde en konstant mangel på dygtige teknikere, dygtige marketingfolk, dygtige sælgere, dygtige administrative medarbejdere og dygtige ledere. Med “dygtig” menes lige dele faglige og personlige kvalifikationer, der kunne sikre at medarbejderne hurtigt voksede ind i nye opgaver og at de kunne samarbejdede med hinanden – også på tværs af landegrænser.

Politikker, der stimulere uddannelsen af alle typer kompetencer, med evne til samarbejde, beherskelse af flere sprog og med erfaring fra udlandsophold, vil også i dag hjælpe iværksættere med at vokse sig ud af hjemmemarkedet.

# Hvad det kræver at være iværksætter?

Til gengæld er bogen en lang beretning om hvordan succesfuld iværksætteri kan se ud i virkeligheden, og hvad der kræves af ambitioner, energi, snarrådighed og vedholdenhed.

Mere herom i senere artikeler.

SaveSave

**Categories:** Business development, Globalisation, Strategy

**Tags:** Damgaard Data

---

### [Hvor blev Navision af?](https://hpbech.com/da/hvor-blev-navision-af/)

**Published:** September 9, 2017
**Author:** Hans Peter Bech

**Excerpt:** Navision Software, der indtil 1995 hed PC&C, og først efter fusionen med Damgaard i foråret 2001 skiftede navn til slet og ret Navision, indtager en meget betydende rolle i bogen. Men at medtage Navision-navnet i bogens titel ville kunne give potentielle læsere indtryk af at firmaets historie er beskrevet lige så grundigt, som Damgaard Datas, og det er ikke tilfældet.

**Content:**

---

> Navision spiller er meget stor rolle i bogen og beskrives flere steder med mange detaljer.

---

[![](https://hpbech.com/wp-content/uploads/Navision2.jpg)](https://hpbech.com/wp-content/uploads/Navision2.jpg)

Jeg har modtaget et par henvendelser, der spørger om, hvor Navision er blevet af i min nye bog [Fra Damgaard til Microsoft](https://www.saxo.com/side/fra-damgaard-til-microsoft-af-hans-peter-bech).

Bogens titel indeholder af gode grunde ikke Navision-navnet.

For det første handler bogen primært om Damgaard Data fra den spæde start i 1984 og til salget til Microsoft i 2002. For det andet er der grænser for, hvad man kan proppe ind i titlen på en bog.

# Varedeklarationen

På bogens titelblad finder man følgende varedeklaration:

> Historien om firmaet Brdr. Damgaard Data, der startes af Erik og Preben Damgaard i 1984, indgår et strategisk samarbejde med IBM i 1994, bliver skilt fra dem igen 4 år senere, går på børsen i 1999, fusionerer med Navision Software i 2000 for til sidst at blive købt af Microsoft i 2002.

[![](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)](https://hpbech.com/wp-content/uploads/P42-Navision-logo-nyt-2.png)

Navision Software, der indtil 1995 hed PC&C, og først efter fusionen med Damgaard i foråret 2001 skiftede navn til slet og ret Navision, indtager en meget betydende rolle i bogen. Men at medtage Navision-navnet i bogens titel ville kunne give potentielle læsere indtryk af at firmaets historie er beskrevet lige så grundigt, som Damgaard Datas, og det er ikke tilfældet.

# Navision Software spiller en stor rolle

PC&C optræder første gang i bogen på side 11, hvor jeg forklarer hvilken rolle firmaet spiller i fortællingen om Damgaard Data, og at bogen derfor også er en Navision Software mini-biografi. Hvor Damgaard Data kom på markedet med sit første produkt Danmax på Kontor&Data-udstillingen i efteråret 1984, så kom PC&C på markedet med PCPLUS på samme udstilling året efter. Herfra udviklede begge selskaber sig hurtigt til at blive de to førende softwarehuse på området for økonomistyringssystemer til små og mellemstore virksomheder i Danmark.

# Mulighed for benchmarking

Begge selskaber opererede på det samme marked og havde de samme ambitioner om at blive markedslederen. Det har derfor været muligt at benchmarke deres initiativer og beslutninger op imod hinanden og sammenligning hvilke resultater de opnåede. Den sammenligning er jeg sikker på vil overraske mange.

Bagest i bogen har jeg vist de økonomiske nøgletal for Damgaard Data for perioden 1984 til 2000, og for Navision Software for perioden 1984 til 2002, hvor de sidste 2 år inkluderer tal fra det fusionerede selskab.

Så svaret på spørgsmålet om hvor Navision er blevet af kan derfor besvares meget kort: De spiller er meget stor rolle i bogen og beskrives flere steder med mange detaljer.

[Klik her for at downloade et uddrag af bogen](https://www.hpbech.dk/wp-content/Fra-Damgaard-til-Microsoft-Trailer.pdf)

**Categories:** Business development, Globalisation

**Tags:** Damgaard Data

---

### [Introduktionsvideo til bogen "Fra Damgaard til Microsoft"](https://hpbech.com/da/introduktionsvideo-til-bogen-fra-damgaard-til-microsoft/)

**Published:** September 5, 2017
**Author:** Hans Peter Bech

**Excerpt:** ”Fra Damgaard til Microsoft” er en bog om firmaet Damgaard Data, der i 1984 startes af 23-årige Erik og 21-årige Preben Damgaard, og som på mindre en otte år passerer en omsætning på 100 millioner og beskæftiger tæt på 100 medarbejdere.

**Content:**

---

> Danmarks bedst dokumenterede iværksætterhistorie

---

[![](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)](https://hpbech.com/wp-content/uploads/Damgaard_DK_3D.jpg)

”[Fra Damgaard til Microsoft](https://www.saxo.com/dk/fra-damgaard-til-microsoft_hans-peter-bech_hardback_9788793116313)” er en bog om firmaet Damgaard Data, der i 1984 startes af 23-årige Erik og 21-årige Preben Damgaard, og som på mindre en otte år passerer en omsætning på 100 millioner og beskæftiger tæt på 100 medarbejdere.

Med det formål at bringe selskabets produkter ud på de globale markeder køber datidens største IT-firma IBM sig i 1994 ind i Damgaard Data, men det viser sig at blive et vanskeligt samarbejde, der langt fra lever op til parternes egne forventninger.

I 1998 køber Erik og Preben IBM ud og i oktober 1999 noteres firmaet på Københavns Fondsbørs og når i løbet af tre uger en værdi på næsten seks milliarder kroner. Glæden er desværre kort for en pludselig opbremsning i omsætningen sender allerede i begyndelsen af december samme år aktiekursen ud i et historisk dyk. Efter at konkurrenten Navision Software bliver ramt af samme skæbne, slår de to virksomheder sig sammen under navnet Navision og genopretter markedets tillid ved igen at producere imponerende vækst- og indtjeningsrater. I maj 2002 køber Microsoft det fusionerede firma for 11 milliarder kroner.

Se den korte introduktionsvideo her:

---

[Klik her for at downloade et uddrag af bogen](https://www.hpbech.dk/wp-content/Fra-Damgaard-til-Microsoft-Trailer.pdf)

**Categories:** Business development, Globalisation, Strategy

**Tags:** Erik Damgaard

---

### [Er Dansk IT dansk IT?](https://hpbech.com/da/er-dansk-it-dansk-it/)

**Published:** November 3, 2015
**Author:** Hans Peter Bech

**Excerpt:** Da softwareindustrien med fremkomsten af PCen blev født i starten af 1980’erne, troede mange, at Danmark skulle blive nettoeksportør af IT og specielt af software. 
Det kom ikke til at ske.

**Content:**

---

> Da softwareindustrien med fremkomsten af PCen blev født i starten af 1980’erne, troede mange, at Danmark skulle blive nettoeksportør af IT og specielt af software.
> 
> Det kom ikke til at ske.

---

[![Dansk IT](https://hpbech.com/wp-content/uploads/Dansk-IT.jpg)](https://hpbech.com/wp-content/uploads/Dansk-IT.jpg)

I anledning af direktørskiftet i [Dansk IT](http://www.dit.dk/) er der god grund til at gøre sig et par tanker over situationen for dansk IT. De to begreber er nemlig langt fra identiske.

Hvis vi definerer dansk IT som de virksomheder, der udvikler IT-produkter og -løsninger, har deres strategiske hovedsæde herhjemme og har hele verden som deres marked, har vi at gøre med nogle få meget store virksomheder og så en voldsom stor gruppe af små virksomheder, hvoraf rigtig mange i den sidste gruppe er i etableringsfasen.

Foreningen Dansk IT består primært af personer og virksomheder, der arbejder med anvendelsen af IT i Danmark, og det er jo en helt anden størrelse.

Hvis man så vurderer, om de teknologier og produkter, som medlemmerne i Dansk IT benytter, så hovedsageligt kommer fra dansk IT, må svaret desværre blive afkræftende. Danmark er nettoimportør af IT produkter. Vi er langt dygtigere til at anvende IT-produkterne, end vi er til at opfinde, udvikle og udbrede dem.

Når denne struktur ikke har ændret sig synderligt, siden IT blev en industri i 1970’erne, skyldes det, at de udenlandske IT-producenter oftest kommer til Danmark, når de har vokset sig store og stærke på deres hjemmemarkeder og på de store eksportmarkeder. Danmark kommer således noget senere i gloabliseringsforløbet og ikke sjældent via opkøb af danske virksomheder.

Selvom IT-virksomheder i princippet har samme vilkår, uanset hvor de startes, så betyder størrelsen af hjemmemarkedet stadig meget for, hvor hurtigt man kan vokse, og dermed hvor godt rustet man er til globaliseringen. Danske IT-virksomheder kæmper derfor stadig med den store udfordring, at de må ud meget tidligt og det med få ressourcer.

[![Rikke Hvilshøj](https://www.hpbech.dk/wp-content/Rikke-Hvilshøj-300x200.jpg)](https://www.hpbech.dk/wp-content/Rikke-Hvilshøj.jpg)Rikke Hvilshøj, ny direktør for Dansk IT

Når den tidligere Venstreminister Rikke Hvilshøj sætter sig i direktørstolen i Dansk IT, har hun derfor en god mulighed for at påvirke om Dansk IT fremover i højere grad skal baseres på dansk IT. Hun repræsenterer nemlig i vid udstrækning kunderne, altså dem der køber og anvender IT. Som repræsentant for kundesiden har hun de udenlandske IT leverandørers udelte opmærksomhed, for her står hun for hele deres marked.

For de danske IT-virksomheder repræsenterer hun under ½ procent af verdensmarkedet og nyder næppe den samme opmærksomhed. Det håber jeg, hun vil forstå dynamikken bag, og at hun vil forstå, at Dansk IT faktisk er meget vigtigere for dansk IT, end virksomhederne måske lige har mulighed for at give udtryk for.

## Hvor ska’ vi hen du?

I en [overskrift i gårsdagens udgave af Finans](http://finans.dk/live/it/ECE8162694/Tidligere-minister-bliver-direkt%C3%B8r-for-Dansk-IT/?ctxref=fplive) står der:

*»Rikke Hvilshøj rykker fra tænketanken CEPOS til interesseorganisationen Dansk IT. Her skal hun blandt andet få medlemmernes viden om it bragt videre til politikerne.«*

Man kan passende spørge: Med hvilket formål?

En anden udfordring ligger nemlig i erkendelsen af, at der er meget lidt, det politiske niveau faktisk kan gøre for både Dansk IT og dansk IT. Lige bortset fra det offentliges digitalisering og indkøb af IT, er markedet for IT-produkter og -serviceydelser heldigvis ikke et reguleret område. En tidligere Venstreminister vil næppe forsøge at få sugerøret ned i statskassen og tiltrække flere erhvervsstøttemidler, men vil nok snarere arbejde på at få fremmet konkurrencen og få sikret lige konkurrencevilkår.

På uddannelses- og forskningsområdet er der naturligvis kamp om de offentlige midler, så her skal sikres flest mulige ressourcer i IT-branchens favør, men det er der i forvejen næppe stor uenighed i.

## Den offentlige sektor

I Danmark fylder den offentlige sektor meget i det samlede indkøb og anvendelse af IT-produkter og -tjenesteydelser, men i modsætning til for eksempel USA er der herhjemme meget få egentlige innovative projekter med stor risikovillighed. De fleste projekter er digitale optimeringsprojekter, hvis formål er at spare arbejdskraft og/eller muliggøre øget selvbetjening.

[![Crossing_the_chasm_no_logo](https://www.hpbech.dk/wp-content/Crossing_the_chasm_no_logo.jpg)](https://www.hpbech.dk/wp-content/Crossing_the_chasm_no_logo.jpg)Geoffrey Moores berømte teori om udbredelsen af innovativ teknologi

Med en udpræget frygt for at begå fejlinvesteringer, anlægger offentlige institutioner typisk en ret konservativ investeringspolitik, hvor man foretrækker store leverandører med gennemprøvet teknologi, etablerede kundebaser og dybe lommer. Denne type leverandører er mestendels datterselskaber af udenlandske virksomheder, og de mindre danske virksomheder, der måske har nyere teknologi og dermed færre kunder, står svagt i sådanne konkurrencesituationer.

Et godt eksempel er milliardinvesteringen i en ny IT-sundhedsplatform til Region Hovedstaden og Region Sjælland, hvor [valget faldt på amerikanske Epic](http://www.tbkconsultblog.com/why-the-e135m-deal-went-to-epicnnit/) (i samarbejde med danske NNIT), mens CSC Scandihealth røg ud i prækvalifikationsfasen og Systematic blev nummer 3 i slutrunden. Både CSC Scandihealth og Systematic har udviklingsafdelinger i Danmark og har naturligvis lidt under, at over halvdelen af deres hjemmemarked pludselig forsvandt. Der er næppe en finger at sætte på udbudsrunden, og set fra Region Hovedstadens og Region Sjællands synspunkt, har man valgt et etableret og velgennemprøvet system fra en af verdens største leverandører, og man har dermed minimeret sin projektrisiko betydeligt. Men situationen afspejler meget godt det dilemma, som politikerne og interesseorganisationerne skal håndtere.

Danmark har ingen objektiv interesse i at anlægge en patriotisk og protektionistisk indkøbspolitik i den offentlige sektor. Det, vi måtte vinde på hjemmemarkedet, er mikroskopisk i forhold til, hvad vi måtte tabe på de internationale markeder, der måtte anlægge tilsvarende betragtninger. Men hvis danske IT virksomheder ikke får en pæn andel af de offentlige investeringer, vil det få konsekvenser for deres internationale konkurrenceevne.

Jeg håber, at Rikke Hvilshøj vil arbejde for, at det offentlige anlægger en mindre konservativ investeringspolitik og dermed forbedrer konkurrencevilkårerne, så dansk IT kan spille med på flere områder.

## Den private sektor

Fra [produktivitetskommissionens](http://produktivitetskommissionen.dk/) arbejde ved vi at, at der i den private sektor og specielt i hjemmemarkedsindustrierne er et betydelig efterslæb i anvendelsen af IT og i de dermed forbundne investeringerne. Vi ved også, at specielt de små og mellemstore virksomheder halter bagefter i anvendelsen af IT til at øge innovation og produktivitet.

Her har jeg svært ved at forestille mig, at politikerne kan gøre nogen nævneværdig forskel udover at regulere på de generelle skatte- og afskrivningsmæssige vilkår. Rikke skal naturligvis arbejde for, at IT får en mere fremtrædende rolle i de uddannelser, der forsyner det private erhvevsliv med arbejdskraft. Nye ideer til anvendelse af IT i virksomhederne kommer ikke altid oppefra, hvorfor forbedrede kompetencer hos medarbejderne vil have en direkte effekt på efterspørgslen efter tidsvarende IT værktøjer.

[![crazy_salesman_v3](https://hpbech.com/wp-content/uploads/crazy_salesman_v3.png)](https://hpbech.com/wp-content/uploads/crazy_salesman_v3.png)IT sælgerne taler ofte et andet sprog end kunderne

Dansk IT ville også hjælpe dansk IT, hvis de stillede krav til leverandører om at blive bedre til at hjælpe kunderne med at få udbytte af investeringerne. IT leverandørerne skal blive mere forretningsorienterede (uden at slække på indsigt i produkter og teknologi). IT branchen er fortsat voldsom hype-præget, taler et sprog, som kunderne sjældent forstår, og fokuserer på salget mere end på anvendelsen.

Der ligger en stor opdragelsesopgave i at gøre IT-sælgerne og -konsulenterne mere kunde- og forretningsorienterede og dermed bedre i stand til hjælpe kunderne med at få deres investeringer forrentet.

Da softwareindustrien med fremkomsten af PCen blev født i starten af 1980’erne, troede mange, at Danmark skulle blive nettoeksportør af IT og specielt af software.

Man troede, at her var grundlaget for en ny dansk industri – en dansk IT-industri. Her 35 år senere er dansk IT fortsat domineret af udenlandsk IT. Det bliver spændende at se, om der kommer en ny dagsorden med Rikke Hvilshøj ved roret for interesseorganisationen Dansk IT, som også er til gavn for dansk IT.

**Categories:** Globalisation, Strategy

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### [Min nye bog "Building Successful Partner Channels" er på gaden](https://hpbech.com/da/min-nye-bog-building-successful-partner-channels-er-paa-gaden/)

**Published:** March 31, 2015
**Author:** Hans Peter Bech

**Excerpt:** At skrive en bog er et arbejde, som kræver fokus, koncentration og tid, men som til gengæld giver et fantastisk overblik over det fagområde, som man behandler.

**Content:**

---

> At skrive en bog er et arbejde, som kræver fokus, koncentration og tid, men som til gengæld giver et fantastisk overblik over det fagområde, som man behandler.

---

[![#1 on 04-04-2015](https://hpbech.com/wp-content/uploads/1-on-04-04-2015.png)](https://hpbech.com/wp-content/uploads/1-on-04-04-2015.png)

Så nåede vi det – og bogen er allerede en bestseller i kategorien Global Marketing.

Efter at have arbejdet med projektet i mere end et år kan vi i dag endelig frigive min nye bog [Building Successful Partner Channels](http://www.amazon.com/Building-Successful-Partner-Channels-Software-ebook/dp/B00VELDSP8) til salg i den elektroniske udgave og i løbet af få dage også i en trykt version. Det har nok taget mere end et kalenderår at skrive bogen, men hvis ikke jeg havde blokeret kalenderen det sidste halve år, var jeg ikke blevet færdig. Jeg kunne således afsætte halvdelen af min tid til denne bog, mens jeg brugte den anden halvdel på research og forberedelsen af min fjerde bog, som kommer til foråret 2017. At sige nej tak til konsulentopgaver er ikke nemt, men det var nødvendigt for at komme i mål med et projekt, som stod højest på min faglige ambitionsliste. Udover bogprojekterne blev der kun brugt tid på [de workshops, jeg afholder rundt omkring i Europa](http://www.tbkacademy.com/), men de giver heldigvis også yderligere inspiration til bøgerne.

[![BookCover3d_BSABSinGM_east_v2](https://hpbech.com/wp-content/uploads/BookCover3d_BSABSinGM_east_v2-230x300.jpg)](https://hpbech.com/wp-content/uploads/BookCover3d_BSABSinGM_east_v2.jpg)

At skrive en bog er et arbejde, som kræver fokus, koncentration og tid, men som til gengæld giver et fantastisk overblik over det fagområde, som man behandler. Min synopsis og alle mine udkast har været igennem en gruppe af eksperter fra hele verden og denne kritiske bearbejdning har haft enorm betydning for resultatet (men det jo ultimativt er op til læseren at bedømme). Da jeg jo ikke er indfødt engelsktalende er mit “Danglish” blevet godt og grundigt efterbearbejdet af min proofreader [Emma Crabtree](https://www.linkedin.com/in/emmacrabtree/), der i øvrigt holder til i Portugal. Illustrationer og layout har været i hænderne på [Jelena Galkina](https://www.linkedin.com/in/jelena-galkina-b1678b127/), der opererer fra Tallinn i Estland.

Building Successful Partner Channels er en bog om, hvordan man opbygger og udvikler indirekte (ikke kun salg!) kanaler i softwareindustrien, når man har ambitioner om at bliver global markedsleder. Jeg har skrevet bogen, fordi jeg selv har haft stor succes med denne tilgang til markedet, men kan se at mange andre har meget svært ved at få det til at fungere. På LinkedIn er der ca. 5 millioner mennesker, der arbejder med afsætningsopgaver i softwareindustrien, og jeg har skrevet min bog for at hjælpe så mange som muligt med de erfaringer og synspunkter, som jeg med success selv har anvendt og fortsat anvender.

[Klik her for at købe bogen i Danmark](https://tales.dk/building-successful-partner-channels-channel-development-management-in-the-software-industry_hans-peter-bech_9788793116160)

**Categories:** Globalisation, Strategy

**Tags:** bestseller, Building Successful Partner Channels

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### [Danske eksperter i vigtig rolle for rekordvækst i Tyrkiet](https://hpbech.com/da/danske-eksperter-i-vigtig-rolle-for-rekordvaekst-i-tyrkiet/)

**Published:** March 3, 2014
**Author:** Hans Peter Bech

**Excerpt:** Med verdens 17. største økonomi og udsigt til den største økonomiske fremgang i OECD de næste fem år, har den tyrkiske regering sat et erklæret mål om at nå i top-10 blandt verdens største økonomier før 2023.

**Content:**

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> Med verdens 17. største økonomi og udsigt til den største økonomiske fremgang i OECD de næste fem år, har den tyrkiske regering sat et erklæret mål om at nå i top-10 blandt verdens største økonomier før 2023.

---

[![Turkey](https://hpbech.com/wp-content/uploads/Turkey.jpg)](https://hpbech.com/wp-content/uploads/Turkey.jpg)

*Den tyrkiske regerings erklærede mål er at nå i top-10 blandt verdens største økonomier før 2023. Nu spiller et dansk konsulenthus en vigtig rolle for den tyrkiske rekordvækst. Softwarebranchen er udset som særlig vækstmotor.*

Med verdens 17. største økonomi og udsigt til den største økonomiske fremgang i OECD de næste fem år, har den tyrkiske regering sat et erklæret mål om at nå i top-10 blandt verdens største økonomier før 2023. Tyrkiet har udset softwareindustrien som en særlig vækstmotor og investerer nu aktivt i at gøre tyrkiske softwarevirksomheder klar til international ekspansion og konkurrence. Og her spiller danske eksperter pludselig en vigtig rolle.

[![image003](https://hpbech.com/wp-content/uploads/image003.jpg)](https://hpbech.com/wp-content/uploads/image003.jpg)Fatih Kemal Ebiçlioglu, bestyrelsesformand i sammenslutningen Electrical Electronics and Services Exporters’ Association, TET

”Det tyrkiske softwaremarked er i kolossal vækst. Derfor må vi bruge et voksende hjemmemarked som et springbræt til at vækste den tyrkiske softwareindustri. Kun ved at vækste globalt kan vi fastholde vores ledende position på hjemmemarkedet i en industri, hvor vinderen tager det hele,” siger Fatih Kemal Ebiçlioglu, bestyrelsesformand i sammenslutningen Electrical Electronics and Services Exporters’ Association, TET.

Det er netop den opgave, som den tyrkiske regering har bedt det danske konsulenthus TBK Consult om at hjælpe med. I samarbejde med Sabanci-universitetet er TBK Consult under programmet ’UR-GE’ netop gået i gang med opkvalificeringen af 37 tyrkiske softwarevirksomheder. TBK Consult arbejder desuden meget tæt sammen med det tyrkiske eksportråd for at identificere innovative måder at nå målsætningen på.

## USD fem mia. i nettoeksport

Tyrkiet døjer med en dårlig betalingsbalance. Da importandelen på softwarebaserede forretningsmodeller er tæt på nul procent, vil en stærk softwarebranche ifølge TBK Consult blive en stor nettobidrager af fremmed valuta, som skal bruges i andre dele af den tyrkiske økonomi.

[![Hans Peter Bech](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg)](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg)Hans Peter Bech, adm. direktør for TBK Consult.

“Tyrkiet er i dag nettoimportør af software, men i 2023 skal den tyrkiske softwareindustri bidrage med USD fem milliarder i nettoeksport. Med et meget stort hjemmemarked skulle der ikke være principielle hindringer for, at tyrkisk software skulle kunne finde anvendelse overalt på kloden. Det kræver dog, at de tyrkiske softwarevirksomheder lærer at begå sig kommercielt uden for Tyrkiet,” siger partner i TBK Consult, Hans Peter Bech.

Projektet er for alvor gået i gang netop som det tyrkiske præsidentpar har været i Danmark på officielt statsbesøg for at styrke handelsforholdet mellem Danmark og Tyrkiet. TBK Consult har vundet projektet i offentligt udbud i konkurrence med andre internationale konsulenthuse og universiteter.

Fakta:

- Tyrkiet har p.t. (2013 tal) et bruttonationalprodukt på ca. USD 1,167 trillioner. Hvis det skal lykkes at komme på en 10. plads over verdens bedste økonomier skal vækstraten op på over 7 procent per år.
- Den tyrkiske økonomi vokser p.t. 3,8 procent per år. Indonesien vokser med 5,8 procent, mens de øvrige “konkurrenter” på top 10-listen ligger på lavere vækstrater.

Istanbul, Tyrkiet, 3. marts 2014

**Categories:** Globalisation, Strategy

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### [Danskere svigter Silicon Valley](https://hpbech.com/da/danskere-svigter-silicon-valley/)

**Published:** May 15, 2013
**Author:** Hans Peter Bech

**Excerpt:** De, der starter og driver en virksomhed, fortjener stor respekt. De, der starter og driver en dansk virksomhed, fortjener den allerstørste respekt. Hvor de vælger at drive deres virksomhed, og hvilke markeder de vælger at bearbejde, det skal vi andre ikke blande os i - med mindre vi bliver spurgt.

**Content:**

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> De, der starter og driver en virksomhed, fortjener stor respekt. De, der starter og driver en dansk virksomhed, fortjener den allerstørste respekt. Hvor de vælger at drive deres virksomhed, og hvilke markeder de vælger at bearbejde, det skal vi andre ikke blande os i – med mindre vi bliver spurgt.

---

[![Dagbladet Børsen, 7. maj 2013](https://hpbech.com/wp-content/uploads/Danskere-svigter-Silicon-Valley.jpeg)](https://hpbech.com/wp-content/uploads/Danskere-svigter-Silicon-Valley.jpeg)Dagbladet Børsen, 7. maj 2013

Overskriften på denne post stammer fra en artikel i Dagbladet Børsen tirsdag 7. maj 2013. Artiklen beskriver hvordan [Eksportrådet](http://um.dk/da/eksportraadet/), [Udenrigsministeriets Innovationscenter](http://icdk.um.dk) i Californien og erhvervsstøtteprogrammet [SCALEit](http://www.scaleit.us) har vanskeligt ved at tiltrække virksomheder til deres acceleratorprogram for danske iværksættere. Programmet har til formål at trække nystartede danske virksomheder til USA.

I artiklen udtaler lederen af Udenrigsministeriets Innovationscenter i Californien [Camilla Rygaard-Hjalsted](www.linkedin.com/in/camillarygaardhjalsted) ifølge Børsen:

> ”Nogle gange bliver man lidt træt af, at der tænkes småt og halvstort i Danmark. Rejs nu ud og mød de allerbedste rådgivere og investorer.”

Artiklen er interessant på flere leder.

# Det er kunderne, der ikke er ambitiøse nok

[![Customers wanted](https://hpbech.com/wp-content/uploads/Customers-wanted.jpg)](https://hpbech.com/wp-content/uploads/Customers-wanted.jpg)

Det er ikke usædvanligt at skyde skylden på kunderne, når de ikke vil finde vej ind i butikken. Det er dog altid en meget kortsigtet strategi. Når kunderne svigter, skal man først kigge i spejlet. Der finder man normalt svaret!

Når afsætningen svigter, er det produktet og/eller markedsføringen, der er noget galt med – ikke kunderne.

Da Camillas produkt allerede er subsidieret af skattekroner og tilbydes til under markedspris, er det næppe markedsføringen, der skal hældes endnu flere skattekroner på. Man skal man nok kigge på selve produktet. At antyde at kunderne er uambitiøse, når de ikke vil have ens produkt, er måske en anelse arrogant.

Personligt tror jeg, at udløbsdatoen for denne type koncepter er langt overskredet.

# Én størrelse passer ikke til alle

[![One size](https://hpbech.com/wp-content/uploads/One-size.jpg)](https://hpbech.com/wp-content/uploads/One-size.jpg)

Små og mellemstore virksomheder ønsker tilsyneladende ikke at deltage i ”one size fits all” programmer. Til gengæld oplever jeg et stort behov for individuelle løsninger, der først og fremmest retter sig mod at få flere kunder – NU! Omsætning og likviditet er virksomhedernes dominerende udfordringer.

De færreste virksomheder tænder angiveligt på tilgang til ”de allerbedste rådgivere og investorer,” som Camilla øjensynligt har stående på stand-by i Californien. Vi oplever, at små og mellemstore virksomheder hellere vil have nogle gode kunder i nærheden af, hvor de driver deres virksomhed, og det er vel heller ikke det værste sted at starte.

At skulle helt til Californien for at hente omsætning og likviditet er helt irrelevant for langt de fleste små og mellemstore danske virksomheder. Når en virksomhed endnu ikke har passeret væltepunktet (the tipping point) i Danmark, synes det [hasarderet at de-fokusere sine ressourcer](http://www.voxmeter.dk/index.php/2013/05/06/den-danske-ivaerksaettermodel-er-kort-af-sporet) og satse på et ekstremt konkurrencepræget marked, der ligger 9 tidszoner væk.

Jeg skal ikke afvise, at der kan være et par helt specielle virksomheder, som ikke har noget marked i Europa og som derfor med fordel kunne flytte til USA. Jeg skal heller ikke afvise, at der kan være et par helt specielle virksomheder, som kan hente seed eller venture kapital i USA.

Men helt ærligt – er det ikke deres egen opgave at klare den sag?

Skal vi aktivere offentligt ansatte og gode skattekroner til sådanne projekter?

# Erhvervspolitik er ikke socialpolitik for virksomheder

[![Socialpolitik](https://hpbech.com/wp-content/uploads/Socialpolitik.jpg)](https://hpbech.com/wp-content/uploads/Socialpolitik.jpg)

I Danmark lider vi efter min mening under den fejlopfattelse, at erhvervspolitik er socialpolitik for virksomheder.

Socialpolitik er hjælp til folk i nød. Arbejdsløshed, sygdom og andre sociale hændelser søger vi at afbøde via socialpolitiske indsatser. Opgaven er så hurtigt som muligt at få den enkelte person tilbage i egenforsørgelse, uden at den sociale hændelse i selv selv river tæppet væk under den enkelte eller dennes husstand.

Jeg tror, at vi alle i dette land grundlæggende bakker op om en aktiv og finmasket socialpolitik. Vi er ønsker ikke, at nogen skal flytte fra hus og hjem eller tigge på gaden som følge af uforudsete sociale hændelser.

At starte og drive egen virksomhed er **ikke** en social hændelse.

[![entrepreneur DK](https://hpbech.com/wp-content/uploads/entrepreneur-DK.jpg)](https://hpbech.com/wp-content/uploads/entrepreneur-DK.jpg)

At starte og drive egen virksomhed er et valg man træffer, og en levevej man vælger. At få succes med at starte og drive egen virksomhed er meget, meget vanskeligt. Vejen til succes kræver evner til at håndtere tusinder af udfordringer på de eksterne såvel som på de interne linjer. At lære at håndtere disse udfordringer, forudsete som uforudsete, er en del af ”uddannelsen”, man skal igennem for at få succes.

Vejen til succes omfatter også evnen til at hente hjælp hos andre, der kan skaffe adgang til kunder eller til viden, som man skal bruge for at komme videre. Hvis ikke man selv er i stand til [at finde disse ressourcer](https://www.hpbech.dk/internettet-har-overflodiggjort-offentlige-tilskudsordninger-til-private-virksomheder/ "Internettet har overflødiggjort offentlige tilskudsordninger til private virksomheder"), er man heller ikke i stand til at drive sin virksomhed til succes.

At etablere offentligt støttede ordninger, der skal hjælpe virksomhedsejere med at løse opgaver, de ikke selv kan finde ud af, er efter min opfattelse misforstået barmhjertighed.

# Rammevilkår – igen, igen

Erhvervspolitik er at skabe og udvikle gode rammevilkår for at drive virksomhed i Danmark. Gode rammevilkår, der kommer alle – og ikke kun nogle få – virksomheder til gode.

Vi har efter min mening allerede nogle af verdens bedste rammevilkår, men de kan selvfølgelig blive endnu bedre. Lavere selskabsskat, mindre kapitalkrav ved oprettelse af selskaber, lempelse af krav for indberetning af moms på handel med virksomheder indenfor EU, fjernelse af topskatten, arbejdsløshedsunderstøttelse til folk, der vil starte egen virksomhed, gearing af private investeringer med skattefinansierede midler, mulighed for fremføring af underskud, øget indsats for omskoling osv. Der er nok at tage fat på.

[![Education](https://hpbech.com/wp-content/uploads/Education.jpg)](https://hpbech.com/wp-content/uploads/Education.jpg)

Indførelse af erhvervslære på alle uddannelsesinstitutioner vil også give mening. Når vi har valgt at basere vort samfund på en kapitalistisk markedsøkonomi, må vi også sikre at alle borgere forstår, hvad dette reelt indebærer. Alle må forstå, at penge i sidste ende kun kan komme fra en vare og/eller tjenesteydelse, som nogen vælger at købe med en fortjeneste til alle led i kæden. At udvikle, producere og sælge varer og tjenesteydelser **på markedsvilkår** er en del af grundlaget for værdiskabelsen i den private del af vores samfundsmodel.

De, der starter og driver en virksomhed, fortjener stor respekt. De, der starter og driver en dansk virksomhed, fortjener den allerstørste respekt. Hvor de vælger at drive deres virksomhed, og hvilke markeder de vælger at bearbejde, det skal vi andre ikke blande os i – med mindre vi bliver spurgt.

Læs også: [Internettet har overflødiggjort offentlige tilskudsordninger til private virksomheder](https://www.hpbech.dk/internettet-har-overflodiggjort-offentlige-tilskudsordninger-til-private-virksomheder/ "Internettet har overflødiggjort offentlige tilskudsordninger til private virksomheder")

**Categories:** Globalisation, Strategy

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### [Dansk Erhvervs Årsdag: Alle pengene værd!](https://hpbech.com/da/dansk-erhvervs-aarsdag-alle-pengene-vaerd/)

**Published:** May 23, 2013
**Author:** Hans Peter Bech

**Excerpt:** Personligt vil jeg mene, der må kunne findes bedre måder at anvende så mange menneskers vid, tid og energi på. Kan vi virkelig ikke finde på noget mere produktivt end at sætte 2-300 mennesker ind i en sal og så udsætte dem for nogle (lidt tilfældige) taler. Det flytter jo ingenting.

**Content:**

---

> Personligt vil jeg mene, der må kunne findes bedre måder at anvende så mange menneskers vid, tid og energi på. Kan vi virkelig ikke finde på noget mere produktivt end at sætte 2-300 mennesker ind i en sal og så udsætte dem for nogle (lidt tilfældige) taler. Det flytter jo ingenting.

---

[![Dansk Erhverv Aarsdag 2013](https://hpbech.com/wp-content/uploads/Dansk-Erhverv-Aarsdag-2013.jpg)](https://hpbech.com/wp-content/uploads/Dansk-Erhverv-Aarsdag-2013.jpg)

I min post forud for [Dansk Erhvervs Årsdag 2013](https://www.hpbech.dk/dansk-erhverv-tordenskjolds-soldater-og-kejserens-nye-klaeder/ "Dansk Erhverv: Tordenskjolds soldater og kejserens nye klæder?") lovede jeg at aflægge beretning fra arrangementet. Konklusionen er, at arrangementet var alle pengene værd.

Det var nemlig gratis (at deltage i, det har næppe været gratis at producere).

Jeg må gøre en tilståelse. Jeg listede faktisk ud i pausen og kan derfor kun aflægge direkte vidnesbyrd om første halvdel. Kommentarerne fra anden del hviler derfor delvist på referater fra personer, der var mere udholdende end jeg. Og alligevel ikke helt – læs videre!

Hvis formålet med Dansk Erhvervs Årsdag var at give indspil på “hvordan vi skaber vækst og arbejdspladser i Danmark” så kom disse indspil ikke i den del, jeg overhørte.

## Jimmy Maymann, CEO, The Huffington Post

[![Jimmy Maymann](https://hpbech.com/wp-content/uploads/Jimmy-Maymann.jpg)](https://hpbech.com/wp-content/uploads/Jimmy-Maymann.jpg)

Jimmy Maymann, CEO, [Huffington Post](http://www.huffingtonpost.co.uk) var til min store overraskelse dansker. Hans indlæg var både spændende og meget relevant. Jimmy Maymann har selv startet flere virksomheder i Danmark og har efterfølgende arbejdet mange år i udlandet. For tiden er han, som CEO på The Huffington Post med base i New York, ved at bygge en forretning op, der skal rive de sidste rester af tæpper væk under den “trykte” presse. “Media Disruption” – kunne man vel kalde det.

Jimmy Maymann talte hovedsageligt om iværksætteri og om at skalere en virksomhed i Danmark. Hans erfaringer, betragtninger og anbefalinger var spændende, men også skræmmende.

1. Risikovilligheden i Danmark er meget lav. Kun meget få har lyst til og mod på at starte nye virksomheder. Der er simpelthen for få, der kaster sig ud i det. Det kræver en indsats allerede i uddannelsessystemet, at få ændret denne adfærd.
2. Frygten for at fejle (hvilket stort set alle iværksættere gør på vejen mod succes) kombineret med janteloven er direkte dræbende for innovation og iværksætteri i Danmark.
3. Talentmassen i Danmark er for lille til at bygge små specialiserede nichevirksomheder (og sådan starter man altså nye virksomheder nu om stunder).
4. Det er for besværligt at få talent ind udefra, og de færreste udlændinge med talenter ønsker i øvrigt at tage bopæl i Danmark.
5. Danmark har et meget lille (og ukvalificeret) kapitalmarked.
6. Det kræver en ekstra indsats at sælge en dansk virksomhed til en udenlandsk køber, fordi udenlandske købere er uvante med dansk selskabs- og skatteret.

Hans bedste råd til danskere, der ønsker at starte nye virksomheder: Gør det i udlandet.

Der var ikke meget optimisme at hente hos Jimmy Maymann. Den meget store danske erhverstøtteindustri med Eksportråd, Væksthuse, Vækstfonden, Accellerace, Vitus Programmer, Innovationscentre osv. fik ikke et eneste ord med på vejen. Enten kender han ikke alle disse institutioner, eller også tillægger han dem ingen betydning – måske en kombination af de to forhold.

## Helle Thorning-Schmidt

[![Helle Thorning](https://hpbech.com/wp-content/uploads/Helle-Thorning.jpg)](https://hpbech.com/wp-content/uploads/Helle-Thorning.jpg)

Landets statsminister leverede en “pligttale.” En rigtig embedsmandsafhandling uden glød eller vid. Lirumlarum. Den lød mest af alt som optakten til en partilederdebat. Jeg fik lejlighed til at studere loftet i mødelokalet og tjekket, om der skulle være løbet friske mails ind på min iPhone. Fra min plads i salen kunne jeg se, at mange andre også lige skulle tjekke deres emails under statsministerens tale. Hun var lovligt undskyldt. Med hendes mødekalender ville jeg også have prioriteret dette møde lavt. Hun har bestemt vigtigere sager at kaste sig over.

## Lars Løkke Rasmussen

[![Lars Løkke small](https://hpbech.com/wp-content/uploads/Lars-Lokke-small.jpg)](https://hpbech.com/wp-content/uploads/Lars-Lokke-small.jpg)

Anderledes oplagt var til gengæld Lars Løkke Rasmussen. Han var mere på hjemmebane. Uden manuskript og ved siden af talerstolen leverede han en rigtig god og underholdende tale. Hans lune selvdistance og uhøjtidelighed passer godt til et dansk publikum. Han leverede faktisk også et par nye og gode vinkler.

Lad os skille politik og drift af den offentlige sektor ad. Eksempel: Vi kan godt blive enige om, at nogle ældre skal have hjemmehjælp med støtte fra det offentlige. Men hvorfor skal hjemmehjælperen absolut være offentlig ansat? Hvis Falckredderen gerne må være privat ansat, hvorfor må hjemmehjælperen så ikke?

Servicen, som det offentlige yder tilskud til – helt eller delvist – behøver ikke være offentligt produceret. Det er ikke en ny, men dog stadig en god pointe. Tidligere kaldte vi det privatisering, men konkurrenceudsættelse er nok et bedre ord. Konkurrence skaber mere værdi for pengene (ellers ville Sovjetunionen og Nordkorea vel have banket alle os andre ud af banen for længe siden).

## **Paneldebat ”Fra Made in Denmark til Created in Denmark”**

[![DEpaneldebat](https://hpbech.com/wp-content/uploads/DEpaneldebat.jpg)](https://hpbech.com/wp-content/uploads/DEpaneldebat.jpg)

Mine kilder kunne ikke helt erindre indholdet i paneldebatten ”Fra Made in Denmark til Created in Denmark” med Annette Vilhelmsen, erhvervs- og vækstminister (SF), Brian Mikkelsen, næstformand (K), Jens Klarskov, adm. direktør, Dansk Erhverv, Kristian Jensen, næstformand (V) og Jacob Schou Meding, country manager for HP i Danmark.

Internettet kom mig til hjælp. Paneldebatten ligger som video på Dansk Erhvervs [hjemmeside](http://www.danskerhverv.dk/DE-Aarsdag/Sider/default.aspx). Jeg vil ikke anbefale nogen at bruge 38 minutter af deres liv på at se den video. Den handler i hvert fald ikke om ”Fra Made in Denmark til Created in Denmark.”

Jens Klarskov opfordrede alle erhversfolk til at ytre sig mere i den offentlige debat. Den opfordring er jeg naturligvis meget glad for og efterkommer hermed.

Paneldebatten viser, hvor hamrende svært det er, at finde forbindelsen mellem de politiske initiativer og de praktiske tiltag og handlinger, der skal få private virksomheder til at skabe vækst, eksport og ansætte flere medarbejdere i Danmark. Politikerne i panelet var ikke særligt godt forberedte, og der gik lidt for meget økologisk letmælk i diskussionen.

Faktisk kom de bedste guldkorn fra Jacob Schou Meding, der bl. a. sagde:

- Politikerne behøver ikke tage til Kina eller Korea for at lære om konkurrenceudfordringen. At afsætte danske produkter og ydelser bare i Holland og Belgien er allerede en kæmpe udfordring.
- De bredeste skuldre skal bære de tungeste byrder, men ingen i dette land er født helt uden skuldre. Alle skal være med til at forbedre deres egne kompetencer og evner for derigennem at bidrage til egen forsørgelse og til fællesskabet.
- Vi skal have justeret på opfattelsen af success. At være cand. scient. pol. og kontorchef i finansministeriet skal ikke give samme prestige som at drive virksomhed og skabe arbejdspladser.

## Stephane Garelli

Dagens sidste taler skulle ifølge mine kilder have været det absolut morsomste indslag (jeg ved ikke om den målestok er relevant i sig selv, men humor kompenserer som bekendt for reelt indhold.) Igen blev jeg reddet af Internettet, idet en af mine kilder kunne sende mig en link til en video på YouTube, hvor Stephane Garelli holder et foredrag med stort set identisk indhold.

Jeg skylder Stephane Garelli en undskyldning (som han nok næppe har brug for). Han er på ingen måde så “impotent,” som portrættet af ham på bagsiden af Dansk Erhvervs Avis #6 giver udtryk for. Han er bestemt meget vidende om den globale økonomiske udvikling, og han formår at formidle sin viden på en meget pædagogisk og underholdende måde.

Men som min kilde konkluderede: *Han fortæller nok, at det står slemt til og næppe bliver bedre, men han siger ikke noget om, hvad vi kan gøre ved det. Måske er det heller ikke hans opgave.*

## Hvem var deltagerne

[![Dansk Erhverv crowd](https://hpbech.com/wp-content/uploads/Dansk-Erhverv-crowd.jpg)](https://hpbech.com/wp-content/uploads/Dansk-Erhverv-crowd.jpg)

Hvem deltager på et sådant arrangement? Ud fra deltagerlisten vil jeg skønne, at mindre en halvdelen var egentlige erhvervsfolk. Resten var organisationsfolk, politikere og offentligt ansatte.

## No shows

På vej ud fra arrangementet så jeg skoven af navneskilte på de personer, der havde tilmeldt sig, men ikke var dukket op. Jeg vil tro, der lå ca. 200 navneskilte. Nu er “no shows” altid et meget stort problem ved gratis arrangementer, men dette slår dog alle rekorder. Jeg vil skønne, at der var ca. 200 deltagere til arrangementet og altså lige så mange “no shows.”

Det er foruroligende, grænsende til det uanstændige. Hvis man ikke kan komme, må man melde afbud. Alle 200 kan umuligt være blevet forhindret i sidste øjeblik.

## Årsdag i Bella Centeret var en stor succes!

Sådan lyder Dansk Erhvervs egen konklusion endnu inden evalueringerne fra deltagerne kan nå at være gjort op.

Hvordan afgør man om et arrangement af denne karakter er en succes?

Personligt vil jeg mene, der må kunne findes bedre måder at anvende så mange menneskers vid, tid og energi på. Kan vi virkelig ikke finde på noget mere produktivt end at sætte 2-300 mennesker ind i en sal og så udsætte dem for nogle (lidt tilfældige) taler. Det flytter jo ingenting.

Er Dansk Erhverv ved at udvikle sig til “en del af problemet” og ikke længere “en del af løsningen” på udformningen af det Danmark, der skal klare sig i den globale konkurrence og forbedre sin position i toppen af den globale værdikæde?

Hvis dette er en stor success for Dansk Erhverv, så er ambitionerne i hvert fald ikke specielt høje.

**Categories:** Globalisation, Strategy

---

### [Internettet har overflødiggjort offentlige tilskudsordninger til private virksomheder](https://hpbech.com/da/internettet-har-overfloediggjort-offentlige-tilskudsordninger-til-private-virksomheder/)

**Published:** May 6, 2013
**Author:** Hans Peter Bech

**Excerpt:** Afvikling af skattefinansierede støtteordninger til erhvervsvirksomheder kan af gode grunde kun ske fra politisk hold. Det drejer sig om at foretage et sjældent set kirurgisk indgreb på finansloven.

**Content:**

---

> Afvikling af skattefinansierede støtteordninger til erhvervsvirksomheder kan af gode grunde kun ske fra politisk hold. Det drejer sig om at foretage et sjældent set kirurgisk indgreb på finansloven.

---

Af [Mogens Nørgaard](dk.linkedin.com/pub/mogens-nørgaard/0/158/616) og [Hans Peter Bech](dk.linkedin.com/in/hanspeterbech/).

[![Erhvervsstotte 2012](https://hpbech.com/wp-content/uploads/Erhvervsstotte-2012.png)](https://hpbech.com/wp-content/uploads/Erhvervsstotte-2012.png)

Filosofien bag alle de skattefinansierede støtteordninger, der giver tilskud til enkeltvirksomheder, er den samme. Ordningerne er etableret ud fra et ønske om at give virksomhederne adgang til kompetencer, information og/eller kontakter, som det ellers ville være vanskeligt at få adgang til.

De skattefinansierede støtteordninger omfatter bl.a. Danmarks Eksportråd, eksportstipendiaterne, de lokale Væksthuse, Udenrigsministeriets Innovationscentre, [SCALEit](http://www.scaleit.us), Accelerace, Vitus-programmet samt en række andre lignende ordninger og institutioner. En komplet oversigt findes i Redegørelse om Erhvervsstøtte 2012 fra [Erhvervs- og Vækstministeriet](http://www.evm.dk/arbejdsomraader/vaekst-og-konkurrenceevne/erhvervsfremme-og-stoette/redegoerelse-om-erhvervsstoette).

***Internettet, de sociale medier og specielt LinkedIn har fuldstændig overflødiggjort disse ordninger.***

Med ganske få tryk på tastaturet er det i dag muligt af finde frem til personer, der har netop de spidskompetencer eller den viden, man har brug for i sin virksomhed, uanset hvor man befinder sig i sit udviklingsforløb, eller hvor man befinder sig geografisk. Personen, der sidder inde med den ønskede kompetence, kan man via LinkedIn kontakte direkte og via Skype kan man “gratis” indlede den første dialog og udforske mulighederne for et samarbejde.

Med ganske få søgninger på Internettet har man adgang til stort set alverdens viden og alverdens personer.

Hvis personer, der driver eller ønsker at drive virksomhed, ikke kan finde ud af at benytte disse gigantiske muligheder, burde de måske hellere søge sig et job med fast månedsløn. Nåh nej, det kræver vel også, at man kan finde ud af at benytte de nye medier.

# 20 år siden den første Internet browser

[![Mosaic](https://hpbech.com/wp-content/uploads/Mosaic.jpg)](https://hpbech.com/wp-content/uploads/Mosaic.jpg)

Den første Internet browser, Mosaic, blev lanceret i 1993 altså præcis for 20 år siden. Udviklingen siden da har vendt op og ned på stort set alting.

Musikbranchen er blevet fuldstændig forvandlet. Film- og fotografibranchen er ikke til at kende. Skype har ”stjålet” 34% af al international telefoni. ”Game” branchen er blevet verdens største underholdningsindustri. Aviser og ugeblade sygner langsomt hen, mens vi bliver bedre og bedre oplyst via Internettet, DR’s hjemmeside og de sociale medier. Youtube er blevet klodens største TV Kanal. Handlen flytter på nettet. Vi bestiller tid hos lægen, hos tandlægen og hos vores frisør via nettet. Vi afleverer selvangivelse via nettet. Vi opretter nye virksomheder via nettet. Vi afregner moms og løn via nettet. Vi holder virtuelle møder via Internettet. Og sådan kunne vi blive ved i en uendelighed.

[![Linkedin](https://hpbech.com/wp-content/uploads/Linkedin.jpg)](https://hpbech.com/wp-content/uploads/Linkedin.jpg)

Vi har fået Google, Facebook, LinkedIn, Twitter, Xing, Viadeo, YouTube, CIA Factbook, Wikipedia, Amazon, eBay og tusindvis af andre fantastiske handels-, informations- og kontaktmedier.

Kun de skattefinansierede direkte støtteordninger til private virksomheder synes at gå fuldstændig uberørte forbi.

Hvorfor?

# Hvor kommer ”disruption” fra?

Den skattefinansierede støtteindustri har naturligt to kategorier af tilhængere.

1. De, der lever af at yde og administrere den.
2. De, der modtager støtte fra den.

Man kan vel næppe forvente, at nogen i disse to grupper synes, det er en god ide at nedlægge ordningerne?

Hvis vi kigger på de industrier, der er blevet fuldstændig forvandlet af Internettet og de sociale medier, så er det **aldrig** de etablerede spillere, der tager initiativet!

**”Disruption” kommer stort set altid udefra.**

Hvorfor?

[![Innovators Dilemma](https://hpbech.com/wp-content/uploads/Innovators-Dilemma1.jpg)](https://hpbech.com/wp-content/uploads/Innovators-Dilemma1.jpg)

Læs Clayton Christensen ”[The Innovator’s dilemma.](http://www.amazon.com/Innovators-Dilemma-Revolutionary-Change-Business/dp/0062060244)” Det skyldes, at såvel leverandører som kunder har en stor interesse i at bevare den etablerede industri. De etablerede leverandører – ”støtteindustrien” – vil naturligvis gerne beholde deres jobs og position. Kunderne, der modtager støtten, vil naturligvis gerne have pengene eller en service med klækkelig rabat.

Den skattefinansierede støtteindustri er efter vores mening overmoden for ”disruption.” Internettet og de sociale medier tilbyder løsninger , der er både langt bedre (for *alle* kunderne) og væsentligt billigere (for skatteyderne) end de nuværende ordninger.

Men hvem skal tage initiativet?

# Initiativet er hos politikerne

[![Christiansborg](https://hpbech.com/wp-content/uploads/Christiansborg.jpg)](https://hpbech.com/wp-content/uploads/Christiansborg.jpg)

Afvikling af skattefinansierede støtteordninger til erhvervsvirksomheder kan af gode grunde kun ske fra politisk hold. Det drejer sig om at foretage et sjældent set kirurgisk indgreb på finansloven.

”Støtteindustriens” parter holder lav profil. Erhvervsorganisationerne taler med to tunger. En tunge ved festlige lejligheder og en anden tunge i korridorerne.

# 2 gode grunde

Vi vil give politikerne to rigtig gode grunde til at afvikle ordningerne.

## 1. Ordningerne skader mere end de gavner

Vi er vel alle enige om, at private virksomheder skal kunne klare sig selv. Erhvervspolitik skal derfor ”hjælpe” virksomheder, der ikke er dygtige nok til at få kunder og overskud på bundlinjen, med at “dø” så hurtigst muligt. Virksomheder, der “dør”, kan genopstå på et revideret idegrundlag. At holde virksomheder kunstigt i live giver ingen mening, hverken i fødsel, ungdom, voksendom eller alderdom.

**Erhvervspolitik er ikke socialpolitik for virksomheder.**

At give tilskud til enkeltvirksomheder for at ”hjælpe” dem er både at give dem falske forhåbninger og trække deres opmærksomhed væk for de vilkår, som de skal kunne konkurrere og overleve på. Lad dem hellere “dø” tidligt end sent. Virksomheder dør jo ikke, som mennesker gør. De lukker CVR nummeret og kan starte igen. Ud af 10 nystartede virksomheder overlever kun en. Få det overstået og kom videre.

## 2. Pengene er givet bedre ud i uddannelsessektoren

[![Education](https://hpbech.com/wp-content/uploads/Education.jpg)](https://hpbech.com/wp-content/uploads/Education.jpg)

Vi kender ikke det nøjagtige beløb, men selv nogle hundrede millioner ville lune godt i folkeskolen. Emnet Internettet og de sociale medier skal opprioriteres i alle fag. Ingen skal forlade den danske folkeskole uden at have ”sort bælte” i at anvende Internettet og de sociale medier til at søge viden og kontakter.

Sort bælte i disse discipliner bliver et gigantisk aktiv i den globale virkelighed, hvor den enkelte skal konkurrere, når han eller hun skal have et job eller starte en virksomhed.

# Tiden er moden NU!

Efter vores opfattelse er der ikke brug for hverken konsulentrapporter eller ekspertkommissioner. Der er brug for sund fornuft kombineret med politisk mod. Vi kan simpelthen ikke forstille os hvilket parti i folketinget, der ikke synes, det er en super god ide at flytte nogle hundrede millioner fra erhvervsstøtten til uddannelsessektoren.

Der er 20 milliarder Erhvervsstøttekroner at tage af, så de nødråb, der uvilkårligt kommer fra støtteindustrien og dens kunder, kan vi nok leve med. De folk, der arbejder i støtteindustrien er veluddannede og dygtige, så de finder sig hurtigt et nyt job.

**Categories:** Globalisation, Strategy

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### [Dansk Erhverv: Tordenskjolds soldater og kejserens nye klæder?](https://hpbech.com/da/dansk-erhverv-tordenskjolds-soldater-og-kejserens-nye-klaeder/)

**Published:** May 9, 2013
**Author:** Hans Peter Bech

**Excerpt:** Jeg har tidligere fravalgt Dansk Erhvervs årsmøde, men i år vil jeg giver det en chance. Mine forventninger er ikke høje, så muligheder for at blive positivt overrasket er bestemt til stede.

**Content:**

---

> Jeg har tidligere fravalgt Dansk Erhvervs årsmøde, men i år vil jeg giver det en chance. Mine forventninger er ikke høje, så muligheder for at blive positivt overrasket er bestemt til stede.

---

[![2013-05-01_15-59-15](https://hpbech.com/wp-content/uploads/2013-05-01_15-59-15.png)](https://hpbech.com/wp-content/uploads/2013-05-01_15-59-15.png)

Jeg har netop tilmeldt mig Dansk Erhvervs Årsdag i Bellacenteret 14. maj 2013. Det er gratis – også hvis jeg vælger slet ikke at dukke op.

Når et arrangement ikke koster noget, er det typisk fordi arrangørerne gerne vil have, at der skal komme rigtig mange. Selv en lille pris på et arrangement som dette ville nok også holde de fleste borte.

Emnet for mødet er relevant nok (mere vækst i det private erhvervsliv i Danmark), men programmet til mødet er komplet uinteressant og talerrækken er udpræget Tordenskjolds soldater og kejserens nye klæder.

I fire stive timer skal vi lytte til et galleri af politiske kendisser, en enkelt viceværtsdirektør fra det danske datterselskab af en amerikansk IT virksomhed afsluttet med en professor i banale almindeligheder. Der er dog også en CEO fra det amerikanske Huffington Post på programmet – her er der begrundet håb om et frisk input.

# Professor i banale almindeligheder

[![Dansk Erhverv](https://www.hpbech.dk/wp-content/Dansk-Erhverv-186x300.jpeg)](https://www.hpbech.dk/wp-content/Dansk-Erhverv.jpeg)

Jeg kender ikke professor Stéphane Garelli, men han er portrætteret på hele bagsiden af Dansk Erhvervs Avis #6.

Jeg håber ikke han selv har leveret materialet til det portræt.

“Don’t ask why – ask why not” er åbentbart hovedresultatet af professorens mangeårige forskning.

“Det er ikke længere nok at kunne tænke sig logisk frem til nogle løsninger, du er nødt til at bruge din fantasi” udtaler professoren, der er verdensførende indenfor sit felt.

Hvilken planet kommer han fra? Hvis dette budskab skulle indeholde noget nyt, må han have opholdt sig på et meget isoleret sted på kloden i meget lang tid – IMD?

“Fremtiden er ikke hvad den plejer at være” er endnu et guldkorn fra vores ekspert i nationers, virksomheders og medarbejderes (så glemte vi vist ikke nogen) produktivitet.

Portrættet er proppet med de rene banaliteter i en sådan grad, at man krummer tæer i skoene. Alene overskriften ”Fremtiden tilhører de modige” og portrættet, hvor han poserer med sine flotte manchetknapper, er imponerede i sin grandiose selvhøjtidelighed.

# En kø af politiske kendisser

[![2013-05-01_16-01-11](https://hpbech.com/wp-content/uploads/2013-05-01_16-01-11.png)](https://hpbech.com/wp-content/uploads/2013-05-01_16-01-11.png)

Vi skal lytte til Helle Thorning-Schmidt, Annette Vilhelmsen, Lars Løkke Rasmussen, Brian Mikkelsen og Kristian Jensen. Alle sammen udmærkede og kvikke hoveder, men så mange på en gang?

Der er risiko for let kvalme som efter at have spist for mange flødeskumskager.

Spørgsmålet er om ikke Erhvervsorganisationerne er ved at kamme over i deres leflen for politikkerne på Christiansborg?

Rammevilkårerne for at drive virksomhed i Danmark er naturligvis ikke uvæsentlige. Der er blot efter min opfattelse mange andre og mere branche/virksomhedsinterne forhold, der betyder væsentlig mere, end det politikerne kan påvirke.

# En række af danske eksportsuccesser

Når jeg tænker tilbage på de konkrete vækst- og internationaliseringsprojekter, jeg selv har være operationelt involveret i, har hverken Christiansborg eller brancheforeninger spillet nogen som helst rolle. Vi har ikke set Christiansborg eller brancheforeninger som en del af løsningen på de udfordringer, vi stod overfor. Måske var det forkert, men vi lykkedes nu alligevel (for det meste).

Når man skal vækste og internationalisere en virksomhed, griber man det meget pragmatisk an. Man går direkte efter målet og spilder ikke sin tid på ”politiske drøftelser” eller ”interessante foredrag” i en brancheforening. Man trækker på sit netværk og inddrager personer, der har direkte, praktisk og personlig erfaring med netop de udfordringer, der skal løses. Det er nok anderledes i store etablerede virksomheder, men i små og mellemstore virksomheder er det meget “hands-on.”

# Hvorfor deltage i arrangementet?

Et berettiget spørgsmål fra læseren: “Hvorfor bliver du ikke bare væk?”

Jeg er management konsulent og har behov for konstant at udvide mit personlige netværk. Min interesse er at møde personer, der kan udvikle sig til værdifulde kontakter i fremtiden. Ikke kun potentielle klienter – jeg trækker også på mit netværk, når jeg løser opgaver for mine klienter. Jeg er derfor meget interesseret i deltagerne, mens dagsordenen er lidt underordnet.

Men hvis deltagerne er rene ”receptionsryttere,” er der nok næppe mange produktive kontakter at hente ved et sådant arrangement. Nu må vi se.

Jeg har tidligere fravalgt Dansk Erhvervs årsmøde, men i år vil jeg giver det en chance. Mine forventninger er ikke høje, så muligheder for at blive positivt overrasket er bestemt til stede.

Stay tuned. Jeg vil efterfølgende skrive en [anmeldelse af begivenheden](https://www.hpbech.dk/dansk-erhvervs-arsdag-alle-pengene-vaerd/ "Dansk Erhvervs Årsdag: Alle pengene værd!").

**Categories:** Globalisation, Strategy

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### [IT-branchen må tage sig sammen](https://hpbech.com/da/it-branchen-maa-tage-sig-sammen/)

**Published:** April 29, 2013
**Author:** Hans Peter Bech

**Excerpt:** Politikerne kan ikke hjælpe virksomhederne med at omsætte investeringerne i IT-løsninger til øget produktivitet.

**Content:**

---

> Politikerne skal ikke hjælpe virksomhederne med at omsætte investeringerne i IT-løsninger til øget produktivitet. Det ender blot med at riskoen socialiseres, mens gevinsten privatiseres.

---

Af [Mogens Nørgaard](dk.linkedin.com/pub/mogens-nørgaard/0/158/616) og [Hans Peter Bech](dk.linkedin.com/in/hanspeterbech/)

[![Produktivitet1](https://hpbech.com/wp-content/uploads/Produktivitet1.png)](https://hpbech.com/wp-content/uploads/Produktivitet1.png)Produktiviteten stiger for langsomt i Danmark. Hvis man ønsker belæg for dette udsagn og for de konsekvenser, det har, kan man blot læse [Produktivitets-kommissionens rapporter](http://produktivitetskommissionen.dk).

Lærerigt, men bestemt ikke opløftende. Danmarks produktivitetsudvikling har været ca. 0 (nul) siden 1995 i stort set alle brancher.

En høj produktivitetsudvikling er fundamentet for øget velstand og velfærd, ligesom det er med til at sikre vores internationale konkurrenceevne og dermed arbejdspladser – velbetalte arbejdspladser vel at mærke!

IT-branchen er hovedleverandør af produktivitetsløsninger til andre brancher. Det gør branchens virksomheder endog et meget stort nummer ud af i deres salgs- og markedsføringsmateriale. Tag en hvilken som helst brochure fra en IT-virksomhed og man vil finde ord som ”forbedret samarbejde,” ”hurtig tilbagebetaling” og ”øget produktivitet”.

Det går godt i IT-branchen. Man sælger godt af sine produkter og ydelser. Branchen vokser og har det fint. Men kunderne får øjensynligt ikke de produktivitetsgevinster, der bliver lovet eller forventet. Når det går godt i IT-branchen, men produktiviteten i samfundet er stagneret, må IT-branchen erkende et medansvar. Vi har fejlet ”big time” på trods af, at vi ikke selv har ønsket det sådan. Vi har sendt vores medarbejdere på kurser i løsningssalg, konsultativt salg, salg af forretningsværdi til direktionsniveauet og hvad det nu alt sammen hedder. Det har været godt for vores eget salg, men det har åbenbart ikke haft nogen som helst effekt for vores kunder.

Som en produktivitetsfremmende branche er vi nødt til at tage denne udfordring meget alvorligt og gøre noget. Nogen vil sikkert hævde, at det er kundernes eget ansvar at tage gevinsterne hjem. ”Vi leverer hammeren, men de må selv slå sømmene i.” Det er ikke en professionel indstilling til det brancheansvar, vi må erkende, at vi har forsømt. Når Danmark har et produktivitetsproblem, har vi i IT-branchen et endog meget stort medansvar. Når Danmark har et gedigent problem som stagnerende produktivitet, må vi melde os under fanerne og ikke ”glide af”, som vi plejer.

[![ITB](https://hpbech.com/wp-content/uploads/ITB.jpg)](https://hpbech.com/wp-content/uploads/ITB.jpg)

Branchens egen forening har smidt håndklædet i ringen og sendt bolden over i [Erhvervs- og Vækstministeriet](http://www.evm.dk/arbejdsomraader/vaekst-og-konkurrenceevne/vaekstteams/ikt-og-digital-vaekst). **Men problemet er ikke et politisk problem.** Politikerne kan ikke hjælpe virksomhederne med at omsætte investeringerne i IT-løsninger til øget produktivitet. Det er en opgave, som må løses i et samarbejde mellem IT-branchens virksomheder og de brancher, som IT-branchens virksomheder ønsker at betjene med produktivitetsfremmende løsninger.

[**Det er et brancheproblem.**](http://www.computerworld.dk/art/224374/staten-skal-bare-lade-vaeksten-vaere-i-fred)

IT-branchens virksomheder må selv opsøge sine kunders brancheforeninger og indlede et samarbejde. Vi må sammen med vores kunders organisationer finde løsningerne og holde op med at rende over på Christianborg og tigge om en hjælp, som de alligevel ikke er i stand til at yde.

[![Salesman](https://hpbech.com/wp-content/uploads/Salesman.jpg)](https://hpbech.com/wp-content/uploads/Salesman.jpg)

IT-branchen er kendt for at have de bedste sælgere. Desværre er vi også kendt for at pege i alle mulige andre retninger end på os selv, når der opstår problemer med implementering og drift (og det gør der altså hele tiden). IT-branchen er mestre i at se alt mulig andet end sig selv, når den kigger i spejlet.

Nu må det være slut. Vi må til lommerne og investere noget af vores indtjening i indsigt i vores kunders forretninger. Vi skal blive bedre til at levere produktivitetsgevinster og ikke blot hardware, software og konsulentydelser. Vi skal blive bedre til at udfordre vores kunder, når de ikke selv er i stand til at hjemtage gevinsterne. Vi skal ikke blot trække på skulderen, tænke ”det er deres eget problem” og så sende slutafregningen.

[![AreWeReady](https://hpbech.com/wp-content/uploads/AreWeReady.jpg)](https://hpbech.com/wp-content/uploads/AreWeReady.jpg)

Øget produktivitet og øget konkurrenceevne skal naturligvis omsættes til mere ambitiøs adfærd på både hjemmemarkedet og på eksportmarkederne. De dygtige virksomheder skal udkonkurrere de mindre dygtige virksomheder (specielt de udenlandske virksomheder skal have lammetæv – i fair konkurrence, naturligvis). Det skaber øget velstand, velfærd, konkurrenceevne og beskæftigelse. Som branche skal vi gå forrest og være rollemodeller for nytænkning, internationalisering og vækst, men vi skal også udfordre vores kunder. Vi ønsker kunder (også i det offentlige) med ambitioner. Kunder, der også udfordrer os, og er parate til at teste teknologi, der måske ikke er helt trykprøvet, men som har et kæmpe potentiale.

Det er nationens fremtid, velstand, velfærd, konkurrenceevne og beskæftigelse, der står på spil. Vil vi spille tøsefornærmede ovre i hjørnet og kalde vores eget problem for en politisk opgave? Eller er vi klar til komme i dialog med de andre brancher og vores kunder om at udvikle en kultur, hvor vi udfordrer hinanden og ikke helmer, før vi kan demonstrere exceptionelle resultater, som andre lande vil skæve misundeligt til?

**Det er IKKE en politisk opgave**. Det kræver ikke en eneste krone på finansloven. Det kræver blot, at de IT-virksomheder, der vil noget mere, griber knoglen og ringer til deres kunders brancheforeninger og spørger: ”Er der nogen, der har lyst til at være med til noget, der virkelig sparker røv?” Og lur os hvis ikke de virksomheder, som forstår at løse den opgave, vil opleve øget efterspørgsel.

Det kunne da være en herlig sidegevinst.

Mogens Nørgaard, [Fair & Square A/S](https://www.linkedin.com/company/fair-&-square-denmark "Fair & Square")
Hans Peter Bech, [TBK Consult ApS](http://www.tbkconsult.com "TBK Consult")

**Categories:** Globalisation, Strategy

---

### [Hvorfor erhvervslivet aldrig omfavner ny teknologi](https://hpbech.com/da/hvorfor-erhvervslivet-aldrig-omfavner-ny-teknologi/)

**Published:** September 20, 2012
**Author:** Hans Peter Bech

**Excerpt:** Cloud teknologien giver kunderne rigtig mange fordele. Man slipper således fuldstændig for at skulle investere i og administrere sin egen interne IT infrastruktur.

**Content:**

---

> Cloud teknologien giver kunderne rigtig mange fordele. Man slipper således fuldstændig for at skulle investere i og administrere sin egen interne IT infrastruktur.

---

[![](https://hpbech.com/wp-content/uploads/Cloud1.jpg)](https://hpbech.com/wp-content/uploads/Cloud1.jpg)

I “synspunkt” 10. september i år i [Berlingske Tidende](http://www.berlingske.dk/ "Berlingske") undskylder [IBM](http://www.google.com/finance?q=LON:IBM "LSE: IBM") salgsdirektør Anders Feddersen, at IT branchen har skabt så stor hype omkring fænomenet “Cloud Computing” (software der kører via Internettet i stedet for på en lokal computer). I en undersøgelse foretaget af IBM, viser det sig nemlig, at kun ganske få danske virksomheder benytter cloud baserede løsninger. IT branchen har altså hypet’et en teknik, som kun ganske få har taget i brug.

Jeg mener ikke der er grund til at undskylde noget som helst. Vi er blot vidne til endnu et gennemløb af, hvordan ny teknologi trænger ind på markedet.

![](https://hpbech.com/wp-content/uploads/Diffusion_of_innovations.png)

Allerede i 1962 introducerede den amerikanske professor [Everett Rogers](http://en.wikipedia.org/wiki/Everett_Rogers "Everett Rogers") en teori, der forklarer, hvorfor ny teknologi kun langsomt bliver accepteret i markedet. Rogers forklarede, at markedet er opdelt i 5 segmenter: De innovative, de visionære, det tidlige flertal, det sene flertal og efterslæberne. Det er kun de innovative og de visionære, der interesserer sig for ny teknologi og som kaster sig ud i det, inden det er fuldt tryktestet. Disse to grupper udgør kun 15% af markedet. De resterende 85% er skeptiske og venter til andre har prøvet det først. De 85% er ikke interesseret i noget der er nyt, de er tværtimod skrækslagne. De skal altså lige kende nogen, der har prøvet det først.

Vi er med andre ord i den fase, hvor en del af IT branchen (cloud leverandørerne) skubber voldsomt på og trutter i den store marketingtrumpet. 15% af markedet er nysgerrige og lytter, mens 85% af markedet vender det døve øre til og venter på, at andre skal teste det af.

[Malcolm Gladwell](http://en.wikipedia.org/wiki/Malcolm_Gladwell "Malcolm Gladwell") introducerede i 2000 begrebet ”væltepunktet” ([the tipping point](http://www.amazon.com/Tipping-Point-Little-Things-Difference/dp/0316346624%3FSubscriptionId%3D0G81C5DAZ03ZR9WH9X82%26tag%3Dzemanta-20%26linkCode%3Dxm2%26camp%3D2025%26creative%3D165953%26creativeASIN%3D0316346624 "The Tipping Point: How Little Things Can Make a Big Difference")). Når man passerer væltepunktet (omkring 20% af markedet), vil efterspøgslen blive selvforstærkende og markedet vil hurtigt optage den nu-ikke-mere-så-nye teknologi. Forskellen mellem de 15% og de 20% er hvad [Geoffrey Moore](http://geoffmoore.blogs.com/ "Geoffrey Moore") i 1999 døbte ”kløften” (the chasm). Ny teknologi skal altså forbi de 15% og have fat i yderligere 5% af markedet, før tingene begynder at rulle af sig selv. Jeg er overbevist om, at cloud kommer forbi væltepunktet, men nu må vi se.

Cloud teknologien giver kunderne rigtig mange fordele. Man slipper således fuldstændig for at skulle investere i og administrere sin egen interne IT infrastruktur. Man slipper for af skulle installere software og holde den opdateret. Cloud løsninger sælges typisk på abonnementsvilkår, og man slipper derfor også for at skulle foretage store investeringer for at komme i gang.

Cloud er ny teknologi og nye forretningsmodeller så det batter. Der er virkelig mange fordele for os brugere, men der er også nogle gedigne betænkeligheder.

I min egen virksomhed er vi storforbrugere af cloud baserede løsninger. Vi er spredt over 25 lokationer og åbner konstant nye kontorer. Med vores cloud baserede løsninger tager det knap 1 time at have hele IT infrastrukturen klar for et nyt kontor. Prisen for en ekstra arbejdsplads ligger under kr. 1.000 per år for hele molevitten (mail, kalender, intranet, fildeling, tidsregistrering og projektstyring). Hvad, der kan holde mig lidt vågen om natten, er sikkerhed og data. Hvad gør vi, hvis en af vore leverandører går ned (teknisk eller forretningsmæssigt)? Alle vore data ligge oppe i ”cloud’en”. Vi kan godt køre videre med enkelte udfald, men det vil godt nok blive besværligt.

[![Enhanced by Zemanta](http://img.zemanta.com/zemified_e.png?x-id=182dded6-1d35-4afc-ab6a-218cddd7b715)](http://www.zemanta.com/?px "Enhanced by Zemanta")

**Categories:** Globalisation, Strategy

---

### [Ubuntu - også for folk uden kendskab til IT](https://hpbech.com/da/ubuntu-ogsaa-for-folk-uden-kendskab-til-it/)

**Published:** January 8, 2012
**Author:** Hans Peter Bech

**Excerpt:** Jeg vil mene, at enhver kan binde an med Ubuntu og få etableret et system, der ligger meget tæt på Windows og MAC, hvis man alene har behov for helt almindelige funktioner.

**Content:**

---

> Jeg vil mene, at enhver kan binde an med Ubuntu og få etableret et system, der ligger meget tæt på Windows og MAC, hvis man alene har behov for helt almindelige funktioner.

---

[![](https://hpbech.com/wp-content/uploads/Ubuntu.jpg)](https://hpbech.com/wp-content/uploads/Ubuntu.jpg)

Jeg har tidligere skrevet om min rejse fra inkarneret Microsoft Windows og Office bruger til Apple MAC universet.

Da vi forleden fik en Lenovo T60 frigjort i min virksomhed, valgte jeg at forsøge mig udi Open Source universet. Denne post fortæller om denne (positive!) erfaring.

## Hvorfor Ubuntu?

Finn Larsen, min gode ven gennem mange år, har, efter han er gået på pension, fordybet sig i PC universet. Han havde allerede fået etableret et brugbart produktionssystem baseret udelukkende på Linux og Open Source. Han anbefalede at anvende Ubuntu til en sådan øvelse.

## Skridt for skridt.

1. Fra min MAC gik jeg på Ubuntu’s web site: http://www.ubuntu.com/
2. Her downloadede jeg operativsystemet
3. og lagde det over på en CD/DVD
4. Jeg forbandt min T60’er med min internet router via kabel
5. tændte T60’eren og trykkede på all F knapperne (jeg kunne ikke lige huske hvilken af F knapperne, der afbryder opstarten og gør det muligt at vælge opstart kilden).
6. Opstart blev afbrudt og jeg kom ind i grundopsætningen (bios-systemet)
7. I bios menuen valgte jeg “boot” fra CD/DVD
8. indsatte CD/DVD’en og trykkede “save and exit”
9. Nu læste T60’eren fra CD/DVD’en og spurgte om jeg ville installere Ubunto side om side med det allerede installerede Windows, eller om jeg ville overskrive alle data og alene køre Ubuntu
10. Jeg svarede “ryd butikken og installer Ubuntu”
11. Det var det, mission completed.

## Hvor lang tid tog det?

Fra jeg startede med at downloade Ubuntu til min MAC, til jeg var oppe at køre med alle basale funktioner, gik der **< en 1 time**. Heri er inkluderet automatisk installation af [LibreOffice](http://en.wikipedia.org/wiki/LibreOffice "LibreOffice"), der har nogenlunde de samme funktioner som Microsoft Office samt Mozilla Thunderbird, som er et mail system med kontaktbog.

## Tilpasninger

[![](https://hpbech.com/wp-content/uploads/IMG_0247.jpg)](https://hpbech.com/wp-content/uploads/IMG_0247.jpg)

Jeg har ikke brugt nogen tid overhovedet på opsætning af drivere. Ubunto fik alt på min T60 til at fungere, som det skulle. Selv opsætningen af printere gik som en leg.

## Applikationer

Indtil videre skal min T60/Ubuntu alene tjene som backup for min MAC. Jeg har derfor koncentreret mig om de livsvigtige applikationer, som regneark, tekstbehandling og præsentationer. Alle andre funktioner (projektstyring, tidsregistrering, intranet, økonomisystem, mail, kalender og kontakter) ligger på Internettet og kan køres glimrende herfra.

### Konvertering af video

Nytårsaften optog vi en hel del video, som skulle konverteres til MPEG4 og uploades til et Picasa-album, så gæsterne kunne se, hvor morsom festen havde været (!). Til det formål fandt jeg hurtigt et konverteringsprogram i Ubuntus Software Center: WinFF. Herfter satte jeg videokonverteringen i gang. For det første var WinFF væsentligt hurtigere end mit MAC baserede Voltaic. For det andet fik jeg frigjort min MAC, så jeg kunne arbejde med andre opgaver samtidigt med konverteringen.

Videokonvertering foregår fremover eksklusivt på T60/Ubuntu/WinFF!

## Data

[![](https://hpbech.com/wp-content/uploads/Dropbox.jpg)](https://hpbech.com/wp-content/uploads/Dropbox.jpg)

Hvordan deler Ubuntu data med min MAC?

Dropbox!

Jeg har tidligere mistet data på grund af disk crash. Den oplevelse ønsker jeg ikke at gentage.

Dropbox sikrer, at jeg kan tilgå mine data fra min MAC, iPhone, iPad of T60/Ubuntu. Jeg behøver ikke spekulere på backup.

Billeder og video lægges på en netværksharddisk, der står i kælderen. Den foretager automatisk backup til en tvilling, der står lige ved siden af. Alle PC’er og MAC’s kan tilgå disse netværksharddiske.

## Sammenfatning

Jeg vil mene, at enhver kan binde an med Ubuntu og få etableret et system, der ligger meget tæt på Windows og MAC, hvis man alene har behov for helt almindelige funktioner.

Der er naturligvis programmer, der ikke er umiddelbart findes til Ubuntu eller som ikke er datakompatible med tilsvarende Ubuntuprogrammer. Efterhånden som flere og flere funktioner flytter ud på Internettet og behovet for specialprogrammer på selve PC’en minimeres, vil dette “problem” blive mindre og mindre.

![](http://img.zemanta.com/pixy.gif?x-id=7cbaab5f-4b04-44ff-986c-232fba6ebe61)

**Categories:** Globalisation

**Tags:** Apple

---

### [DKK 197 mia. i risikovillig kapital i 2011](https://hpbech.com/da/dkk-197-mia-i-risikovillig-kapital-i-2011/)

**Published:** February 1, 2012
**Author:** Hans Peter Bech

**Content:**

---

> Tendensen er den samme i USA og Europa: Investeringerne søger mod Internetbaserede forretningsmodeller, hvor skaleringspotentialet er meget stort.

---

[![Danish krone](https://hpbech.com/wp-content/uploads/300px-DKK_1000_obverse_2009.jpg)](http://en.wikipedia.org/wiki/File:DKK_1000_obverse_%282009%29.jpg)Tallene for 2011 er netop kommet på gaden. I USA investerede venturefondene i 2011 knap DKK 164 mia, mens beløbet i Europa nåede knap DKK 33 mia. Beløbene blev fordelt på 4.685 projekter.

Tallene fra Europa kommer fra [Dow Jones VentureSource](https://www.dowjones.com/professional/resources) og tallene fra USA stammer fra [The MoneyTree Report](https://www.pwc.com/us/en/industries/tmt/technology/moneytree.html) fra PricewaterhouseCoopers.

Både i USA og Europa er IT investeringer fortsat meget populære i Venture miljøet. Inkluderer man investeringer i web baserede forretningsmodeller, er der tale om en endog markant overvægt til denne sektor.

- På førstepladsen ligger U.K. med samlet €1.2 mia fordelt på 274 projekter.
- Frankrig kommer på 2. pladsen med €728 mio fordelt på 217 projekter.
- Tyskland kommer ind som nummer 3 med €475 million til 120 projekter.
- På 4. pladsen kommer Sverige med €299 til 67 projekter. Som det eneste land oplevede Sverige en stigning i investeringerne på 7% mens antallet af projekter til gengæld faldt med 36%.

Mens investeringsniveauet i 2011 i forhold til 2010 steg med 22% i USA faldt det med 14% i Europa.

Tendensen er den samme i USA og Europa: Investeringerne søger mod Internetbaserede forretningsmodeller, hvor skaleringspotentialet er meget stort.

Inden man rækker armene for meget i vejret, er det værd at nævne, at langt de fleste investeringer er “follow-up” på tidligere investeringer. Der investeres fortrinsvis i Early Stage, Expansion og Later Stage, mens Seed står for den mindske del af investeringerne.

Læs også mere her:

[€4.4B Venture Capital Investments in Europe in 2011](http://www.tbkconsult.com/blog/2012/02/01/e4-4b-venture-capital-investments-in-europe-in-2011/ "Permalink to €4.4B Venture Capital Investments in Europe in 2011")

[VC Investing Soars 22 Percent To $28.4B In 2011, Internet Sector Reaches Highest Levels In A Decade](http://techcrunch.com/2012/01/19/vc-investing-soars-22-percent-to-28-4b-in-2011-internet-sector-reaches-highest-levels-in-a-decade/)

![](http://img.zemanta.com/pixy.gif?x-id=2c12b69a-2e71-43f0-a608-c5f1d528c034)

**Categories:** Globalisation, Strategy

---

### [Godt Nytår](https://hpbech.com/da/godt-nytaar/)

**Published:** January 2, 2012
**Author:** Hans Peter Bech

**Content:**

---

> Dronningen og Statsministreren (der begge netop har holdt deres Nytårstaler) bliver betalt (af os) for at varetage vore nationale interesser.

---

[![](https://hpbech.com/wp-content/uploads/HPB-in-Croatia-small.jpg)](https://hpbech.com/wp-content/uploads/HPB-in-Croatia-small.jpg)

Jeg ønsker alle mine læsere et rigtig godt Nytår. Må 2012 bringe lykke, sundhed, fremgang og mange gode stunder til dig og dem, du holder og tager dig af.

Denne blog havde ca. 7.500 besøgende i 2011. Det er en stigning på 35% i forhold til året før. 7.500 besøgende til en blog, der ikke havde mere end 11 artikler, er faktisk imponerende. Det er min hensigt (Nytårsforsæt!!) at øge frekvensen af artikler på denne blog til 2 om måneden.

Billedet er fra Starigrad Paklenica i Kroatien og viser udsigten fra terrassen i den lejlighed, vi lejede i sommeren 2011. Mere herom sidst i denne artikel.

## Hvem henvender denne blog sig til?

Denne blog henvender sig til *danskere*, som interesserer sig for **praktisk og kommerciel** internationalisering. “Praktisk internationalisering” betyder at etablere og drive erhvervsaktivitet på globalt plan. Bloggen beskæftiger sig med, hvordan vi bedst muligt stimulerer den internationale vækst for danske virksomheder. Den afledte effekt skulle gerne blive et rigere og mere velhavende Danmark.

Hvis internationalisering har din interesse, kan du måske også have fornøjelse af at besøge mine to andre blogs [HPBECH.COM](http://www.hpbech.com/) og [TBKCONSULT.COM](http://www.tbkconsult.com/).

## Hvad skriver denne blog om?

Tillad mig at give en lidt længere redegørelse inden jeg svarer på spørgsmålet.

[![](https://hpbech.com/wp-content/uploads/Globe.jpg)](https://hpbech.com/wp-content/uploads/Globe.jpg)

Da jeg bor og lever i Danmark, ender og beskattes omsætningen og overskuddet fra mine internationale aktiviteter også i Danmark. Men det betyder jo ikke, at jeg har en national agenda, og jeg driver ikke mine aktiviteter for “Danmarks skyld.”

Dronningen og Statsministreren (der begge netop har holdt deres Nytårstaler) bliver betalt (af os) for at varetage vore nationale interesser. Jeg bliver betalt af mine kunder for at varetage mine kunders interesser. Mine kunder er over hele verden, og de bruger ikke mange minutter på at værdsætte, at vi i Danmark har “gratis” uddannelse og et “gratis” sundhedssystem. De betaler mig for mine ydelserne, fordi pris/ydelsesforholdet er attraktivt.

Det er denne forskel i de grundliggende interesser og hensyn, der ofte skaber en konflikt mellem det politiske niveau og erhvervlivet. Erhverslivet indgår i globale værdikæder og er tvunget til konstant at optimere sine pris/ydelseshold for at forblive konkurrencedygtige. Det politiske system skal alene vælges og gen-vælges af danskere. Den overvejende majoritet af politikere og vælgere er ikke direkte udsat for det international konkurrencepres, som i sidste ende bestemmer om der er arbejdspladser nok til alle danskere, som kan og vil arbejde og hermed sikre det beskatningsgrundlag, der kan holde “systemet” flydende.

At drive virksomhed fra (og at bo og leve i) Danmark har mange fordele og de skattefinansierede “gratis” ydelser er bestemt en væsentlig del af pakken.

Men prisen, vi betaler for at holde hele systemet af “gratis” ydelser, offentlig forvaltning og overførselsindkomster kørende, er også verdens højeste. Vi skal derfor hele tiden optimere på systemet. **Pris/ydelses-forholdet skal også her være verdens bedste.**

*Det er denne konflikt og specielt behovet for at holde pris/ydelses-forholdet på det skattefinansierede system top tunet, der danner baggrund for skriverierne på denne blog.*

## Bloggens politiske grundprincipper

[![](https://hpbech.com/wp-content/uploads/Principper.jpg)](https://hpbech.com/wp-content/uploads/Principper.jpg)

Det er min grundholdning, at erhvervslivet klarer sig bedst, når virksomhederne bliver tvunget til at forholde sig til konkurrencevilkårerne på det nationale såvel som de internationale markeder. Det er ligeledes min holdning, at så meget produktion som muligt skal varetages af private konkurrenceudsatte virksomheder.

Skattefinansierede produktioner og andre monopoler har en indbygget tendens til at blive ineffektive. Hvis det ikke var tilfældet ville Sovjetunionen i dag være verdens rigeste land og den dominerende stormagt. Selv Nordkorea ville være et rigt land, hvis planøkonomiske teorier fungerede i praksis. Det skyldes ikke at offentligt ansatte er dårligere mennesker eller mindre dygtige end deres privatansatte kolleger. Det skyldes blot at virksomheder, der ikke er udsat for konkurrence, tillægger sig nogle uhensigtsmæssige vaner, varetager interesser og påtager sig omkostninger, der ikke skaber værdi for kunderne eller brugerne. Det gælder uanset om et monopol er offenligt eller privat. Uhensigtsmæssig adfærd er i særdeleshed en stor risiko i monopolvirksomheder, der ikke skal kræve betaling for sine ydelser.

Bloggens forfatter er meget kritisk overfor skattefinansieret erhvervsstøtte. De rundt regnet DKK 20 milliarder, der årligt gives i direkte og indirekte erhvervsstøtte skal i det store hele afvikles over en årrække. De er direkte skadelige for dansk erhvervslivs udvikling og internationale konkurrenceevne.

## Hvem læser denne blog?

[![](https://hpbech.com/wp-content/uploads/Reader-300x253.jpg)](https://hpbech.com/wp-content/uploads/Reader.jpg)

Det ved jeg faktisk ikke. Og jeg spørger heller ikke.

For at kunne følge med i trafikken til bloggen benytter jeg de gængse webstat værktøjer som Google Analytics, JetPack samt det værktøj, som mit web hotel tilbyder.

Hermed nogle informationer om læserne:

De fleste læsere kommer fra Danmark, men det kan vel næppe overraske, når bloggen er på dansk. 31,4% af de besøgende læser min blog via Internet Explorer, 31,4% benytter Safari, 16,5% Firefox og 13,2% Chrome. 52% af læserne benytter Microsoft Windows, 24% har en MAC, 8,6% en iPad, 6,5% en iPhone og resten er Linux og Android.

Det er faktisk overraskende at hele 39,1% af mine læsere har et Apple produkt!

## Fra bloggerens egen verden

Bloggere har stor frihed. Du kan som læser ikke se, om jeg har skrevet denne artikel (“post” som det hedder) fra mit kontor i Klampenborg, mit hjemmekontor i Hillerød eller fra en ferielejlighed i Kroatien.

Denne frihed til at “arbejde” når som helst og hvor som helst følges af en frihed til at holde “fri” hvor som helst og når som helst. For mange udgør dette fænomen en konstant stressfaktor. Her har jeg et godt råd: Sørge for at alle dine “computer” apparater har en on/off knap. Tryk “off” hvis du ikke vil forstyrres.

Nu trykker jeg “off” og cykler mig en tur.

Jeg ønsker dig et rigtig godt Nytår, og tak fordi du lagde vejen forbi og brugte din dyrebare tid på at læse mine ord.

**Categories:** Globalisation, Strategy

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### [Kan bogholderen sidde i New Zealand?](https://hpbech.com/da/kan-bogholderen-sidde-i-new-zealand/)

**Published:** December 17, 2011
**Author:** Hans Peter Bech

**Excerpt:** Hvis man kan klare sig på engelsk og er frisk på at benytte cloud baserede systemer, er der store besparelser at hente på områder som webudvikling, design/layout, økonomihåndtering, copy writing, korrekturlæsning, marketing og forskellige administrative opgaver.

**Content:**

---

> Hvis man kan klare sig på engelsk og er frisk på at benytte cloud baserede systemer, er der store besparelser at hente på områder som webudvikling, design/layout, økonomihåndtering, copy writing, korrekturlæsning, marketing og forskellige administrative opgaver.

---

[![](https://hpbech.com/wp-content/uploads/New-Zealand.jpg)](https://hpbech.com/wp-content/uploads/New-Zealand.jpg)Kan bogholderen sidde i New Zealand?

I forbindelse med indførelsen en ny selskabsstruktur i efteråret 2011, besluttede vi at skifte vores nuværende økonomisystem ud. For at lette både den daglige administration og den årlige revision, ønskede vi en Internet baseret software løsning samt en ekstern (outsourced) økonomifunktion.

Vi havde dialog med et par danske virksomheder, som havde specialiseret sig i at håndtere økonomifunktionen for mindre virksomheder, og vi lyttede også til deres anbefalinger. Hver gang vi fik et tilbud, var vi overrasket over, hvor dyrt det egentlig var. Der er jo ikke umiddelbart meget “value-add” i bogføring af bilag, afstemning af bank- og kreditkortkonti og klargøring af momsindberetning.

## International outsourcing

Vi har, på trods af at vi er en mindre virksomhed, gode erfaringer med outsourcing.

Vi outsourcede den tekniske side of vores website til Indien i 2007. I 2009 outsourcede vi layout og design til Estland. Vi tilknyttede en administrativ person til selskabet i 2010. Denne person er en englænder bosat i Portugal. For et par måneder siden besluttede vi at engagere et selskab i Chicago, USA til at hjælpe os med at vækste trafikken til vores web site fra de nuværende 15.000 per måned til 100.000 per måned.

***Tanken strejfede os derfor, om vi også kunne outsource vort bogholderi til en udenlandsk service leverandør?***

## XERO

[![](https://hpbech.com/wp-content/uploads/XERO.jpg)](https://hpbech.com/wp-content/uploads/XERO.jpg)XERO – et brugervenligt økonomisystem for små virksomheder

Beslutningen traf nærmest sig selv, da vi valgte, at [XERO](http://www.xero.com/) skulle være vores fremtidige økonomisystem. XERO er at af mange webbaserede økonomisystemer. Vi valgte systemet af tre årsager:

1. XERO er ekstremt brugervenligt og har en meget lækker brugergrænseflade.
2. XERO har de funktioner, vi har behov for inkl. integration med [PayPal](http://paypal.com "PayPal").
3. XERO er udviklet i New Zealand, hvorfor vi må forvente, at det er mere internationalt orienteret end de amerikanske systemer.

Da vi skulle bruge hjælp til opsætning af systemet, faldt valget på et lille konsulenthus nord for Auckland, der ledes af Angela.

## Hvor svært kan det være?

Angela har fået en e-mail adresse hos os. Vi beder om, at alle kreditorfakturaer stiles til denne e-mail adresse. Vi har oprettet en [Dropbox](http://www.dropbox.com) folder, som vi deler med Angela. Her oploader vi de kreditorfakturaer, som ikke automatisk sendes til Angela. Angela bogfører og knytter bilaget til den enkelte postering. 90% af vore kreditorfakturaer er på engelsk, så det er kun de få danske, der skal tilknyttes lidt forklaring første gang.

En gang om ugen uploader vi en csv fil med bank- og kreditkorttransaktioner. Vores PayPal konto er allerede direkte integreret med XERO

## Kommunikation

[![](https://hpbech.com/wp-content/uploads/Skype.jpg)](https://hpbech.com/wp-content/uploads/Skype.jpg)Gratis kommunikation med New Zealand

Vi er i forvejen en international virksomhed og er vant til at kommunikere på engelsk. I starten have vi et telefonmøde med Angela via [Skype](http://skype.com "Skype") en gang om ugen. Da tidsforskellen til New Zealand er 11 timer fandt disse telefonmøder sted først på aftenen.

Nu, hvor opsætningen er gennemført og vores rapporter er på plads, taler vi stort set aldrig med Angela. Hun registrerer sin tid i vores [tidsregistreringssystem](http://www.14dayz.com/site/), og vi betaler for den tid, hun bruger.

## Bundlinien

Sammenlignet med de tilbud vi fik fra de danske leverandører, ligger vores omkostning på ca. 25% af disse. Jeg formoder ikke Angela er hverken hurtigere eller langsommere til at håndtere bogføring end en tilsvarende dansker; hun koster blot kun 25% af, hvad en dansk bogholder koster.

Hertil kommer at XERO koster DKK 175,- per måned med ubegrænsede transaktioner, modul til indskannede bilag samt ubegrænset antal brugere. Da vi har mange brugere, der skal kigge i systemet, er netop denne sidste faktor helt afgørende for valg af et system, der ikke er prissat efter antal brugere.

Hvis man kan klare sig på engelsk og er frisk på at benytte cloud baserede systemer, er der store besparelser at hente på områder som webudvikling, design/layout, økonomihåndtering, copy writing, korrekturlæsning, marketing og forskellige administrative opgaver. Der er dygtige folk derude i den store verden, for hvem kr. 125 i timen er et kurfyrsteligt honorar. Hvis man i tilgift betaler til tiden og holder en ligeværdig dialog, har man samarbejdspartnere, der leverer en sublim service og vil gøre meget for at bevare relationen.

![](http://img.zemanta.com/pixy.gif?x-id=1f90e4b3-f272-42a7-9a21-69084161e612)

**Categories:** Globalisation, Strategy

---

### [Eksport – et begreb fra fortiden?](https://hpbech.com/da/eksport-et-begreb-fra-fortiden/)

**Published:** September 23, 2011
**Author:** Hans Peter Bech

**Excerpt:** Offentlige midler i form af skattefinansieret eksportstøtte til dele af en enkelt virksomheds værdikæde giver efter min mening overhovedet ingen mening.  Det er jo ikke den skattefinansierede eksportstøtte, der afgør om de pågældende værdidele lægges i Danmark.

**Content:**

---

> Offentlige midler i form af skattefinansieret eksportstøtte til dele af en enkelt virksomheds værdikæde giver efter min mening overhovedet ingen mening. Det er jo ikke den skattefinansierede eksportstøtte, der afgør om de pågældende værdidele lægges i Danmark.

---

[![](https://hpbech.com/wp-content/uploads/Global-glasses.jpg)](https://hpbech.com/wp-content/uploads/Global-glasses.jpg)Eksport – en stemme fra fortiden

På et møde forleden præsenterede en repræsentant fra en virksomhed med hovedsæde i udlandet et produkt, som de havde udviklet specielt til deres danske kunder med hjælp fra deres udviklingsafdeling i Asien. Nu overvejede de at starte salg af dette produkt udenfor Danmark.

Eksempelet viser med alt tydelighed, at eksport ikke er, hvad det tidligere var. I dag er følgende scenarie mere reglen end undtagelsen:

 ***”Produkter udvikles i et land, produceres i et andet land, produktrettighederne ligger i et tredje land, det hele koordineres fra et fjerde land hvorefter de sælges, serviceres og benyttes i mange lande.”***

## Globale værdikæder

De såkaldte globale værdikæder startende med formulering af en forretningsstrategi, definition af koncepter, design, udvikling, fremstilling, markedsføring, salg, levering og servicering komplementeret med parallelle processer som ledelse, økonomi, administration og HR kan stække sig over mange lande.

 *Hvornår er det eksport og hvornår er det import?*

Historien krydres yderligere af at produktet er software. En betydelig del af leverancen udgøres af serviceydelser, som skal leveres på stedet af det pågældende selskabs søsterselskaber (der jo ikke er danskejede) eller af udenlandske partnere. Produktet kræver en betydelig national tilpasning i de lande, hvor man ønsker at etablere afsætning. Udviklingen af disse tilpasninger vil højst sandsynligt blive gennemført i et samarbejde mellem den asiatiske udviklingsafdeling, nationale eksperter fra de pågældende lande og koordineret af afdelingen i Danmark.

Hvor stor en del af værdien på en løsning ender i Danmark og hvor mange arbejdspladser skabes der i Danmark? Hvilken betydning har det, at selskabet er et 100% ejet datterselskab af et udenlandsk selskab?

Spørgsmålene er jo i princippet lidt ligegyldige: Virksomhederne optimerer deres værdikæder og værdierne flyder derhen, hvor bidragene finder sted. Markedet fungerer. Hvis vi i Danmark er gode til at følge med udviklingen i den globale arbejdsdeling, kan vi fastholde vores høje priser på arbejdskraft og dermed vores høje velstand og velfærd. Hvis den pågældende virksomhed finder det optimalt at lægge en del af værdikæden i Danmark, er det jo meget positivt.

## Er tiden løbet fra begrebet eksportstøtte? 

Hvis nu ikke lige det var fordi, at den omtalte udenlandske virksomhed ønskede at benytte Danmarks Eksportråd til opstart af ”eksportprojektet”. Hvordan skal vi forholde os til at yde skattefinansieret støtte til den omtalte værdikæde? Gør det overhovedet en forskel for virksomhedens beslutning om iværksættelse af aktiviteten, om den får dansk skattefinansieret eksportstøtte eller ej? Hvad opnår vi i Danmark ved at yde skattefinansieret eksportstøtte til denne type relativt komplekse værdikæder hos en specifik virksomhed?

Offentlige midler i form af skattefinansieret eksportstøtte til dele af en enkelt virksomheds værdikæde giver efter min mening overhovedet ingen mening. Det er jo ikke den skattefinansierede eksportstøtte, der afgør om de pågældende værdidele lægges i Danmark. Værdidele lægges, hvor det bedste pris/ydelsesforhold opnås ud fra en samlet betragtning. Det er meget vanskeligt og også direkte uønskeligt at påvirke *den enkelte virksomheds* værdikæde. Vi kan jo ikke yde skattefinansierede offentlige tilskud til en enkelt virksomhed i al evighed.

Derimod kan det give god mening at sikre stadigt forbedrede rammevilkår generelt. Uddannelse og efteruddannelse, forskning, lave skatter, smidigt arbejdsmarked, effektiv infrastruktur, godt vejr (!), gode dagsinstitutioner, enkel interaktion med offentlige myndigheder og enkle vilkår for start og drift af virksomhed er fortsat blandt de forhold, der gør det attraktivt at lægge dele af værdikæden i Danmark – for danske såvel som for udenlandske virksomheder.

## Sats på rammevilkår og ikke på skattefinansierede støtteordninger

Som økonom, har jeg aldrig været glad for individuelle skattefinansierede støtteordninger. Bureaukrati og vilkårlighed vil altid præge individuelle skattefinansierede støtteordninger. Man kan jo ikke sikre sig, at de mest velegnede søger støtten og bureaukratiet er ikke i stand til at ”pick the winners”.

Udviklingen i den globale arbejdsdeling har bestemt ikke gjort mig mere venligst stemt – tværtimod. Med de stadigt mere globale værdikæder giver individuel skattefinansieret eksportstøtte til enkeltvirksomheder ganske enkelt ingen mening.

Det giver meget mere mening at sikre generelt gode vilkår for at drive virksomhed i Danmark. Et godt og smidigt ”Dansk” marked er og bliver det optimale springbræt for vækst både herhjemme og internationalt, uanset hvor virksomhederne så måtte have deres hovedsæde, eller hvor deres ejere nu vælger at bosætte sig.

**Categories:** Globalisation, Strategy

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### [The Innovation Secrets of Steve Jobs](https://hpbech.com/da/the-innovation-secrets-of-steve-jobs/)

**Published:** August 21, 2011
**Author:** Hans Peter Bech

**Content:**

Jeg læser min Berlinger her til morgen. Her støder jeg kl. 10:37 på en ny bog af Carmine Gallo med titlen: The Innovation Secrets of Steve Jobs. Bogen er oversat til dansk med titlen “Steve Job’s innovationsmetode”. Pris på dansk kr. 299,-.

[![](https://hpbech.com/wp-content/uploads/Amazon1.jpg "Amazon1")](https://hpbech.com/wp-content/uploads/Amazon1.jpg)Jeg har ikke lyst til at læse engelske bøger på dansk og går derfor straks på Amazon (10:38). På Amazon er bogen tilgængelig i fysisk form og i en Kindle version. Kindle versionen koster USD15,02 mens bogen koster USD13,76 plus forsendelse. Nu har jeg en Kindle (som App på min Apple iPad) og vælger derfor Kindle versionen. 10:42 ligger bogen på min iPad og jeg kan begynde at læse.

Lad os lige tage prisen først.

På dansk koster bogen kr. 299,-. På engelsk koster bogen EUR 17,95 = kr. 133,55 inkl. forsendelse og moms (man skal ikke købe bøger på Amazon.com, men på Amazon.de eller Amazon.co.uk). Kindleversionen ryger uden om hele systemet og lander på kr. 77,66.

Er der nogen, der kan forklare mig, hvordan man kan sælge en bog til kr. 299, når den kan fås til kr. 77,66?

Bogen til kr. 299 kan du enten bestille på nettet og betale forsendelsesomkostnnger oveni, eller du skal bruge tid på at gå til boghandleren (ring lige først, så du ikke går forgæves).

Sproget?? Don’t get me wrong: Jeg har ikke noget imod det danske sprog, men hvis du interesserer dig for emnet innovation, vil det nok være en rigtig god ide at vænne dig til at læse engelsk litteratur på originalsproget. Hvis du holder fast i dansk, kommer du ikke ret langt i denne verden.

Personligt har jeg nu læst bøger på min iPad i over et år og jeg fortrækker klart dette medie frem for den fysiske bog. Her er række årsager til min begejstring:

1. Jeg skal ikke opbevare bøgerne fysisk. De optager ingen plads.
2. Jeg har mine bøger med mig overalt
3. Jeg kan hurtig finde en bog. Det tager mig mindre en 10 sekunder.
4. Når jeg læser en bog, kan jeg pege på et ord, hvorefter det straks bliver slået op i en ordbog, jeg kan også vælge at slå det op på Wikipedia eller Google det.
5. Jeg kan markere tekst med gult og efterfølgende få en oversigt over alt hvad jeg har markeret.
6. Jeg får information om hvad andre læsere har markeret
7. Jeg kan tilføje noter og efterfølgende få en oversigt over alle mine noter med angivelse af hvor i teksten de hører hjemme
8. Jeg kan købe bøger når som helst og hvor som helst.

Ulemper? Du kan ikke låne bogen ud eller give den videre til en anden. Det kan jo egentlig ikke være dit problem, men jeg tror nogen vil opfatte det som en ulempe. Hvis du vil læse ved meget stærkt direkte sollys er en iPad ikke ideel. Sidder du i skyggen er det ikke et problem. Med en original Kindle er sollys ikke et problem.

Efterskrift i januar 2013: Bogen var ikke særlig god. En overfladisk beretning, der vist forsøgte at score lidt nemme $$$ på Steve Job’s afsked med denne verden.

**Categories:** Book reviews, Globalisation

**Tags:** Apple

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### [Bliv verdensberømt (og rig?)](https://hpbech.com/da/bliv-verdensberoemt-og-rig/)

**Published:** July 1, 2011
**Author:** Hans Peter Bech

**Excerpt:** Hvis man interesserer sig for B2B kommunikation via sociale medier, er Michaels bog og blog en fantastisk god kilde til inspiration og praktiske anvisninger på hvordan man gør.

**Content:**

---

> Hvis man interesserer sig for B2B kommunikation via sociale medier, er Michaels bog og blog en fantastisk god kilde til inspiration og praktiske anvisninger på hvordan man gør.

---

[![](https://hpbech.com/wp-content/uploads/Launch-Book.jpg)](https://hpbech.com/wp-content/uploads/Launch-Book.jpg)

Jeg erkender at titlen på dette indlæg er lidt amerikansk, men hvis man vil leve af at blogge og sælge indhold på nettet, er overskriften vel ikke helt ved siden af.

Michael A. Stelzner har udgivet bogen [“Launch – How to propel your business beyond competition”](http://www.amazon.com/Launch-Quickly-Propel-Business-Competition/dp/111802723X/ref=sr_1_1?s=books&ie=UTF8&qid=1309519362&sr=1-1 "Til Amazon.com"). Michael driver bloggen [Social Media Examiner](http://www.socialmediaexaminer.com/ "Til Social Media Examiner") som henvender sig til mindre om mellemstore teknologivirksomheder, der har behov for at få deres budskaber ud via nettet.

Hvis man interesserer sig for B2B kommunikation via sociale medier, er Michaels bog og blog en fantastisk god kilde til inspiration og praktiske anvisninger på hvordan man gør.

Jeg har købt bogen til læsning på min Apple iPad via Kindle App.

**Categories:** Globalisation

**Tags:** social media

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### [CA køber ITKO for USD 300 millioner](https://hpbech.com/da/ca-koeber-itko-for-usd-300-millioner/)

**Published:** July 2, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/CA-ITKO.jpg)](https://hpbech.com/wp-content/uploads/CA-ITKO.jpg)

IT firmaet, **CA Inc**. ([CA)](http://www.zacks.com/stock/news/56196/CA+Acquires+ITKO+ "CA) Stock Quote") har købt det privatejede Interactive TKO, Inc med base i Texas USA for ca. USD 330 million i kontanter. ITKO er et softwarehus med speciale i “service simulation solutions.”

Opkøbet skal udfylde et kritisk behov værktøjer til at reducere gennemløbstiden for applikationer til afvikling på mange platforme herunder på Cloud baserede platforme.
CA forventer, at handlen er afsluttet i løbet af de næste tre måneder.

Interaktiv TKO leverede USD 39,0 millioner i omsætning i sit seneste regnskabsår, der sluttede den 31. marts, hvilket er en betydeligt vækst i forhold til det foregående år.

Source: [Zacks](http://www.zacks.com/stock/news/56196/CA+Acquires+ITKO+)

**Categories:** Globalisation

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### [Virus på MAC?](https://hpbech.com/da/virus-paa-mac/)

**Published:** June 30, 2011
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Apple-MacBook-Pro.jpeg "Apple MacBook Pro")](https://hpbech.com/wp-content/uploads/Apple-MacBook-Pro.jpeg)En MacBook Pro kan også få virus

At Apple MAC’s ikke kan blive inficeret med malware (Trojanere, virus etc.) er en myte. For et par dage siden begyndte blæseren på min MacBook Pro at køre konstant og højlydt. Computeren blev langsom og det såkaldte “wheel of death” sås oftere og oftere. Jeg installerede en monitor og kunne se at de 2 CPU’er var meget travlt optaget med et eller andet, som jeg ikke havde sat dem til. Efter lidt eksperimenteren kunne jeg konstatere at problemet opstod, når jeg kørte Safari (Apples internet browser).

Pludselig kom jeg i tanke om en samtale, jeg havde haft med en god bekendt om lørdagen. Han er pensioneret, og “arbejder” som pensionist IT supporter i Søllerød kommune. Han beskrev, at der var faktisk var et par slibrige sager, der også kunne ramme Mac.

Efter lidt søgning på nettet fandt jeg Sophos, som tilbyder en gratis virusscanner til Mac. Efter en fuldstændig scanning fandt Sophos 32 slemme sager. 8 virusser og 24 trojanere. Sophos tog sig også af at få dem udryddet (puha!). Nu har jeg sat Sophos til at ligge på lur og kigge mine filer og mails igennem, når de hentes ind i memory.

Alt er nu igen normalt på min MacBook Pro. Tusind tak til Finn Larsen for indblik i virusuniverset og til Sophos for filantropisk instilling til udryddelse af malware på Mac.

**Categories:** Globalisation, Uncategorized

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### [Vækstfonden og DF](https://hpbech.com/da/vaekstfonden-og-df/)

**Published:** December 17, 2010
**Author:** Hans Peter Bech

**Content:**

[![](https://hpbech.com/wp-content/uploads/Ideas-and-wheels.jpg "Ideas and wheels")](https://hpbech.com/wp-content/uploads/Ideas-and-wheels.jpg)Politikere og andre personer, der modtager fast månedsløn, bør være yderst forsigtige med at kloge sig på hvad der skal til for at starte og skabe en succesfuld virksomhed. Succes kan skabes i alle brancher, på alle tidspunkter og har sjældent noget med hverken konjunkturer, “viden”, teknologi eller andre eksterne fænomener at gøre. Det drejer sig om at ramme et kritisk behov (stort eller lille) hos en gruppe kunder (forbrugere eller virksomheder) som er villige til at betale en pris for produktet/ydelsen. Hvor, hvornår og hvordan man gør det, har endnu ingen i denne verden kunne forudsige med sikkerhed. Det kræver en cocktail af ildsjæle, der kæmper sig igennem det utal af forudsigelige og uforudsigelige vanskeligheder som ethvert nystartet forretningsprojekt støder på. Ofte kommer rejsen til at gå et helt andet sted hen end oprindelig tænkt!

Personligt hælder jeg mest til den opfattelse at politikerne helt bør undgå specifikke tiltag (direkte erhvervstøtte, eksportbistand, starthjælp, etc.) og i stedet gøre rammevilkårerne simple (primært lavest mulig skat på arbejde og overskud). Men jeg er ikke politiker, så det skal jeg ikke kloge mig på 🙂

PS: Kan nogen give et par eksempler på virksomheder, der ikke er videnvirksomheder? Opdelingen i videnvirksomhed og ikke-videnvirksomhed virker lidt kunstig?

Denne post er også en kommentar til en diskussion på Linkedin gruppen [CONNECTDenmark](http://www.linkedin.com/groupAnswers?viewQuestionAndAnswers=&discussionID=37701238&gid=44808&commentID=28008188&goback=%2Egmp_44808&trk=NUS_DISC_Q-subject#commentID_28008188)

SaveSave

**Categories:** Globalisation, Strategy

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### [Strategi - igen, igen!](https://hpbech.com/da/strategi-igen-igen/)

**Published:** April 22, 2011
**Author:** Hans Peter Bech

**Content:**

### Børsen 1. april 2011: *“Kun hver femte virksomhedsleder tror, at virksomheden har en vinderstrategi “.*

[![](https://hpbech.com/wp-content/uploads/Strategy-300x225.jpg "Strategy")](https://hpbech.com/wp-content/uploads/Strategy.jpg)Artiklen, der indeholder ovennævnte udsagn, bygger på en undersøgelse foretaget af konsulentfirmaet Booz & Company. Churchill sagde engang, at man kun bør have tillid til statistik, som man selv har lavet. Ikke desto mindre svarer mine egne oplevelser ganske godt til hvad Booz og Company også er nået frem til.

Booz & Company opererer med begrebet ”coherence premium”, der indtræder, når der er overensstemmelse mellem en virksomheds strategi, færdigheder og produkter. Denne ”coherence premium” udløser en målrettet energi, der kan sikre virksomheden helt ekstraordinære gode resultater.

Som management konsulent kommer man vidt omkring og oplever mange forskellige måder at gribe virksomhedsledelse an på. Man støder også på rigtig mange interessante måder at definere og eksekvere strategi på.

Den oftest forekommende udfordring er, når virksomheden helt mangler et strategisk ordforåd. Man har simpelthen ikke defineret indholdet i de begreber, man anvender i sin formulering af hvorfor virksomheden overhovedet eksisterer, hvilke værdier man ønsker at skabe for sine kunder, hvor virksomheden skal hen, hvilke kompetencer det kræver og på hvilket værdigrundlag, det skal foregå. Uden et strategisk ordforråd kan man ikke kommunikere sin strategi. Hverken til sine kunder, sine ejere, sine medarbejdere eller til andre som virksomheden er afhængig af. Man har nok nogle fine ord og budskaber, men det giver bare ikke mening for de, som ikke har været med til at formulere dem.

Når det strategiske ordforråd er på plads, er det muligt definere og kommunikere sin strategi, men der er stadig ikke garanti for at strategien så også kan eksekveres. Hvor tit har man ikke set en strategi, der indeholder et vision om at blive en ledende spiller på et givet marked. Kun meget sjældent er der en sammenhæng mellem virksomhedens nuværende position, dens produkter og dens kompetencer, der gør det blot nogenlunde sandsynligt at den ledende position kan nås.

Og hvad kan man så gøre ved det?

Faktisk findes der et meget enkelt værktøj til at tage et røntgenbillede af virksomhedens strategi, dens produkter og de kompetencer virksomheder besidder. Værktøjet hedder ValuePerform og er udviklet af det danske softwarehus [ValueMaker](http://valuemaker.eu). På mindre end en uge, kan man både tage og fremkalde røntgenbilledet med ValuePerform.

Jeg kan med 99% sandsynlighed love enhver virksomhedsleder, der lader sig røntgenfotografere, at der på billedet vil optræde adskillige overraskelser, der med en megen beskeden indsats kan behandles. Hermed frigøres der rigtig megen energi og skabes den ”coherence premium”, der sikrer virksomheden helt ekstraordinære gode resultater.

**Categories:** Globalisation, Strategy

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### [Erhvervsstøtte - er det en god ide?](https://hpbech.com/da/erhvervsstoette-er-det-en-god-ide/)

**Published:** June 27, 2011
**Author:** Hans Peter Bech

**Excerpt:** Efterspørgselsstimulering er mindre bureaukratisk end udbudsstimulering og derfor mere effektivt til at drive erhvervsudviklingen i en bestemt retning, hvis man af en eller anden grund ønsker det.  Man får mere vækst for pengene.

**Content:**

---

> Efterspørgselsstimulering er mindre bureaukratisk end udbudsstimulering og derfor mere effektivt til at drive erhvervsudviklingen i en bestemt retning, hvis man af en eller anden grund ønsker det. Man får mere vækst for pengene.

---

[![](https://hpbech.com/wp-content/uploads/Bureaucracy.jpg)](https://hpbech.com/wp-content/uploads/Bureaucracy.jpg)

Det lyder jo umiddelbart rigtig godt, når politikere vil hjælpe små og nystartede virksomheder, eller vil støtte særlige erhverv. Men er det nu også en god ide?

Ja, det kan det godt være, men så skal pengene gå til kunderne og ikke til virksomhederne.

At støtte virksomhederne direkte er en dårlig idé, og jeg vil anføre 3 grunde herfor. Efterfølgende vil jeg argumentere for at gunstige rammevilkår er en langt mere effektiv måde at hjælpe de virksomheder og erhverv, der har overlevelses- og vækstpotentiale. Ønsker man at fremme et erhverv, skal man give pengene til kunderne.

**Ulemper ved direkte støtteordninger**

*1. Bureaukratiet æder det meste af midlerne.*

De individuelle støtteordninger kræver administration. Virksomhederne skal ansøge om støtte, nogen skal vurdere ansøgningerne og nogen skal kontrollere, at det hele nu også går rigtigt til. Der kan med andre ord ikke etableres støtteordninger, uden at der opbygges et bureaukratisk apparat til at håndtere dem. Det bureaukratiske apparat synes, at de ordninger, som de administrerer, er meget gavnlige. De vil gerne bruge energi og penge på at gøre reklame for ordningerne. De vil også gerne sikre, at der er mange, der får andel i ordningerne, ja helst skal der være mere efterspørgsel, end der er midler. Et monopoliseret bureaukrati vil altid først og fremmest tilgodese sig selv; kunderne kommer i anden række og er vel mest en slags alibi for at bureaukratiet fortsat kan vokse. Dette fænomen er en naturlov og jo længere væk et bureaukrati kommer fra sin demokratiske basis, jo større bliver den andel, der anvendes på at tilgodese bureaukratiets interne formål. Hvis det monopoliserede bureaukrati var en effektiv driftsform ville Sovjetunionen i dag være verdens rigeste nation.

*2. Konsulenterne*

Der er ofte konsulenter involveret i eksekvering af støtteordninger. De medvirker dels til at sikre, at ansøgningerne er udformet så de glider igennem, dels til at gennemføre aktiviteterne (iværksætterrådgivning, eksportfremme osv). Konsulenterne knytter sig til bureaukratiet og deres engagementer er afhængige af, at der gives tilskud til aktiviteterne. Virksomhederne, der søger ordningerne, benytter kun konsulenterne, når der ydes tilskud. Virksomhederne, der søger disse konsulenter, har dårligt råd til eller er ikke parate til at betale særligt høje konsulenthonorarer. De vælger derfor ikke de dygtigste konsulenter, men de konsulenter de kan få med tilskud. De dygtige konsulenter vil ikke arbejde på de vilkår, der tilbydes i støtteordningerne, og er derfor heller ikke til rådighed for de virksomheder, der kun vil benytte subsidierede konsulenter. Der etableres et økosystem af middelmådige konsulenter, der kun kan få engagementer via støtteordningerne, og som hjælper virksomhederne med at sikre, at der opnås støtte til sikring af deres konsulentvirksomhed.

*3. De forkerte fokus*

En virksomhed skal ikke bruge tid og kræfter på at få offentlig støtte. Den skal bruge tid og kræfter på at få kunder, blive konkurrencedygtig og på at kunne klare sig på markedets vilkår. Støtte er en lumsk assistent, der driver virksomheden i den forkerte retning.

**Bedre rammevilkår for alle**

Bedre rammevilkår kræver ikke noget bureaukrati. Grunden til, at bedre rammevilkår i øvrigt er alle de direkte støtteordninger langt overlegne, skyldes at det simpelthen ikke er muligt at udpege vinderne på forhånd. “Picking the winners” lyder rigtig flot, men det er praktisk talt umuligt. Der findes rundt om i verden store (venture)kapitalfonde, der via investeringer, forsøger at finde vinderne. Der er ikke ret mange af dem, der giver et fornuftigt afkast. De investerer endda deres egne penge og drives ofte af folk, der med succes har prøvet at starte og drive virksomhed selv.

Fradrag for indskud på etablerings-konti, en lavere selskabsskat, en lavere marginalskat, hurtige gældssanering ved konkurser, digital forvaltning, effektiv arbejdsformidling osv. er vilkår, der vil gøre det gør det nemmere at drive virksomhed for alle. Det er nu faktisk allerede rimeligt nemt at etablere og drive virksomhed i Danmark. Hvis man driver virksomhed med fødevarer eller indenfor andre områder, der kan have konsekvenser for personer og miljø, er der en række særlige forhold, som skal opfyldes, men ellers er det nemt at komme og holde sig i gang.

Vi skal bestræbe os på at gøre det endnu nemmere. Det skal også være nemmere at komme i gang igen, når det ikke lykkes i første omgang.

Vinderne er ikke de virksomheder, der får erhvervsstøtte, men de virksomhederne, der er på det rigtige sted, på det rigtige tidspunkt, med den rette energi og den rette kombination af salgs-, udviklings-, produktions-, administrations- og andre evner. Ingen i denne verden kan forudse dette. Vinderen kan være en transportvirksomhed, en smykkeproducent, en medicinalvirksomhed, en IT virksomhed, en fiskehandler eller noget helt fjerde.

Ved at gøre det nemt og attraktivt at starte og drive virksomhed, vil mange flere prøve og dermed også mange flere lykkes.

**Giv pengene til kunderne.**

Hvis man absolut vil fremme en bestemt industri, kan man give kunderne et tilskud til at købe industriens produkter eller ydelser. Vil man således fremme vindenergi, kan man give et pænt beløb til alle, der ønsker at købe en vindmølle. Om de køber en dansk eller en tysk vindmølle er ligegyldigt. Det er de danske vindmølleproducenters opgave selv at udnytte den ekstra efterspørgsel, som tilskudsordningen skaber.

Efterspørgselsstimulering er langt mindre bureaukratisk end udbudsstimulering og derfor langt mere effektivt til at drive erhvervsudviklingen i en bestemt retning, hvis man af en eller anden grund ønsker det. Man får simpelthen mere vækst for pengene.

**Categories:** Globalisation, Strategy

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### [Südtirol - for vandrestøvler og livsnydere.](https://hpbech.com/da/suedtirol-for-vandrestoevler-og-livsnydere/)

**Published:** September 8, 2010
**Author:** Hans Peter Bech

**Content:**

Hvis man ynder at vandre i bjerge, men også synes om italiensk bycharme tilbyder Sydtirol den helt rigtige kombination.

Normalt tager vi til Østrig eller Schweiz for at vandre, men i slutningen af juli i år, var vejret i Østrig elendigt og Schweiz lå ikke lige på vores rute mellem Rijeka i Kroatien og München, hvor vi skulle med biltoget nordpå. Efter lidt research på wetteronline tilbød de Italienske Alper de bedste vejrforhold med solskin og 28-30 gr. Lidt tilfældigt landede pegefingeren på Merano, ca. 20 km. nordøst for Bolzano.

[![Vinmarker og slottte](https://hpbech.com/wp-content/uploads/suedtirol-weintasting.jpg "Sydtirol")](https://hpbech.com/wp-content/uploads/suedtirol-weintasting.jpg)Merano ligger i en dal omkranset af forskellige typer bjerge, der tilbyder varierede vandremuligheder. Overalt er små restauranter strøet med løs hånd, så det er ikke nødvendigt at have madpakke med på vandreturen, med mindre man netop ønsker en fredfyldt frokost helt for sig selv.

Hoteller er der rigeligt af og i alle prisklasser. Vi holder mest af de små steder lidt udenfor bykernen og med panoramaudsigt til bjergene. Dem må der være over 100 af. Vi fandt uden problemer et hotel med halvpension for € 130 per nat for 2 personer. Det fås både billigere og dyrere alt efter pengepung, behov og temperament.

Sydtirol er en helt speciel region i Italien. Der tales som udgangspunkt tysk og hele synsindtrykket er da også i første omgang mest i retning af Østrig. Men det italienske køkken, cafemiljø, gadeliv og den afslappede elegance slår igennem, når man først kommer tættere på.

Vi måtte en tur på skadestuen med en inficeret vabel og også dette var en meget positiv oplevelse. Hospitalet i Merano er spritnyt og organisationen helt i top. Vi ankom til skadestuen kl. 21:30 og var ude igen efter 1/2 time. At man kunne kommunikere på tysk med personalet gjorde forløbet noget mere enkelt.

Vi har kørt igennem Sydtirol utallige gange uden at stoppe op og som nævnt var det en tilfældighed at vi denne gang valgte at gøre ophold. Merano er sikkert kun en ud af mange mulighede i regionen, men vores oplevelse var så positiv at vi bestemt vil anbefale stedet til andre.

Et godt råd: turistkontoret i Merano repræsenterer kun nogle få procent af hoteller og lejligheder i området, så det kan ikke betale sig at tage udgangspunkt deres liste. Brug i stedet lidt tid på at køre ud i området og vælg de smalle veje op i bakkerne/bjergene. Overalt er der skilte med angivelse af de hoteller og lejligheder, der ligger i netop dette lokalområde. Antallet af stjerner giver et godt fingerpej om prisniveauet.

# Tilføjelse i 2018

Vi kommer stadig regelmæssigt i området, men har fundet [det ultimative Gasthaus i Mölten](https://www.linkedin.com/pulse/my-little-secret-south-tyrol-hans-peter-bech/) mellem Meran og Bozen

**Categories:** Globalisation, Uncategorized

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### [Facebook på skåplan?](https://hpbech.com/da/facebook-paa-skaaplan/)

**Published:** August 12, 2010
**Author:** Hans Peter Bech

**Content:**

Mængden af super grimme, hæslige og irrelevante annoncer stiger på Facebook. Lige nu er der en annonce nederst i mit skærmbillede, der lokker med at jeg er “en af de første”, der er udvalgt til at kunne vinde et eller andet. Hvor tåbeligt kan det blive? Til højre i billedet bliver jeg tilbudt unge russiske piger med store bryster!! Hallo Facebook, behøver I ligefrem at fornærme mig?

Jeg er med på at Facebook ikke for evigt kan stille en verdensomspændende service til rådighed gratis, men kan de ikke finde på mere intelligente og smagfulde løsninger. Hvorfor kan jeg for eksempel ikke betale DKK 10 om måneden og så slippe for de tåbelige annoncer.

Er der ikke nogen derud i det store cyberspace, der kan finde på en forretningsmodel til sociale netværk, der ikke er afhængig af ligegyldige, tåbelige og direkte anstødelige annoncer.

[![Russian girls](https://hpbech.com/wp-content/uploads/Facebook21.jpg "Facebook2")](https://hpbech.com/wp-content/uploads/Facebook21.jpg)Offensive add on Facebook

**Categories:** Globalisation, Strategy, Uncategorized

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### [iPad - den er bestilt - i Tyskland.](https://hpbech.com/da/ipad-den-er-bestilt-i-tyskland/)

**Published:** May 26, 2010
**Author:** Hans Peter Bech

**Content:**

Forleden kunne man forudbestille Apples nye iPad på det tyske marked. Det har jeg naturligvis gjort, og det er der flere grunde til.

[![](https://hpbech.com/wp-content/uploads/ipad.jpg "ipad")](https://hpbech.com/wp-content/uploads/ipad.jpg)

For det første kræver mit arbejde, at jeg er inde i nye “form factors”, som det vist hedder. Det er brugermulighederne og brugervenligheden, der primært interesserer mig, og jeg vil gerne have verificeret et par antagelser:

**Tese 1: iPad vil kunne erstatte min avis, mine tidsskrifter og magasiner, der i dag leveres på papir**

Jeg er ikke tilhænger af papir, som bærer af information. Det er der mange grunde til, men lad os bare sige at følgende ulemper ved papiret generer mig rigtig meget:

1. Det er dyrt og jeg har lidt dårlig samvittighed over alt den spild (det skal transporteres ud i min postkasse og efter brug op i min papircontainer)
2. Det indeholder ikke under 75% information, som jeg ikke interesserer mig for eller ikke når at få læst
3. Det betyder en væsentlig forsinkelse i at nå ud til mig

Med min iPad vil jeg abonnere på de aviser og tidsskrifter, som har min interesse og som tilbyder et iPad format. Så kan jeg læse dem, når som helst og hvor som helst. Hvis publicisterne er lidt kvikke i hovedet, vil de tilmed gøre det muligt for mig at vælge emner og til/framelde kommercielle budskaber. Jeg behøver ikke at afmelde min avis, når jeg skal ud at rejse.

**Tese 2: iPad vil kunne øge min “læring” mens jeg venter og er undervejs**

Med WiFi/3G kan jeg være på Internettet overalt, have min bogsamling med overalt og jeg skal ikke først starte min MAC op (det tager nu ikke mange sekunder). Jeg kan udnytte 5, 10, 15, 30 minutters pauserne til at tjekke op på ting og sager. Jeg kan selvfølgelig også vælge at stirre lige ud i luften, men nu er det altså et bevidst valg, jeg kan træffe.

**Tese 3: iPad kan tilbyde mere komfortabel web surfing**

Jeg slæber ikke min MacBook op i sofa’en. Måske skulle jeg gøre det, men det sker altså bare ikke. Med min iPad vil min sofa kunne få lidt mere opmærksomhed 🙂

**Tese 4: iPad kan erstatte mine bøger**

Vi har bøger liggende overalt hjemme hos os. De venter på at blive læst, eller blive sat i en reol, eller givet videre, eller smidt ud, eller på at få sine skæbne afgjort i de nævnte kategorier. Bunken af bøger, der venter på sin skæbne vokser og vokser. Jeg elsker bøger og jeg hader bøger. Jeg elsker at læse og indholdet fascinerer mig, men jeg hader papiret, der på alle måder gør livet surt for vores lille husstand. Når vi skal på ferie, foregår der langstrakte forhandlinger, om hvor mange bøger og hvilke titler, vi skal slæbe med. Jeg taber altid forhandlingerne og må slæbe flere poser med bøger ud i den i forvejen overlastede bil, der også indeholder dykkerudstyr, cykler, vandreudrustning, kaffemaskine, strandsenge og mange andre vigtige småsager. iPad’en skal medvirke til min vision om “simple living” – jo mindre du har, desto lykkeligere er du!

Altså – forventningerne er store. Nu må vi se om virkeligheden lever op til forestillingerne.

I’ll keep you posted.

**Categories:** Strategy

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### [iPad - første indtryk](https://hpbech.com/da/ipad-foerste-indtryk/)

**Published:** July 15, 2010
**Author:** Hans Peter Bech

**Content:**

Jeg hentede min nye iPad i München i torsdags (8. juli 2010). Da jeg i forvejen er iPhone bruger, tog det ikke mange sekunder at blive du’s med min nye iPad.

Indtil videre har jeg primært tjekket mails, browset Internet og set/hørt potcasts på den nye iPad. Jeg har også overført video’er, som jeg har optaget med min iPhone, således at vi kan se dem på den store iPad skærm.

Da jeg pt. er på ferie i Kroatien, startes dagen med et tjek på de hjemlige nyhedssider i DK. Herefter tjekkes mail, kalender, vejrudsigt osv. Turplanlægningen sker også på iPad’en.

Første indtryk er godt. Man bliver hurtig du’s med iPad og dette indlæg er skrevet på iPad’en via WordPress App’en.

**Categories:** Uncategorized

**Tags:** Apple

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### [Telia fortjener ros](https://hpbech.com/da/telia-fortjener-ros/)

**Published:** May 20, 2010
**Author:** Hans Peter Bech

**Content:**

Det sker ikke så tit at nogen roser et teleselskab, men jeg havde for nogen tid siden en så positiv oplevelse med Telia, at jeg gerne vil videregive den til andre.

Jeg er storbruger af min iPhone og var plaget af lange svartider på min 2. generationsmodel. Så blev 3G-S modellen frigivet, og den så på papiret ud til at ville løse svartidsproblemet.

Jeg henvendte mig til min teleudbyder – Telia – og bad om at få leveret en iPhone 3G-S. Det kunne ikke lade sige gøre, idet jeg var i den såkaldte bindingsperiode med min 3G model.

Et venligt brev til Telias ledelse gav hurtig reaktion, og vi fandt en løsning, som jeg er abslout tilfreds med. Samtidigt beholdt Telia en ret god kunde, idet jeg bruger min iPhone rigtig meget.

Jeg vil gerne rose Telia for at reagere hurtigt, for at udvise stor fleksibilitet og for på ingen måde at optræde hverken smålig eller bureaukratisk. Faktisk følte jeg mig som en værdsat kunde hos en professionel leverandør.

Godt gået Telia!!

**Categories:** Strategy

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### [26 milliarder til Erhvervsstøtte - et mangehovedet uhyre.](https://hpbech.com/da/26-milliarder-til-erhvervsstoette-et-mangehovedet-uhyre/)

**Published:** May 24, 2010
**Author:** Hans Peter Bech

**Content:**

I 2009 blev der brugt 26 milliarder på erhvervsstøtte og i 2010 ventes beløbet at ligge på 23,6 milliarder. Hvis du er interesseret i detaljerne, kan du læse redegørelsen fra Økonomi- og Erhvervministeriet her: [Link til rapport. ](http://www.oem.dk/sw1892.asp "Erhvervsstøtte 2009/2010")

Erhvervsstøtte er et mangehovedet uhyre, der gør langt mere skade end gavn. Var det ikke bedre at afskaffe erhverstøtten og benytte noget af gevinsten til at fjerne topskatten (ca. 18 milliarder)? De sidste 5,6 milliarder kunne vi bruge til at nedbringe selskabsskatten.

Jeg deltog for nogle måneder siden i et arrangement, der blev afholdt af en organisation, der udelukkende lever af erhvervsstøtte. Det slog mig, at såvel invitationen til arrangementet, som selve arrangementet tydeligt bar præg af ikke at være organiseret af en virksomhed med et klart formål, en klar markedsføringstrategi og et ønske om at opnå et målbar resultat. Det var et dyrt arrangement, meget dyrt endda. Når pengene kommer fra finansloven, og når “kunderne” ikke betaler, så bliver prioriteringerne (hvad man bruger pengene på) nemt uklare. Man kunne have nået den pågældende målgruppe for langt færre midler!

Det andet, der slog mig, var de virksomheder, der mødte op. De havde fokus på støtten og ikke på den forretning, som støtten skulle styrke. Arrangementet indeholdt arbejde i nogle mindre projektgrupper, og her var det nærmest grotesk, hvor stor fokus, der var på tilskuddet. Flere af de deltagende virksomheder klagede højlydt over, at der ikke var et højere tilskud.

Der er to helt fundamentale grunde til at al erhvervsstøtte skal fjernes:

**A: Erhvervsstøtte forringer innovation, kreativitet og konkurrenceevne**

Muligheden for at opnå erhvervsstøtte sender virksomheder i den forkerte retning. De bruger simpelthen for meget energi på at få erhvervsstøtte, og oplæres i at forvente/kræve/påregne, at det offentlige betaler en del af deres regning. Virksomheder skal kunne klare sig selv – fra første dag. Vi skal sikre erhvervslivet gode rammevilkår, men vi skal ikke støtte den enkelte virksomhed.

**B: Erhvervsstøtte giver liv til organisationer, der lever af erhvervsstøtte**

Hvordan driver man en “virksomhed”, der ikke er afhængig af kunderne, men af offentlige tilskud? Det gør man ved til stadighed at argumentere for at flere og flere områder skal subventioneres. Da man kun kan sikre sin organisations vækst gennem øgede tilskud, må man jo kunne argumentere for at “kunderne” har brug for flere støtteordninger. “Kunderne” stritter næppe imod. Organisationer, der lever af erhvervsstøtte, vil arbejde på at øge grundlaget for støtten – det vil gøre det nemmere at få nye og flere “kunder”. Erhvervsstøtte indebærer en del bureaukrati. Det siger sig selv, at der skal være ansøgninger, kriterier, administration af tilskud, opfølgning på tilskuddene osv. Denne del er nødvendig, men også uproduktiv. Såvel “erhverstøtteorganisationen” som “kunden” har en interesse i at bøje reglerne og tilpasse ansøgninger samt rapportering – det er jo i begges interesse at tilskuddet bevilges. Erhvervsstøtte giver liv til organisationer, der lever sit eget liv, forfølger sine egne mål, berettiger sine egen eksistens samt opfinder behov, ønsker og krav, der begrunder øgede tilskud.

Vi har behov for en gennemgribende udrensning i erhvervsstøtteordningerne og helst så jeg, at vi havde et samfund med 0 kr. i erhvervsstøtte. Til gengæld skal rammevilkårerne for alle virksomheder være gunstige. Det giver således meget mere mening at sikre et velfungerende uddannelsessystem, sikre finansiering af barselsordninger, tilbyde brugervenlige portaler til indberetninger (SKAT, webreg, o. lign.), tilbyde gode daginstitutioner osv. Faktisk vil alt andet kunne bidrage mere til et effektivt erhvervsliv end lige netop direkte erhvervsstøtte.

**Categories:** Globalisation, Strategy

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### [Apple MacBook Pro – update 2](https://hpbech.com/da/apple-macbook-pro-update-2/)

**Published:** February 14, 2010
**Author:** Hans Peter Bech

**Excerpt:** Erfaringer med skift fra Windows til MAc

**Content:**

10 måneder med min Apple MacBook Pro og der er sket en hel del siden sidste update.

Jeg har nu helt skippet Microsoft Exchange. Mit firma har flyttet hele molevitten over på Google Apps. Vi er 35 brugere og har ikke oplevet problemer med flytningen. Integrationen med iCal og Mail på Mac og de tilsvarende applikationer på iPhone fungerer fremragende. Vi sparer knap kr. 40.000 om året ved at flytte fra hosted Exchange til Google Aps, og jeg kan ikke lige få øje på nogen forringelse i servicen. Tværtimod fik jeg min ægteviv overbevist om at hun også skulle have en Google Apps account. Nu kan vi se hinandens kalendere, og jeg slipper for at glemme at give besked, når der er ændringer i planerne.

Min ynglingskalender “Informant” er nu kommet til iPhone og synkroniserer fint med Google Calender, der igen synkroniserer med iCal på min Mac, så det kører fint. Informant har en meget brugbar ugekalender (hvad standardkalenderen på iPhone ikke har), samt en masse indstillingsmuligheder, der giver et super overblik. Jeg har købt BusyCal, som er en udvidelse af iCal. Den ligner iCal til forveksling, men er bedre til at håndtere flere Google Calenders.

Jeg har droppet OmniFocus. Jeg fik aldrig vænnet mig til den noget kringlede måde at strukturere sine opgaver på. I stedet er hele firmaet nu gået på BaseCamp, der også gør det muligt at dele projektinformation med vore kunder. Det er en meget velfungerende applikation (bortset fra tidsregistrering, som er meget manuel).

MindManager 7.0 har jeg vænnet mig til og kører nu ikke MindManager 8.0 under Windows mere. Det sparer en opstart af Windows på min Mac og giver en bedre performance.

iWorks har jeg ikke haft tid til at komme ned i. Words, Excel og PowerPoint fungerer trods alt, så det kniber med motivtionen for at lære noget nyt på denne front.

Endelig har jeg skiftet min iPhone 3G ud med en 3GS. Hold da op en forskel. Der er kommet Turbo på alle applikationerne.

Facit? Skiftet fra Windows til Mac har været en fornøjelse. Maskinen er bare så meget bedre/hurtigere og applikationerne lige den tand mere lækre end på Windows. Og så skiller man sig også lidt ud fra mængden. Når man sidder i loungen i lufthavnen, bliver der kastet lange blikke fra de travle funktionærer, der sidder med deres kluntede firma Windows PC’ere. Det er ligesom Mac’en repræsenterer en frihed og en individualitet, som de færreste har mulighed for i deres corporate jobs.

Mac’en er åbenbart fortsat forbeholdt de kreative og de der selv bestemmer.

**Categories:** Globalisation, Uncategorized

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### [EB Motor](https://hpbech.com/da/eb-motor/)

**Published:** February 15, 2010
**Author:** Hans Peter Bech

**Content:**

[![Digitalt motormagasin](https://hpbech.com/wp-content/uploads/EB-Motor-212x300-1.jpg "EB Motor")](https://www.hpbech.dk/wp-content/EB-Motor.jpeg)Det seneste digitale motormagasin fra Ekstrabladet

Hvis du interesserer dig for biler eller for digital kommunikation, så skulle du kigge lidt på dette eksemplar af EB Motor fra Ekstrabladet. Redaktøren, Christian Frost, har en meget sikker hånd for mulighederne i mediet og har skabt et “blad” der er voldsomt underholdende. Annoncerne er desværre (med en enkelt undtagelse) håbløst uinteressante.

Klik her for at komme direkte til magasinet [>>](http://cde.ebmotor.dk/1A4b79448d8be20211.cde "EB Motor")

Digitale magasiner har haft en svær start i Danmark. Mediet er dukket op på et tidspunkt, hvor annoncemarkedet er helt i bund, så de traditionelle udgivere har været meget usikre overfor rentabiliteten i mediet.

Med det seneste nummer af EB Motor har redaktør Christian Frost imidlertid bevist at mediet kan underholde og stjæle nogle minutter af den kostbare opmærksomhed. I mit tilfælde blev det mere end 30 minutter. Christian Frost er selv en rigtig skærmtrold og man ser alle hans videoer til ende – der gemmer sig altid et par perler undervejs. Han har imidlertid også fanget den rigtige stemning i rapportagerne. Historierne har lidt dogmeagtigt over sig og oser af autenticitet og nærhed. Man føler sig med på turen og sidder nærmest selv bag rattet i Porchen eller Cadillac’en.

Når iPAD’en og de andre e-læsere kommer på markedet vil formatet få den rigtige afspilningplatform. Jeg glæder mig til fremover at læse EB Motor på min iPAD oppe i sofaen, i stedet som nu nede ved skrivebordet.

Og så lige et slag med baseballbattet til annoncørerne: Hvad har I gang i? Annoncerne er så r..kedelige, at man dårligt tror sine egne øjne. Den polerede biografreklame fungerer altså ikke i denne sammenhæng (fungerer den i biografen?). Kig lige på annoncen på side 22/23 – det er sådan det skal gøres. Jeg tror ikke produktionsomkostningerne til denne annonce har været særligt høje, men den fanger og er morsom. De traditionelle annoncer virker forkerte. De fortæller ikke en historie og de virker ikke autentiske. Produkterne skal i baggrunden og den relevante historie skal i forgrunden. Digitale magasiner inviterer til dialog med læserne, så se at komme i gang med at kommunikere med dine kunder.

**Categories:** Strategy

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### [Jeg er en af dem!](https://hpbech.com/da/jeg-er-en-af-dem/)

**Published:** May 20, 2009
**Author:** Hans Peter Bech

**Content:**

I en Australsk undersøgelse, jeg stødte på forleden, fremgår det, at voksne personer over 16 år i gennemsnit bruger 16,1 time om ugen på Internettet. Hermed er Internettet den foretrukne informationskanal foran TV, Radio, aviser, mobiltelefoner mv. Jeg må indrømme, at jeg nok ligger over gennemsnittet.

[![Internet tops the list](https://hpbech.com/wp-content/uploads/web-use.png "Time spend on various media")](https://www.hpbech.dk/jeg-er-en-af-dem/web-use/)Internet tops the list

Jeg er vel en såkaldt “information worker”, og tilbringer det meste af min tid i møder, med at læse, skrive og sende e-mails, med research på nettet, med brainstroming og ide generering, regneark, præsentationer osv. Jeg abonnerer på talrige newsletters og RSS feeds fra kilder over hele kloden. Jeg når bestemt ikke at læse det hele, men jeg læser en del af det.

Jeg abonnerer også på en avis og et par tidsskrifter, ligesom jeg modtager diverse medlemsblade og gratismagasiner.

Bortset fra min avis (Berlingske Tidende) og det tyske Focus, er jeg faktisk mest interesseret i at få informationerne elektronisk. Jeg modtager rigtig meget reklamemateriale på tryk, som ender direkte i papirkurven. Det meste uåbnet.

Jeg kan blive direkte ophidset, hvis en virksomhed, hvor jeg er kunde, sender mig materiale med posten. Hvad bilder de sig ind. Havde de spurgt om min e-mail adresse, kunne de have sendt informationen elektronisk og have sparet gigantiske summer på trykning og forsendelse. Det mest tåbelige er, når jeg modtager fortrykte spørgeskemaer. Før det første har de brugt penge på at trykke og udsende spørgeskemaet. For det andet skal de betale for at få spørgeskemaet retur samt bruge arbejdskraft på at taste mine svar ind i en database. Havde de sendt mig en e-mail med en link til et elektronisk spørgeskema, kunne de formentlig have betalt mig 100,- for at udfylde spørgeskemaet og stadig have en bedre økonomi i projektet.

Kære virksomheder derude. Internettet er kommet for at blive. Lær nu at bruge det, så vi slipper for al den nyttesløse papirspam.

**Categories:** Strategy

---

### [Apple MacBook Pro - update](https://hpbech.com/da/apple-macbook-pro-update/)

**Published:** September 15, 2009
**Author:** Hans Peter Bech

**Content:**

Så har jeg haft min MacBook Pro i godt 5 måneder. Alt i alt har oplevelsen været positiv.

På hardwaresiden er der kun godt at sige om Apple. Den kører forrygende hurtigt. Op- og nedlukninger tager kun få øjeblikke (under 30 sekunder). Applikationerne starter lynhurtigt og skift mellem applikationer er ligeledes ekstremt hurtige. Exposé knappen er en fryd og gør det nemt og hurtigt at finde det vindue, man skal benytte. Skærmen er sublim og jeg kunne hele sommeren arbejde ude på terrassen uden problemer. Eneste problem har været anvendelse af projektorer. MacBook har ikke en VGA port, så man skal huske det lille mellemkabel (ekstraudstyr). Ofte kan projektoren ikke genkende maskinen og der skal tit bakses med forbindelsen indtil det virker. Jeg investerede i den store 24″ skærm og det har jeg ikke fortrudt et sekund. Når jeg er ude på projekter, savner jeg virkelig min 24″ skærm!!

På softwaresiden er oplevelsen lidt mere blandet. Man er jo vænnet til de applikationer, man arbejder med i det daglige. Det tog mig nogen tid at vænne mig til Office 2008 for Mac, som svarer til Office 2003 til Windows. Specielt døjede jeg noget med Entourage (Outlook til Mac). Med den nye version af Mac OS – Snow Leopard – har jeg skiftet til Apple Mail, iCal og Address Book. De er ikke på højde med Outlook 2007 til Windows, men er klart brugbare og bedre end Entourage. Det er faktisk en fordel at have mail, kalender og kontakter delt op i 3 applikationer, idet man kan have alle tre åbne på samme tid.

Jeg har en del Windows applikationer, som jeg ikke kan undvære. Jeg har derfor tilkøbt Parallels og Windows. Jeg kan så køre Windows som en applikation på min Mac. Det fungerer forrygende godt. Windows kører væsentlig hurtigere på min Mac end på min IBM ThinkPad T60p.

Jeg har fundet en del applikationer til min Mac, der gør dagligdagen mere komfortabel. Path Finder og Default Folder X hjælper med at finde og holde styr på foldere og filer. Dropbox er fortsat en fantastisk måde at dele filer med kolleger på tværs af platforme. Skitch gør det nogenlunde ud for det uundværlige SnagIt9 på Windows. OmniFocus holder styr på mine projekter og aktiviteter. 14Dayz benyttes til tidsregistrering. Jeg savner RoboForm, der fungerer suverænt på Windows (holder styr på signons og psw’s samt udfylder webforms). 1Password til Apple skulle have samme funktion, men er ikke nær så godt (kan ofte ikke identificere formularfelterne korrekt). Mindmanager 7 til Mac er ikke på højde med version 8 til Windows. Jeg prøvede ConceptDraws Mindmap, men det er for primitivt. Jeg kører derfor Mindmanager 8 under Windows og det fungerer upåklageligt.

Jeg har flirtet lidt med Appels iWork pakke. Pages og Numbers har jeg kigget lidt på, men kan ikke rigtig finde tid til at fordybe mig. Det er nemmere at fortsætte med Word og Excel, som jeg jo kender så godt. Jeg skal dog nok finde tid (til jul?), så jeg kan sammenligne.

Med Snow Leopard fungerer synkroniseringen med min iPhone suverænt. Nogle account synkroniseres via Exchange, mens andre synkroniseres via MobileMe. Det fungerer spitzenklasse.

Og så lige designet….

I min optik er en Apple MacBook en fryd for øjet og det er en glæde hver dag at tænde for knappen og sætte sig til det lækre keybord og den simple mus, der alligevel kan en hel del. Exposéfunktion ved et klem på musens sider kommer man til at holde af, og den lille kugle på toppen bliver hurtig svær at undvære.

**Categories:** Uncategorized

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### [Apple MacBook Pro](https://hpbech.com/da/apple-macbook-pro/)

**Published:** April 26, 2009
**Author:** Hans Peter Bech

**Content:**

Så blev det søndag, og hermed blev der lidt tid til at få kigget på det nye vidunder.

I første omgang kastede jeg mig over computeren og lod den store skærm, det separate keyboard og musen blive stående i kasserne.

Det første indtryk er rigtig godt. Skærmen er virkelig god, meget klar og med en betydelig bedre lysstyrke og kontrast end min ThinkPad. Tastaturet er godt, men anderledes og med væsentligt færre tatster. Det krævede lidt nærstudie, før jeg havde fundet genveje til de mest almindeligt funktioner (end, home, delete, cut, copy, paste osv.).

Jeg fik startet Microsft Entourage og oprettet en mail account, men jeg venter med den store migration fra min nuværende Outlook, til jeg har talt med en Apple ekspert.

Word, Excel og Powerpoint voldte ingen problemer. Jeg brugte lidt tid på at finde funktioner, som ligger andre steder end i Office 2007. Her kommer jeg nok til at investere lidt mere tid, indtil jeg har alle funktioner på rygmarven.

Jeg fik installeret Firefox og oprettet en DropBox. Med DropBox havde jeg øjeblikkelig adgang til alle mine dokumenter. DropBox er et super koncept. Jeg har DropBox på min ThinkPad også, hvorfor alle mine dokumenter er tilgængelige fra begge computere. Installation af nye applikationer foregår andeledes end under Windows, så det skulle jeg lige greje. Til gengæld går installation nye applikationer lynende hurtigt.

“Finder” fungerer fortrinligt og det er nemt at finde rundt i sine dokumenter.

**Det helt store sus**

Det store sus kom, da jeg pakkede 24″ skærmen ud og fik den sat på min MacBook. Milde Moses en arbejdsplads man hermed får. Et kæmpe super display, hvor man mageligt kan have 2 A4 sider ved siden af hinanden. Knivskarpt og med en helt fantastisk klarhed og ro.

Det traditionelle tastatur har væsentligt flere taster og virker glimrende.

Og så til det måske aller vigtigste: Performance.

Min nye MacBook Pro er lynhurtig. Jeg vil i den kommende tid foretage nogle performancemålinger, så jeg kan opgive helt præcise sammenligninger.

Konklusion indtil nu: Særdeles positivt.

**Categories:** Uncategorized

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### [Telia & TDC - happy ending](https://hpbech.com/da/telia-tdc-happy-ending/)

**Published:** May 1, 2009
**Author:** Hans Peter Bech

**Content:**

Jeg omtalte for nylig miseren med lukningen af min bredbåndforbidelse pga. af en misforståele imellem Telia og TDC. Historien har faktisk en happy ending og både TDC og Telia fortjener ros.

En morgen tidligt for nogle uger siden var min bredåndforbidelse pludselig død. Jeg havde nogle måneder forinden skiftet fra TDC til Telia, og der var angiveligt sket en fejl i dette skift, der førte til, at jeg pludselig stod uden forbindelse til Internettet.

Da jeg ikke kan binde mig til at være på kontoret en hel dag for at vente på en tekniker, måtte jeg acceptere en tid til udbedrring af fejlen i slutningen af maj, hvor jeg “kun” skulle binde mig til 1/2 dag. Jeg får så arrangeret, at nogen kan være på kontoret dagen efter og ringer tilbage til Telia for at aflyse den gamle aftale og få lavet en ny.

Efter nogen diskussion med Telia lykkedes det via en meget ihærdig kundesupporter hos Telia at få en TDC tekniker til at tage ud og se på sagen allerede dagen efter.

På dagen hvor udbedringen af fejlen skulle finde sted, blev jeg ringet op af TDC teknikeren, der stolt kunne medele at problemet var løst. Han fortalte mig hvad han havde gjort, og jeg kunne forstå at løsningen ikke var helt efter bogen, men det var nødvendigt, hvis jeg skulle op og køre her og nu.

Tak til både Telia og TDC for hurtig og fleksibel handling.

**Categories:** Globalisation, Strategy, Uncategorized

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### [Min MacBook Pro er kommet](https://hpbech.com/da/min-macbook-pro-er-kommet/)

**Published:** April 21, 2009
**Author:** Hans Peter Bech

**Content:**

I dag blev min nye MacBook Pro leveret. Jeg har haft en del om ørerne og har derfor ikke haft tid til at kigge på den.

**Categories:** Globalisation, Strategy, Uncategorized

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### [En udbredt misforståelse](https://hpbech.com/da/en-udbredt-misforstaaelse/)

**Published:** April 25, 2009
**Author:** Hans Peter Bech

**Content:**

Det er en udbredt misforståelse at Internetbaseret kommunikation automatisk giver bedre resultater end analog kommunikation.
Jeg taler ofte med teknologibegejstrede personer, der arbejder med den opfattelse at Internetbaseret kommunikation (e-mails, hjemmesider, blogs, Facebook osv) er identisk med effektiv kommunikation. Dette er en eklatant misforståelse. Dårlig, uigennemtænkt og irrelevant kommunikation via Internettet giver målbart dårlige resultater. Dårlig, uigennemtænkt og irrelevant analog kommunikation giver sikkert også dårlige resultater, men for det meste måler vi det blot ikke.

Følgende facts kan vi holde os til:

1. Internettet suger en stadig stigende andel af den samlede eksponeringstid for budskaber til stort set alle målgrupper. Det betyder at stort set alle målgrupper bliver stadig mere fortrolige med kommunikation via Internettet og tilbringer en stigende andel af deres vågne tid foran computeren. Det giver derfor også som udgangspunkt god mening af benytte Internettet mere og mere til kommunikation med vore målgrupper.
2. Vi kan måle modtageradfærd, når vi kommunikerer via Internettet. Det betyder, at vi både kan måle, når vi gør det rigtig godt og når vi gør det rigtig skidt. Der er absolut ingen automatisk garanti for at vi altid får gode resultater!
3. Via Internetbaseret kommunikation kan vi vælge løbende at lære mere om vores målgrupper og hvilke interesser den enkelte modtager pt. prioriterer højt.
4. Det er økonomisk overkommeligt at versionere Internetbaseret kommunikation, så budskaberne tager udgangspunkt i vores akkumulerede viden om målgruppen og derfor bliver stadig mere relevante for for subsegmenter i målgruppen.
5. Internetbaseret kommunikation har notorisk meget lave transaktionsomkostninger
6. Forudsætningen for gode resultater med Internetbaseret kommunikation fordrer en kombination af solid viden om dialogkommunikation, indsigt i målgruppen, beherskelse af teknologien samt evne til at analysere data og benytte resultaterne som basis for de efterfølgende tiltag.

Den internetbaserede dialogproces giver os ”the brutal facts”, og muliggør, at vi kan måle om vi bliver bedre eller dårligere, når vi løbende justerer i vores kommunikation. Den mulighed har vi ikke med analog kommunikation og det udgør en af de helt store forskellige mellem disse to hovedkanaler. Men at Internetbaseret kommunikation i sig selv skulle give bedre resultater end analog kommunikation er en misforståelse.

**Categories:** Uncategorized

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### [Telia og TDC](https://hpbech.com/da/telia-og-tdc/)

**Published:** April 21, 2009
**Author:** Hans Peter Bech

**Content:**

At være kunde hos et teleselskab er fra tid til anden en prøvelse, der stiller store krav til selvbeherskelse og tålmodighed. Læs her om mine oplevelser med Telia og TDC.
 For nogen tid siden skiftede jeg bredbåndsleverandør. Telia kontaktede mig for at tilbyde en 10 Mbit/s løsning til en meget attraktiv pris. Jeg mente nu ikke, at de kunne levere 10 Mbit/s, idet signalet til min adresse ikke er særlig godt. Efter at have undersøgt sagen vendte sælgeren tilbage og bekræftede at Telia godt kunne levere 10 Mbit/2 selv om TDC ikke havde været i stand til det.
Jeg valgte så at skifte til Telia.

Dagen for skiftet fra TDC til Telia oprandt, og skiftet fandt sted uden den store dramatik. Hvilken hastighed havde Telia så leveret? 2 Mbit/s – Da de i det mindste heller ikke krævede penge for mere end 2 Mbit/s, lod jeg det være ved det.

3 måneder efter skiftet får jeg også en regning fra TDC på bredbåndsforbindelsen. Jeg orienterer TDC om, at jeg har skiftet til Telia, hvorefter TDC meddeler, at de vil tage forbindelsen ned. Jeg bliver lidt urolig ved denne meddelelse, men på grund af travlhed med andre vigtige ting i min tilværelse, gør jeg ikke mere ved sagen. Dog underretter jeg Telia om, at jeg har fået en faktura fra TDC.

Hvad jeg inderst inde frygtede skete ganske rigtigt også. En morgen tidligt, hvor jeg starter computeren op, er internetforbindelsen død. TDC havde taget forbindelsen ned uden at sikre at Telia forbindelsen virkede. Telia kører som bekendt på TDC’s kobber og TDC kunne formentlig godt have valgt at tjekke, at jeg som kunde ikke blev et gidsel i en intern misforståelse/fejl mellem de to teleselskaber.

Det gjorde de så ikke. Altså måtte jeg ringe til Telia for at fejlmelde linjen. Telia ringer så til TDC for at fejlmelde linjen. For at kunne få fejlen udbedret, skal jeg hele den efterfølgende dag være til rådighed på mit kontor med 30 minutters varsel. Som de fleste andre i dette land har jeg et arbejde. Dette arbejde kræver, at jeg er borte fra mit kontor det meste af tiden i dagtimerne. Tidligt om morgenen eller efter normal fyraften kan jeg sagtens være til stede. Hvis jeg skal have en mere præcis aftale, hvilket i teleselskabsterminologi er enten en formiddag eller en eftermiddag, skal vi knap 14 dage frem i tiden. 14 dage hvor jeg er uden internet.

En tanke slår mig – hvorfor bliver jeg ikke blot hos TDC? Jeg skriver en mail til TDC erhverv for at høre, om vi ikke kan finde en hurtig løsning. Efter 4 dage har jeg endnu intet hørt.

Hvorfor kan teleselskaber ikke finde ud af at tale sammen, så misforståelser ikke går ud over en kunde?

Hvorfor kan teleselskaber ikke finde ud af at betjene sine kunder på de tidspunkter, hvor kunderne har tid?

Hvorfor sikrer Telia ikke, at jeg i sådan en situation kommer op at køre med det samme, i stedet for blot at skyde skylden på TDC?

**Categories:** Strategy

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### [Mac'en er på vej](https://hpbech.com/da/macen-er-paa-vej/)

**Published:** April 11, 2009
**Author:** Hans Peter Bech

**Content:**

Jeg fik i går bekræftelse på at min Mac PowerBook var shippet. Ankomst skulle være inden 21. april 2009. Så vidt jeg kan se shippes den fra Irland.

**Categories:** Globalisation, Uncategorized

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### [Bravo til Erhvervs- og Byggestyrelsen](https://hpbech.com/da/bravo-til-erhvervs-og-byggestyrelsen/)

**Published:** April 14, 2009
**Author:** Hans Peter Bech

**Content:**

Jeg sad klar ved tastaturet kl. 09:00 her til morgen for indsende min ansøgning om tilskud til byggeforbedringer. Det virkede perfekt.

Brugergrænsefladen var meget lækker og det var i det store hele intuitivt, hvad der skulle skrives i hvilke felter. Ansøgningprocessen tog i alt 11 minutter.

Fra min side en meget stor ros til regeringen, Erhvervs- og Byggestyrelsen for et flot digitalt ansøgningsunivers.

**Categories:** Strategy, Uncategorized

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### [Fra PC Win XP til Mac](https://hpbech.com/da/fra-pc-win-xp-til-mac/)

**Published:** April 5, 2009
**Author:** Hans Peter Bech

**Content:**

Jeg har bestilt en MacBook Pro. Rejsen fra min ellers udmærkede IBM Thinkpad T61p til en ny verden er påbegyndt. Følg migrationen her på min blog.

Hvorfor vil du nok spørge?

Det startede for godt et år siden, hvor jeg sloges med en hel del problemer med software crashes og dårlig performance. Jeg skiftede fra en IBM Thinkpad T60 til T61p og fik da også en noget bedre performace, men når jeg skifter mellem applikationer (specielt i Outlook) tager det for lang tid. Opstart af min T61p tager ikke under 5 minutter. Ja, jeg starter en masse applikationer og processer op, men ikke en eneste mere end jeg har brug for.

Endelig har jeg har haft et problem med at mit keyboard og min mus fryser, når jeg arbejder i store filer. Jeg har brugt timer på at troubleshoote dette problem uden held.

Det sidste skub mod Mac har jeg dog fået over de seneste 3 uger, hvor jeg har arbejdet for en klient, der udelukkende bruger Mac. De er altså bare 100 gange mere sexede end min sorte ThinkPad med XP.

Jeg regner med at min nye MacBook Pro dukker op lige efter påske og så starter den store rejse.

**Categories:** Uncategorized

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### [Shared folders fra PC til Mac](https://hpbech.com/da/shared-folders-fra-pc-til-mac/)

**Published:** April 6, 2009
**Author:** Hans Peter Bech

**Content:**

I forberedelserne til at flytte fra min IBM Thinkpad T61p til min nye MacBook Pro (ikke ankommet endnu) fandt jeg ud af at Microsoft Groove ikke findes til Mac.

Microsoft Groove er en del af Office Enterprise pakken og benyttes til at dele filer og foldere med andre. I mit firma TBK Consult, benytter alle konsulenterne Groove, hvorved vi har et fælles delt arkiv.

I stedet har jeg fundet et alternativ “[Dropbox”](http://www.dropbox.com "Dropbox"), som yderligere har den fordel, at der bliver gemt en kopi af alle dokumenter hos Dropbox.

**Categories:** Globalisation

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### [Det handler om respons (om DDM)](https://hpbech.com/da/det-handler-om-respons-om-ddm/)

**Published:** March 22, 2009
**Author:** Hans Peter Bech

**Content:**

Marketing handler dybest set ikke om det, der kommunikeres, men om den effekt og respons man efterfølgende opnår. Der er selvfølgelig en snæver sammenhæng mellem budskab og respons, men efter min opfattelse er alt for mange marketingtiltag indholdscentrerede, hvor de i stedet burde tage udgangspunkt i ønsket om respons og effekt.

Netop anvendelsen af Internettet som kommunikationsmedie giver modtageren mulighed for afgive øjeblikkelig respons (tavshed er altså også respons!). Hvor der i den traditionelle off line markedsføring er tæt på vandtætte skodder mellem budskab og respons giver Digital Direct Marketing mulighed for at måle respons som aldrig før. Man kan måle, hvor modtagerne viser interesse, hvor længe de opholder sig på et sted, hvor de kommer fra, hvilken vej de følger og om de udviser den adfærd, vi havde ønsket.

Når man kan måle responsen så detaljeret, åbner det mulighed for at arbejde langt mere efterspørgselsorienteret i sin markedsføring og finde veje til at møde den enkelte kundes behov.

Digital Direct Marketing ligger således i naturlig forlængelse af moderne afsætningsprincipper, hvor man fokusere mere på, hvad kunderne vil købe og mindre på, hvad virksomeden vil sælge.

Traditionel marketing har som udgangspunkt forudsat, at alle kunder er i markedet efter alting – altid og er således været meget udbudscentreret.

Digital Direct Marketing gør det muligt at arbejde snævert efterspørgselsorienteret. Formålet med en DDM kampagne er således først og fremmest at identificere de kunder, der har et aktivt behov lige nu. Subsidiært kan kampagnen opsamle information om kunden og kundens planer til brug for senere kampagner.

Populær sagt kan man påstå, at hvor traditionel marketing arbejder på at sælge noget til alle, giver DDM nu mulighed for at identificere dem, der vil købe.

**Categories:** Strategy

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### [Databasen (DDM)](https://hpbech.com/da/databasen-ddm/)

**Published:** March 29, 2009
**Author:** Hans Peter Bech

**Content:**

Hvis du benytter Digital Direct Marketing har du en permission database, indeholdende oplysninger på de personer, der har givet tilladelse til modtage e-mail fra dig. Hvad bruger du din database til?

De fleste bruger den ikke til andet end som udsendelsesliste med mulighed for indfletning af et “Kære Poul Erik” som åbningshilsen i mail’en. Det er en skam, ja måske endda en synd, for det er her en stor del af succesmulighederne ligger.

Flodbølgen af nyhedsbreve er kolossal. Hvad skal få dine læsere til at forblive abonnenter, til at åbne dine udsendelser og respondere på dine “call to actions”?

RELEVANS!

Hvordan kan du forblive relevant, hvis du ikke differentiere indholdet mod den enkelte abonnent? Det kan du i sagens natur heller ikke, og langt de fleste, der ikke segmenterer og målretter baseret på en løbende dialog med abonnenterne, vil stille og roligt tabe abonnenter.

Benyt enhver lejlighed til at opsamle attributter på dine abonneneter og brug denne viden til segmentering og målretning af specifikt indhold, som passer til abonnenternes interesse lige nu.

**Categories:** Uncategorized

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### [Net publikationer](https://hpbech.com/da/net-publikationer/)

**Published:** March 17, 2009
**Author:** Hans Peter Bech

**Content:**

Overalt i verden flytter “læserne” deres tid væk fra de traditionelle medier (print og TV/radio) og over på de interaktive medier – herunder Internettet (men også f.eks. spil).

Hvad gør man, hvis man lever af at sælge traditionelle medier herunder annoncer i traditionelle medier? Ingen kender endnu svarene på dette spørgsmål, men tjek lige dette udspil fra danske Netpublications

[http://www.remeeandfriends.com/](http://www.remeeandfriends.com/ "Nyt online magasin")

Det er virkelig lykkedes at skabe en fed steming og et meget fængslende indhold. Jeg glæder mig virkelig til næste nummer.

**Categories:** Strategy

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### [Digital Direct Marketing](https://hpbech.com/da/digital-direct-marketing/)

**Published:** March 21, 2009
**Author:** Hans Peter Bech

**Content:**

Vi har for mange år siden passeret det punkt, hvor udbuddet af information overstiger det enkelte menneskes opmærksomhedskapacitet.

I tidens malmstrøm af information og påvirkninger skal vi dagligt som virksomhed, forening, offentlig institution osv. forsøge at få netop vores budskab igennem til dem, der faktisk står og har brug for det her og nu. Hvordan løser vi den opgave, når prisen per succesfuld kommunikation samtidig skal være lavest mulig?

På denne blog vil jeg i tiden fremover dele en række erfaringer og observationer, som jeg i mit virke som konsulent (i TBK Consult) for en lang række virksomheder, løbende opsamler om netop dette emne.Fokus er naturligvis på elektronisk kommunikation. Trykte medier har stadig deres berettigelse, MEN læserne vandrer stille og roligt mod de interaktive medier. Prognosen fra ZenithOptimedia ser per 31. marts 2008 således ud:

[![Source: Zenithoptimedia 2008](https://hpbech.com/wp-content/uploads/add-spending-2010.png "Global add spending: 2006-2010")](https://www.hpbech.dk/2009/03/digital-direct-marketing/add-spending-2010/)Source: Zenithoptimedia 2008

[Link til kilden](http://www.zenithoptimedia.com/gff/pdf/Adspend%20forecasts%20March%202008.pdf "Zenithoptimedia prognose")

Fra 2006 og frem til 2010 er Internettets andel af annoncebudgetterne steget fra 6,7% til 12,3%. De store tabere i kampen om annoncekronerne er aviser, trykte magasiner og Radio. TV og film ser ud til at holde skansen.

Når jeg vil fokusere på de digitale medier (primært Internetbaserede), skyldes det ikke kun, at det er der forbrugerne (både B2B og B2C) vandrer hen, men også at det er der, de resultatorienterede kommunikationsfolk ønsker at drive deres kommunikation. Her kan de nemlig opnå de laveste transaktionsomkostninger og måle effekten i realtid.

**Categories:** Strategy

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### [Internationalisering via partnere](https://hpbech.com/da/internationalisering-via-partnere/)

**Published:** September 7, 2008
**Author:** Hans Peter Bech

**Content:**

Jeg er qua mit arbejde involveret i en række internationaliseringsprojekter for såvel danske som udenlandske mindre og mellemstore softwarevirksomheder. Er afsætning via partnere altid svaret på hvordan internationaliseringen skal gribes an?

Ofte støder jeg på virksomheder, der har besluttet, at deres internationale salg skal ske via partnere. På trods af at de udelukkende har erfaring med direkte salg på deres hjemmemarked, er de overbeviste om at den internationale skalering skal foregå i en indirekte forretningsmodel (som de altså ikke har nogen erfaring med). Når man går dem lidt på klingen, er svaret typisk, at den direkte model er for risikabel, for dyr og for svær at skalere internationalt.

Måske, men det er et forkert udgangspunkt. Svaret er jo negativt. Det indeholder ikke argumenterne for en indirekte afsætningsmodel, men er blot generelle argumenter mod den direkte model. Er den indirekte model automatisk mindre risikabel, billigere og nemmere at skalere? Hvis det skulle være tilfældet, hvorfor er så mange mislykkedes hermed?

I virkeligheden er spørgsmålet dette: Hvordan får vi skabt det antal kunder i et nyt geografisk marked, der sikrer os en position, hvorfra vi kan skalere?

Når man slet ingen kunder har i et nyt marked, er skaleringen nok interessant, men det er blot ikke den første opgave, der skal løses. Den første opgave er at etablere et bridgehead, hvorfra man kan tage sit næste skridt. Etableringen af et bridgehead kan man ikke overlade til en partner – gør man det, kan jeg forudsige en 99% sandsynlighed for fiasko.

**Categories:** Globalisation

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### [Banner ads - en vittighed?](https://hpbech.com/da/banner-ads-en-vittighed/)

**Published:** September 9, 2008
**Author:** Hans Peter Bech

**Content:**

Jeg blev for nogen tid siden hos en klient involveret i en sag, hvor et større herværende bladhus ønskede at sælge min klient nogle banner annoncer til deres emailbaserede nyhedsmedier. Deres value proposition var at min klient så kunne linke til sin hjemmeside og betale for kliks. Dealen var, at man købte et fast antal kliks. Bannerannocerne ville løbe indtil alle kliks var brugt.

Jeg rådede min klient til at foreslå en anden model.

Fra banner annoncen ville der blive linket til en dedikeret landing page for den pågældende annonce. Her kunne den besøgende så downloade et whitepaper mod at afgive nogle få oplysninger. Min klient skulle kun betale for downloads, hvor prisen så naturligvis var væsentlig højere, end den klik pris bladhuset ellers havde tilbudt.

Resultat efter 4 uger: Ganske få kliks og Zero downloads

I hele forløbet demonstrerede annoncekonsulenten en fuldstændig manglende forståelse for online marketing og var på intet tidspunkt i stand til at komme med en eneste idé til, hvad vi kunne gøre for at forbedre kliks og downloads.

Sammen med min klient gjorde vi flere eksperimenter med bannerne og landing pages. Resultatet var ganske få downloads, og vi var langt fra det mål, vi havde sat os, da bladhuset bad om at blive frigjort fra aftalen.

Hvad kan man lære heraf?

1. Betal aldrig for kliks
2. Hvis mediet ikke rammer din målgruppe, kan selv ikke den mest rafinerede teknik og kommunikation skabe resultater
3. Email baserede nyhedsmedier har meget forskellige open rates. Husk også at checke disse.

Vi havde tidligere gjort tilsvarende annoncering i et andet online medie, og her var resulaterne meget tilfredsstillende. Konceptet virker altså, når blot value proposition er relevant for målgruppen og de rent faktisk får læst nyhedsbrevene.

**Categories:** Strategy

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### [Lars Løkke Rasmussen](https://hpbech.com/da/lars-loekke-rasmussen/)

**Published:** May 25, 2008
**Author:** Hans Peter Bech

**Content:**

Hvem har du generet Lars Løkke?

Jeg har en mistanke om, at den aktuelle sag og de enorme ressourcer, som pressen sætter bag rekonstruktionen af Lars Løkkes færden for 10 år siden, ikke så meget skyldes sagen, som den skyldes manden. Hvem har han trådt over tæerne?

Man kan normalt ikke få refunderet udgifter, når bilagene ikke er korrekt udfyldt. Hvorfor har Frederiksborg Amt accepteret Lars Løkkes bilag? Hvorfor har embedsmændene ikke hjulpet ham med at holde styr på formalia? Dette forhold har journalisterne, såvidt jeg har fulgt sagen, overhovedet ikke interesseret sig for.

Jeg kender masser af dygtige mennesker, der er nogle forfærdelige rodehoveder, når det gælder deres rejsebilag. Ofte bliver de afleveret meget sent, og ofte er de mangelfuldt udfyldt. Tag en snak med regnskabsafdelingen i Danmarks Radio – de kan sikker give et par eksempler (gætter jeg på!). Men det gør ikke noget. En dygtig sekretær eller regnskabsmedarbejder sørger for at få hevet de korrekte oplysninger ud af vedkommende, og skulle der været smuttet et privat bilag med, bliver det i regelen luset ud i processen.

Selvfølgelig skal bilag være korrekt udfyldt og selvfølgelig skal kun udlæg, der er relateret til en godkendt aktivitet, honoreres. Men det må altså være administrationens opgave at føre kontrol og ikke udbetale penge på et ufuldstændigt grundlag.

Det er muligt, at Lars Løkke er et rodehoved med sine rejsebilag, og det er muligt, at han har blandet forskellige bilag sammen. Men at ingen har hjulpet ham med at få det i orden og at ingen tilsyneladende har ført kontrol med bilag og udbetalinger, er da en ren katastrofe.

Hvem skal drages til ansvar for det?

PS. Der er meget stor forskel på et forkert bilag og et falsk bilag. Et forkert bilag dækker en udgift, der ikke kan refunderes. Selve bilaget er altså korrekt. Et falsk bilag er et forsøg på bedrageri og vil normalt medføre øjeblikkelig afskedigelse og i slemme tilfælde endda bortvisning.

**Categories:** Globalisation, Strategy

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### [B&O](https://hpbech.com/da/bo/)

**Published:** May 11, 2008
**Author:** Hans Peter Bech

**Content:**

---

> Hvem skal sidde i B&O’s bestyrelse for at kunne sikre en evne til at tænke “out of the box” og ind i ukendt territorie? Det skal næppe være ældre mænd i pæne jakkesæt, men snarere forretningstunge vildbasser, der har fingeren på fremtidens puls.

---

![](https://hpbech.com/wp-content/uploads/BEOmaster-3000.jpg)En Beomaster 3000 som den jeg købte, da jeg flyttede hjemmefra.Der er en artikel i Berlingske Tidende i dag (11. maj 2008) om B&O. Den handler om bestyrelsens kompetencer i relation til virksomhedens strategi og drift.

Artiklen er interessant. Hvor finder man de kompetencer, der skal sikre B&O’s fremtid? Jeg har ikke umiddelbart svaret, men vil gerne knytte et par kommentarer til problematikken.

Lad mig starte med et eksempel fra det virkelige liv.

En god bekendt har over de seneste år investeret pæne beløb i en udskiftning af hele sit home entertainment system. Ud er røget B&O – ind er kommet Apple, Pioneer og fremfor alt Internettet.

Sammenfattende kan jeg i min bekendtes strategi se 3 hovedtrends:

1\. Lyd og billede prioriteres frem de apparater, der leverer oplevelsen. Skærmen skal være stor, men det udenom skal være så småt som muligt. Højttalerne skal helst bygges ind i væggene og under alle omstændigheder adskilles bas og diskant/mellemtoner. Bassen gemmes helt væk.

2\. Kilderne (CD’erne, tapes, DVD’er osv) forsvinder. De streames direkte fra Internettet eller lagres digitalt på en server i kælderen.

3\. Betjeningen flytter væk fra remote control enheden og over på skærmen.

B&O’s udfordring er, at der bliver færre bokse. Ud ryger kassettespiller, CD spilleren, videobåndoptageren, DVD spilleren og pladespilleren. Fjernsynet bliver til et display for alle medier, og fladskærmen med et stort billedareal kræver mindre “udenom”. Der bliver ganske enkelt mindre at levere design på. Brugerbetjening bliver til meget lidt hardware og rigtig meget software. Leverancen af medier bliver til services.

Home Entertainment flyttes af nye spillere – først og fremmest af Apple, der ikke alene laver lækre apparater til den nye verden, men også opfinder de services, der leverer oplevelsen selv.

Tiden for en boksleverandør som B&O bliver ikke nem. Der skal tænkes voldsomt “out of the box” for at kunne kompensere for faldet i salget af bokse og for skiftet fra hardware til software. Tilmed har B&O fået et “gammelmands” image, der kan blive svært at ryste af.

Personligt er jeg meget i tvivl om hvorvidt B&O overhovedet vil kunne overleve dette paradigmeskift. Jeg har svært ved at se hvor deres vækstpotentiale ligger, med mindre de redefinerer deres strategi og tager et par gedigne risici. Det eneste sted jeg kan se et rum, der ikke ændrer sig så voldsomt, er bilen. Her kunne B&O nok fortsat være prestigeoptionen i den dyre ende. Men også her skal der tænkes i nye baner. Informationsteknologien er på vej ind i bilerne og vil presse den traditionelle hi-fi funktion.

Og så kommer vi tilbage til spørgsmålet: Hvem skal sidde i bestyrelsen for at kunne sikre en evne til at tænke “out of the box” og ind i ukendt territorie? Det skal næppe være ældre mænd i pæne jakkesæt, men snarere forretningstunge vildbasser, der har fingeren på fremtidens puls. Dem kan man finde både i Danmak og i udlandet. Om de har lyst til at sidde i B&O’s bestyrelse, er så en helt anden sag.

---

Note: Billedet øverst viser en Beomaster 3000 mage til den, jeg købte, da jeg flyttede hjemmefra. Sammen med to B&O højttalere, en Lenco grammofon og en Philips spolebåndoptager udgjorde den mit såkaldte stereoanlæg. I dag har vi blot små Sonos-højttalere i de fleste rum.

**Categories:** Globalisation, Strategy

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### [Pas på pengene - de er farlige!](https://hpbech.com/da/pas-paa-pengene-de-er-farlige/)

**Published:** May 13, 2008
**Author:** Hans Peter Bech

**Content:**

Softwarevirksomheder har alle et meget smalt “window of opportunity”. Hvis de ikke hurtigt får skaleret virksomheden og sikret en markedsdominans på deres område, vil de blive udkonkurreret af lignende virksomheder med bedre salgsevner eller af ny bedre og billigere teknologi.

Nu skulle man tro at kapiatltilførsel er svaret på ovenstående udfordring. Men det er det langtfra altid. Kapital kan være godt, men det kan også være dødsensfarligt, når der kommer for meget for tidligt, og når der ikke følger viden og kompetencer med.

Den allervigtigste egenskab eller kompetence en teknologivirksomhed har brug for er: **salgsevne**. Evnen til at få nye kunder og sammen med kunderne videreudvikle og forbedre teknologien til det, vi kalder ”løsninger”. Denne evne skal sikre, at virksomheden ved egen hjælp kan bringe sig i en situation, hvor der er balance i økonomien. Først når evnen til at drive forretning (på hjemmemarkedet) er bevist, kan en skalering komme på tale.

Alt for ofte bliver der tilført (for meget) kapital til ekspansion på et tidspunkt, hvor teknologien er lovende, men forretningsmodellen endnu er ufuldstændig. Virksomheden har nok nogle kunde, men man er ikke i stand til at styre forretningsmodellen, så den kan udføres af 3die mand og man er ikke i stand til at forudsige effekten af en tilførsel af yderligere salgsressourcer. I denne situation vil tilførsel af (for meget) ekspansionskapital skabe problemer, idet man begynder at skalere en ufuldstændig forretningsmodel. Resultatet bliver typisk et større underskud, tilførsel af yderligere kapital og en markant udvanding af de oprindelige ejere, der jo typisk ikke kan følge med i kapitaltilførslen.

Ovenstående billede har jeg set igen og igen. Derfor denne advarsel: Pas på pengene, specielt de andres penge (venture), de kan være dødsensfarlige, hvis der ikke følger salgskompetencer med på bestyrelses- eller advisory board niveau. Kompetencer, der kan omsættes til salgsevne i virksomheden.

**Categories:** Globalisation

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### [Ny blog software](https://hpbech.com/da/ny-blog-software/)

**Published:** February 23, 2008
**Author:** Hans Peter Bech

**Content:**

Jeg er dags dato gået over til Word Press. I den forbindelse er alle mine posting dags dato uploaded til det nye site. Jeg har anført den oprindelige udgivelsesdato, så det er muligt at holde lidt rede i kronologien.

**Categories:** Uncategorized

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### [Er ambitionen at vinde medaljer?](https://hpbech.com/da/er-ambitionen-at-vinde-medaljer/)

**Published:** February 23, 2008
**Author:** Hans Peter Bech

**Content:**

Den globale verden skaber nye og bedre muligheder for danske innovative softwarevirksomheder. Generelt er virksomhederne dygtige til udvikling, men det kniber med evnen til at udbrede produkterne internationalt. Desværre står kun få til at vinde medaljer!

*Af Nils Kierkegaard, direktør TBK Consult*

### **Softwareindustrien er global**

Globaliseringen tordner der ud af. For softwareindustrien er det gået ekstra stærkt. Vi kender alle historierne om virksomheder, der næsten som lyn fra en klar himmel kommer på markedet med en ny idé, for få år efter at have revolutioneret verden. Et guldæg er blevet skabt, som andre køber for astronomiske beløb. Alt for få danske softwarevirksomheder evner desværre at få international succes. Hvad er baggrunden for de manglende resultater?

### **Vil vi vinde OL guld?**

I sportens verden er der ingen tvivl om, hvad der skal til for at komme øverst på skammelen og få guldmedaljen om halsen. De sportsfolk som sendes af sted til OL i Beijing til august har slidt og slæbt i årevis. De har trænet time efter time, de har lagt planer, de har sat sig stadig højere mål, de er blevet coachet, konkurrenterne er blevet analyseret, træningsmetoder er blevet nyudviklet, uger er tilbragt i træningslejre. Kort sagt, der er blevet slidt og slæbt. Og altid struktureret og målrettet. Når OL starter og dagen oprinder, hvor al energien skal brændes af, er en guldmedalje primært udtryk for kvaliteten og indsatsen af års forberedelse.

### **Internationalisering**

Er man en dansk softwarevirksomhed med god succes på det danske marked, rækker ambitionerne og potentialet måske til mere. Rigtig mange danske softwarevirksomheder har produktmæssigt internationalt potentiale og beslutningen om at ”gå efter guldet” er absolut realistisk. Men ambitioner og potentiale er ikke tilstrækkeligt.

Når vi går internationalt er vi på udebane. Publikum bakker os ikke op, vores konkurrenter er skrappere (og større), spillet foregår på en anden måde og vi har svært ved at kommunikere med de andre på banen. Og ofte er der andre spilleregler. Har vi ikke forberedt os ordentligt, ryger vi ud i første runde.

Hvorfor tror de fleste danske softwarevirksomheder at man uden videre kan rykke op fra den danske til den internationale liga? Uden tilstrækkelig træning. Uden en gennemtænkt plan. Uden en træner. Uden viden og erfaring i det man kaster sig ud i. Sporerne viser desværre også, at størsteparten af dem, der forsøger sig, må grueligt meget igennem. Ambitionerne bliver ikke indfriet, mange års indtjening sættes over styr og resultatet kan blive, at man endog må dreje nøglen om.

### **Kan man købe sig til succes?**

Har man internationalt potentiale og ambitioner, så må idéen forfølges professionelt. I sportens verden kan man ikke købe sig til OL guld. Kapitaltilførsel er da heller ikke hemmeligheden bag realiseringen af internationale ambitioner. Hvis virksomheden ikke er internationaliserings-parat, så skaber tilførsel af kapital blot flere og større problemer.

Når vi skal internationalt er det primært hjerneceller og hårdt slid, der er råstoffet. Først må vi have styr på den igangværende forretning, så må vi lægge en plan for internationaliseringen og dernæst målbevidst føre den ud i livet. Hvis man vil have en af podiepladserne, så er her nogle gode råd.

### **Fire gode råd**

Det første råd er, at man skal være 100 % ærlig over for sig selv. Erkende hvad der er virksomhedens sande identitet. Man snyder sig selv, hvis man prøver at få virksomheden til at stå for noget den ikke er. Det drejer sig ikke om smarte slogans, men om hvad der er virksomhedens basale evner og formåen i værdiskabelsen overfor kunderne. Det der kommer til udtryk som den adfærd virksomheden udviser i dagligdagen. En adfærd, som skal kunne skaleres til at deltage i det internationale game.

Det andet råd er, at man virkelig forstår, hvilken værdi ens løsning skaber for kunderne og hvilke præcise behov der tilgodeses. Det er længe siden kunderne har foretaget indkøb af ny teknologi, bare fordi den er ny. Kundernes investeringer er baseret på sund økonomi og med fokus på at skabe værdi for deres forretning. Har vi virkelig styr på vores såkaldte Customer Value Proposition og kan vi dokumentere resultaterne gennem solide reference-kunder, er vi nået langt.

Det tredje råd er, at vurderingen af hvor parate vi er til internationalisering skal omfatte såvel organisatoriske, teknologiske som markedsmæssige forhold. Der skal foretages markedsanalyser om efterspørgsel, konkurrencesituation og ikke mindst tilvejebringes input om købs adfærd fra potentielle udenlandske kunder og samarbejdspartnere. Det er dem, der kan give svar på om vores løsning internationalt ”holder vand”.

Når alle forberedelser er gennemført og der er valgt en ”go-to-market” strategi, skal vi lægge en handlingsplan, der sikrer fokus, effektivitet og dynamik fra ”første fløjt”. Og her kommer det fjerde råd: Test, test og test. Prøv koncepterne af i det små inden der kastes store summer i opbygning af organisation og markedsføring. Det er både sjovere og nemmere at geare op, når det går efter planen, end at geare ned, fordi man ikke kan indfri forventningerne.

Det er alt for dyrt og for risikabelt, hvis vi ikke er godt nok rustet. Softwarevirksomheder, der griber forberedelserne professionelt an, er dem der overlever i den globaliserede verden og som i 10 fold kan høste frugterne at de slidsomme forberedelser.

Lad de dygtige og velforberedte sportsfolk vi sender til OL i Beijing, være vores inspiration til at få udlevet internationaliseringsambitionerne.

*Denne artikel blev bragt i Børsen 5. februar 2008*

>

**Categories:** Globalisation

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### [Er e-marketing farligt?](https://hpbech.com/da/er-e-marketing-farligt/)

**Published:** February 23, 2008
**Author:** Hans Peter Bech

**Content:**

August 2007

Marketingfolk har altid været og er fortsat meget optaget af, hvordan man bedst muligt får budskabet ud til målgruppen. En stor del af energien bruges derfor på målgruppeidentifikation og på de ord og billeder, der skal bære budskabet af sted. Men de gamle dyder og kvalifikationer er ikke længere tilstrækkelige for at sikre bedst mulig effekt af marketingbudgettet.

[![Online advertisement](https://hpbech.com/wp-content/uploads/adv-spending.gif)](https://hpbech.com/wp-content/uploads/adv-spending.gif "Online advertisement")

Målgrupperne flytter mere og mere af deres tid fra de traditionelle medier over på online medierne (Webshops, Tube, Forums, blogs, Skype, e-mails, chat, sms, mms, rss, etc.) og marketingfokus må naturligvis rykke i samme retning – og gør det også i stor stil. Samtidigt stilles der stadig større krav til faktiske resultater af marketingindsatsen eller i det mindste til at man rent faktisk kan måle effekten af de indsatser, der gøres.

Men alt for mange marketingfolk hænger i bremsen. De forstår ikke de nye mediers natur og teknik og de forstår ikke at udnytte den målbarhed, de nye teknikker tilbyder (eller er måske ligefrem skræmte ved tanken?).

**Er e-marketing farligt?**

Ja, hvis man ikke ønsker at blive målt på sine resultater.

Sjovt nok giver de nye elektroniske medier netop mulighed for præcist at måle resultaterne af indsatsen. Man kan sågar ofte måle om marketingindsatsen genererer salg. Lyder det forjættende? Det skulle man tro, men mange marketingfolk opfatter åbenbart målbarheden mere som en trussel end som en mulighed.

Jeg besøgte for nogen tid siden et dansk dagblad og foreslog, at man tilbød de små kunder en webbaseret ”landingsbane” for deres annoncer. Små virksomheder har sjældent kompetencen og midlerne til at etablere sådan noget selv, men hvis avisen ville investere i en platform, kunne den tilbydes til den enkelte annoncekunde til en meget favorabel pris. Svaret var: ‘Så kan kunden jo opdage at hans annoncer i vores avis slet ingen effekt har! – DEN RISIKO VIL VI KKE LØBE’. Sådan kan man jo også se på det, men det er næppe en god strategi.

Et andet eksempel er marketingchefen, der ikke ønsker at omlægge sit kvartalsmagasin til et e-magasin, fordi man så kan måle at ingen læse artiklerne i ‘bladet’. Eller marketingchefen, der hellere vil sende ud på papir end på e-mail fordi ‘vi vil jo ikke spamme vores kunder!’ Hun har til gengæld ikke noget imod at ‘spamme’ folks postkasser med flerfarvede tryksager, der oftest ryger direkte i papirkurven (1).

**Nye kompetencer.**

Hvis man som marketingperson ønsker at kommunikere med sine målgrupper via online medier, er man nødt til at beherske eller i det mindste forstå teknikken. Hvis man ønsker at benytte de interaktive muligheder, der ligger i kommunikation via online medierne, kan man – hvis man altså behersker teknikken og forstår medierne – opnå helt usædvanlige resultater, som de ‘gamle’ medier aldrig vil kunne levere.

Med de helt unikke muligheder, der ligger i online medierne, er det overraskende, at så mange marketingfolk er helt uden indsigt i og forståelse for potentialet. Det gælder såvel marketingfolk på kundeside som på bureausiden. Ofte støder man på dyb uvidenhed eller voldsomme fordomme om de nye medier, som indebærer at virksomhederne ikke får afprøvet og optimeret de muligheder, der ligger lige for og som kunne øge effekten af marketingbudgetterne ganske betragteligt.

**Kunder bliver abonnenter.**

Men udnyttelsen af de nye online medier kræver ikke kun indsigt i og forståelse for teknikken, det kræver også en helt anden tilgang til dialogen med målgruppen, end man er vant til fra de gamle medier. Kommunikationsopgaven ved online medierne er ikke at skabe traditionel stop effekt, er ikke at forstyrre og stjæle opmærksomhed og er slet ikke afsætningsorienteret i traditionel forstand. Opgaven er at skabe værdi for modtageren i selve kommunikationen og tilbyde en vedvarende dialog med ”kunden”, der kontinuerlig skaber stadig mere værdi og dermed fastholder relationen. Online medier skaber muligheder for en lang mere præcis segmentering og individualisering, end de gamle medier, men det kræver at man forstår teknikken og mediernes natur.

I online medierne er man nødt til at betragte sin målgruppe som potentielle abonnenter og mindre som potentielle kunder. Spørgsmålet er: ‘hvordan jeg kan indrette min kommunikation og mine budskaber, så min målgruppe ønsker at abonnere. Hvordan tilbyder og vedligeholder jeg kommunikationen så ‘abonnenterne’ ikke opsiger abonnementet’.

Der udgives bøger, oprettes hjemmesider med newsletters og afholdes kurser i de nye medier og deres potentiale. Måske var det på tide at marketingfolkene købte et par bøger og abonnerede på et par nyhedsbreve, så de kan tjene deres virksomheders interesser, og ikke hænge i bremsen med marketingtiltag, hvis effekt man ikke kan måle, men hvorom vi med sikkerhed ved at effekten er aftagende.

(1) Udsendelse af marketingbudskaber via e-mail kræver eksplicit tilladelse (permission) fra modtagerne. Dette er en kæmpe fordel for marketingindsatsen, idet vi opnår kun at udsende budskaber til personer, der virkelig ønsker at modtage vores informationer.

**Categories:** Strategy

---

### [Lige løn for lige arbejde?](https://hpbech.com/da/lige-loen-for-lige-arbejde/)

**Published:** February 23, 2008
**Author:** Hans Peter Bech

**Content:**

November 2007

Ved indgangen til overenskomstforhandlingerne i den offentlige sektor stikker en gammel problemstilling hovedet frem. ”Lige løn for lige arbejde” var i en årrække sloganet for en udjævning af kønsbestemte lønforskelle, men sloganet kan måske tages frem og støves af til brug for de kommende overenskomstforhandlinger.

”Lige løn for lige arbejde” betyder vel at samme indsats skal give samme løn. Det må så også indebære at forskellig indsats giver forskellig løn. Og her kommer vi til kernen i et af de helt store dilemmaer i de offentlige overenskomster. Lønninger i den offentlige sektor er primært bestemt af overenskomsterne. Indsatserne er derimod (her som alle andre steder) individuelle og meget forskellige.

Det gamle slogan ”lige løn for lige arbejde” insinuere at arbejde er noget objektivt måleligt, noget med output per tidsenhed. Sådan er virkeligheden bare ikke. Den enkeltes målbare output har naturligvis en stor betydning, men den enkeltes bidrag til arbejdspladsens sociale klima, bidrag til innovation, integrerende adfærd, lave sygefravær, servicemindende adfærd, faglige udvikling, humør, produktivitet, kvalitet, rettidige omhu osv. osv. udgør det samlede bidrag til organisationens nytteværdi og værdiskabelse overfor ”kunderne”.

Over de senere årtier er der åbnet op for individuelle løntillæg (men ikke lønfradrag!) i den offentlige løndannelse. Denne udvikling skal fortsætte og styrkes. Den gode samlede indsats skal belønnes og den ringe indsats skal ikke belønnes, men forsøges udviklet til det bedre.

Lønfastsættelse er en ledelsesopgave. Lønnen indgår ikke i den pakke af faktorer, der udvikler den enkelte medarbejder til at yde et stadig voksende bidrag til organisationens værdiskabelse overfor ”kunderne”. God ledelse er klar over at top motiverede medarbejdere yder toppræstationer, der skaber top tilfredse ”kunder”. Lønnen er den private del af belønningen for den gode indsats. Den offentlige del er øget ansvar, anerkendelse, ros og fremhævelse. Det er kun i ansættelsessituationen at man giver løn ”på forskud” for at tiltrække medarbejdere som synes særligt kvalificerede. Når først man er ansat, er det resultaterne der tæller.

Så hvis alle social- og sundhedsassistenter skal have X.000,- mere om måneden vil halvdelen nok få alt for meget og den anden halvdel alt for lidt. Ledelsen skal udstyres med en pulje, der sikrer at de kan tiltrække det antal medarbejde, der skal bruges. De fordeler puljen efter ovenstående kriterier. Kun herved kan vi sikre at de gode social- og sundhedsassistenter fastholdes og udvikles, mens de mindre gode social- og sundhedsassistenter enten udvikles eller kan søge over i anden beskæftigelse, der passer bedre til deres evner og personlighed.

Hvis ledelsen i den offentlige sektor ikke er i stand til at løfte denne opgave har vi et helt andet problem.

(“Fedterøvstillæg” kalder nogle muligheden for tilpasse løn til indsats. ”Fedterøvstillæg” er et udtryk fra den tid hvor der med vold og magt skulle fastholdes en konflikt mellem arbejdsgiver og arbejdstager. Hvis nogen samarbejdede med ledelsen om at yde en bedre service overfor ”kunderne” blev der set skævt til dem. Hvis nogen gjorde noget ekstraordinært blev de af kollegerne bedt om at dæmpe sig lidt. Jeg håber den tid er forbi.)

**Categories:** Uncategorized

---

### [Jorden er flad](https://hpbech.com/da/jorden-er-flad/)

**Published:** February 23, 2008
**Author:** Hans Peter Bech

**Content:**

Juli 2007

I sin seneste bog [”The World is Flat”](http://www.thomaslfriedman.com/worldisflat.htm) beskriver Thomas L. Friedman’s en række konsekvenser af den massive investering i telekommunikationsinfrastrukturen, der fandt sted i slutningen af forrige årtusinde.

Hans pointe er at udbredelsen af Internettet og billigere telekommunikation, gør det muligt at producere en lang række ydelser langt fra det sted, hvor de konsumeres. Han beskæftiger sig ikke kun med den velkendte outsourcing af produktion, men også med produktion af serviceydelser, udviklingsopgaver, design mv., altså opgaver som ikke tidligere blev outsourced.

Parallelt med forbedringer i infrastrukturen, uddannes der, specielt i Asien, tusindvis af dygtige og meget ambitiøse unge mennesker, der stræber efter den samme velstand og de samme goder, som de kan se, vi sætter pris på i de industrialiserede lande. Deres store konkurrencemæssige fordel er, at de ikke er belastet af dyre offentlige sektorer og høje marginalskatter. De gir’ den fuld gas og vil efterhånden udkonkurrere mange veluddannede i den vestlige verden.

Efter at have læst bogen som Europæer, står man tilbage med 2 store spørgsmål:

1\. Outsourcing af serviceydelser er primært en mulighed for virksomheder, hvis kunder taler engelsk. Hvad gør ikke-engelsktalende virksomheder for at imødegå denne konkurrencemæssige udfordring?

2\. Hvad skal vi som samfund, og hvad skal den enkelte gøre for at imødegå den konkurrence, vi uden tvivl vil opleve fra veluddannede, ambitiøse og flittige unge asiater?

**Categories:** Globalisation

---


## Pages

### [Home page](https://hpbech.com/)

**Published:** September 12, 2024
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg) 

I am a Danish author and business writer. My Henrik Bertelsen Saga combines historical events, international business, and geopolitical tensions with the personal choices and moral dilemmas of people caught in times of global change.

 ![](https://hpbech.com/wp-content/uploads/Boox-Hvidt-Logo.png) 

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg)

 ![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg) 

### Words drive behaviour

 ![](https://hpbech.com/wp-content/uploads/Boox-Hvidt-Logo.png) 

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg)

 ![](https://hpbech.com/wp-content/uploads/The-Dollar-Compass-table-S.png) 

 [](https://hpbech.com/books/the-dollar-compass/)[ Just released ](https://hpbech.com/books/the-dollar-compass/)

 ![](https://hpbech.com/wp-content/uploads/9GBQE46B.png) 

 [](/books/5460-miles-from-silicon-valley/)## **5,460 miles from silicon valley**

#### The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

[ Read More ](/books/5460-miles-from-silicon-valley/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech.jpeg) 

 [](/about/)## [**About me**](https://hpbech.com/about_hans_peter_bech_author/bio/)

 [](/blog)## New on the blog

[ Read the latest posts ](/blog/)

 [](/blog)# **Press Room**

#### Resources for journalists and bloggers

[ Go to Press RooM ](https://hpbech.com/about_hans_peter_bech_author/press-room/)

 ![](https://hpbech.com/wp-content/uploads/g3gOYLTk.png) 

[ Read more ](/books/revenue-generation-fundamentals/)

 ![](https://hpbech.com/wp-content/uploads/9GBQE46B.png) 

## **5,460 miles from silicon valley**

#### The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

[ Read More ](/boger/fra-damgaard-til-microsoft/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech.jpeg) 

 [](/about/)### [**About me**](/about/)

 [](/blog)## News on the blog

[ Read the latest posts ](/blog/)

 [](/blog)# Content for You

#### Get more qualified leads into and through your pipeline.

[ Read more ](/content-for-you)

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

##### International business development in the software industry.

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

##### Content that attracts and maintains your attention.

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

##### Keynotes and workshops on global growth in the software industry.

## Follow me on LinkedIn

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow me ](https://dk.linkedin.com/in/hanspeterbech)

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png) 

# **The Dollar Compass**

### Supercomputers, Power Politics, and Moral Deception in the Autumn of the Cold War

> ★★★★★ The author’s ability to weave business strategy, technology history, and human drama into a single narrative is exceptional. – Amazon Review

The year is 1985. Henrik Bertelsen is walking a knife’s edge: sales director at a crisis-stricken American tech company, father of young children, and ambitious amateur musician.

In the small terraced house in the housing cooperative, his wife, Sammy, struggles to rediscover herself after maternity leave while juggling a demanding executive job that clashes with Henrik’s frequent travels.

When Gorbachev introduces glasnost and Reagan responds with a new course, Henrik is sent to Moscow to pursue the billion-dollar order that could save the company.

But behind good intentions and polite smiles lurk hidden agendas, power struggles, bribery, and moral grey zones.

*The Dollar Compass* is an intense and thought-provoking story about how small compromises can grow into great betrayals—and how far a person can be driven before losing themselves.

[ Read More ](https://hpbech.com/books/the-dollar-compass/)

## 5,460 Miles from Silicon Valley

★★★★★

*“**Entertaining and informative case study of entrepreneurial success***

*I highly recommend this book to anyone interested in business or entrepreneurship. As many have stated, it could easily be a case study or mandatory reading for business and management schools.”*

*Amazon Reader Review*

[ Read More ](/books/5460-miles-from-silicon-valley/)

 ![](https://hpbech.com/wp-content/uploads/9GBQE46B.png) 

## New on The Blog

I write posts about business development, management consulting, politics, books, publishing, travel, and other exciting subjects.

[ The Blog ](/blog/)

 [ ![Business, Politics and Choices — The pursuit of a good life in a changing world.](https://hpbech.com/wp-content/uploads/00-banner-800x333.png) ](https://hpbech.com/what-are-we-actually-working-towards/) 

#####  [What Are We Actually Working Towards?](https://hpbech.com/what-are-we-actually-working-towards/) 

 What are we working towards? Hans Peter Bech explores ambition, money, moral choices and the \[...\]

 [ Read more ](https://hpbech.com/what-are-we-actually-working-towards/) 

 07
 Sep 

 [ ![](https://hpbech.com/wp-content/uploads/Partner-P-and-L-400x400.png) ](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

#####  [The Classic Virtues of Partner Channels – Now with AI as a Lever](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

 Technology companies seeking to increase growth and market share through an indirect channel of business \[...\]

 [ Read more ](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

 03
 Sep 

 [ ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S-267x400.png) ](https://hpbech.com/building-successful-business-models/) 

#####  [Building Successful Business Models](https://hpbech.com/building-successful-business-models/) 

  Many books about business models are written to cover all types of businesses and \[...\]

 [ Read more ](https://hpbech.com/building-successful-business-models/) 

 01
 Sep 

 [ ![Two coworkers on phones at a desk arranged with connected icons: shielded email, gifts, a checklist, a group of people, gears, and a rising chart with a dollar sign, suggesting customer support and business processes.](https://hpbech.com/wp-content/uploads/When-to-cold-call-on-the-phone-400x400.png) ](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

#####  [Cold Calling in the Age of AI and Multichannel Selling – Part 2](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

 In that sense, the real challenge is not to build a sales organisation full of \[...\]

 [ Read more ](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

 18
 Aug

---

### [Om Hans Peter Bech](https://hpbech.com/about_boox/bio/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Forfatter, erhvervsskribent og tidligere forretningsudvikler 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Keynote-1-scaled-e1700349321130-542x800.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-Banner.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech.jpeg) 

Jeg er [forfatter](https://danskforfatterforening.dk/67-hans-peter-bech/) til historiske og geopolitiske romaner med rødder i det internationale erhvervsliv. Derudover skriver jeg praksisorienterede erhvervsbøger for softwareindustrien.

[**Sagaen om Henrik Bertelsen**](https://hpbech.com/da/boeger/om-henrik-bertelsen-sagaen/) er en serie historiske og samtidige romaner, der spænder over perioden fra 1970 til i dag. I det sidste bind sluttes ringen, når Henrik begynder at skrive sagaens første bog.

**Erhvervsbøger**

Jeg har skrevet flere bøger om international vækst, salgskanaler og forretningsudvikling i softwareindustrien. *[5,460 Miles from Silicon Valley](https://hpbech.com/da/biznes/fra-damgaard-til-microsoft/)* og *[Going Global on a Shoestring](https://hpbech.com/da/biznes/going-global-on-a-shoestring/)* fokuserer på international ekspansion. *[Building Successful Partner Channels](https://hpbech.com/biznes/building-successful-partner-channels-2/)* forklarer, hvordan virksomheder kan udvikle effektive indirekte salgskanaler. *[Building Successful Business Models](https://hpbech.com/da/biznes/building-successful-business-models/)* viser, hvordan softwarevirksomheder kan designe og udvikle levedygtige forretningsmodeller.

**Historiske og geopolitiske romaner**

[Sagaen om Henrik Bertelsen](https://hpbech.com/da/om-boox/presserummet/om-henrik-bertelsen-sagaen/) er en serie historiske romaner, der dækker perioden fra 1970 til i dag. Gennem Henriks karriere og familieliv væver bøgerne virkelige historiske begivenheder sammen med informationsteknologiens hastige udvikling, internationalt erhvervsliv og geopolitiske forandringer. Fiktive personer og handlingsforløb udspiller sig i omhyggeligt researchede historiske rammer og skaber en blanding af erhvervseventyr, politisk historie og spænding baseret på personlige erfaringer.

**En karriere i den internationale teknologibranche**

Mine romaner trækker i høj grad på mere end fire årtiers erfaring fra den internationale teknologibranche.

Jeg begyndte min karriere i den danske offentlige sektor, inden jeg i slutningen af 1970’erne skiftede til computerindustrien. I de følgende årtier arbejdede jeg med salg, marketing, ledelse og international forretningsudvikling for teknologivirksomheder, der spændte fra store multinationale koncerner til små iværksættervirksomheder.

Mit arbejde førte mig rundt i Europa og Nordamerika samt til Mellemøsten, Asien og Sydafrika. Det bragte mig i kontakt med kunder, distributører, forretningspartnere, investorer og ledere fra vidt forskellige erhvervskulturer. Jeg oplevede på første hånd, hvordan teknologimarkeder skabes, hvordan virksomheder vokser, hvordan internationale partnerskaber opbygges, og hvordan ambitioner, intern politik, kulturelle forskelle og kommercielt pres påvirker beslutninger i erhvervslivet.

Disse erfaringer danner den erhvervsmæssige baggrund for mine romaner. Virksomhederne, personerne og handlingerne er fiktive, men mange af situationerne, dilemmaerne, forhandlingerne og dynamikkerne i virksomhederne har rod i virkelige erfaringer. Mit mål er at give læserne et autentisk indblik i det internationale erhvervsliv og samtidig bringe periodens politiske og teknologiske historie til live.

[](https://www.facebook.com/booxaps "Follow on Facebook")[](mailto:mailto:hpb@hpbech.dk "Send us an email")[](https://www.linkedin.com/in/hanspeterbech/ "Follow on LinkedIn")[](https://www.youtube.com/@boox-publishing-dk "Follow on YouTube")

## Billeder

 ![](https://hpbech.com/wp-content/uploads/Portraet-Hans-Peter-Bech-S-1-799x800.jpg) 

[ Flere Billeder ](https://booxpublishing.dash.app/sharing/type/collection/p1rx0-hans-peter-bech)

## Bio

 ![](https://hpbech.com/wp-content/uploads/HPB-Hatteland4-copy-1-800x800.jpg) 

[ Gå til bio ](https://booxpublishing.dash.app/sharing/type/asset/05e75a13-7658-4972-9e1d-8315da3f8572)

---

### [Starting From Scratch](https://hpbech.com/books/starting-from-scratch/)

**Published:** February 20, 2026
**Author:** Hans Peter Bech

**Content:**

#  Starting From Scratch 

A race against time and values when an innovative idea meets the brutal reality of execution.

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-2.png) 

*Starting From Scratch* is the third volume in Hans Peter Bech’s series about Henrik Bertelsen, exploring the pursuit of a good life in an era when globalisation, technology and growing prosperity open doors everywhere.

As he feels his way forward, Henrik must constantly balance tempting offers of money and business adventures with his moral principles, political convictions, family life and love of playing music.

---

Henrik Bertelsen has achieved success in Europe in record time with a groundbreaking Danish superprinter. But beneath the surface, disaster is brewing: technical faults, dissatisfied customers and finances on the brink of collapse.

While he is in Tokyo to open up new markets, an unexpected opportunity to save the company emerges. But an internal power struggle leaves him standing alone against stubborn management and hesitant owners. By the time he finally manages to push through his solution, time is running out.

In search of a lifeline, Henrik arrives in Beijing in June 1989, just as people take to the streets. A chance evening in Tiananmen Square sweeps him into the maelstrom of history.

As his company races against time, Henrik must choose: keep fighting or save himself.

**A strikingly topical geopolitical business thriller with a global pulse and moral dilemmas.**

### Publication date: 18 March 2027

[ Notify me ](#starting-from-scratch-signup)

[ Download chapter 1 in Danish ](https://hpbech.com/wp-content/uploads/Helt-fra-bunden-Print-K1.pdf)

#  What readers say 

*Reviews of the Danish edition, translated into English.*

### An intense business novel with both brains and heart.

*You can feel the pressure, both in the boardroom and in Tiananmen Square. Negotiations, power struggles and global events are convincingly woven together in a story about courage, doubt and consequences. An intense business novel with both brains and heart.*

 **Freddie Jørgensen**  

### A compelling story.

Against the backdrop of the late 1980s, the story shows how culture, relationships and international business intertwine naturally. Sharp observations and a well-placed touch of humour make the reader pause, smile and reflect along the way. At the same time, the story offers inspiration for strengthening relationships and turning business challenges into new opportunities.

 **Marco Caldana**  

### Who killed the promising venture?

In the third volume about Henrik Bertelsen, a promising business venture turns into an international crisis. From Japan to China, Henrik must navigate technical problems, pressure to grow and difficult choices.

A compelling geopolitical business thriller about ambition, responsibility and a project that goes completely off the rails.

 **Rikke Sommer**  

#  Watch the author's introduction 

**From a designer office to a wooden shed. From success to collapse. From Copenhagen to Beijing.**

In *Starting From Scratch*, we follow Henrik Bertelsen as he leaves the security of a senior role at an American company in 1986 to stake everything on a Danish tech start-up. Success comes quickly, but so do the conflicts. Investors apply pressure, his marriage comes under strain, and technical faults threaten to bring everything down.

Watch the introduction to the third volume in the Henrik Bertelsen Saga.

#  Read the first chapter in Danish 

        Please leave this field empty

## **Be notified when Starting From Scratch is published**

Sign up and I’ll email you on publication day. After that, you’ll only hear from me when I publish a new geopolitical business novel.

*You can unsubscribe at any time.
Read our [privacy policy](https://hpbech.com/about_boox/privacy-policy/).*

Check your inbox or spam folder to confirm your subscription.

#  Audiobook in Danish

---

### [Helt fra bunden](https://hpbech.com/?page_id=13666)

**Published:** February 18, 2026
**Author:** Hans Peter Bech

**Content:**

#  Helt fra bunden 

Et kapløb med tid og værdier, når en innovativ idé rammer eksekveringens brutale virkelighed

 ![](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S.jpeg) 

“Helt fra bunden” er tredje bind i Hans Peter Bechs serie om Henrik Bertelsen, der skildrer jagten på det gode liv i en tid, hvor globalisering, teknologi og stigende velstand åbner alle døre på vid gab.

I sin famlende søgen må Henrik konstant balancere fristende tilbud om penge og forretningseventyr med sin moral, sine politiske overbevisninger, sit familieliv og sin hobby som fritidsmusiker.

---

Henrik Bertelsen har på rekordtid skabt succes i Europa for en banebrydende dansk superprinter. Men under overfladen ulmer en katastrofe: tekniske fejl, utilfredse kunder og en økonomi på afgrundens rand.

Da han er i Tokyo for at åbne nye markeder, dukker der helt uventet en mulighed op for at redde firmaet. Men internt udbryder en magtkamp, hvor han står alene imod en stædig ledelse og tøvende ejere. Da han endelig får gennemtrumfet sin løsningsmodel, er tiden ved at løbe ud.

I jagten på en redningsplanke lander Henrik i Beijing i juni 1989 – lige som folket går på gaden. En tilfældig aften på Den Himmelske Freds Plads hvirvles han ind i historiens malstrøm.

Mens hans firma kæmper med tiden, må Henrik vælge: Kæmpe videre – eller redde sig selv.

**En højaktuel geopolitisk erhvervsroman med global puls og moralske dilemmaer.**

### Bogen udkommer den 17. september 2026

[ Skriv mig op ](https://preview.mailerlite.io/preview/311970/sites/153103091076433515/boox)

[ Hent kapitel 1 ](https://hpbech.com/wp-content/uploads/Helt-fra-bunden-Print-K1.pdf)

#  Hvad læserne siger: 

### En intens erhvervsroman med både hjerne og hjerte.

*Man mærker presset – både i direktionslokalet og på Den Himmelske Freds Plads. Forhandlinger, magtkampe og globale begivenheder flettes overbevisende sammen i en fortælling om mod, tvivl og konsekvenser. En intens erhvervsroman med både hjerne og hjerte.*

 **Freddie Jørgensen**  

### En medrivende fortælling.

Med slutningen af 1980’erne som bagtæppe skildrer fortællingen, hvordan kultur, relationer og international forretning flettes naturligt sammen. Skarpe observationer og et velplaceret glimt i øjet får læseren til både at standse op, smile og reflektere undervejs. Samtidig giver historien inspiration til, hvordan relationer kan styrkes, og forretningsmæssige udfordringer vendes til nye muligheder.

 **Marco Caldana**  

### Hvem dræbte det lovende eventyr?

I tredje bind om Henrik Bertelsen bliver et lovende erhvervseventyr til en international krise. Fra Japan til Kina må Henrik navigere mellem tekniske problemer, vækstpres og svære valg.
En medrivende geopolitisk erhvervsthriller om ambitioner, ansvar og et projekt, der kører helt af sporet.

 **Rikke Sommer**  

#  Se forfatterens introduktion: 

**Fra designerkontor til træskur. Fra succes til sammenbrud. Fra København til Beijing.**

I *Helt fra bunden* følger vi Henrik Bertelsen, der i 1986 forlader trygheden i et amerikansk topjob for at satse alt på en dansk tech-startup. Succesen kommer hurtigt – men det gør konflikterne også. Investorer presser, ægteskabet knager, og tekniske fejl truer med at vælte det hele.

Se introduktionsvideoen til tredje bind i sagaen om Henrik Bertelsen.

#  Læs første kapitel: 

        Please leave this field empty

## **Få besked, når *Helt fra bunden* udkommer**

Tilmeld dig, så sender jeg dig en mail på udgivelsesdagen. Derefter hører du kun fra mig, når jeg udgiver en ny geopolitisk erhvervsroman.

*Du kan til enhver tid afmelde dig.* *Læs vores [privatlivspolitik](https://hpbech.com/da/om-boox/privatlivspolitik/).*

Tjek din indbakke eller spammappe for at bekræfte din tilmelding.

#  Lydbog

---

### [fiXion](https://hpbech.com/books/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

### **Velkommen til BOOX fixion**

Vi udgiver erhvervsromaner med rødder i det nordiske samfund – fortællinger om ambitioner, loyalitet, magt og den menneskelige pris for succes.

Vores romaner følger mennesker, der har friheden til at forfølge store drømme inden for en samfundsmodel bygget på fælles tryghed og lige muligheder. Samtidig må de navigere i spændingsfeltet mellem karriere, samvittighed og nære relationer, når succesen fører synlighed, pres og vanskelige valg med sig.

I disse fortællinger er forretning aldrig bare forretning. Markeder flytter sig. Alliancer ændrer sig. Det, der ser lovende ud, udvikler sig sjældent som forventet. Succes tiltrækker opmærksomhed – og modstand. Karaktererne tvinges til at skelne venner fra rivaler, balancere idealer med virkeligheden og tilpasse sig, når spillereglerne ændres undervejs.

I centrum står et tidløst spørgsmål: Hvor meget af dig selv er du villig til at ofre for at nå dine mål?

Romanerne kan købes hos både online- og fysiske boghandlere.

 ![](https://hpbech.com/wp-content/uploads/BIM-for-book-page_bright-S-2.png) 

## Balladen i Mekka

Oliepenge, ørkenmystik og eksistentielle dilemmaer i skyggen af Mekkas minareter

[ Køb nu ](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573)

 ![](https://hpbech.com/wp-content/uploads/3D-Mammon-std3_500x750.jpg) 

## For ussel mammon

Supercomputere, storpolitik og moralske gråzoner i den kolde krigs skygge

[ Køb nu ](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641)

 ![](https://hpbech.com/wp-content/uploads/HFB-standard-Small-1.jpeg) 

## Helt fra bunden

Et kapløb med tiden og dine værdier, når en genial idé rammer eksekveringens brutale virkelighed.

[ Læs mere ](https://hpbech.com/da/boeger/helt-fra-bunden/)

---

### [Sagaen om Henrik Bertelsen](https://hpbech.com/books/about-the-henrik-bertelsen-saga/)

**Published:** November 16, 2025
**Author:** Hans Peter Bech

**Content:**

#  Sagaen om Henrik Bertelsen – historiske business- og geopolitiske romaner 

**Sagaen om Henrik Bertelsen** er en serie historiske businessromaner, der følger ét menneske gennem de politiske, teknologiske og økonomiske omvæltninger, som forandrede verden fra slutningen af 1970’erne og ind i de første årtier af det 21. århundrede.

Henrik Bertelsen er en fiktiv person. Da historien begynder i 1979, er han en ung dansk embedsmand med udsigt til en tilsyneladende sikker karriere. En uventet mulighed bringer ham til Saudi-Arabien, og derfra bevæger hans liv sig gradvist væk fra den offentlige forvaltning og ind i den hastigt voksende internationale teknologibranche. I de følgende årtier fører karrieren ham rundt i Europa, Nordamerika, Mellemøsten, Asien og Sydafrika.

Den historiske baggrund er derimod virkelig. Romanerne udspiller sig omkring begivenheder som besættelsen af Den Store Moské i Mekka, den sidste fase af den kolde krig, Gorbatjovs reformer i Sovjetunionen, Tjernobyl-katastrofen, Japans opstigning som økonomisk og teknologisk stormagt, Kinas åbning mod verden og begivenhederne omkring Den Himmelske Freds Plads. Senere bind følger globaliseringens acceleration, den politiske omvæltning i Sydafrika og den enorme optimisme, der prægede softwareindustrien i årene op mod årtusindskiftet.

Den eufori afløses siden af krise, da dotcom-boblen brister. Efter mange år med konstant rejseaktivitet og international forretningsudvikling når Henrik til et punkt, hvor han har fået nok af det endeløse liv på landevejen. Han forlader erhvervslivet og starter sin egen konsulentvirksomhed, hvilket åbner et nyt kapitel i både hans professionelle og personlige liv.

Henriks privatliv er lige så vigtigt som hans karriere. Han er gift med den engelske Sammy. Tidligt i deres forhold beslutter de, at de begge skal have deres egen erhvervskarriere. Den beslutning bliver stadig sværere at fastholde, efter at de først adopterer en dreng fra Indonesien og senere en pige fra Korea. I stedet for at opgive princippet finder de igen og igen utraditionelle måder at få familieliv, arbejde og Henriks voksende rejseaktivitet til at hænge sammen på.

Musikken er en anden vigtig del af Henriks liv. Han er amatørmusiker og elsker at spille med sit band. Det kræver tid og er ikke altid let at forene med en international karriere, men han nægter at give slip på det. Trods de mange forretningsrejser lykkes det ham at bevare bandet som en fast del af sit liv.

Teknologi og international business står centralt i serien. Computere, software, printsystemer, distributionskanaler, internationale partnerskaber, virksomhedspolitik, forhandlinger og kulturforskelle er ikke blot baggrundsstof. De former personernes muligheder og valg. Miljøerne er inspireret af mine egne årtiers erfaring fra den internationale teknologibranche og understøttet af omfattende historisk og teknisk research.

Det er også dét, der adskiller Henrik Bertelsen-sagaen fra en traditionel spionthriller. Efterretningstjenester, geopolitiske spændinger og politiske intriger dukker fra tid til anden op i fortællingen, men Henrik er ikke hemmelig agent, og han redder ikke verden. Han er forretningsmand, ægtemand, far, ven og musiker, som forsøger at skabe sig en karriere, få familielivet til at fungere og holde fast i sine egne interesser, mens verdenshistorien igen og igen trænger sig på.

Spændingen opstår derfor ikke kun gennem politik og internationale konflikter, men også gennem forhandlinger, ambitioner, loyalitet, teknologiske forandringer, kulturforskelle, familiemæssigt pres og moralske kompromiser.

 ![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-800x800.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png) 

 ![Two suited men sit across a wooden desk in a vintage office, one holding a folder labeled 'Techosystem' as they discuss documents.](https://hpbech.com/wp-content/uploads/Henrik-og-Igor-1.png) 

 ![Man in a gray coat reads The New York Times on a busy sidewalk; headline: Reagan and Gorbachev to meet in Geneva.](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png) 

 ![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-for-book-page.png) 

**Undertitel**: Petrodollars, ørkenmystik og eksistentielle dilemmaer på vejen til den hellige by.

**Handlingssted:** Saudi-Arabien, 1979.

**Historisk baggrund:** Saudi-Arabien, 1979. Det olierige kongerige flyder i petrodollars og investerer massivt i moderniseringen af sundhedsvæsen, uddannelse og offentlig infrastruktur. Udenlandske virksomheder ser store muligheder, men ethvert projekt er præget af hierarki, religion, uigennemsigtige beslutningsprocesser og regler, som er vanskelige for udenforstående at gennemskue. Da tre danskere bliver involveret i et projekt om hospitalskøkkener nær Mekka, udvikler det, der begynder som en lukrativ konsulentopgave, sig snart til en rejse gennem kulturelle sammenstød, moralske kompromiser og politisk fare. Det religiøse oprør i Mekka i november 1979 vender op og ned på alt.

[ Køb nu ](https://www.plusbog.dk/balladen-i-mekka-hans-peter-bech-9788793116573)

[ Pressekit ](https://booxpublishing.dash.app/sharing/type/collection/qttuy-balladen-i-mekka)

 ![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg) 

**Undertitel**: Supercomputere, storpolitik og moralske gråzoner i den

kolde krigs skygge.

**Handlingssted:** Saudi-Arabien, 1979.

**Historisk baggrund:** Saudi-Arabien, 1979. Det olierige kongerige flyder i petrodollars og investerer massivt i moderniseringen af sundhedsvæsen, uddannelse og offentlig infrastruktur. Udenlandske virksomheder ser store muligheder, men ethvert projekt er præget af hierarki, religion, uigennemsigtige beslutningsprocesser og regler, som er vanskelige for udenforstående at gennemskue. Da tre danskere bliver involveret i et projekt om hospitalskøkkener nær Mekka, udvikler det, der begynder som en lukrativ konsulentopgave, sig snart til en rejse gennem kulturelle sammenstød, moralske kompromiser og politisk fare. Det religiøse oprør i Mekka i november 1979 vender op og ned på alt.

[ Køb nu ](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641)

 ![](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S.jpeg) 

**Undertitel**: Et kapløb mod uret og dine værdier, når en god idé møder udførelsens brutale virkelighed.

**Handlingssted:** Japan, USA, Kina og Danmark, 1988–1989.

**Historisk baggrund:** Kina åbner sin økonomi, Japan er blevet en teknologisk stormagt, og globaliseringen er i gang med at tegne kortet for international forretning på ny. For en lille dansk teknologivirksomhed med en ambitiøs ny printer synes mulighederne enorme. Men den hurtige vækst afslører svagheder i produktdesignet, presset økonomi og dybe kulturelle forskelle. Henrik Bertelsen må derfor søge hjælp i Japan og Kina for at finde en løsning. Da han ankommer til Beijing i juni 1989, kolliderer forretningsmæssige udfordringer pludselig med historien, da demonstrationerne for demokrati på Den Himmelske Freds Plads nærmer sig deres voldelige afslutning.

[ Forudbestil ](https://www.plusbog.dk/helt-fra-bunden-hans-peter-bech-9788793116863)

---

### [Startseite](https://hpbech.com/)

**Published:** September 12, 2024
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg) 

Ich bin ein dänischer Autor und Wirtschaftsschriftsteller. Meine Henrik-Bertelsen-Saga verbindet historische Ereignisse, internationales Geschäftsleben und geopolitische Spannungen mit den persönlichen Entscheidungen und moralischen Dilemmata von Menschen, die in Zeiten globaler Veränderungen ihren Weg finden müssen.

 ![](https://hpbech.com/wp-content/uploads/Boox-Hvidt-Logo.png) 

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg)

 ![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg) 

### Words drive behaviour

 ![](https://hpbech.com/wp-content/uploads/Boox-Hvidt-Logo.png) 

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4.jpg)

 ![Book titled "Der Dollar-Kompass" by Hans Peter Bech on a wooden table with a Soviet flag, an American flag, a smartphone, and an espresso cup nearby.](https://hpbech.com/wp-content/uploads/MU-DDK-on-table4-squarre.png) 

[ Neuer Roman ](https://hpbech.com/de/buecher/der-dollar-kompass/)

 ![](https://hpbech.com/wp-content/uploads/9GBQE46B.png) 

 [](/books/5460-miles-from-silicon-valley/)## **5,460 miles from silicon valley**

#### Die ausführliche Fallstudie über Microsofts erste Milliardenübernahme außerhalb der USA

[ Read More ](/books/5460-miles-from-silicon-valley/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog-1.jpeg) 

 [](/about/)## [**Über mich**](https://hpbech.com/de/ueber-boox/bio/)

 [](/blog)## Neu auf dem Blog

[ Lies die neuesten Beiträge ](/blog/)

 [](/blog)# Presse & Blogger

#### Material für Journalist:innen und Blogger:innen – kompakt, verlässlich und direkt zum Download.

[ Pressemappen ](https://hpbech.com/de/ueber-boox/presse/)

 ![](https://hpbech.com/wp-content/uploads/g3gOYLTk.png) 

[ Read more ](/books/revenue-generation-fundamentals/)

 ![](https://hpbech.com/wp-content/uploads/9GBQE46B.png) 

## **5,460 miles from silicon valley**

#### The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

[ Read More ](/boger/fra-damgaard-til-microsoft/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech.jpeg) 

 [](/about/)### [**About me**](/about/)

 [](/blog)## News on the blog

[ Read the latest posts ](/blog/)

 [](/blog)# Content for You

#### Get more qualified leads into and through your pipeline.

[ Read more ](/content-for-you)

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

##### Internationale Geschäftsentwicklung in der Softwareindustrie

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

##### Inhalte, die Ihre Aufmerksamkeit anziehen und halten

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

##### Ich biete Workshops, Keynotes und Beratung an.

## Folgen Sie mir auf LinkedIn

Ich bin auf LinkedIn aktiv – zögern Sie bitte nicht, mir dort zu folgen.

[ Follow me ](https://dk.linkedin.com/in/hanspeterbech)

 ![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png) 

# **Der Dollar-Kompass**

### *Supercomputer, Machtspiele und Abgründe im Spätherbst des Kalten Krieges*

> ★★★★★ Die Fähigkeit des Autors, Geschäftsstrategie, Technologiegeschichte und menschliches Drama zu einer einzigen Erzählung zu verweben, ist außergewöhnlich. – Amazon-Rezension

Wir schreiben das Jahr 1985. Henrik Bertelsen balanciert auf Messers Schneide: Vertriebsleiter eines krisengeschüttelten amerikanischen Technologieunternehmens, Vater kleiner Kinder und ambitionierter Amateurmusiker.

Im kleinen Reihenhaus der Wohngemeinschaft versucht seine Frau Sammy, nach der Elternzeit wieder zu sich selbst zu finden und zugleich einen anspruchsvollen Führungsjob zu bewältigen, der mit Henriks häufigen Reisen kollidiert.

Als Gorbatschow Glasnost einführt und Reagan mit einem neuen Kurs reagiert, wird Henrik nach Moskau geschickt, um jenen Milliardenauftrag zu verfolgen, der das Unternehmen retten könnte.

Doch hinter guten Absichten und höflichem Lächeln lauern verborgene Interessen, Machtkämpfe, Bestechung und moralische Grauzonen.

Der Dollar-Kompass ist eine intensive und zum Nachdenken anregende Geschichte darüber, wie kleine Kompromisse zu großen Verrätereien werden können – und wie weit ein Mensch getrieben werden kann, bevor er sich selbst verliert.

[ Mehr lesen ](https://hpbech.com/de/buecher/der-dollar-kompass/)

## 5,460 Miles from Silicon Valley

★★★★★

*“**Entertaining and informative case study of entrepreneurial success***

*I highly recommend this book to anyone interested in business or entrepreneurship. As many have stated, it could easily be a case study or mandatory reading for business and management schools.”*

*Amazon Reader Review*

[ Read More ](/books/5460-miles-from-silicon-valley/)

 ![](https://hpbech.com/wp-content/uploads/9GBQE46B.png) 

## Neu auf dem Blog

Ich schreibe Beiträge über Geschäftsentwicklung, Managementberatung, Politik, Bücher, Verlagswesen, Reisen und andere spannende Themen.

[ The Blog ](/blog/)

 [ ![Business, Politics and Choices — The pursuit of a good life in a changing world.](https://hpbech.com/wp-content/uploads/00-banner-800x333.png) ](https://hpbech.com/what-are-we-actually-working-towards/) 

#####  [What Are We Actually Working Towards?](https://hpbech.com/what-are-we-actually-working-towards/) 

 What are we working towards? Hans Peter Bech explores ambition, money, moral choices and the \[...\]

 [ Read more ](https://hpbech.com/what-are-we-actually-working-towards/) 

 07
 Sep 

 [ ![](https://hpbech.com/wp-content/uploads/Partner-P-and-L-400x400.png) ](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

#####  [The Classic Virtues of Partner Channels – Now with AI as a Lever](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

 Technology companies seeking to increase growth and market share through an indirect channel of business \[...\]

 [ Read more ](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

 03
 Sep 

 [ ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S-267x400.png) ](https://hpbech.com/building-successful-business-models/) 

#####  [Building Successful Business Models](https://hpbech.com/building-successful-business-models/) 

  Many books about business models are written to cover all types of businesses and \[...\]

 [ Read more ](https://hpbech.com/building-successful-business-models/) 

 01
 Sep 

 [ ![Two coworkers on phones at a desk arranged with connected icons: shielded email, gifts, a checklist, a group of people, gears, and a rising chart with a dollar sign, suggesting customer support and business processes.](https://hpbech.com/wp-content/uploads/When-to-cold-call-on-the-phone-400x400.png) ](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

#####  [Cold Calling in the Age of AI and Multichannel Selling – Part 2](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

 In that sense, the real challenge is not to build a sales organisation full of \[...\]

 [ Read more ](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

 18
 Aug

---

### [Blog](https://hpbech.com/blog-en/)

**Published:** November 15, 2023
**Author:** Hans Peter Bech

---

### [Blog](https://hpbech.com/blog-en/)

**Published:** November 15, 2023
**Author:** Hans Peter Bech

---

### [Forside](https://hpbech.com/)

**Published:** September 12, 2024
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4-1.jpg) 

Jeg er forfatter og erhvervsskribent. Min Henrik Bertelsen-saga kombinerer historiske begivenheder, internationalt erhvervsliv og geopolitiske spændinger med de personlige valg og moralske dilemmaer, som mennesker møder i perioder med globale forandringer.

 ![](https://hpbech.com/wp-content/uploads/Boox-Hvidt-Logo.png) 

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4-1.jpg)

 ![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4-1.jpg) 

### ord styrer adfærd

 ![](https://hpbech.com/wp-content/uploads/Boox-Hvidt-Logo.png) 

![](https://hpbech.com/wp-content/uploads/Design-uden-navn-4-1.jpg)

 ![](https://hpbech.com/wp-content/uploads/HFB-on-table3-XS.png)

## **ny [ROMAN](https://hpbech.com/da/boeger/for-ussel-mammon/)**

 ![](https://hpbech.com/wp-content/uploads/Fra-Damgaard-til-Microsoft-i-Alleroed-boghandel-20240912-133101.jpeg) 

## **Fra Damgaard til Microsoft**

### ![ ](https://parametre.online/vywfpx9idnhuec01s9e.png)Danmarks bedst dokumenterede iværksætterhistorie

[ Læs historien her ](https://hpbech.com/da/boeger/fra-damgaard-til-microsoft/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog-1.jpeg) 

 [](/about/)## [**Om mig**](https://hpbech.com/da/om-boox/om-hans-peter-bech/)

 ![](https://hpbech.com/wp-content/uploads/Global-planning-660x660-1-1.png)

## **Internationale strategier**

[ engelske udgivelser ](https://tbkconsult.com/publishing/)

## nyt på bloggen

[ Se de nyeste artikler ](/category/blog/)

 ![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-for-book-page.png)

### **ny erhvervsroman**

 ![](https://hpbech.com/wp-content/uploads/Fra-Damgaard-til-Microsoft-for-book-page.png) 

### **Fra Damgaard til Microsoft**

#### ![ ](https://parametre.online/vywfpx9idnhuec01s9e.png)Danmarks bedst dokumenterede iværksætterhistorie

[ Læs historien her ](/boger/fra-damgaard-til-microsoft/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog-1.jpeg) 

 [](/about/)### [**Om mig**](/about/)

 ![](https://hpbech.com/wp-content/uploads/Man-with-globe-500-1.png)

### **Internationale strategier**

[ engelske udgivelser ](/boger/)

### nyt på bloggen – hver uge

[ Se de nyeste artikler ](/category/blog/)

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

International forretningsudvikling.

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

Indhold der tiltrækker og fastholder din målgruppe.

 version="1.0" standalone="no"?Created by potrace 1.15, written by Peter Selinger 2001-2017  

Workshops, foredrag og rådgivning.

## hold dig opdateret på Linkedin

Jeg er mest af alt aktiv på LinkedIn – så tøv ikke med at følge mig der.

[ Følg mig på LinkedIn ](https://dk.linkedin.com/in/hanspeterbech)

 ![](https://hpbech.com/wp-content/uploads/3D-Bunden-on-table-w-glasses-S.jpeg) 

Udkommer den 17. september 2026

# Helt fra bunden

## Et kapløb med tid og værdier, når en innovativ idé rammer eksekveringens brutale virkelighed

**En højaktuel erhvervsroman om moralske dilemmaer og succesens pris**

På rekordtid skaber Henrik Bertelsen international succes for sin tech-startup.
Men fundamentet slår revner.

Kulturforskelle slår knuder, produktfejl hober sig op, og kassen tømmes. 
Hjemme lever familien et liv, han sjældent er en del af. Også hans rockband kræver hans nærvær.

I Japan aner han en løsning, men mødes af skepsis. Da ledelsen omsider bakker ham op, er tiden ved at rinde ud.

I jagten på redningsplanken lander Henrik og kollegaen Mark i Beijing i juni 1989 – netop som folket går på gaden med krav om frihed og rettigheder, vi i Vesten tager for givet.

En aften på Den Himmelske Freds Plads hvirvles de ind i historiens malstrøm og bliver vidner til menneskets bundløse grusomhed.

Mens både virksomheden og demonstranterne kæmper mod overmagten, må Henrik vælge: Blive og kæmpe – eller redde sig selv?

[ Læs mere her ](https://hpbech.com/da/boeger/helt-fra-bunden/)

## Fra damgaard til microsoft

★★★★★
“*Som iværksætter fandt jeg bogen inspirerende og lærerig! En virkelig velskrevet og gennemarbejdet bog, der både er spændende og underholdende – også for én, der ikke har den store kendskab til IT. Jeg kan varmt anbefale den!”*

*Mia Louise R*

[ Køb bogen her ](/boger/fra-damgaard-til-microsoft/)

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-small-1.png) 

## nyt på bloggen

Her finder du artikler om international forretningsudvikling, politk, samfundsforhold, turisme, forlagsvirksomhed og alle de andre emner, som optager mig.

[ Se alle artikler ](https://hpbech.com/da/category/blog-2/)

 [ ![Business, Politics and Choices — The pursuit of a good life in a changing world.](https://hpbech.com/wp-content/uploads/00-banner-800x333.png) ](https://hpbech.com/what-are-we-actually-working-towards/) 

#####  [What Are We Actually Working Towards?](https://hpbech.com/what-are-we-actually-working-towards/) 

 What are we working towards? Hans Peter Bech explores ambition, money, moral choices and the \[...\]

 [ Læs mere ](https://hpbech.com/what-are-we-actually-working-towards/) 

 07
 Sep 

 [ ![](https://hpbech.com/wp-content/uploads/Partner-P-and-L-400x400.png) ](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

#####  [The Classic Virtues of Partner Channels – Now with AI as a Lever](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

 Technology companies seeking to increase growth and market share through an indirect channel of business \[...\]

 [ Læs mere ](https://hpbech.com/the-classic-virtues-of-partner-channels-now-with-ai-as-a-lever/) 

 03
 Sep 

 [ ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S-267x400.png) ](https://hpbech.com/building-successful-business-models/) 

#####  [Building Successful Business Models](https://hpbech.com/building-successful-business-models/) 

  Many books about business models are written to cover all types of businesses and \[...\]

 [ Læs mere ](https://hpbech.com/building-successful-business-models/) 

 01
 Sep 

 [ ![Two coworkers on phones at a desk arranged with connected icons: shielded email, gifts, a checklist, a group of people, gears, and a rising chart with a dollar sign, suggesting customer support and business processes.](https://hpbech.com/wp-content/uploads/When-to-cold-call-on-the-phone-400x400.png) ](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

#####  [Cold Calling in the Age of AI and Multichannel Selling – Part 2](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

 In that sense, the real challenge is not to build a sales organisation full of \[...\]

 [ Læs mere ](https://hpbech.com/cold-calling-in-the-age-of-ai-and-multichannel-selling-part-2/) 

 18
 Aug

---

### [biZnes](https://hpbech.com/biznes-en/)

**Published:** February 18, 2026
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/5books_mockup_Biznes_ver1-S-800x800.jpg) 

### **Welcome to BOOX biZnes.**

We publish practical, no-nonsense books on international business development, marketing, sales, and management in the IT industry.

Our focus is on revenue generation professionals in smaller B2B software companies — companies with strong products, real expertise, and global potential, but limited budgets and lean teams. We understand the reality of having big ambitions and small resources.

That is why our books are written as hands-on, step-by-step how-to guides. They are built for immediate application — not theory for the shelf, but practical frameworks, tools, and strategies you can use right away to win customers, build channels, enter new markets, and grow revenue efficiently.

The books are available from on- and offline bookshops.

 ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png) 

#### **Revenue Generation Fundamentals**

Successful Principles for B2B Software Companies

[ read more ](http://subscribepage.io/bXJYOa)

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-for-book-page.png) 

#### **Going Global on a Shoestring**

Scaling Internationally with Limited Resources

[ buy now ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software/dp/8793116284)

#### **Building Successful Partner Channels**

The Go-To Bestseller for Mastering IT Reseller Channels

[ buy now ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

 ![](https://hpbech.com/wp-content/uploads/Management-Consulting-Essentials-for-book-page.png) 

#### **Management Consulting Essentials**

How Independent Consultants Win Clients and Get Paid What They’re Worth

[ buy now ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

 ![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1.png) 

#### **5,460 Miles from Silicon Valley**

The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

[ buy now ](https://www.amazon.com/460-Miles-Silicon-Valley-depth/dp/8793116357)

 ![](https://hpbech.com/wp-content/uploads/Fra-Damgaard-til-Microsoft-for-book-page.png) 

#### Fra Damgaard til Microsoft

Danmarks bedst dokumenterede iværksætterhistorie, mener læserne.

[ Køb nu ](https://www.plusbog.dk/fra-damgaard-til-microsoft-hans-peter-bech-9788793116344)

---

### [biZnes](https://hpbech.com/biznes-en/)

**Published:** February 18, 2026
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/5books_mockup_Biznes_ver1-S-800x800.jpg) 

### **Welcome to BOOX biZnes.**

We publish practical, no-nonsense books on international business development, marketing, sales, and management in the IT industry.

Our focus is on revenue generation professionals in smaller B2B software companies — companies with strong products, real expertise, and global potential, but limited budgets and lean teams. We understand the reality of having big ambitions and small resources.

That is why our books are written as hands-on, step-by-step how-to guides. They are built for immediate application — not theory for the shelf, but practical frameworks, tools, and strategies you can use right away to win customers, build channels, enter new markets, and grow revenue efficiently.

The books are available from on- and offline bookshops.

 ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png) 

#### **Revenue Generation Fundamentals**

Successful Principles for B2B Software Companies

[ read more ](http://subscribepage.io/bXJYOa)

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-for-book-page.png) 

#### **Going Global on a Shoestring**

Scaling Internationally with Limited Resources

[ buy now ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software/dp/8793116284)

#### **Building Successful Partner Channels**

The Go-To Bestseller for Mastering IT Reseller Channels

[ buy now ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

 ![](https://hpbech.com/wp-content/uploads/Management-Consulting-Essentials-for-book-page.png) 

#### **Management Consulting Essentials**

How Independent Consultants Win Clients and Get Paid What They’re Worth

[ buy now ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

 ![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1.png) 

#### **5,460 Miles from Silicon Valley**

The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

[ buy now ](https://www.amazon.com/460-Miles-Silicon-Valley-depth/dp/8793116357)

 ![](https://hpbech.com/wp-content/uploads/Fra-Damgaard-til-Microsoft-for-book-page.png) 

#### Fra Damgaard til Microsoft

Danmarks bedst dokumenterede iværksætterhistorie, mener læserne.

[ Køb nu ](https://www.plusbog.dk/fra-damgaard-til-microsoft-hans-peter-bech-9788793116344)

---

### [biZnes](https://hpbech.com/biznes-en/)

**Published:** February 18, 2026
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/5books_mockup_Biznes_ver1-S-800x800.jpg) 

### **Welcome to BOOX biZnes.**

We publish practical, no-nonsense books on international business development, marketing, sales, and management in the IT industry.

Our focus is on revenue generation professionals in smaller B2B software companies — companies with strong products, real expertise, and global potential, but limited budgets and lean teams. We understand the reality of having big ambitions and small resources.

That is why our books are written as hands-on, step-by-step how-to guides. They are built for immediate application — not theory for the shelf, but practical frameworks, tools, and strategies you can use right away to win customers, build channels, enter new markets, and grow revenue efficiently.

The books are available from on- and offline bookshops.

 ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png) 

#### **Revenue Generation Fundamentals**

Successful Principles for B2B Software Companies

[ read more ](http://subscribepage.io/bXJYOa)

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-for-book-page.png) 

#### **Going Global on a Shoestring**

Scaling Internationally with Limited Resources

[ buy now ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software/dp/8793116284)

 ![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page.png) 

#### **Building Successful Partner Channels**

The Go-To Bestseller for Mastering IT Reseller Channels

[ buy now ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

 ![](https://hpbech.com/wp-content/uploads/Management-Consulting-Essentials-for-book-page.png) 

#### **Management Consulting Essentials**

How Independent Consultants Win Clients and Get Paid What They’re Worth

[ buy now ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

 ![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1.png) 

#### **5,460 Miles from Silicon Valley**

The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

[ buy now ](https://www.amazon.com/460-Miles-Silicon-Valley-depth/dp/8793116357)

 ![](https://hpbech.com/wp-content/uploads/Fra-Damgaard-til-Microsoft-for-book-page.png) 

#### Fra Damgaard til Microsoft

Danmarks bedst dokumenterede iværksætterhistorie, mener læserne.

[ Køb nu ](https://www.plusbog.dk/fra-damgaard-til-microsoft-hans-peter-bech-9788793116344)

---

### [BOOX fiXion Nachrichten](https://hpbech.com/boox-fixion-notification/)

**Published:** August 29, 2026
**Author:** Hans Peter Bech

**Content:**

#  Benachrichtigungen über Neuerscheinungen von BOOX fiXion 

 ![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

        Please leave this field empty

## ****Kein neues Buch verpassen**.**

### **Erfahren Sie, wenn wir einen neuen Wirtschaftsroman mit geopolitischem Fokus veröffentlichen – voraussichtlich höchstens einmal im Jahr**

![](https://hpbech.com/wp-content/uploads/Privacy-policy-OK-280x280.png)

W*ir versenden keinen Spam! Weitere Informationen finden Sie in unserer* *[Datenschutzerklaerung](https://hpbech.com/de/ueber-boox/datenschutzerklaerung/).*

Prüfen Sie Ihren Posteingang oder Spam-Ordner, um Ihre Anmeldung zu bestätigen.

---

### [BOOX fiXion Notification](https://hpbech.com/boox-fixion-notification/)

**Published:** August 29, 2026
**Author:** Hans Peter Bech

**Content:**

#  BOOX fiXion New Release Alerts 

 ![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

        Please leave this field empty

# **Don’t miss our next book**

### Be notified when we publish a new business novel with a geopolitical focus – probably no more than once a year.

![](https://hpbech.com/wp-content/uploads/Privacy-policy-OK-280x280.png)

*We don’t send spam! Read our [Privacy Policy](https://hpbech.com/about_boox/privacy-policy/) for more information.*

Check your inbox or spam folder to confirm your subscription.

---

### [BOOX fiXion nyheder](https://hpbech.com/boox-fixion-notification/)

**Published:** August 29, 2026
**Author:** Hans Peter Bech

**Content:**

#  Besked om nye udgivelser fra BOOX fiXion 

 ![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

        Please leave this field empty

## ****Gå ikke glip af nye bøger****

## **Tilmeld dig, og få en mail, når vi udgiver den næste geopolitiske erhvervsroman.** Vi skriver næppe mere end én gang om året.

[![](https://hpbech.com/wp-content/uploads/Privacy-policy-OK-280x280.png)](https://hpbech.com/wp-content/uploads/Privacy-policy-OK.png)

Vi sender ikke *Spam! læs mere on vores* [privatslivspolitik](https://hpbech.com/da/om-boox/privatlivspolitik/)*.*

Tjek din indbakke eller spammappe for at bekræfte din tilmelding.

---

### [Signup for Business Books](https://hpbech.com/signup-for-business-books/)

**Published:** August 29, 2026
**Author:** Hans Peter Bech

**Content:**

#  Signup for Business Books 

 ![](https://hpbech.com/wp-content/uploads/5books_mockup_Biznes_ver1-S-800x800.jpg) 

        Please leave this field empty

## **International business development** in the software industry

## **Sign up to receive notifications about new publications.**

[![](https://hpbech.com/wp-content/uploads/Privacy-policy-OK-280x280.png)](https://hpbech.com/wp-content/uploads/Privacy-policy-OK.png)

*We don’t spam! Read our [privacy policy](https://hpbech.com/about_boox/privacy-policy/) for more info.*

Check your inbox or spam folder to confirm your subscription.

---

### [Unsubscribe_Success](https://hpbech.com/unsubscribe_success/)

**Published:** August 28, 2026
**Author:** Hans Peter Bech

**Content:**

#  Goodbye | Auf Wiedersehen | Farvel 

 ![](https://hpbech.com/wp-content/uploads/Personer-med-flag-resubscribe-1400x700.png) 

[Fortryd · Rückgängig machen · Undo](https://hpbech.com/confirmation/?mailpoet_router&endpoint=subscription&action=manage&data=eyJ0b2tlbiI6ImRlNDE0YyIsImVtYWlsIjoiaHBiZWNoQGljbG91ZC5jb20ifQ)

You can resubscribe above if you have changed your mind.

Sie können sich oben erneut anmelden, falls Sie Ihre Meinung geändert haben.

Du kan tilmelde dig igen ovenfor, hvis du har fortrudt det.

---

### [Unsubscribe](https://hpbech.com/unsubscribe/)

**Published:** August 28, 2026
**Author:** Hans Peter Bech

**Content:**

#  Unsubscribe | Vom Newsletter abmelden | Afmeld nyhedsbrevet 

## Sorry to see you go

Click the button below to unsubscribe

[![](https://hpbech.com/wp-content/uploads/Person-med-union-jack-pa-hvid-baggrund-sorry-800x800.png)](https://hpbech.com/wp-content/uploads/Person-med-union-jack-pa-hvid-baggrund-sorry.png)

## Schade, dass du gehst

Klicke auf die Schaltfläche unten, um dich abzumelden.

[![](https://hpbech.com/wp-content/uploads/Person-med-tysk-flag-pa-hvid-baggrund-sorry-800x800.png)](https://hpbech.com/wp-content/uploads/Person-med-tysk-flag-pa-hvid-baggrund-sorry.png)

## Vi er kede af at se dig gå

Klik på knappen nedenfor for at afmelde dig.

[![](https://hpbech.com/wp-content/uploads/Person-med-dansk-flag-sorry-800x800.png)](https://hpbech.com/wp-content/uploads/Person-med-dansk-flag-sorry.png)

\[mailpoet\_page\]

---

### [Confirmation](https://hpbech.com/confirmation/)

**Published:** August 28, 2026
**Author:** Hans Peter Bech

**Content:**

#  Confirmed | Bestätigt | Bekræftet 

 ![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

 ![](https://hpbech.com/wp-content/uploads/5books_mockup_Biznes_ver1-S-800x800.jpg) 

## Thank you for signing up

We have received your confirmation and added you to the mailing list you selected.

We only send messages once or twice a year, and you can unsubscribe at any time.

[![](https://hpbech.com/wp-content/uploads/Person-med-union-jack-pa-hvid-baggrund-280x280.png)](https://hpbech.com/wp-content/uploads/Person-med-union-jack-pa-hvid-baggrund.png)

## Vielen Dank für Ihre Anmeldung

Wir haben Ihre Bestätigung erhalten und Sie in die von Ihnen ausgewählte Mailingliste aufgenommen.

Wir versenden nur ein- bis zweimal im Jahr Nachrichten, und Sie können sich jederzeit abmelden.

[![](https://hpbech.com/wp-content/uploads/Person-med-tysk-flag-pa-hvid-baggrund.png)](https://hpbech.com/wp-content/uploads/Person-med-tysk-flag-pa-hvid-baggrund.png)

## Tak for din tilmelding

Vi har modtaget din bekræftelse og tilføjet dig til den mailingliste, du valgte.

Vi sender kun beskeder ud 1-2 gange om året, og du kan til enhver tid afmelde dig.

[![](https://hpbech.com/wp-content/uploads/Person-med-dansk-flag-pa-hvid-baggrund-800x800.png)](https://hpbech.com/wp-content/uploads/Person-med-dansk-flag-pa-hvid-baggrund.png)

---

### [fiXion](https://hpbech.com/books/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

## **Willkommen bei BOOX fixion.**

Wir veröffentlichen Wirtschaftsromane, die in der nordischen Gesellschaft verwurzelt sind – Geschichten über Ehrgeiz, Loyalität, Macht und den menschlichen Preis des Erfolgs.

Unsere Romane handeln von Menschen, die innerhalb eines Gesellschaftsmodells, das auf gemeinsamer Sicherheit und Chancengleichheit beruht, die Freiheit haben, große Träume zu verfolgen. Gleichzeitig müssen sie das Spannungsfeld zwischen Karriere, Gewissen und persönlichen Beziehungen meistern, wenn der Erfolg Aufmerksamkeit, Druck und schwierige Entscheidungen mit sich bringt.

In diesen Geschichten ist Geschäft niemals nur Geschäft. Märkte verändern sich. Allianzen verschieben sich. Was vielversprechend erscheint, entwickelt sich selten wie erwartet. Erfolg zieht Aufmerksamkeit auf sich – und ruft Widerstand hervor. Die Figuren müssen Freunde von Rivalen unterscheiden, Ideale und Realität miteinander in Einklang bringen und sich anpassen, wenn sich die Spielregeln plötzlich ändern.

Im Mittelpunkt steht eine zeitlose Frage: Wie viel von dir selbst bist du bereit, für deinen Erfolg zu opfern?

Die Romane sind im stationären Buchhandel und online erhältlich.

 ![](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S-3.png) 

## Tumult in Mekka

Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette

[ Jetzt kaufen ](https://www.amazon.de/dp/8793116799)

 ![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-2.png) 

## Der Dollar-Kompass

Supercomputer, Machtspiele und Abgründe im Spätherbst des Kalten Krieges

[ Jetzt kaufen ](https://www.amazon.de/dp/8793116977)

 ![](https://hpbech.com/wp-content/uploads/MU-AAA-standard-S-1.png) 

## Alles auf Anfang

Ein Wettlauf gegen die Zeit und ein Ringen um Werte, als eine innovative Idee auf die brutale Realität der Umsetzung trifft.

[ Demnächst ](https://hpbech.com/de/)

---

### [fiXion](https://hpbech.com/books/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/5books_mockup_fixion_white_ver4-S-800x800.jpg) 

### **Welcome to BOOX fixion.**

We publish business novels rooted in Nordic society — stories about ambition, loyalty, power, and the human cost of success.

Our fiction follows individuals who are given the freedom to pursue bold dreams within a social model built on shared security and opportunity — and who must navigate the tension between career, conscience, and close relationships as success brings visibility, pressure, and difficult choices.

In these stories, business is never just business. Markets shift. Alliances change. What appears promising rarely unfolds as expected. Success attracts attention — and opposition. Characters are forced to distinguish friends from rivals, balance ideals with reality, and adapt when the rules change mid-game.

At the centre lies a timeless question: How much of yourself are you willing to trade for achievement?

The novels are available from on- and offline bookshops.

 ![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page.png) 

## Tumult in Mecca

Petrodollars, Desert Mystique, and Existential Dilemmas on the Road to the Holy City.

[ buy now ](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected/dp/8793116705)

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png) 

## The Dollar Compass

Supercomputers, Power Politics, and Moral Deception in the Autumn of the Cold War.

[ buy now ](https://www.amazon.com/dp/B0GRSBXN1T)

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-2.png) 

## Starting from Scratch

A Race Against Time and Values When an Innovative Idea Meets the Brutal Reality of Execution

[ sign up ](http://subscribepage.io/8Ka7bB)

---

### [Über BOOX](https://hpbech.com/about_boox/)

**Published:** February 24, 2008
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png) 

## Erfahrung – umgesetzt in Bücher und Beratung

Verlagstätigkeit und Beratung sind eng miteinander verbunden. Die Bücher vermitteln Ideen, Erkenntnisse und Erfahrungen an ein breites Publikum, während die Beratung diese auf die konkreten Chancen und Herausforderungen einzelner Softwareunternehmen überträgt.

Gemeinsam verbinden BOOX Publishing und BOOX Consulting praktische Geschäftserfahrung mit dem Anspruch, Wissen sowohl durch Bücher als auch durch professionelle Beratung weiterzugeben.

 ![](https://hpbech.com/wp-content/uploads/Portraet-Hans-Peter-Bech-S-1.jpg) 

BOOX ApS ist im Besitz von [Hans Peter Bech](https://hpbech.com/about_hans_peter_bech_author/bio/) und wird von ihm geführt.

# Über BOOX

BOOX Publishing & Consulting vereint zwei sich ergänzende Tätigkeitsbereiche: die Veröffentlichung von Büchern und die Beratung von B2B-Softwareunternehmen bei der internationalen Geschäftsentwicklung.

## BOOX Publishing

BOOX Publishing veröffentlicht Bücher unter zwei eigenständigen Verlagsmarken:

**[BOOX fiXion](https://hpbech.com/de/buecher-de/)** ist die Verlagsmarke für Belletristik.

**[BOOX biZnes](https://hpbech.com/biznes/)** ist die Verlagsmarke für Wirtschaftsbücher mit besonderem Schwerpunkt auf internationalem Wachstum, Geschäftsentwicklung und der Softwarebranche.

Die beiden Verlagsmarken ermöglichen es den Leserinnen und Lesern, unsere belletristischen Titel und Wirtschaftsbücher klar voneinander zu unterscheiden, während sie gleichzeitig unter dem Namen BOOX eine gemeinsame Identität bewahren.

## BOOX Consulting

[BOOX Consulting](https://hpbech.com/de/beratung/) berät B2B-Softwareunternehmen, die ihr internationales Geschäft entwickeln und ausbauen möchten.

Die Beratung konzentriert sich auf die kommerziellen Herausforderungen des internationalen Wachstums. Wir unterstützen Unternehmen dabei, Chancen zu bewerten, fundierte strategische Entscheidungen zu treffen und ihre Ambitionen in konkrete Initiativen zur Geschäftsentwicklung umzusetzen.

[](https://www.facebook.com/hpbech/ "Follow on Facebook")[](https://twitter.com/hpbech "Follow on X")[](https://dk.linkedin.com/in/hanspeterbech?trk=profile-badge "Follow on LinkedIn")[](https://www.youtube.com/@HansPeterBechDK "Follow on YouTube")

---

### [Om BOOX](https://hpbech.com/about_boox/)

**Published:** February 24, 2008
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png) 

## Erfaring omsat til bøger og rådgivning

Forlagsvirksomhed og rådgivning er tæt forbundne. Bøgerne formidler idéer, indsigt og erfaring til en bred læserskare, mens rådgivningen anvender dem på de konkrete muligheder og udfordringer, som den enkelte softwarevirksomhed står over for.

BOOX Publishing og BOOX Consulting forener praktisk forretningserfaring med et ønske om at dele viden gennem både bøger og professionel rådgivning.

 ![](https://hpbech.com/wp-content/uploads/Portraet-Hans-Peter-Bech-S-1.jpg) 

#### BOOX ApS ejes og drives af [Hans Peter Bech](https://hpbech.com/about_hans_peter_bech_author/bio/).

# Om BOOX

BOOX Publishing & Consulting samler to komplementære aktiviteter: udgivelse af bøger og rådgivning af B2B-softwarevirksomheder om international forretningsudvikling.

## BOOX Publishing

BOOX Publishing udgiver bøger under to forskellige forlagsnavne:

**[BOOX fiXion](https://hpbech.com/da/boeger/)** er forlagsnavnet for skønlitteratur.

**[BOOX biZnes](https://hpbech.com/biznes/)** er forlagsnavnet for erhvervsbøger med særligt fokus på international vækst, forretningsudvikling og softwareindustrien.

De to forlagsnavne gør det nemt for læserne at skelne mellem vores skønlitterære titler og erhvervsbøger, samtidig med at de bevarer en fælles identitet under BOOX-navnet.

## BOOX Consulting

[BOOX Consulting](https://hpbech.com/da/consulting/) rådgiver B2B-softwarevirksomheder, der ønsker at udvikle og udvide deres internationale forretning.

Rådgivningen fokuserer på de kommercielle udfordringer, der er forbundet med international vækst. Vi hjælper virksomheder med at vurdere muligheder, træffe velunderbyggede strategiske valg og omsætte deres ambitioner til konkrete initiativer inden for forretningsudvikling.

[](https://www.facebook.com/hpbech/ "Follow on Facebook")[](https://twitter.com/hpbech "Follow on X")[](https://dk.linkedin.com/in/hanspeterbech?trk=profile-badge "Follow on LinkedIn")[](https://www.youtube.com/@HansPeterBechDK "Follow on YouTube")

---

### [About BOOX](https://hpbech.com/about_boox/)

**Published:** February 24, 2008
**Author:** Hans Peter Bech

**Content:**

![](https://hpbech.com/wp-content/uploads/BOOX_LOGO.png) 

## Experience turned into books and advice

Publishing and consulting are closely connected. The books communicate ideas, insights and experience to a broad readership, while the consultancy applies them to the specific opportunities and challenges facing individual software companies.

Together, BOOX Publishing and BOOX Consulting combine practical business experience with a commitment to sharing knowledge through both books and professional advice.

 ![](https://hpbech.com/wp-content/uploads/Portraet-Hans-Peter-Bech-S-1.jpg) 

#### BOOX ApS is owned and operated by [Hans Peter Bech](https://hpbech.com/about_hans_peter_bech_author/bio/).

# About BOOX

BOOX Publishing & Consulting brings together two complementary activities: publishing books and advising B2B software companies on international business development.

## BOOX Publishing

BOOX Publishing publishes books under two distinct imprints:

[**BOOX fiXion**](https://hpbech.com/books/) is the imprint for fiction.

[**BOOX biZnes**](https://hpbech.com/biznes/) is the imprint for business books, with a particular focus on international growth, business development and the software industry.

The two imprints make it easy for readers to distinguish between our fiction and business titles while retaining a shared identity under the BOOX name.

## BOOX Consulting

[BOOX Consulting](https://hpbech.com/consulting/) provides advisory services to B2B software companies seeking to develop and expand their international business.

The consultancy focuses on the commercial challenges associated with international growth, helping companies assess opportunities, make informed strategic choices and turn their ambitions into practical business-development initiatives.

[](https://www.facebook.com/hpbech/ "Follow on Facebook")[](https://twitter.com/hpbech "Follow on X")[](https://dk.linkedin.com/in/hanspeterbech?trk=profile-badge "Follow on LinkedIn")[](https://www.youtube.com/@HansPeterBechDK "Follow on YouTube")

---

### [Datenschutzerklärung](https://hpbech.com/about_boox/privacy-policy/)

**Published:** August 27, 2026
**Author:** Hans Peter Bech

**Content:**

#  Datenschutzerklärung für E-Mail-Newsletter 

 ![](https://hpbech.com/wp-content/uploads/Privacy-Policy-Banner-160x800.png) 

Zuletzt aktualisiert: 27. August 2026

## 1. Verantwortlicher

BOOX ApS ist der Verantwortliche für die Verarbeitung Ihrer personenbezogenen Daten im Zusammenhang mit unserem Newsletter.

**Unternehmensname:** BOOX ApS
**Unternehmensregisternummer (CVR):** 27402917
**Adresse:** Leerbjerg Lod 11, DK-3400 Hillerød, Dänemark
**E-Mail:** 
**Telefon:** +45 2347 6762

## 2. Personenbezogene Daten, die wir verarbeiten

Wenn Sie sich für unseren Newsletter anmelden, können wir folgende Informationen verarbeiten:

\- Ihren Namen, sofern Sie ihn angegeben haben
\- Ihre E-Mail-Adresse
\- Datum und Uhrzeit Ihrer Anmeldung
\- Den Nachweis Ihrer Einwilligung
\- Datum und Uhrzeit einer etwaigen Abmeldung
\- Technische Informationen wie Ihre IP-Adresse, sofern diese bei der Anmeldung erfasst wird
\- Informationen über das Öffnen von Newslettern und das Anklicken von Links

Bei der Anmeldung zu unserem Newsletter bitten wir Sie nicht um die Angabe besonderer Kategorien personenbezogener Daten.

## 3. Zwecke der Verarbeitung

Wir verarbeiten Ihre personenbezogenen Daten, um:

\- Ihre Newsletter-Anmeldung zu verwalten
\- Ihnen Informationen über Neuveröffentlichungen zu senden
\- Zu dokumentieren, dass Sie eine gültige Einwilligung erteilt haben
\- Eine etwaige Abmeldung zu bearbeiten
\- Das Öffnen von Newslettern und das Anklicken von Links zu messen und die Inhalte unserer Newsletter zu verbessern

## 4. Rechtsgrundlage

Wir verarbeiten Ihre personenbezogenen Daten zum Versand des Newsletters auf Grundlage Ihrer Einwilligung gemäß Artikel 6 Absatz 1 Buchstabe a der Datenschutz-Grundverordnung (DSGVO).

Die Anmeldung zu unserem Newsletter ist freiwillig. Sie können Ihre Einwilligung jederzeit widerrufen. Durch den Widerruf wird die Rechtmäßigkeit der Verarbeitung, die aufgrund Ihrer Einwilligung bis zum Widerruf erfolgt ist, nicht berührt.

Soweit erforderlich, können wir den Nachweis Ihrer früheren Einwilligung aufbewahren, um die Einhaltung der geltenden Datenschutz- und Marketingvorschriften nachweisen zu können.

## 5. Widerruf Ihrer Einwilligung

Sie können sich jederzeit vom Newsletter abmelden, indem Sie:

\- Den Abmeldelink am Ende unserer Newsletter verwenden oder
\- Uns unter  kontaktieren

Die Abmeldung ist kostenlos. Nach Ihrer Abmeldung senden wir Ihnen keine weiteren Newsletter und entfernen Sie aus unserem aktiven Newsletter-Verteiler.

## 6. Empfänger und Auftragsverarbeiter

Wir können Ihre personenbezogenen Daten an Dienstleister weitergeben, die uns bei der Verwaltung und dem Versand unseres Newsletters unterstützen.

Wir nutzen folgenden Newsletter-Anbieter:

**Anbieter:** MailPoet für WordPress
**Zweck:** Verwaltung, Versand und Analyse
**Verarbeitungsort:** Dänemark

Der Anbieter verarbeitet personenbezogene Daten ausschließlich nach unseren Weisungen und auf Grundlage eines Auftragsverarbeitungsvertrags.

Wir geben Ihre personenbezogenen Daten nicht für eigenständige Marketingzwecke an andere Unternehmen weiter, es sei denn, Sie haben ausdrücklich darin eingewilligt. Wir können Informationen offenlegen, wenn wir hierzu gesetzlich oder durch eine zuständige Behörde verpflichtet sind.

## 7. Übermittlungen außerhalb der EU/des EWR

Grundsätzlich übermitteln wir Ihre personenbezogenen Daten nicht in Länder außerhalb der Europäischen Union oder des Europäischen Wirtschaftsraums.

## 8. Speicherdauer und Löschung

Wir speichern Ihre personenbezogenen Daten, solange Sie für unseren Newsletter angemeldet sind.

Nach Ihrer Abmeldung werden Ihre Daten aus dem aktiven Newsletter-Verteiler entfernt oder anonymisiert. Wir können jedoch die Informationen, die zum Nachweis Ihrer Einwilligung und Ihrer Abmeldung erforderlich sind, bis zu zwei Jahre nach der letzten Nutzung der Einwilligung aufbewahren. Dadurch können wir die Einhaltung der geltenden Marketingvorschriften nachweisen.

Informationen können länger aufbewahrt werden, wenn dies zur Begründung, Ausübung oder Verteidigung von Rechtsansprüchen erforderlich ist.

## 9. Ihre Rechte

Vorbehaltlich der in den geltenden Datenschutzvorschriften festgelegten Voraussetzungen und Einschränkungen haben Sie das Recht:

\- Auskunft über die von uns über Sie verarbeiteten personenbezogenen Daten zu verlangen
\- Die Berichtigung unrichtiger Informationen zu verlangen
\- Die Löschung Ihrer personenbezogenen Daten zu verlangen
\- Die Einschränkung der Verarbeitung zu verlangen
\- Relevante personenbezogene Daten in einem strukturierten Format zu erhalten und an einen anderen Verantwortlichen übertragen zu lassen
\- Der Verarbeitung zu widersprechen, insbesondere der Verarbeitung für Zwecke der Direktwerbung
\- Ihre Einwilligung jederzeit zu widerrufen

Diese Rechte können abhängig von den jeweiligen Umständen eingeschränkt sein. Wenn Sie Ihre Rechte ausüben möchten, kontaktieren Sie uns bitte unter .

Wir können Informationen anfordern, die erforderlich sind, um Ihre Identität zu überprüfen, bevor wir Ihre Anfrage bearbeiten.

## 10. Automatisierte Entscheidungsfindung und Profiling

Wir verwenden Ihre personenbezogenen Daten nicht für automatisierte Entscheidungen oder Profiling, die Ihnen gegenüber rechtliche Wirkung entfalten oder Sie in ähnlicher Weise erheblich beeinträchtigen.

## 11. Sicherheit

Wir haben angemessene technische und organisatorische Sicherheitsmaßnahmen getroffen, um Ihre personenbezogenen Daten vor unbeabsichtigter oder unrechtmäßiger Löschung, Offenlegung, Verlust, Veränderung, missbräuchlicher Verwendung oder unbefugtem Zugriff zu schützen.

## 12. Beschwerden

Wenn Sie mit der Verarbeitung Ihrer personenbezogenen Daten unzufrieden sind, können Sie uns unter  kontaktieren.

Sie haben außerdem das Recht, eine Beschwerde bei folgender Behörde einzureichen:

**Dänische Datenschutzbehörde (Datatilsynet)**
Carl Jacobsens Vej 35
DK-2500 Valby
Dänemark
Telefon: +45 33 19 32 00
Website: [www.datatilsynet.dk](https://www.datatilsynet.dk/)

Wenn Sie in einem anderen EU- oder EWR-Land wohnen, können Sie sich auch an die Datenschutzaufsichtsbehörde Ihres Wohnsitzlandes wenden.

## 13. Änderungen dieser Datenschutzerklärung

Wir können diese Datenschutzerklärung von Zeit zu Zeit aktualisieren.

---

### [Predictive Search](https://hpbech.com/ecommerce-search/)

**Published:** August 27, 2026
**Author:** Hans Peter Bech

**Content:**

\[ecommerce\_search\]

---

### [Woocommerce Predictive Search](https://hpbech.com/woocommerce-search/)

**Published:** August 27, 2026
**Author:** Hans Peter Bech

**Content:**

\[woocommerce\_search\]

---

### [Balladen i Mekka](https://hpbech.com/books/tumult-in-mecca-en/)

**Published:** September 13, 2024
**Author:** Hans Peter Bech

**Content:**

#  Balladen i Mekka 

Petrodollars, ørkenmystik og eksistentielle dilemmaer på vejen til den hellige by

 ![](https://hpbech.com/wp-content/uploads/Balladen-i-Mekka-for-book-page-267x400.png) 

**Forfatter:** Hans Peter Bech
**Serie:** Sagaen om Henrik Bertelsen, bind 1
**Genre:** Historisk roman, geopolitisk thriller, erhvervsroman
**Handlingssted:** Danmark og Saudi-Arabien
**Periode:** 1979
**Historisk baggrund:** Saudi-Arabiens olieboom, international forretningsudvikling, kulturelle og religiøse møder mellem Øst og Vest samt besættelsen af Den Store Moské i Mekka i november 1979
**Forlag:** BOOX Publishing
**Udgivelsesdato:** 26. juni 2023
**Tilgængelig som:** E-bog, paperback og lydbog

*Balladen i Mekka* er første bind i Sagaen om Henrik Bertelsen – en samtidskrønike, der skildrer udfordringer og dilemmaer i jagten på det gode liv i en tid, hvor globalisering, teknologi og stigende velstand åbner alle døre på vid gab..

Handlingen foregår i tidsrummet juli til december 1979. Henrik sidder i et godt solidt job som fuldmægtig i arbejdsministeriet. Ved siden af underviser han på Danmarks Forvaltningshøjskole og på Københavns Universitet. På privatfronten etablerer han bofællesskab i Nordsjælland og skal sammen med sin hustru, engelske Samantha, til Indonesien for at adoptere et barn. Tidsplanen er stram, men holder han næsen i sporet ligger karrieren snorlige foran ham.

Men det gør han ikke.

Ud af det blå dukker der en mulighed op for at komme med i et hospitalsprojekt i Saudi-Arabien. Han griber chancen for eventyr, og efter at have løst opgaven til saudiernes store tilfredshed, inviteres han til at arbejde på et projekt i Mekka. Efter finurlige fiksfakserier kommer han ind i byen, netop som et religiøst oprør bryder ud. Da kuglerne fyger om ørene på ham, bliver eventyr til mareridt.

Med afsæt i grundig historisk research og medrivende fiktion placerer *Balladen i Mekka* almindelige fagfolk midt i ekstraordinære omvæltninger. Det er en fortælling om ambition, kulturmøder, moralske gråzoner – og om det øjeblik, hvor globale kræfter forvandler en forretningsrejse til noget langt farligere.

[  Køb her ](https://tales.dk/balladen-i-mekka_hans-peter-bech_9788793116573)

En forrygende historie om at gribe chancen, når den byder sig. At turde springe ud på dybt vand, langt fra land og lære at svømme undervejs. Fortællemåden, som springer i tid, fungerer godt og skaber indsigt i hovedpersonens til tider overraskende og risikofyldte valg.

 **Esben Stubager**  

Det er en fremragende bog! Jeg følte mig godt underholdt hele vejen og fornemmede, at Henrik Bertelsen sad ved siden af mig og fortalte om sine mærkværdige oplevelser.

 **Rikke Sommer**  

Henrik Bertelsen er en 68’er, der søger balancen mellem sine idealer og sin eventyrlyst. Bofællesskab og adoption koster dyrt, og der skal skaffes penge. Hans tilbageblik, finurlige analyser og praktiske tilgang til såvel arbejdet i ministeriet som projektet i Mellemøsten skaber en stærkt underholdende fortælling.

 **Tine Curtis**  

#  Video:

#  Kapitel 1: 

#  Lydbogen:

## hold dig opdateret på Linkedin

Jeg er mest af alt aktiv på LinkedIn – så tøv ikke med at følge mig der.

[ Følg mig på LinkedIn ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Building Successful Business Models](https://hpbech.com/biznes-en/building-successful-business-models/)

**Published:** April 8, 2026
**Author:** Hans Peter Bech

**Content:**

#  Building Successful Business Models 

Business Model Management in the B2B Software Industry

 ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png) 

\---

You build business software.
But what, exactly, do you need to change to grow?

More effective lead generation? More big deals? Fewer big deals, but many more small? Faster sales cycles? Better win rates? Faster implementations? More resellers? New markets?

**Building Successful Partner Channels** gives you a practical framework for answering those questions — and turning the answers into action.

Built on Alexander Osterwalder’s business model framework and adapted specifically for B2B software, this book addresses the realities most frameworks leave out: high switching costs, customisation, implementation, systems integration, complex buying processes, and the external events often needed to trigger demand.

You will learn how to sharpen your value proposition around real customer problems, understand why deals stall, identify the constraints holding back growth, and align your front office with actual market behaviour.

The approach is structured, practical, and workshop-driven. It helps you analyse your current business model, uncover weaknesses, spot opportunities, and make better commercial decisions based on evidence — not assumptions.

No vague strategy. No generic advice.
Only what works in practice.

For founders, executives, and commercial leaders in B2B software, this is a guide to building a business model that does more than look good on paper — it converts into revenue.

[ get a free copy ](http://subscribepage.io/bXJYOa)

[ Download Sample ](https://www.yumpu.com/s/Hp4nBLGuQ9AJV8wR)

### A must-read for executives and founders.

A highly practical and insightful guide for anyone working in B2B software. The book translates Osterwalder’s framework into a real-world application with clarity and depth. The focus on compelling events and customer decision dynamics is especially valuable.

 **Sarah Mitchell**  

### Clear & Actionable

This book stands out by addressing the realities of selling complex B2B software. It goes beyond theory and provides a structured way to think about revenue generation, customer behaviour, and market timing. Clear, actionable, and directly applicable to day-to-day business challenges.

 **David Collins**  

### Reflects how B2B software markets actually work

An excellent bridge between strategy and execution. The emphasis on switching costs, business cases, and triggering customer action reflects how B2B software markets actually work. It brings discipline to business model thinking and is particularly useful for leadership teams aligning on growth.

 **Emily Carter**  

## Watch the author’s introduction:

## Read a sample from the book:

---

### [Building Successful Business Models](https://hpbech.com/biznes-en/building-successful-business-models/)

**Published:** April 8, 2026
**Author:** Hans Peter Bech

**Content:**

#  Building Successful Business Models 

Business Model Management in the B2B Software Industry

 ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png) 

\---

You build business software.
But what, exactly, do you need to change to grow?

More effective lead generation? More big deals? Fewer big deals, but many more small? Faster sales cycles? Better win rates? Faster implementations? More resellers? New markets?

**Building Successful Partner Channels** gives you a practical framework for answering those questions — and turning the answers into action.

Built on Alexander Osterwalder’s business model framework and adapted specifically for B2B software, this book addresses the realities most frameworks leave out: high switching costs, customisation, implementation, systems integration, complex buying processes, and the external events often needed to trigger demand.

You will learn how to sharpen your value proposition around real customer problems, understand why deals stall, identify the constraints holding back growth, and align your front office with actual market behaviour.

The approach is structured, practical, and workshop-driven. It helps you analyse your current business model, uncover weaknesses, spot opportunities, and make better commercial decisions based on evidence — not assumptions.

No vague strategy. No generic advice.
Only what works in practice.

For founders, executives, and commercial leaders in B2B software, this is a guide to building a business model that does more than look good on paper — it converts into revenue.

[ get a free copy ](http://subscribepage.io/bXJYOa)

[ Download Sample ](https://www.yumpu.com/s/Hp4nBLGuQ9AJV8wR)

### A must-read for executives and founders.

A highly practical and insightful guide for anyone working in B2B software. The book translates Osterwalder’s framework into a real-world application with clarity and depth. The focus on compelling events and customer decision dynamics is especially valuable.

 **Sarah Mitchell**  

### Clear & Actionable

This book stands out by addressing the realities of selling complex B2B software. It goes beyond theory and provides a structured way to think about revenue generation, customer behaviour, and market timing. Clear, actionable, and directly applicable to day-to-day business challenges.

 **David Collins**  

### Reflects how B2B software markets actually work

An excellent bridge between strategy and execution. The emphasis on switching costs, business cases, and triggering customer action reflects how B2B software markets actually work. It brings discipline to business model thinking and is particularly useful for leadership teams aligning on growth.

 **Emily Carter**  

## Watch the author’s introduction:

## Read a sample from the book:

---

### [Building Successful Business Models](https://hpbech.com/biznes-en/building-successful-business-models/)

**Published:** April 8, 2026
**Author:** Hans Peter Bech

**Content:**

#  Building Successful Business Models 

Business Model Management in the B2B Software Industry

 ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S.png) 

\---

You build business software.
But what, exactly, do you need to change to grow?

More effective lead generation? More big deals? Fewer big deals, but many more small? Faster sales cycles? Better win rates? Faster implementations? More resellers? New markets?

**Building Successful Partner Channels** gives you a practical framework for answering those questions — and turning the answers into action.

Built on Alexander Osterwalder’s business model framework and adapted specifically for B2B software, this book addresses the realities most frameworks leave out: high switching costs, customisation, implementation, systems integration, complex buying processes, and the external events often needed to trigger demand.

You will learn how to sharpen your value proposition around real customer problems, understand why deals stall, identify the constraints holding back growth, and align your front office with actual market behaviour.

The approach is structured, practical, and workshop-driven. It helps you analyse your current business model, uncover weaknesses, spot opportunities, and make better commercial decisions based on evidence — not assumptions.

No vague strategy. No generic advice.
Only what works in practice.

For founders, executives, and commercial leaders in B2B software, this is a guide to building a business model that does more than look good on paper — it converts into revenue.

[ get a free copy ](http://subscribepage.io/bXJYOa)

[ Download Sample ](https://www.yumpu.com/s/Hp4nBLGuQ9AJV8wR)

### A must-read for executives and founders.

A highly practical and insightful guide for anyone working in B2B software. The book translates Osterwalder’s framework into a real-world application with clarity and depth. The focus on compelling events and customer decision dynamics is especially valuable.

 **Sarah Mitchell**  

### Clear & Actionable

This book stands out by addressing the realities of selling complex B2B software. It goes beyond theory and provides a structured way to think about revenue generation, customer behaviour, and market timing. Clear, actionable, and directly applicable to day-to-day business challenges.

 **David Collins**  

### Reflects how B2B software markets actually work

An excellent bridge between strategy and execution. The emphasis on switching costs, business cases, and triggering customer action reflects how B2B software markets actually work. It brings discipline to business model thinking and is particularly useful for leadership teams aligning on growth.

 **Emily Carter**  

## Watch the author’s introduction:

## Read a sample from the book:

---

### [Cookie policy](https://hpbech.com/about_boox/cookie-policy/)

**Published:** April 23, 2024
**Author:** Hans Peter Bech

**Content:**



---

### [Cookie policy](https://hpbech.com/about_boox/cookie-policy/)

**Published:** April 23, 2024
**Author:** Hans Peter Bech

**Content:**



---

### [Going Global on a Shoestring](https://hpbech.com/biznes-en/going-global-on-a-shoestring-en/)

**Published:** April 21, 2017
**Author:** Hans Peter Bech

**Content:**

#  Going global on a shoestring 

Global Expansion in the Software Industry on a Small Budget

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-for-book-page.png) 

***Going Global on a Shoestring*** is a handbook for the executives and business developers in small and medium-sized software companies that lay out the strategies for global expansion as well as perform the actual fieldwork with winning the first customers abroad.

It is a book about how to get the first customers outside your domestic market. We could call it establishing the bridgehead for further growth. Getting that first solid bridgehead and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

Based on Everett M. Rodger’s principles around Diffusion of Innovations, Alexander Osterwalder’s business model framework, thirty case stories from the industry and the author’s personal experience with growing companies from incubation to global market leadership. The book provides a practical approach to international expansion when you cannot afford to make big mistakes.

[ Buy the book here ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)

**The Practical Guide**

Finally, a book that is directing the international journey for software companies practically and in a straightforward manner.

 **Gönül Kamali**  /  YASAD 

**That’s How to do it**

I recommend this book to any software techie who wants be ahead of the competition.

 **Stefan Avivson**  /  Amazon 

**A must read**

*The complete guide to the owner or CxO in a software company that wants to scale internationally.*

 **Reader Review**  /  Amazon 

## Getting the foundation

![ ](https://parametre.online/76g7woke5na1rq11xb6.png)It is a book about how to get the first customers outside your domestic market. We could call it establishing the foundation for global growth.

Getting that foundation in place and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

[ Buy the book here ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)

## Follow me on LinkedIn

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Going Global on a Shoestring](https://hpbech.com/biznes-en/going-global-on-a-shoestring-en/)

**Published:** April 21, 2017
**Author:** Hans Peter Bech

**Content:**

#  Going global on a shoestring 

Global Expansion in the Software Industry on a Small Budget

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-for-book-page.png) 

***Going Global on a Shoestring*** is a handbook for the executives and business developers in small and medium-sized software companies that lay out the strategies for global expansion as well as perform the actual fieldwork with winning the first customers abroad.

It is a book about how to get the first customers outside your domestic market. We could call it establishing the bridgehead for further growth. Getting that first solid bridgehead and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

Based on Everett M. Rodger’s principles around Diffusion of Innovations, Alexander Osterwalder’s business model framework, thirty case stories from the industry and the author’s personal experience with growing companies from incubation to global market leadership. The book provides a practical approach to international expansion when you cannot afford to make big mistakes.

[ Buy the book here ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)

**The Practical Guide**

Finally, a book that is directing the international journey for software companies practically and in a straightforward manner.

 **Gönül Kamali**  /  YASAD 

**That’s How to do it**

I recommend this book to any software techie who wants be ahead of the competition.

 **Stefan Avivson**  /  Amazon 

**A must read**

*The complete guide to the owner or CxO in a software company that wants to scale internationally.*

 **Reader Review**  /  Amazon 

## Getting the foundation

![ ](https://parametre.online/76g7woke5na1rq11xb6.png)It is a book about how to get the first customers outside your domestic market. We could call it establishing the foundation for global growth.

Getting that foundation in place and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

[ Buy the book here ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)

## Follow me on LinkedIn

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Going Global on a Shoestring](https://hpbech.com/biznes-en/going-global-on-a-shoestring-en/)

**Published:** April 21, 2017
**Author:** Hans Peter Bech

**Content:**

#  Going global on a shoestring 

Global Expansion in the Software Industry on a Small Budget

 ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-for-book-page.png) 

***Going Global on a Shoestring*** is a handbook for the executives and business developers in small and medium-sized software companies that lay out the strategies for global expansion as well as perform the actual fieldwork with winning the first customers abroad.

It is a book about how to get the first customers outside your domestic market. We could call it establishing the bridgehead for further growth. Getting that first solid bridgehead and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

Based on Everett M. Rodger’s principles around Diffusion of Innovations, Alexander Osterwalder’s business model framework, thirty case stories from the industry and the author’s personal experience with growing companies from incubation to global market leadership. The book provides a practical approach to international expansion when you cannot afford to make big mistakes.

[ Buy the book here ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)

**The Practical Guide**

Finally, a book that is directing the international journey for software companies practically and in a straightforward manner.

 **Gönül Kamali**  /  YASAD 

**That’s How to do it**

I recommend this book to any software techie who wants be ahead of the competition.

 **Stefan Avivson**  /  Amazon 

**A must read**

*The complete guide to the owner or CxO in a software company that wants to scale internationally.*

 **Reader Review**  /  Amazon 

## Getting the foundation

![ ](https://parametre.online/76g7woke5na1rq11xb6.png)It is a book about how to get the first customers outside your domestic market. We could call it establishing the foundation for global growth.

Getting that foundation in place and then scaling it to market leadership are two very different tasks. This book is mainly about the first task and not so much about the other.

[ Buy the book here ](https://www.amazon.com/Going-Global-Shoestring-Expansion-Software-ebook/dp/B08CM5WTFT)

## Follow me on LinkedIn

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Beratung](https://hpbech.com/consulting/)

**Published:** May 25, 2026
**Author:** Hans Peter Bech

**Content:**

#  Beratung für B2B-Softwareunternehmen 

 ![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-1091x800.png) 

**Umsatzgenerierung ist das gemeinsame Ergebnis Ihrer Aktivitäten in den Bereichen Geschäftsentwicklung, Marketing, Sales Development, Vertrieb und Customer Success.**

Ich unterstütze Softwareunternehmen dabei, zu erkennen, was planbares Wachstum verhindert, und praktische Wege zu definieren, um ihre kommerzielle Leistungsfähigkeit zu verbessern.

Die Beratungsleistungen werden in der Regel als explorative virtuelle Workshops oder als Remote-Beratungssitzungen mithilfe webbasierter Kollaborationstools durchgeführt.

[ Kontakt ](mailto:%20hpb@hpbech.dk)

[ Mein LinkedIn-Profil ](https://www.linkedin.com/in/hanspeterbech/)

#  Referenzen 

### Expert Guidance for Multi-Country Reseller Channel Development

Hans Peter Bech has been an invaluable consultant to Paychex in designing a multi-product, multi-country reseller program.

With 40+ years in indirect software sales, he brings deep expertise and a pragmatic approach.

Building a successful partner channel is challenging—many fail due to unclear strategy or lack of dedication in recruitment, onboarding and ongoing support.

Hans Peter provides critical insights into what it truly takes to succeed and outlines a clear execution path.

 **Bo Abildgren**  /  Paychex 

### Building a Global Partner Ecosystem with the Right Value Proposition

At RamBase we are building a global business partner ecosystem.

At our recent partner conference in Norway we had invited Hans Peter to share his insight on how Navision build their partner channel.

Apart from being very entertaining, Hans Peter’s keynote gave us food for thought and the following discussion convinced us that the time is right for the RamBase partner and customer value propositions.

It is also worth to mention that he is a great guy!

 **Odd Magne Vea**  /  Rambase/Hatteland 

### Accelerating International Growth Through Better Distribution Models

We are expanding internationally and have asked Hans Peter Bech to help identify and review various distribution models that can accelerate our growth.

We did a two-day workshop with our channel development team here in Brno, facilitated by Hans Peter. We are very pleased with the outcomes which we will now implement.

Thanks to Hans Peter’s software industry domain experience and expertise, the introductory phase of the workshops was fast, and we could devote the time to discussing our specific opportunities and challenges.

 **Juraj Sabatka**  /  IDEA StatiCa

[ Weitere Kundenstimmen ](https://www.linkedin.com/in/hanspeterbech/details/recommendations/?detailScreenTabIndex=0)

---

### [Management Consulting Essentials](https://hpbech.com/biznes-en/management-consulting-essentials/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Management Consulting Essentials 

How to find and win customers and get your fair share of the value you create

 ![](https://hpbech.com/wp-content/uploads/Management-Consulting-Essentials-for-book-page.png) 

### **A book for the independent management consultant.** 

In the book *Management Consulting Essentials* I share my experience being a solo and independent management consultant. Over the 105 pages, the book covers, I touch on all the aspects of management consulting. However, the main focus is on lead generation, sales and account management.

[ Buy the book here ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

![ ](https://parametre.online/7ce4006n788x4ab61sa.png)*I liked this book very much. It is short and thought-provoking. Highly recommended to anybody in business management consulting.*

 **Oleg Palchik**  

The book gives great and very practical piece of advice when you want to start up an individual consulting career. Especially if the selling part is new to you.

 **Camilla Westergaard**  

*It is a really essential book for the independent management consultant, especially in Information Technolog*y. Highly recommended.

 **Customer Review**  /  Amazon 

 ![](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg) 

## For the senior executive

![ ](https://parametre.online/7cc88ez7jaq4cefr8q8d.png)My key audience is the senior executive who has decided to throw off the burdens of corporate politics, the hours required on staff management, and the whims of an erratic chairman or owner.

The senior executive who wants to be his own master and spend all his working hours on the professional side of what he is good at: Helping companies grow.

[ Buy the book here ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [5,460 Miles from Silicon Valley](https://hpbech.com/biznes-en/5460-miles-from-silicon-valley/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  5,460 Miles from Silicon Valley 

The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

 ![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1.png) 

### **One of the Best Documented Entrepreneurial Case Studies in the software industry**

5,460 Miles from Silicon Valley reveals the full story of two of Denmark’s undisputed business successes – from cradle to adolescence. It reveals an industry that is completely unpredictable, where strategies do not necessarily lead to success. But it’s also a tale of people, ambitions, and resourcefulness. How to pursue your dreams and build a successful business up from scratch – in one of the smallest markets in the world.

[ Buy the book here ](https://www.amazon.com/dp/B07DF8VK8K)

![ ](https://parametre.online/7bvs5x2vsjjdlabpgi2.png)An obvious case story for all business and management schools. And for practitioners.

 **Freddie B. Jørgensen**  /  Management consultant 

![ ](https://parametre.online/7bwqljsrmkcyausrwpbg.png)A textbook for everyone who deals with entrepreneurship and business in general.

 **Ole Møller-Jensen**  /  Regional – President, Danfoss 

![ ](https://parametre.online/7bxca6tt9t9cu2ajf8kg.png)This is a true, detailed and honest story. Should be mandatory reading for any entrepreneur.

 **Werner Valeur**  /  Investor & Entrepreneur 

## ![ ](https://parametre.online/7by8sq6utghu76ru293k.png)Navision did just that!

How do you build and manage a channel of more than 2,000 resellers serving over 100,000 customers across 30 countries? From a small corner of the world where English isn’t the main language.

When Microsoft took over in 2002, the total turnover of and around Navision’s products was in the order of DKK 17 billion (USD 3.4B) and the entire ecosystem employed over 20,000 people.

[ Buy the book here ](https://www.amazon.com/dp/B07DF8VK8K)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Building Successful Partner Channels](https://hpbech.com/biznes-en/building-successful-partner-channels/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Building Successful Partner Channels 

Channel Development & Management in the Software Industry

 ![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page.png) 

### **The bestselling book about building and managing reseller channels in the B2B software industry**

Even small software companies can build powerful independent channel partner networks – if they understand the fundamentals. The crucial difference between doing business direct and indirect is hidden in the business model of the resellers. B2B software companies and their resellers have completely different value propositions and business models. The channel approach is all about understanding and supporting the resellers’ business model.

[ Buy the book here ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

**![ ](https://parametre.online/7c5muns8unpqz5vb9to.png)Concise and Pertinent**

This is a brilliant book and no wonder it became a bestseller!

 **Reader Reveiw**  /  Amazon 

**![ ](https://parametre.online/7c660alrffapqmoo1105.png)A Practical Guide**

I have never seen such helpful and practical material about the partner channel in our specific industry.

 **Nikolay Zezyulinskiy**  /  Amazon 

**Well Organised and Focused**

The book provides a clear framework for approaching modern channel sales for B2B software companies.

 **Reader Review**  /  Amazon 

I started building independent channel partner networks in 1986.

Coming from a small domestic market we were forced to build international channel partner networks very early in the lifecycle of the startup where I was responsible for revenue generation.

We also had to do it with very little resources. I learned that money doesnt subsitute ingenuity.

[ Buy the book here ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Privacy Policy](https://hpbech.com/about_boox/privacy-policy/)

**Published:** August 27, 2026
**Author:** Hans Peter Bech

**Content:**

#  Privacy Policy for Email Newsletters 

 ![](https://hpbech.com/wp-content/uploads/Privacy-Policy-Banner-160x800.png) 

Last updated: 27 August 2026

## 1. Data Controller

BOOX ApS is the data controller responsible for processing your personal data in connection with our newsletter.

**Company name:** BOOX ApS
**Company registration number:** 27402917
**Address:** Leerbjerg Lod 11, DK-3400 Hilleröd, Denmark
**Email:** hpb@boox.nu
**Telephone:** +45 2347 6762

## 2. Personal Data We Process

When you subscribe to our newsletter, we may process the following information:

\- Your name, if provided
\- Your email address
\- The date and time of your subscription
\- Documentation of your consent
\- The date and time of any unsubscribe request
\- Technical information, such as your IP address, if recorded during registration
\- Information about newsletter opens and link clicks.

We do not ask you to provide sensitive personal data when subscribing to our newsletter.

## 3. Purposes of the Processing

We process your personal data to:

\- Administer your newsletter subscription
\- Send you information about new publications
\- Document that you have provided valid consent
\- Process any unsubscribe request
\- Measure newsletter opens and link clicks and improve our newsletter content.

## 4. Legal Basis

We process your personal data for the purpose of sending the newsletter based on your consent, in accordance with Article 6(1)(a) of the General Data Protection Regulation.

Subscription to our newsletter is voluntary, and you may withdraw your consent at any time. Withdrawal of your consent does not affect the lawfulness of processing carried out before the withdrawal.

Where necessary, we may retain documentation of your prior consent to demonstrate our compliance with applicable data protection and marketing laws.

## 5. Withdrawing Your Consent

You may unsubscribe at any time by:

\- Using the unsubscribe link included at the bottom of our newsletters, or
\- Contacting us at hpb@boox.nu

Unsubscribing is free of charge. Once you unsubscribe, we will stop sending you newsletters and remove you from our active mailing list.

## 6. Recipients and Data Processors

We may disclose your personal data to service providers that help us manage and distribute our newsletter.

We use the following newsletter provider:

**Provider:** MailPoet for WordPress
**Purpose:** Administration, distribution and analytics.
**Processing location:** Denmark

The provider processes personal data only in accordance with our instructions and under a data-processing agreement.

We do not disclose your personal data to other companies for their independent marketing purposes unless you have expressly consented to this. We may disclose information where required by law or by a competent public authority.

## 7. Transfers Outside the EU/EEA

As a general rule, we do not transfer your personal data to countries outside the EU/EEA.

## 8. Retention and Deletion

We retain your personal data for as long as you remain subscribed to our newsletter.

When you unsubscribe, your information will be removed from the active mailing list or anonymised. However, we may retain the information necessary to document your consent and unsubscribe request for up to two years after the consent was last used. This allows us to demonstrate compliance with applicable marketing laws.

Information may be retained for a longer period where necessary to establish, exercise or defend a legal claim.

## 9. Your Rights

Subject to the conditions and limitations set out in applicable data-protection law, you have the right to:

\- Request access to the personal data we process about you
\- Have inaccurate information corrected
\- Request the deletion of your information
\- Request restriction of the processing
\- Receive relevant personal data in a structured format and have it transferred to another data controller
\- Object to processing, including processing for direct-marketing purposes
\- Withdraw your consent at any time

These rights may be limited depending on the circumstances. To exercise your rights, please contact us at hpb@boox.nu.

We may request information necessary to verify your identity before processing your request.

## 10. Automated Decision-Making and Profiling

We do not use your personal data for automated decision-making or profiling that produces legal effects or otherwise significantly affects you.

## 11. Security

We have implemented appropriate technical and organisational security measures to protect your personal data against accidental or unlawful deletion, disclosure, loss, alteration, misuse or unauthorised access.

## 12. Complaints

If you are dissatisfied with how we process your personal data, you may contact us at hpb@boox.nu.

You also have the right to submit a complaint to:

**The Danish Data Protection Agency (Datatilsynet)**
Carl Jacobsens Vej 35
DK-2500 Valby
Denmark
Telephone: +45 33 19 32 00
Website: [www.datatilsynet.dk](http://www.datatilsynet.dk/)

If you live in another EU or EEA country, you may also contact the data-protection authority in your country of residence.

## 13. Changes to This Policy

We may update this Privacy Policy from time to time.

---

### [Privatlivspolitik](https://hpbech.com/about_boox/privacy-policy/)

**Published:** August 27, 2026
**Author:** Hans Peter Bech

**Content:**

#  Privatlivspolitik for e-mailnyhedsbreve 

 ![](https://hpbech.com/wp-content/uploads/Privacy-Policy-Banner-160x800.png) 

 Senest opdateret: 27. august 2026 ## 1. Dataansvarlig

BOOX ApS er dataansvarlig for behandlingen af dine personoplysninger i forbindelse med vores nyhedsbrev.

**Virksomhedsnavn:** BOOX ApS
**CVR-nr.:** 27402917
**Adresse:** Leerbjerg Lod 11, DK-3400 Hillerød, Danmark
**E-mail:** 
**Telefon:** +45 2347 6762

## 2. Personoplysninger, vi behandler

Når du tilmelder dig vores nyhedsbrev, kan vi behandle følgende oplysninger:

\- Dit navn, hvis du har oplyst det
\- Din e-mailadresse
\- Dato og tidspunkt for din tilmelding
\- Dokumentation for dit samtykke
\- Dato og tidspunkt for en eventuel afmelding
\- Tekniske oplysninger, såsom din IP-adresse, hvis den registreres i forbindelse med tilmeldingen
\- Oplysninger om åbning af nyhedsbreve og klik på links

Vi beder dig ikke om at oplyse følsomme personoplysninger, når du tilmelder dig vores nyhedsbrev.

## 3. Formål med behandlingen

Vi behandler dine personoplysninger for at:

\- Administrere din tilmelding til nyhedsbrevet
\- Sende dig information om nye udgivelser
\- Dokumentere, at du har afgivet et gyldigt samtykke
\- Behandle en eventuel afmelding
\- Måle åbning af nyhedsbreve og klik på links samt forbedre indholdet af vores nyhedsbreve

## 4. Behandlingsgrundlag

Vi behandler dine personoplysninger med henblik på udsendelse af nyhedsbrevet på grundlag af dit samtykke, jf. databeskyttelsesforordningens artikel 6, stk. 1, litra a.

Det er frivilligt at tilmelde sig vores nyhedsbrev, og du kan til enhver tid trække dit samtykke tilbage. Tilbagekaldelse af dit samtykke påvirker ikke lovligheden af den behandling, der er foretaget, før samtykket blev trukket tilbage.

Hvor det er nødvendigt, kan vi opbevare dokumentation for dit tidligere samtykke for at kunne dokumentere, at vi overholder den gældende databeskyttelses- og markedsføringslovgivning.

## 5. Tilbagekaldelse af dit samtykke

Du kan til enhver tid afmelde dig ved at:

\- Benytte afmeldingslinket nederst i vores nyhedsbreve, eller
\- Kontakte os på 

Det er gratis at afmelde sig. Når du afmelder dig, stopper vi med at sende dig nyhedsbreve og fjerner dig fra vores aktive udsendelsesliste.

## 6. Modtagere og databehandlere

Vi kan videregive dine personoplysninger til tjenesteudbydere, der hjælper os med at administrere og udsende vores nyhedsbrev.

Vi benytter følgende nyhedsbrevsudbyder:

**Udbyder:** MailPoet for WordPress
**Formål:** Administration, udsendelse og analyse
**Behandlingssted:** Danmark

Udbyderen behandler kun personoplysninger efter vores instruks og i henhold til en databehandleraftale.

Vi videregiver ikke dine personoplysninger til andre virksomheder til deres selvstændige markedsføringsformål, medmindre du udtrykkeligt har givet samtykke til det. Vi kan videregive oplysninger, hvis det kræves ved lov eller af en kompetent offentlig myndighed.

## 7. Overførsel uden for EU/EØS

Som udgangspunkt overfører vi ikke dine personoplysninger til lande uden for EU/EØS.

## 8. Opbevaring og sletning

Vi opbevarer dine personoplysninger, så længe du er tilmeldt vores nyhedsbrev.

Når du afmelder dig, fjernes dine oplysninger fra den aktive udsendelsesliste eller anonymiseres. Vi kan dog opbevare de oplysninger, der er nødvendige for at dokumentere dit samtykke og din afmelding, i op til to år efter, at samtykket senest blev anvendt. Det gør det muligt for os at dokumentere, at vi overholder den gældende markedsføringslovgivning.

Oplysninger kan opbevares i længere tid, hvis det er nødvendigt for at fastlægge, gøre gældende eller forsvare et retskrav.

## 9. Dine rettigheder

Med forbehold for de betingelser og begrænsninger, der følger af den gældende databeskyttelseslovgivning, har du ret til at:

\- Få indsigt i de personoplysninger, vi behandler om dig
\- Få urigtige oplysninger rettet
\- Anmode om at få dine oplysninger slettet
\- Anmode om begrænsning af behandlingen
\- Modtage relevante personoplysninger i et struktureret format og få dem overført til en anden dataansvarlig
\- Gøre indsigelse mod behandlingen, herunder behandling til direkte markedsføring
\- Trække dit samtykke tilbage til enhver tid

Disse rettigheder kan være begrænsede afhængigt af omstændighederne. Hvis du ønsker at gøre brug af dine rettigheder, kan du kontakte os på .

Vi kan anmode om de oplysninger, der er nødvendige for at bekræfte din identitet, før vi behandler din anmodning.

## 10. Automatiske afgørelser og profilering

Vi anvender ikke dine personoplysninger til automatiske afgørelser eller profilering, der har retsvirkning eller på anden måde påvirker dig væsentligt.

## 11. Sikkerhed

Vi har truffet passende tekniske og organisatoriske sikkerhedsforanstaltninger for at beskytte dine personoplysninger mod utilsigtet eller ulovlig sletning, videregivelse, tab, ændring, misbrug eller uautoriseret adgang.

## 12. Klager

Hvis du er utilfreds med den måde, vi behandler dine personoplysninger på, kan du kontakte os på .

Du har også ret til at indgive en klage til:

**Datatilsynet**
Carl Jacobsens Vej 35
DK-2500 Valby
Danmark
Telefon: +45 33 19 32 00
Websted: [www.datatilsynet.dk](https://www.datatilsynet.dk/)

Hvis du bor i et andet EU- eller EØS-land, kan du også kontakte databeskyttelsesmyndigheden i dit bopælsland.

## 13. Ændringer af denne politik

Vi kan fra tid til anden opdatere denne privatlivspolitik.

---

### [Über Hans Peter Bech](https://hpbech.com/about_boox/bio/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Autor, Wirtschaftspublizist und ehemaliger Technologie-Manager 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Newpub-455x800.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over-311x400-1.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-Banner.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech.jpeg) 

Ich bin ein dänischer Autor historischer und geopolitischer Romane, die in der Welt des internationalen Geschäfts angesiedelt sind. Darüber hinaus schreibe ich praxisorientierte Wirtschaftsbücher für die Softwarebranche.

**Die Henrik-Bertelsen-Saga** ist ein Romanzyklus, der historische und zeitgeschichtliche Stoffe von 1970 bis in die Gegenwart umfasst. Im letzten Band schließt sich der Kreis: Die Geschichte endet damit, dass Henrik beginnt, den ersten Band der Saga zu schreiben.

**Wirtschaftsbücher**

Ich habe mehrere Bücher über internationales Wachstum, Vertriebskanäle und Geschäftsentwicklung in der Softwarebranche geschrieben. *[5,460 Miles from Silicon Valley](https://hpbech.com/de/biznes-de/5460-miles-from-silicon-valley/)* und *[Going Global on a Shoestring](https://hpbech.com/de/biznes-de/going-global-on-a-shoestring/)* befassen sich mit internationaler Expansion. *[Building Successful Partner Channels](https://hpbech.com/biznes/building-successful-partner-channels-2/)* zeigt, wie Unternehmen leistungsfähige indirekte Vertriebskanäle aufbauen können. *[Building Successful Business Models](https://hpbech.com/de/biznes-de/building-successful-business-models/)* erläutert, wie Softwareunternehmen nachhaltige und tragfähige Geschäftsmodelle entwickeln können.

**Historische und geopolitische Romane**

[Die Henrik-Bertelsen-Saga](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/) ist eine Reihe historischer und zeitgeschichtlicher Romane, die den Zeitraum von 1970 bis in die Gegenwart abdeckt. Anhand von Henriks beruflichem Werdegang und seinem Familienleben verknüpfen die Bücher reale historische Ereignisse mit der rasanten Entwicklung der Informationstechnologie, dem internationalen Geschäftsleben und geopolitischen Veränderungen. Fiktive Figuren und Handlungsstränge entfalten sich vor sorgfältig recherchierten historischen Kulissen. So entsteht eine Verbindung aus Wirtschaftsabenteuer, politischer Geschichte und Fiktion, die von persönlichen Erfahrungen geprägt ist.

**Eine Karriere in der internationalen Technologiebranche**

Meine Romane stützen sich in hohem Maße auf mehr als vier Jahrzehnte Erfahrung in der internationalen Technologiebranche.

Meine berufliche Laufbahn begann im dänischen öffentlichen Dienst. Ende der 1970er-Jahre wechselte ich in die Computerbranche. In den folgenden Jahrzehnten war ich in den Bereichen Vertrieb, Marketing, Geschäftsentwicklung, Management und internationale Expansion tätig – für Technologieunternehmen, die von großen multinationalen Konzernen bis hin zu kleinen unternehmerischen Firmen reichten.

Meine Arbeit führte mich durch Europa und Nordamerika sowie in den Nahen Osten, nach Asien und Südafrika. Dabei begegnete ich Kunden, Distributoren, Geschäftspartnern, Investoren und Führungskräften aus den unterschiedlichsten Geschäftskulturen. Ich erlebte aus erster Hand, wie Technologiemärkte entstehen, wie Unternehmen wachsen, wie internationale Partnerschaften aufgebaut werden und wie Ehrgeiz, interne Machtkämpfe, kulturelle Unterschiede und wirtschaftlicher Druck unternehmerische Entscheidungen beeinflussen.

Diese Erfahrungen bilden den wirtschaftlichen Hintergrund meiner Romane. Die Unternehmen, Figuren und Handlungen sind fiktiv, doch viele Situationen, Konflikte, Verhandlungen und Dynamiken

[](https://www.facebook.com/booxaps "Follow on Facebook")[](mailto:mailto:hpb@hpbech.dk "Send us an email")[](https://www.linkedin.com/in/hanspeterbech/ "Follow on LinkedIn")[](https://www.youtube.com/@boox-publishing-dk "Follow on YouTube")

## Bilder

 [ ![](https://hpbech.com/wp-content/uploads/Portraet-Hans-Peter-Bech-S-799x800.jpg) 

 ](https://tbkconsult.dash.app/sharing/type/collection/p1rx0-hans-peter-bech)  

[ Mehr Bilder ](https://booxpublishing.dash.app/sharing/type/collection/p1rx0-hans-peter-bech)

## Bio

 [ ![](https://hpbech.com/wp-content/uploads/HPB-Hatteland4-copy.jpg) 

 ](https://tbkconsult.dash.app/sharing/type/asset/51c5f4e4-f676-4ca3-bf20-491164bd3151)  

[ Zur Bio gehen ](https://booxpublishing.dash.app/sharing/type/asset/cc623329-c2e8-482f-b9b4-b19593b0f921)

---

### [Presse & Blogger](https://hpbech.com/about_boox/press-room/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Presse & Blogger 

 ![](https://hpbech.com/wp-content/uploads/cropped-Hans-Peter-Bech-serious.jpg) 

### Über

Hans Peter Bech

[ Hans Peter Bech ](https://hpbech.com/de/ueber-boox/presse/ueber-hans-peter-bech/)

### Über

Die Henrik-Bertelsen-Saga

[ Henrik Bertelsen ](https://hpbech.com/de/ueber-boox/presse/ueber-die-henrik-bertelsen-saga/)

 ![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4.png) 

### Über

Die Geschäftsbücher

[ Beschäftsbücher ](https://hpbech.com/de/ueber-boox/presse/business-books/)

 ![](https://hpbech.com/wp-content/uploads/Press-Kits-S.png) 

### Abkürzung zu

Pressemappen

[ Pressemappen ](https://booxpublishing.dash.app/sharing/type/collection/yqitx-tumult-in-mekka)

---

### [Die Henrik-Bertelsen-Saga](https://hpbech.com/books/about-the-henrik-bertelsen-saga/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Die Henrik-Bertelsen-Saga – Historische Wirtschafts- und Geopolitikromane 

**Die Henrik-Bertelsen-Saga** ist eine Reihe historischer Businessromane, die einen Mann durch die politischen, technologischen und wirtschaftlichen Umwälzungen begleitet, welche die Welt vom Ende der 1970er-Jahre bis in die ersten Jahrzehnte des 21. Jahrhunderts grundlegend veränderten.

Henrik Bertelsen ist eine fiktive Figur. Zu Beginn der Geschichte im Jahr 1979 ist er ein junger dänischer Beamter mit einer scheinbar sicheren Karriere vor sich. Eine unerwartete Gelegenheit führt ihn nach Saudi-Arabien. Von dort entfernt sich sein Leben Schritt für Schritt von der öffentlichen Verwaltung und führt ihn in die rasant wachsende internationale Technologiebranche. In den folgenden Jahrzehnten bringt ihn seine Karriere durch Europa, Nordamerika, den Nahen Osten, Asien und Südafrika.

Der historische Hintergrund hingegen ist real. Die Romane spielen vor dem Hintergrund von Ereignissen wie der Besetzung der Großen Moschee in Mekka, der letzten Phase des Kalten Krieges, Gorbatschows Reformen in der Sowjetunion, der Katastrophe von Tschernobyl, dem Aufstieg Japans zur wirtschaftlichen und technologischen Großmacht, Chinas Öffnung zur Welt und den Ereignissen rund um den Tian’anmen-Platz. Spätere Bände schildern die Beschleunigung der Globalisierung, den politischen Wandel in Südafrika und den außergewöhnlichen Optimismus, der die Softwarebranche in den Jahren vor der Jahrtausendwende erfasste.

Diese Euphorie weicht schließlich einer Krise, als die Dotcom-Blase platzt. Nach Jahren des ständigen Reisens und der internationalen Geschäftsentwicklung erreicht Henrik den Punkt, an dem er genug von diesem rastlosen Leben hat. Er verlässt die Unternehmenswelt und gründet seine eigene Beratungsgesellschaft – ein neues Kapitel sowohl in seinem beruflichen als auch in seinem persönlichen Leben.

Henriks Privatleben ist dabei ebenso wichtig wie seine Karriere. Er ist mit der Engländerin Sammy verheiratet. Schon früh in ihrer Beziehung beschließen sie, dass jeder von ihnen eine eigene berufliche Laufbahn verfolgen soll. Dieser Vorsatz lässt sich jedoch nicht ohne Weiteres aufrechterhalten, als sie zunächst einen Jungen aus Indonesien und später ein Mädchen aus Korea adoptieren. Statt das ursprüngliche Ziel aufzugeben, finden sie immer wieder unkonventionelle Lösungen, um Familie, Arbeit und Henriks zunehmende Reisetätigkeit miteinander zu vereinbaren.

Hinzu kommt seine Leidenschaft für Musik. Henrik ist Amateurmusiker und liebt es, mit seiner Band zu spielen. Auch das kostet Zeit und lässt sich mit einem internationalen Berufsleben nur schwer vereinbaren. Trotzdem hält er an der Musik fest. Trotz zahlreicher Geschäftsreisen gelingt es ihm, die Band als festen Bestandteil seines Lebens zu bewahren.

Technologie und internationales Business stehen im Mittelpunkt der Reihe. Computer, Software, Drucksysteme, Vertriebskanäle, internationale Partnerschaften, Unternehmenspolitik, Verhandlungen und kulturelle Unterschiede sind nicht bloß Kulisse. Sie prägen die Möglichkeiten und Entscheidungen der Figuren. Diese Milieus basieren auf meiner eigenen jahrzehntelangen Erfahrung in der internationalen Technologiebranche und werden durch umfassende historische und technische Recherchen ergänzt.

Gerade darin unterscheidet sich die Henrik-Bertelsen-Saga von einem klassischen Spionagethriller. Geheimdienste, geopolitische Spannungen und politische Intrigen spielen gelegentlich eine Rolle, doch Henrik ist kein Agent und rettet nicht die Welt. Er ist Geschäftsmann, Ehemann, Vater, Freund und Musiker, der versucht, Karriere, Familie und persönliche Interessen miteinander zu verbinden, während die große Geschichte immer wieder in seinen Alltag hineinbricht.

Die Spannung entsteht deshalb nicht nur aus Politik und internationalen Konflikten, sondern ebenso aus Verhandlungen, Ehrgeiz, Loyalität, technologischem Wandel, kulturellen Missverständnissen, familiären Herausforderungen und moralischen Kompromissen.

 ![Two men in suits discuss at a wooden desk in a dim office, one holding a booklet with a circular emblem while a portrait and flag loom in the background.](https://hpbech.com/wp-content/uploads/Henrik-og-Oleg.png) 

 ![](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S-1.png) 

**Untertitel:** Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette.

**Schauplatz:** Saudi-Arabien, 1979

**Historischer Hintergrund:** Saudi-Arabien, 1979. Das Königreich schwimmt in Petrodollars und investiert massiv in die Modernisierung seines Gesundheits- und Bildungswesens sowie der öffentlichen Infrastruktur. Ausländische Unternehmen sehen große Chancen, doch jedes Projekt ist geprägt von Hierarchie, Religion, undurchsichtigen Entscheidungsprozessen und Regeln, die Außenstehende nur schwer durchschauen. Als drei Dänen in ein Krankenhausküchenprojekt nahe Mekka hineingezogen werden, entwickelt sich aus einem lukrativen Beratungsauftrag bald eine Reise in kulturelle Konflikte, moralische Kompromisse und politische Gefahr. Der religiöse Aufstand in Mekka im November 1979 stellt schließlich alles auf den Kopf.

[ Pressemappe ](https://booxpublishing.dash.app/sharing/type/collection/yqitx-tumult-in-mekka)

[ Jetzt kaufen ](https://www.amazon.de/-/en/Tumult-Mekka-Petrodollar-W%C3%BCstenmystik-Henrik-Bertelsen-Saga/dp/8793116799)

 ![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S-1.png) 

**Untertitel:** Supercomputer, Machtpolitik und moralische Täuschung im Herbst des Kalten Krieges.

**Schauplatz:** Die Sowjetunion, Dänemark und die USA in den Jahren 1985 und 1986, während der letzten Phase des Kalten Krieges.

**Historischer Hintergrund:** Michail Gorbatschow ist in Moskau an die Macht gekommen und verspricht Reformen, doch die sowjetische Wirtschaft liegt hoffnungslos zurück. Die gesamte industrielle Basis benötigt moderne Technologie, und der Mangel an leistungsfähiger Computertechnik, Automatisierung und modernen Produktionssystemen bremst das Wachstum in nahezu allen Bereichen. Westliche Unternehmen sehen sowohl eine politische Öffnung als auch die Möglichkeit großer Aufträge. Doch als hochentwickelte amerikanische Supercomputer ins Spiel kommen, prallen Geschäft, Exportkontrollen, Nachrichtendienste und moralische Kompromisse aufeinander.

 Die Pressemappe ist in Vorbereitung 

[ Jetzt kaufen ](https://www.amazon.de/dp/B0H7R84DP8)

 ![](https://hpbech.com/wp-content/uploads/MU-AAA-standard-S.png) 

**Untertitel**: Ein Wettlauf gegen die Zeit und Ihre Werte, wenn eine großartige Idee auf die brutale Realität der Umsetzung trifft

**Schauplatz:** Japan, USA, China und Dänemark, 1988–1989.

**Historischer Hintergrund:** China öffnet seine Wirtschaft, Japan ist zu einer technologischen Großmacht aufgestiegen, und die Globalisierung zeichnet die Landkarte des internationalen Geschäfts neu. Für ein kleines dänisches Technologie-Start-up mit einem ehrgeizigen neuen Drucker scheinen die Möglichkeiten grenzenlos. Doch das schnelle Wachstum bringt Schwächen im Produktdesign, angespannte Finanzen und tiefgreifende kulturelle Unterschiede ans Licht. Henrik Bertelsen ist gezwungen, in Japan und China nach einer Lösung zu suchen. Als er im Juni 1989 in Peking eintrifft, treffen geschäftliche Herausforderungen plötzlich auf die große Geschichte: Die Demokratiebewegung auf dem Tian’anmen-Platz steuert auf ihre gewaltsame Niederschlagung zu.

 Kommt in 2027

---

### [For ussel mammon](https://hpbech.com/books/the-dollar-compass/)

**Published:** February 12, 2025
**Author:** Hans Peter Bech

**Content:**

#  For ussel mammon 

Supercomputere, storpolitik og moralske gråzoner i den kolde krigs skygge

 ![](https://hpbech.com/wp-content/uploads/3D-Mamon-std.-500x750-2.jpg) 

**Forfatter:** Hans Peter Bech
**Serie:** Henrik Bertelsen-sagaen, bind 2
**Genre:** Historisk roman, geopolitisk thriller, businessroman
**Handlingssteder:** Danmark, Sovjetunionen og USA
**Periode:** 1985–1986
**Historisk baggrund:** Gorbatjov, glasnost, perestrojka, teknologihandel under den kolde krig og Tjernobyl-katastrofen
**Forlag:** BOOX Publishing
**Udgivelsesdato:** 23. oktober 2025
**Tilgængelig som:** E-bog, paperback, hardcover og lydbog

I foråret 1985 overtager Mikhail Gorbachev magten i Sovjetunionen og indfører glasnost og afspænding. USA’s præsident, Ronald Reagan, begynder at overveje lempelser af de stramme eksportrestriktioner, og døren åbnes på klem for vestlige virksomheder.

Henrik Bertelsen, global topsælger og direktør hos den amerikanske tech-gigant Control Data, sendes til Moskva for at afsøge mulighederne for at levere firmaets avancerede supercomputere – særligt til den sovjetiske energisektor. Potentialet er enormt, men vejen til milliardordrerne går gennem en labyrint af skjulte dagsordener, bureaukrati, bestikkelse og uofficielle aftaler.

Samtidig jonglerer Henrik sit krævende job, livet som småbørnsfar og en passioneret sidekarriere som rockmusiker, mens hans hustru, Sammy, netop er vendt tilbage til fuldtidsarbejde efter en adoptionsbarsel.

Da Control Data rammes af dybe økonomiske problemer og massefyringer, begynder Henriks tillid til virksomhedens amerikanske topledelse at vakle. Han har opnået succes i organisationen, men oplever samtidig, at hans indflydelse på de strategiske beslutninger er begrænset. De store markedsforandringer i den vestlige verden sætter spørgsmålstegn ved virksomhedens fremtid, og Henrik må overveje, om loyalitet over for en arbejdsgiver, der har givet ham store muligheder, skal veje tungere end hans egne ambitioner.

I foråret 1986 dukker en uventet mulighed op: Et dansk startup med et visionært projekt, der kan ændre alt. Henrik må beslutte, om det er tid til at genoverveje sin fremtid – og tage springet mod noget nyt, hvor virkelighed og idealer måske passer bedre sammen.

Hvor længe kan han holde fast i sine værdier, før han begynder at retfærdiggøre kompromiser, han aldrig troede mulige?

[ Køb den her ](https://www.plusbog.dk/for-ussel-mammon-hans-peter-bech-9788793116641)

[ Læs kapitel 1 ](https://www.yumpu.com/da/document/read/69902685/for-ussel-mammon-print-kap1)

Bech skriver som en mand, der har smagt både Vodka og Villys Valnøddesnaps – og som stadig står oprejst. Anbefales som rejsekammerat i lænestolen!

 **Henning Damkiær**  

Henrik Bertelsen er fanget mellem amerikanske og sovjetiske værdier i jagten på den store gevinst. En anderledes koldkrigsroman, hvor privatliv, forretning og politiske miljøer flettes sammen.

 **Rikke Sommer**  

*En spændende roman, der føles som en ny genre i sig selv – både underholdende, tankevækkende og vildt velskrevet. Jeg var fanget fra første side.*

 **Tine Curtis**  

#  Video: 

Henrik Bertelsen forsøger at sælge supercomputere til Sovjetunionen i 1985, men møder korruption, skjulte dagsordener og moralske gråzoner. Da Tjernobyl rammer, styrter illusionerne i grus.

***For ussel mammon*** er en roman om idealer, kompromiser og den pris, man betaler, når succes alene måles i kroner og ører.

#  Læs kapitel 1 

#  Lyt til kapitel 1:

---

### [Management Consulting Essentials](https://hpbech.com/biznes-en/management-consulting-essentials/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Management Consulting Essentials 

How to find and win customers and get your fair share of the value you create

 ![](https://hpbech.com/wp-content/uploads/Management-Consulting-Essentials-for-book-page.png) 

### **A book for the independent management consultant.** 

In the book *Management Consulting Essentials* I share my experience being a solo and independent management consultant. Over the 105 pages, the book covers, I touch on all the aspects of management consulting. However, the main focus is on lead generation, sales and account management.

[ Buy the book here ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

![ ](https://parametre.online/7ce4006n788x4ab61sa.png)*I liked this book very much. It is short and thought-provoking. Highly recommended to anybody in business management consulting.*

 **Oleg Palchik**  

The book gives great and very practical piece of advice when you want to start up an individual consulting career. Especially if the selling part is new to you.

 **Camilla Westergaard**  

*It is a really essential book for the independent management consultant, especially in Information Technolog*y. Highly recommended.

 **Customer Review**  /  Amazon 

 ![](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg) 

## For the senior executive

![ ](https://parametre.online/7cc88ez7jaq4cefr8q8d.png)My key audience is the senior executive who has decided to throw off the burdens of corporate politics, the hours required on staff management, and the whims of an erratic chairman or owner.

The senior executive who wants to be his own master and spend all his working hours on the professional side of what he is good at: Helping companies grow.

[ Buy the book here ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [5,460 Miles from Silicon Valley](https://hpbech.com/biznes-en/5460-miles-from-silicon-valley/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  5,460 Miles from Silicon Valley 

The In-depth Case Study of What Became Microsoft’s First Billion Dollar Acquisition Outside the USA

 ![](https://hpbech.com/wp-content/uploads/5460-Miles-from-Silicon-Valley-for-book-page-1.png) 

### **One of the Best Documented Entrepreneurial Case Studies in the software industry**

5,460 Miles from Silicon Valley reveals the full story of two of Denmark’s undisputed business successes – from cradle to adolescence. It reveals an industry that is completely unpredictable, where strategies do not necessarily lead to success. But it’s also a tale of people, ambitions, and resourcefulness. How to pursue your dreams and build a successful business up from scratch – in one of the smallest markets in the world.

[ Buy the book here ](https://www.amazon.com/dp/B07DF8VK8K)

![ ](https://parametre.online/7bvs5x2vsjjdlabpgi2.png)An obvious case story for all business and management schools. And for practitioners.

 **Freddie B. Jørgensen**  /  Management consultant 

![ ](https://parametre.online/7bwqljsrmkcyausrwpbg.png)A textbook for everyone who deals with entrepreneurship and business in general.

 **Ole Møller-Jensen**  /  Regional – President, Danfoss 

![ ](https://parametre.online/7bxca6tt9t9cu2ajf8kg.png)This is a true, detailed and honest story. Should be mandatory reading for any entrepreneur.

 **Werner Valeur**  /  Investor & Entrepreneur 

## ![ ](https://parametre.online/7by8sq6utghu76ru293k.png)Navision did just that!

How do you build and manage a channel of more than 2,000 resellers serving over 100,000 customers across 30 countries? From a small corner of the world where English isn’t the main language.

When Microsoft took over in 2002, the total turnover of and around Navision’s products was in the order of DKK 17 billion (USD 3.4B) and the entire ecosystem employed over 20,000 people.

[ Buy the book here ](https://www.amazon.com/dp/B07DF8VK8K)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Building Successful Partner Channels](https://hpbech.com/biznes-en/building-successful-partner-channels/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Building Successful Partner Channels 

Channel Development & Management in the Software Industry

 ![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page.png) 

### **The bestselling book about building and managing reseller channels in the B2B software industry**

Even small software companies can build powerful independent channel partner networks – if they understand the fundamentals. The crucial difference between doing business direct and indirect is hidden in the business model of the resellers. B2B software companies and their resellers have completely different value propositions and business models. The channel approach is all about understanding and supporting the resellers’ business model.

[ Buy the book here ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

**![ ](https://parametre.online/7c5muns8unpqz5vb9to.png)Concise and Pertinent**

This is a brilliant book and no wonder it became a bestseller!

 **Reader Reveiw**  /  Amazon 

**![ ](https://parametre.online/7c660alrffapqmoo1105.png)A Practical Guide**

I have never seen such helpful and practical material about the partner channel in our specific industry.

 **Nikolay Zezyulinskiy**  /  Amazon 

**Well Organised and Focused**

The book provides a clear framework for approaching modern channel sales for B2B software companies.

 **Reader Review**  /  Amazon 

I started building independent channel partner networks in 1986.

Coming from a small domestic market we were forced to build international channel partner networks very early in the lifecycle of the startup where I was responsible for revenue generation.

We also had to do it with very little resources. I learned that money doesnt subsitute ingenuity.

[ Buy the book here ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Building Successful Partner Channels](https://hpbech.com/biznes-en/building-successful-partner-channels/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Building Successful Partner Channels 

Channel Development & Management in the Software Industry

 ![](https://hpbech.com/wp-content/uploads/Building-Successful-Partner-Channels-for-book-page.png) 

### **The bestselling book about building and managing reseller channels in the B2B software industry**

Even small software companies can build powerful independent channel partner networks – if they understand the fundamentals. The crucial difference between doing business direct and indirect is hidden in the business model of the resellers. B2B software companies and their resellers have completely different value propositions and business models. The channel approach is all about understanding and supporting the resellers’ business model.

[ Buy the book here ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

**![ ](https://parametre.online/7c5muns8unpqz5vb9to.png)Concise and Pertinent**

This is a brilliant book and no wonder it became a bestseller!

 **Reader Reveiw**  /  Amazon 

**![ ](https://parametre.online/7c660alrffapqmoo1105.png)A Practical Guide**

I have never seen such helpful and practical material about the partner channel in our specific industry.

 **Nikolay Zezyulinskiy**  /  Amazon 

**Well Organised and Focused**

The book provides a clear framework for approaching modern channel sales for B2B software companies.

 **Reader Review**  /  Amazon 

I started building independent channel partner networks in 1986.

Coming from a small domestic market we were forced to build international channel partner networks very early in the lifecycle of the startup where I was responsible for revenue generation.

We also had to do it with very little resources. I learned that money doesnt subsitute ingenuity.

[ Buy the book here ](https://www.amazon.com/Building-Successful-Partner-Channels-software/dp/8793116160)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [The Henrik Bertelsen Saga](https://hpbech.com/books/about-the-henrik-bertelsen-saga/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  The Henrik Bertelsen Saga – Historical Business and Geopolitical Novels 

**The Henrik Bertelsen Saga** is a series of historical business novels following one man through the political, technological and economic upheavals that reshaped the world from the late 1970s into the first decades of the twenty-first century.

Henrik Bertelsen is a fictional character. When the story begins in 1979, he is a young Danish civil servant with what appears to be a secure career ahead of him. An unexpected opportunity takes him to Saudi Arabia, and from there his life gradually moves away from public administration and into the rapidly expanding international technology industry. Over the following decades, his career takes him across Europe, North America, the Middle East, Asia and South Africa.

The historical background, however, is real. The novels unfold against events such as the seizure of the Grand Mosque in Mecca, the final phase of the Cold War, Gorbachev’s reforms in the Soviet Union, the Chernobyl disaster, the rise of Japan as an economic and technological powerhouse, China’s opening to the world and the events surrounding Tiananmen Square. Later volumes follow the acceleration of globalisation, the political transformation of South Africa and the extraordinary optimism that swept through the software industry in the years leading up to the millennium.

That euphoria eventually gives way to crisis when the dot-com bubble bursts. After years of constant travel and international business development, Henrik reaches the point where he has had enough of the relentless life on the road. He leaves the corporate world behind and starts his own consultancy, opening a new chapter in both his professional and personal life.

Henrik’s private life is just as important as his career. He is married to Sammy, who is English. Early in their relationship, they decide that each of them should pursue a professional career of their own. That decision becomes increasingly difficult to maintain after they first adopt a boy from Indonesia and later a girl from Korea. Rather than abandoning the principle, they repeatedly find unconventional ways of combining family life, work and Henrik’s growing travel commitments.

Music is another important part of Henrik’s life. He is an amateur musician and loves performing with his band. It takes time and is not always easy to reconcile with an international career, but he refuses to give it up. Despite his many business trips, he manages to keep the band as a permanent part of his life.

Technology and international business are central to the series. Computers, software, printing systems, distribution channels, international partnerships, corporate politics, negotiations and cultural differences are not merely background detail. They shape the characters’ opportunities and decisions. These environments are inspired by my own decades of experience in the international technology industry and supported by extensive historical and technical research.

This is also what distinguishes the Henrik Bertelsen Saga from a traditional spy thriller. Intelligence agencies, geopolitical tensions and political intrigue occasionally enter the story, but Henrik is not a secret agent and he does not save the world. He is a businessman, husband, father, friend and musician trying to build a career, sustain a family life and hold on to his own interests while history repeatedly intrudes.

The tension therefore comes not only from politics and international conflict, but also from negotiations, ambition, loyalty, technological change, cultural misunderstandings, family pressures and moral compromise.

 ![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-800x800.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Mecca-ID-check.png) 

 ![Two suited men discuss documents at a dark wooden desk in a vintage office; one holds a folder labeled Techosystem.](https://hpbech.com/wp-content/uploads/Henrik-og-Igor.png) 

 ![Man in a gray coat reads The New York Times on a busy sidewalk; headline: Reagan and Gorbachev to meet in Geneva.](https://hpbech.com/wp-content/uploads/Henrik-at-NY-newsstand-500.png) 

 ![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1.png) 

**Subtitle**: Petrodollars, Desert Mystique, and Existential Dilemmas on the Road to the Holy City.

**Setting**: Saudi Arabia, 1979

**Historical backdrop:** Saudi Arabia, 1979. Awash with petrodollars, the kingdom is investing heavily in modernising its healthcare, education and public infrastructure. Foreign companies see major opportunities, but every project is shaped by hierarchy, religion, opaque decision-making and rules outsiders struggle to read. When three Danes are drawn into a hospital-kitchen project near Mecca, what begins as a lucrative consulting assignment soon becomes a journey into cultural collision, moral compromise and political danger. The religious uprising in Mecca in November 1979 turns everything upside down.

[ Press Kit ](https://booxpublishing.dash.app/sharing/type/collection/nbwch-tumult-in-mecca)

[ Buy Now ](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY)

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png) 

**Subtitle:** Supercomputers, Power Politics, and Moral Deception in the Autumn of the Cold War.

**Setting:** The Soviet Union, Denmark and the United States in 1985 and 1986, during the final years of the Cold War.

**Historical backdrop:** Mikhail Gorbachev has come to power in Moscow and promises reform, but the Soviet economy is hopelessly behind. Its entire industrial base needs modern technology, and the lack of advanced computing, automation and production systems is hurting growth across almost every sector. Western companies see both a political opening and the possibility of very large contracts. But when advanced American supercomputers become part of the equation, business, export controls, intelligence services and moral compromise quickly collide.

[ Press kit ](https://booxpublishing.dash.app/sharing/type/collection/ec9sa-the-dollar-compass)

[ buy now ](https://www.amazon.co.uk/dp/B0GRSBXN1T)

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-1.png) 

**Subtitle:** A Race Against the Clock and Your Values as a Great Idea Meets the Brutal Reality of Execution

**Setting:** Japan, USA, China and Denmark 1988-89

**Historical backdrop:** China is opening its economy, Japan has become a technology powerhouse, and globalisation is redrawing the map of international business. For a small Danish tech startup with an ambitious new printer, the opportunities seem enormous. But rapid growth exposes weak product design, stretched finances and deep cultural differences, forcing Henrik Bertelsen to look to Japan and China for a solution. When he arrives in Beijing in June 1989, business problems suddenly collide with history as the pro-democracy demonstrations on Tiananmen Square move towards their violent conclusion.

 Coming in 2027

---

### [About Hans Peter Bech](https://hpbech.com/about_boox/bio/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Author, Business Writer and Former Technology Executive 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Keynote-1-scaled-e1700349321130-542x800.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-Banner.jpeg) 

 ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-pa-kaffebaren-512.jpg) 

I am a Danish author of historical and geopolitical fiction rooted in the world of international business. I also write practical [business books](https://hpbech.com/biznes/) for the software industry.

**The Henrik Bertelsen Saga** is a sequence of historical and contemporary novels spanning the period from 1970 to the present day. The final volume will bring the series full circle, ending as Henrik begins to write the first book in the saga.

**Business books**

I have written several books on international growth, sales channels and business development in the software industry. [*5,460 Miles from Silicon Valley*](https://hpbech.com/biznes/5460-miles-from-silicon-valley/) and [*Going Global on a Shoestring*](https://hpbech.com/biznes/going-global-on-a-shoestring/) focus on international expansion. [*Building Successful Partner Channels*](https://hpbech.com/biznes/building-successful-partner-channels-2/) explains how companies can develop effective indirect sales channels. [*Building Successful Business Models*](https://hpbech.com/biznes/building-successful-business-models/) shows how software companies can design and build sustainable business models.

**Historical and geopolitical fiction**

[The Henrik Bertelsen Saga](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/) is a series of historical novels covering the period from 1970 to the present day. Through Henrik’s career and family life, the books weave together real historical events, the rapid development of information technology, international business and geopolitical change. Fictional characters and storylines unfold against carefully researched historical settings, creating a blend of business adventure, political history and fiction informed by personal experience.

**A career in the international technology industry**

My novels draw heavily on more than four decades of experience in the international technology industry.

I began my career in the Danish public sector before moving into the computer industry at the end of the 1970s. Over the following decades, I worked in sales, marketing, business development, management and international expansion for technology companies ranging from large multinational corporations to small entrepreneurial ventures.

My work took me across Europe and North America, as well as to the Middle East, Asia and South Africa. It brought me into contact with customers, distributors, business partners, investors and executives from a wide range of business cultures. I saw at first hand how technology markets are created, how companies grow, how international partnerships are built and how ambition, internal politics, cultural differences and commercial pressures shape business decisions.

These experiences form the business backdrop to my novels. The companies, characters and plots are fictionalised, but many of the situations, dilemmas, negotiations and corporate dynamics are rooted in experience. My aim is to give readers an authentic view of international business while bringing the political and technological history of the period to life.

[](https://www.facebook.com/booxaps "Follow on Facebook")[](mailto:mailto:hpb@hpbech.dk "Send us an email")[](https://www.linkedin.com/in/hanspeterbech/ "Follow on LinkedIn")[](https://www.youtube.com/@boox-publishing-dk "Follow on YouTube")

## Pictures

 ![](https://hpbech.com/wp-content/uploads/Portraet-Hans-Peter-Bech-S-1-799x800.jpg) 

[ More Pictures ](https://booxpublishing.dash.app/sharing/type/collection/p1rx0-hans-peter-bech)

## Bio

 ![](https://hpbech.com/wp-content/uploads/HPB-Hatteland4-copy-1-800x800.jpg) 

[ Get BIO ](https://booxpublishing.dash.app/sharing/type/asset/14f957dc-aac0-48d3-a804-cc87bd421f61)

---

### [The Dollar Compass](https://hpbech.com/books/the-dollar-compass/)

**Published:** November 3, 2025
**Author:** Hans Peter Bech

**Content:**

#  The Dollar Compass 

Supercomputers, Power Politics, and Moral Deception in the Autumn of the Cold War.

 ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S.png) 

**Author:** Hans Peter Bech
**Series:** The Henrik Bertelsen Saga, Book 2
**Genre:** Historical fiction, geopolitical thriller, business novel
**Setting:** Denmark, Soviet Union and the United States
**Period:** 1985–1986
**Historical background:** Gorbachev, glasnost, perestroika, Cold War technology trade and Chernobyl
**Publisher:** BOOX Publishing
**Publication date:** 18 June 2026
**Available as:** eBook, paperback, hardcover and audiobook

August 1985. The Cold War is shifting—quietly, unpredictably—and the stakes are enormous.

When Danish computer salesman Henrik Bertelsen becomes involved in a bold plan to supply advanced American computer systems to the Soviet Union, he steps into a world where technology, politics, and power are inseparable. Under Gorbachev’s *glasnost* and *perestroika*, Soviet leaders are searching for the tools to modernise a stagnating superpower. Western corporations see opportunity. Intelligence agencies see danger.

For Henrik’s struggling employer, Control Data, a major Moscow contract could mean survival. But in a system shaped by secrecy, hierarchy, and competing interests, technical superiority is not enough. Success demands strategy beyond the official tender. In Moscow, you never bet on a single horse—you cultivate multiple allies, open parallel channels, and prepare for sudden shifts in loyalty.

Negotiating with ambitious officials, sharp intermediaries, and wary diplomats, Henrik discovers that formal agreements are only part of the equation. Access must be nurtured. Favors carry weight. And in an environment where influence often moves quietly behind closed doors, a little lubrication can keep stalled machinery turning.

Meticulously researched and set against real historical tensions, *The Dollar Compass* is a gripping political and business novel about ambition, calculated risk, and the moral grey zones where commerce and ideology collide.

When history opens a narrow window of opportunity, how far are you willing to go?

[ Buy now ](https://mybook.to/CCePA)

### Villy’s walnut schnapps

Bech writes like a man who has tasted both vodka and Villy’s walnut schnapps—and still stands upright. A perfect armchair travel companion.

 **Henning Damkiær**  

### A Genre of its Own

An exciting novel that feels like a genre of its own—entertaining, thought-provoking, and beautifully written. I was hooked from page one.

 **Tine Curtis**  

### Caught in the Middle

Caught between American and Soviet values, Henrik’s story is a Cold War novel like no other—where private life, business, and politics intertwine.

 **Rikke Sommer**  

#  Watch the video: 

#### **Copenhagen, Late summer, 1985.**

Enter one Henrik Bertelsen – a civil servant turned computer salesman, and an unlikely emissary of Western industry – who finds himself dispatched, by circumstance and superior instruction, behind the Iron Curtain.

His brief?

To explore the feasibility of selling American supercomputing technology to the Soviet energy sector. A proposition that, mere months prior, would have been dismissed as the stuff of diplomatic fantasy.

#  Read a sample:

---

### [Tumult in Mekka](https://hpbech.com/books/tumult-in-mecca-en/)

**Published:** September 13, 2024
**Author:** Hans Peter Bech

**Content:**

#  Tumult in Mekka 

Petrodollar, Wüstenmystik und Überleben im Schatten der Minarette.

 ![](https://hpbech.com/wp-content/uploads/MU-Mekka-for-book-page-S-1.png) 

**Autor:** Hans Peter Bech
**Serie:** Die Henrik-Bertelsen-Saga, Band 1
**Genre:** Historischer Roman, geopolitischer Thriller, Wirtschaftsroman
**Handlungsort:** Dänemark und Saudi-Arabien
**Zeitraum:** 1979
**Historischer Hintergrund:** Saudi-Arabiens Ölboom, internationale Geschäftsexpansion, kulturelle und religiöse Begegnungen zwischen Ost und West sowie die Besetzung der Großen Moschee in Mekka im November 1979
**Verlag:** BOOX Publishing
**Erscheinungsdatum:** 3. Dezember 2025
**Erhältlich als:** E-Book, Taschenbuch, Hardcover und Hörbuch

[ Autorenwelt ](https://shop.autorenwelt.de/products/tumult-in-mekka-von-hans-peter-bech)

Wir sind im Jahr 1979.

Der junge Henrik Bertelsen arbeitet als Ökonom am Ministerium für Arbeit. Zweimal die Woche lehrt er an der Kopenhagener Universität Makroökonomie. Er ist mit Sammy, die aus England kommt, verheiratet und gemeinsam mit ein paar Freunden, stecken sie gerade mitten in Abschluss für den Bau einer großen Häuser-Gemeinschaft. Noch dazu stehen sie kurz davor, ein Kind aus Indonesien zu adoptieren.

Was Henrik also am meisten braucht, ist Zeit für seine Arbeit und Zeit für seine Familie: damit wäre seine Zukunft als Beamter gesichert.

Aus dem Blauen heraus erhält er die Anfrage, in Saudi-Arabien Großküchen in Kliniken zu renovieren und zu betreiben. Henriks innerer Abenteurer erwacht zum Leben, er lässt sich einen Kurzurlaub absegnen und taucht ein in eine Welt, die ganz weit entfernt von den gewohnten Gängen der dänischen Bürokratie ist.

Das Projekt entwickelt eine unglaubliche Dynamik und plötzlich findet sich Henrik inmitten eines bewaffneten Aufruhrs in Mekka wieder. Zwischen Rebellen und der Polizei gefangen, steckt er in großer Gefahr. Henrik gelingt die Flucht und er verlässt körperlich unbeschadet das Land.

Zurück im heimischen Kopenhagen umwirbt ihn eine amerikanische Computerfirma mit einem überaus gut bezahlten Job und sein Leben vermag bald eine gänzlich andere Richtung einzuschlagen.

[ Thalia ](https://www.thalia.de/shop/home/artikeldetails/A1077984695)

[ Hugendubel ](https://www.hugendubel.de/de/taschenbuch/hans_peter_bech-tumult_in_mekka-52443535-produkt-details.html)

[ Amazon ](https://www.amazon.de/-/en/Hans-Peter-Bech-ebook/dp/B0FZTGJ37M)

[ Hörbuch ](https://bwlnk.com/9788793116771)

Das Buch fesselt den Leser schnell mit seiner spannenden mehrgleisigen Geschichte und der sympathischen Hauptperson. Gut geschrieben und übersetzt macht das Buch Lust auf mehr.

 **Hans-Bernd Kittlaus**  

Ein gut lesbarer Wirtschaftsroman, der Komplexität nicht vereinfacht, sondern verständlich erzählt. Genau diese Balance macht das Buch für mich interessant. Der Stoff schreit nach einer Fortsetzung.

 **Helen**  /  Amazon 

Mir hat das Buch sehr viel Freude bereitet, da es eine optimale Kombination aus Wissensvermittlung, Spannung und persönlicher Entwicklung bietet. Ich freue mich schon auf Band 2!

 **Prometheus**  /  Amazon

#  Video: 

## Eine Chance nutzen

Obwohl der Protagonist Henrik Bertelsen im Ministerium gut zu tun hat, er parallel an der Kopenhagener Universität lehrt, eine große Wohnanlage plant und die Adoption seines ersten Kindes kurz bevorsteht, steigt er in ein Business Abenteuer in Saudi-Arabien mit ein.

Als man ihn mit der Renovierung der Mensa an der Universität von Mekka beauftragt, wird er in einen bewaffneten religiösen Aufstand eingekesselt – und er steht plötzlich auf der Seite der Falschen.

Das Abenteuer verändert sein Leben.

#  Hörprobe: 

#  Leseprobe: 

## Folge mir auf LinkedIn

Ich bin auf LinkedIn aktiv – zögere nicht, mir dort zu folgen.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Tumult in Mecca - EN](https://hpbech.com/books/tumult-in-mecca-en/)

**Published:** September 13, 2024
**Author:** Hans Peter Bech

**Content:**

#  Tumult in Mecca 

Petrodollars, Desert Mystique, and Existential Dilemmas on the Road to the Holy City.

 ![](https://hpbech.com/wp-content/uploads/Tumult-in-Mecca-for-book-page-1.png) 

**Author:** Hans Peter Bech
**Series:** The Henrik Bertelsen Saga, Book 1
**Genre:** Historical fiction, geopolitical thriller, business novel
**Setting:** Denmark and Saudi Arabia
**Period:** 1979
**Historical background:** Saudi Arabia’s oil boom, international business expansion, cultural and religious encounters between East and West, and the Grand Mosque seizure in Mecca in November 1979
**Publisher:** BOOX Publishing
**Publication date:** 23 August 2024
**Available as:** eBook, paperback, hardcover and audiobook

Autumn 1979. A Danish civil servant with no plans to change the world is about to walk straight into history.

Henrik Bertelsen works at the Ministry of Labour in Copenhagen when an unexpected opportunity pulls him into an ambitious Saudi hospital project. What begins as a limited consultancy—helping modernise kitchens and improve efficiency—quickly grows into something far larger. Oil wealth is transforming Saudi Arabia at breathtaking speed, and foreign expertise is in high demand. Together with his brother Jakob and a small Danish team, Henrik enters a world of royal ministries, lavish dinners, and complex cultural codes where personal relationships matter more than paperwork.

But beneath the surface of grand development plans and generous budgets lies a society under strain. Religion and politics are inseparable. Power flows through family networks. Reform moves carefully, if at all.

When the Danes are granted rare access to Mecca itself—an honour almost no non-Muslim ever receives—they sense both the privilege and the risk. They are guests in a country balancing modern ambition with ancient authority.

Then, without warning, events erupt that will shake the entire Muslim world.

Blending meticulous historical research with gripping fiction, *Tumult in Mecca* places ordinary professionals at the epicentre of extraordinary upheaval. It is a story of ambition, cultural collision, moral ambiguity—and the moment when global forces suddenly turn a business trip into something far more dangerous.

[ Buy Now ](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY)

One of the features of “Tumult in Mecca” is the detailed narrative. Although the author claims it’s fiction, you are left with a feeling that it must have happened—a dilemma to ponder. The book’s structure, with its short chapters and clear subheadings, keeps the reader on track. Additionally, there is humour interwoven throughout the text.

 **Liz Twinch**  

“Tumult in Mecca” combines elements of historical fiction, business development, cultural exploration, and personal growth, making it a compelling read for those interested in these themes. It is both fun and exciting. Hard to put down.

 **Per Steen Pedersen**  

Henrik Bertelsen is a child of the ’60s who seeks a balance between his ideals and his adventurous spirit. Building co-housing communities and making adoptions are costly, and money must be made. His reflections, quirky analyses, and practical approach to his work at the ministry and the project in the Middle East create a highly entertaining narrative.

 **Tine Curtis**

#  Watch the video: 

## Seize the Opportunity

Despite being busy at the ministry, lecturing at the local university, setting up a co-housing community, and preparing for an adoption, the protagonist, baby boomer Henrik Bertelsen, embarks on a business adventure in Saudi Arabia.

When he is asked to renovate the canteens at the University of Mecca, he gets caught up in an armed religious uprising, where he represents the bad guys.

The adventure changes his life.

[ Shop now ](https://www.amazon.com/Tumult-Mecca-Adventurer-Bertelsens-Unexpected-ebook/dp/B0DCC4SYTY)

#  Read a sample: 

#  Listen to the audiobook: 

## Follow me on LinkedIn

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Der Dollar-Kompass](https://hpbech.com/books/the-dollar-compass/)

**Published:** February 25, 2026
**Author:** Hans Peter Bech

**Content:**

#  Der Dollar-Kompass 

Supercomputer, Machtspiele und Abgründe im Spätherbst des Kalten Krieges

 ![](https://hpbech.com/wp-content/uploads/MU-DDK-on-canvas-S.png) 

#### **Autor:** Hans Peter Bech
**Serie:** Der-Henrik-Bertelsen-Saga, Band 2
**Genre:** Historischer Roman, geopolitischer Thriller, Businessroman
**Handlungsorte:** Dänemark, Sowjetunion und USA
**Zeitraum:** 1985–1986
**Historischer Hintergrund:** Gorbatschow, Glasnost, Perestroika, Technologiehandel im Kalten Krieg und die Katastrophe von Tschernobyl
**Verlag:** BOOX Publishing
**Erscheinungsdatum:** 20. August 2026
**Erhältlich als:** E-Book, Paperback, Hardcover und Hörbuch

Ein packender Roman über Supercomputer, Machtspiele und Abgründe im Spätherbst des Kalten Krieges

**1985**: Die Welt steht vor einem Wendepunkt.

Henrik Bertelsen ist Vertriebsleiter eines angeschlagenen amerikanischen Technologieunternehmens – und steht unter enormem Druck. Beruflich wie privat.

Während seine Frau Sammy versucht, Familie und Karriere zu vereinen, reist Henrik quer durch die Welt. Als Gorbatschow Glasnost ausruft und sich neue politische Spielräume eröffnet, schickt man ihn nach Moskau. Dort soll er einen Milliardenauftrag sichern, der über das Überleben der Firma entscheidet.

Was als geschäftliche Mission beginnt, entwickelt sich zu einem gefährlichen Spiel aus verdeckten Interessen, Machtkämpfen, Bestechung und moralischen Grenzüberschreitungen.

**Der Dollar-Kompass** erzählt eindringlich, wie schnell Ideale ins Wanken geraten können – und wie schmal der Grat zwischen Erfolg und Verrat ist.

Ein zeitgeschichtlich dichter Roman über Ambition, Verantwortung und den Preis des Erfolgs.

\---

Der Dollar-Kompass ist der zweite Band der Henrik-Bertelsen-Saga – eine moderne Erzählung über Karriere, Familie und Gewissen in einer Welt im Umbruch.

[ Amazon ](https://www.amazon.de/dp/B0H7R84DP8)

[ Thalia ](https://www.thalia.de/reihe/die-henrik-bertalsen-saga-A1077984695)

[ Hugendubel ](https://www.hugendubel.de/de/ebook_epub/hans_peter_bech-der_dollar_kompass-53893762-produkt-details.html)

[ Autorenwelt ](https://shop.autorenwelt.de/search?q=&p=0&fR%5Bnamed_tags.onix_contrib%5D%5B0%5D=Hans+Peter+Bech&type=product&is_v=1)

### Villys Walnuss-Schnaps

Bech schreibt wie jemand, der sowohl Wodka als auch Walnusslikör probiert hat – und dennoch aufrecht stehen bleibt. Sehr empfehlenswert als literarischer Reisebegleiter im Lehnstuhl!

 **Henning Damkiær**  

### Ein eigenes Genre

Ein spannender Roman, der sich wie ein eigenes Genre anfühlt — unterhaltsam, zum Nachdenken anregend und wunderschön geschrieben. Ich war von der ersten Seite an gefesselt.

 **Tine Curtis**  

### Zwischen den Fronten

Zwischen amerikanischen und sowjetischen Werten gefangen, ist Henriks Geschichte ein Kalter-Kriegs-Roman wie kein anderer — wo Privatleben, Geschäft und Politik miteinander verflochten sind.“.

 **Rikke Sommer**  

#  Video: 

### **Kopenhagen, Spätsommer 1985**

Henrik Bertelsen – ein ehemaliger Beamter, der zum Computerverkäufer wurde und ein unwahrscheinlicher Emissär der westlichen Industrie – findet sich auf Anweisung seiner Vorgesetzten hinter dem Eisernen Vorhang wieder.

Sein Auftrag?

Die Machbarkeit, amerikanische Supercomputer-Technologie im sowjetischen Energiesektor zu verkaufen – ein Vorhaben, das nur wenige Monate zuvor noch als diplomatische Fantasie abgetan worden wäre.

#  Kapitel 1:

---

### [Consulting](https://hpbech.com/consulting/)

**Published:** May 25, 2026
**Author:** Hans Peter Bech

**Content:**

#  Consulting for B2B Software Companies 

 ![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-1091x800.png) 

**Revenue generation is not just a sales issue. It is the combined result of your business development, marketing, sales development, sales and customer success efforts.**

I help software companies identify what prevents predictable growth and define practical ways to improve their commercial performance.

Engagements are normally delivered as exploratory virtual workshops or remote consulting sessions using web-based collaboration tools.

[ Get in touch ](mailto:%20hpb@hpbech.dk)

[ My LinkedIn Profile ](https://www.linkedin.com/in/hanspeterbech/)

#  Testimonials 

### Building a Global Partner Ecosystem with the Right Value Proposition

At RamBase we are building a global business partner ecosystem.

At our recent partner conference in Norway we had invited Hans Peter to share his insight on how Navision build their partner channel.

Apart from being very entertaining, Hans Peter’s keynote gave us food for thought and the following discussion convinced us that the time is right for the RamBase partner and customer value propositions.

It is also worth to mention that he is a great guy!

 **Odd Magne Vea**  /  Rambase/Hatteland 

### Expert Guidance for Multi-Country Reseller Channel Development

Hans Peter Bech has been an invaluable consultant to Paychex in designing a multi-product, multi-country reseller program.

With 40+ years in indirect software sales, he brings deep expertise and a pragmatic approach.

Building a successful partner channel is challenging—many fail due to unclear strategy or lack of dedication in recruitment, onboarding and ongoing support.

Hans Peter provides critical insights into what it truly takes to succeed and outlines a clear execution path.

 **Bo Abildgren**  /  Paychex 

### Accelerating International Growth Through Better Distribution Models

We are expanding internationally and have asked Hans Peter Bech to help identify and review various distribution models that can accelerate our growth.

We did a two-day workshop with our channel development team here in Brno, facilitated by Hans Peter. We are very pleased with the outcomes which we will now implement.

Thanks to Hans Peter’s software industry domain experience and expertise, the introductory phase of the workshops was fast, and we could devote the time to discussing our specific opportunities and challenges.

 **Juraj Sabatka**  /  IDEA StatiCa

[ More testimonials ](https://www.linkedin.com/in/hanspeterbech/details/recommendations/?detailScreenTabIndex=0)

---

### [Konsulentbistand](https://hpbech.com/consulting/)

**Published:** May 25, 2026
**Author:** Hans Peter Bech

**Content:**

#  Konsulentbistand for B2B softwarevirksomheder 

 ![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-1091x800.png) 

**Indtægtsgenerering er ikke kun et salgsspørgsmål. Det er det samlede resultat af jeres indsats inden for forretningsudvikling, marketing, salgsudvikling, salg og customer success.**

Jeg hjælper softwarevirksomheder med at identificere, hvad der står i vejen for forudsigelig vækst, og med at definere praktiske måder at forbedre deres kommercielle performance på.

Opgaverne gennemføres normalt som eksplorative virtuelle workshops eller som remote konsulentforløb ved hjælp af webbaserede samarbejdsværktøjer.

[ Kontakt ](mailto:%20hpb@hpbech.dk)

[ Min LinkedIn Profil ](https://www.linkedin.com/in/hanspeterbech/)

#  Referencer 

### Expert Guidance for Multi-Country Reseller Channel Development

Hans Peter Bech has been an invaluable consultant to Paychex in designing a multi-product, multi-country reseller program.

With 40+ years in indirect software sales, he brings deep expertise and a pragmatic approach.

Building a successful partner channel is challenging—many fail due to unclear strategy or lack of dedication in recruitment, onboarding and ongoing support.

Hans Peter provides critical insights into what it truly takes to succeed and outlines a clear execution path.

 **Bo Abildgren**  /  Paychex 

### Building a Global Partner Ecosystem with the Right Value Proposition

At RamBase we are building a global business partner ecosystem.

At our recent partner conference in Norway we had invited Hans Peter to share his insight on how Navision build their partner channel.

Apart from being very entertaining, Hans Peter’s keynote gave us food for thought and the following discussion convinced us that the time is right for the RamBase partner and customer value propositions.

It is also worth to mention that he is a great guy!

 **Odd Magne Vea**  /  Rambase/Hatteland 

### Accelerating International Growth Through Better Distribution Models

We are expanding internationally and have asked Hans Peter Bech to help identify and review various distribution models that can accelerate our growth.

We did a two-day workshop with our channel development team here in Brno, facilitated by Hans Peter. We are very pleased with the outcomes which we will now implement.

Thanks to Hans Peter’s software industry domain experience and expertise, the introductory phase of the workshops was fast, and we could devote the time to discussing our specific opportunities and challenges.

 **Juraj Sabatka**  /  IDEA StatiCa

[ Flere referencer ](https://www.linkedin.com/in/hanspeterbech/details/recommendations/?detailScreenTabIndex=0)

---

### [Management Consulting Essentials](https://hpbech.com/biznes-en/management-consulting-essentials/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Management Consulting Essentials 

How to find and win customers and get your fair share of the value you create

 ![](https://hpbech.com/wp-content/uploads/Management-Consulting-Essentials-for-book-page.png) 

### **A book for the independent management consultant.** 

In the book *Management Consulting Essentials* I share my experience being a solo and independent management consultant. Over the 105 pages, the book covers, I touch on all the aspects of management consulting. However, the main focus is on lead generation, sales and account management.

[ Buy the book here ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

![ ](https://parametre.online/7ce4006n788x4ab61sa.png)*I liked this book very much. It is short and thought-provoking. Highly recommended to anybody in business management consulting.*

 **Oleg Palchik**  

The book gives great and very practical piece of advice when you want to start up an individual consulting career. Especially if the selling part is new to you.

 **Camilla Westergaard**  

*It is a really essential book for the independent management consultant, especially in Information Technolog*y. Highly recommended.

 **Customer Review**  /  Amazon 

 ![](https://hpbech.com/wp-content/uploads/HPB-at-the-flip-over.jpeg) 

## For the senior executive

![ ](https://parametre.online/7cc88ez7jaq4cefr8q8d.png)My key audience is the senior executive who has decided to throw off the burdens of corporate politics, the hours required on staff management, and the whims of an erratic chairman or owner.

The senior executive who wants to be his own master and spend all his working hours on the professional side of what he is good at: Helping companies grow.

[ Buy the book here ](https://www.amazon.com/Management-Consulting-Essentials-Hans-Peter-ebook/dp/B00BNGXMKK)

## FOLLOW ME ON LINKEDIN

I’m active on LinkedIn – don’t hesitate to follow me there.

[ Follow ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Fra Damgaard til Microsoft](https://hpbech.com/biznes-en/5460-miles-from-silicon-valley/)

**Published:** May 4, 2019
**Author:** Hans Peter Bech

**Content:**

#  Fra Damgaard til Microsoft 

Den dybdegående caseanalyse af det, der blev Microsofts første milliardopkøb uden for USA

 ![](https://hpbech.com/wp-content/uploads/Fra-Damgaard-til-Microsoft-for-book-page.png) 

### **Danmarks bedst dokumenterede iværksætterhistorie**

*Fra Damgaard til Microsoft* afslører hele historien om to af Danmarks ubestridte forretningssucceser – fra vugge til voksen. Den beskriver en industri, der er helt uforudsigelig, hvor strategier ikke nødvendigvis fører til succes. Men det er også en fortælling om mennesker, ambitioner og snarrådighed. Sådan forfølger du dine drømme og bygger en succesfuld og global forretning op fra bunden – på et af verdens mindste markeder.

[ Køb bogen her ](https://tales.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344)

Alle, selv uden kendskab til branchen, vil kunne læse den og blive klogere på iværksættermentalitet, et marked og en teknologi i rivende udvikling.

 **Hans Christian Markvardt Pedersen**  

![ ](https://parametre.online/7bkycenjno0umzxw6bfj.png)*Iværksættere* *kan lære af Damgaard Data*

 **JyllandsPosten**  

En virkelig velskrevet og gennemarbejdet bog, der både er spændende og underholdende – også for én, der ikke har den store kendskab til IT. Jeg kan varmt anbefale den!

 **Mia Louise R**  /  Amazon 

## ![ ](https://parametre.online/7bmsi1j4tyl893inv56d.png)Navision gjorde det!

Hvordan rekruterer og styrer du mere end 2.000 forhandlere, der betjener over 100.000 kunder i 30 lande? Fra et lille hjørne af verden hvor engelsk ikke er hovedsproget.

Da Microsoft overtog firmaet i 2002, var den samlede omsætning omkring Navisions produkter i størrelsesordenen 17 milliarder kroner og hele økosystemet beskæftigede over 20.000 mennesker.

[ Køb bogen her ](https://tales.dk/fra-damgaard-til-microsoft_hans-peter-bech_9788793116344)

 ![](https://hpbech.com/wp-content/uploads/Borsen-01-09-2017-scaled.jpeg) 

Anmeldelse i Børsen den 1. september 2017

Bogen omtales i TV2 Go’ morgen Danmark den 1. september 2017

 ![](https://hpbech.com/wp-content/uploads/Go-morgen-Danmark-2-small.jpeg) 

Anmeldelse i Jyllandsposten den 14. oktober 2017

 ![](https://hpbech.com/wp-content/uploads/Boganmeldelse-JP.png) 

 ![](https://hpbech.com/wp-content/uploads/Borsen-07-06-2018.jpg) 

Bogen anbefales som sommerlæsning i Børsen den 7. juni 2018

## hold dig opdateret på Linkedin

Jeg er mest af alt aktiv på LinkedIn – så tøv ikke med at følge mig der.

[ Følg mig på LinkedIn ](https://dk.linkedin.com/in/hanspeterbech)

---

### [Pressecenter](https://hpbech.com/about_boox/press-room/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Pressecenter 

 ![](https://hpbech.com/wp-content/uploads/cropped-Hans-Peter-Bech-serious.jpg) 

### Om

Hans Peter Bech

 Hans Peter Bech 

 ![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg) 

### Om

Sagaen om Henrik Bertelsen

 Henrik Bertelsen 

 ![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4.png) 

### Om

Business-bøgerne

 Businessbøger 

 ![](https://hpbech.com/wp-content/uploads/Press-Kits-S.png) 

### Genvej til

Pressekits

 Pressekits

---

### [Press Room](https://hpbech.com/about_boox/press-room/)

**Published:** November 15, 2025
**Author:** Hans Peter Bech

**Content:**

#  Press Room 

 ![](https://hpbech.com/wp-content/uploads/cropped-Hans-Peter-Bech-serious.jpg) 

### About

Hans Peter Bech

[ Hans Peter Bech ](https://hpbech.com/about_hans_peter_bech_author/press-room/about-hans-peter-bech/)

 ![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel.jpeg) 

### About

The Henrik Bertelsen Saga

[ Henrik Bertelsen ](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/)

 ![](https://hpbech.com/wp-content/uploads/Den-gyldne-facade4.png) 

### About

The Business Books

[ Business Books ](https://hpbech.com/about_hans_peter_bech_author/press-room/business-books/)

 ![](https://hpbech.com/wp-content/uploads/Press-Kits-S.png) 

### Shortcut to

Press Kits

[ Press Kits ](https://hpbech.com/about_hans_peter_bech_author/press-room/about-the-henrik-bertelsen-saga/)

---

### [Cookie-politik](https://hpbech.com/about_boox/cookie-policy/)

**Published:** April 23, 2024
**Author:** Sarah Jacobsen

**Content:**



---

### [Woocommerce Predictive Search](https://hpbech.com/woocommerce-search/)

**Published:** September 15, 2013
**Author:** Hans Peter Bech

**Content:**

\[woocommerce\_search\]

---

### [Forudsigende søgning i Woocommerce](https://hpbech.com/woocommerce-search/)

**Published:** September 15, 2013
**Author:** Hans Peter Bech

**Content:**

\[woocommerce\_search\]

---

### [Predictive Search](https://hpbech.com/ecommerce-search/)

**Published:** August 19, 2013
**Author:** Hans Peter Bech

**Content:**

\[ecommerce\_search\]

---

### [Prædiktiv søgning](https://hpbech.com/ecommerce-search/)

**Published:** August 19, 2013
**Author:** Hans Peter Bech

**Content:**

\[ecommerce\_search\]

---


## UX Blocks

### [Footer](https://hpbech.com/blocks/footer-about-us/)

**Published:** August 25, 2016
**Author:** Sarah Jacobsen

**Content:**

BOOX er forlaget bag den danske forfatter Hans Peter Bech. Hans arbejde omfatter historiske og geopolitiske romaner i Henrik Bertelsen-sagaen, erhvervsbøger, artikler, workshops og rådgivning om international forretningsudvikling i softwareindustrien.

[](https://www.facebook.com/booxaps/ "Follow on Facebook")[](https://www.instagram.com/hanspeterbech/ "Follow on Instagram")[](mailto:hpb@hpbech.dk "Send us an email")[](tel:+4523476762 "Call us")[](https://dk.linkedin.com/in/hanspeterbech "Follow on LinkedIn")[](https://www.youtube.com/@HansPeterBechDK "Follow on YouTube")

---

### [Über die Seite](https://hpbech.com/blocks/footer-about-us/)

**Published:** August 25, 2016
**Author:** Sarah Jacobsen

**Content:**

BOOX ist der Verlag des dänischen Autors Hans Peter Bech. Zu seinen Veröffentlichungen gehören historische und geopolitische Romane der Henrik-Bertelsen-Saga, Wirtschaftsbücher, Artikel, Workshops sowie Beratung zur internationalen Geschäftsentwicklung in der Softwarebranche.

[](https://www.facebook.com/booxaps/ "Follow on Facebook")[](https://www.instagram.com/hanspeterbech/ "Follow on Instagram")[](mailto:hpb@hpbech.dk "Send us an email")[](tel:+4523476762 "Call us")[](https://dk.linkedin.com/in/hanspeterbech "Follow on LinkedIn")[](https://www.youtube.com/@HansPeterBechDK "Follow on YouTube")

---

### [Footer - About us](https://hpbech.com/blocks/footer-about-us/)

**Published:** August 25, 2016
**Author:** Sarah Jacobsen

**Content:**

BOOX is the publishing home of Danish author Hans Peter Bech. His work includes historical and geopolitical fiction in the Henrik Bertelsen Saga, business books, articles, workshops and consulting on international business development in the software industry.

[](https://www.facebook.com/booxaps/ "Follow on Facebook")[](https://www.instagram.com/hanspeterbech/ "Follow on Instagram")[](mailto:hpb@hpbech.dk "Send us an email")[](tel:+4523476762 "Call us")[](https://dk.linkedin.com/in/hanspeterbech "Follow on LinkedIn")[](https://www.youtube.com/@HansPeterBechDK "Follow on YouTube")

---

### [Footer - Newsletter Signup](https://hpbech.com/blocks/footer-newsletter-signup/)

**Published:** August 25, 2016
**Author:** Sarah Jacobsen

**Content:**

Hans Peter Bech

Leerbjerg Lod 11

DK-3400 Hillerød

Phone: +45 2347 6762

Email:

---

### [Features Overview](https://hpbech.com/blocks/features-overview/)

**Published:** September 4, 2016
**Author:** Sarah Jacobsen

**Content:**

### Flatsome Main Features

Sorry, no pages was found

[ Buy Flatsome Now ](http://bit.ly/buy-flatsome)

---

### [Demos](https://hpbech.com/blocks/demos/)

**Published:** September 3, 2016
**Author:** Sarah Jacobsen

**Content:**

## Flatsome Theme Demos

Flatsome includes many pre-made homepages and settings you can add with a single click. These are just examples. You can mix and match headers, pages, colors and fonts using the Theme Option Panel.

### Shop Demos

Sorry, no pages was found

### Business Demos

Sorry, no pages was found

---

### [Shop - Category Slider](https://hpbech.com/blocks/shop-category-slider/)

**Published:** August 18, 2016
**Author:** Sarah Jacobsen

**Content:**

![](https://hpbech.com/wp-content/uploads/dummy-2.jpg)

### SALE ENDS SOON

 ![](https://hpbech.com/wp-content/uploads/dummy-2.jpg)

### **Category top banner**

This is a Block and can be edited live in with the Page Builder

---

### [Shop - Header](https://hpbech.com/blocks/shop-header/)

**Published:** August 18, 2016
**Author:** Sarah Jacobsen

**Content:**

![](https://hpbech.com/wp-content/uploads/dummy-2.jpg)

# **Shop**

Lorem ipsum dolor sit amet, consectetuer adipiscing elit, sed diam nonummy nibh euismotest. Change or remove this banner easely.

---

### [Blog Header](https://hpbech.com/blocks/blog-header/)

**Published:** August 18, 2016
**Author:** Sarah Jacobsen

**Content:**

![](https://hpbech.com/wp-content/uploads/dummy-2.jpg)

# **our Blog**

Change This header to anything by using the UX Builder. You can also remove it. It’s only visible on the blog homepage.

[](whatsapp://send?text=Blog%20Header - https://hpbech.com/blocks/blog-header/ "Share on WhatsApp")[](https://www.facebook.com/sharer.php?u=https://hpbech.com/blocks/blog-header/ "Share on Facebook")[](https://twitter.com/share?url=https://hpbech.com/blocks/blog-header/ "Share on Twitter")[](mailto:?subject=Blog%20Header&body=Check%20this%20out%3A%20https%3A%2F%2Fhpbech.com%2Fblocks%2Fblog-header%2F "Email to a Friend")[](https://pinterest.com/pin/create/button?url=https://hpbech.com/blocks/blog-header/&media&description=Blog%20Header "Pin on Pinterest")[](https://www.linkedin.com/shareArticle?mini=true&url=https://hpbech.com/blocks/blog-header/&title=Blog%20Header "Share on LinkedIn")

---

### [Elements Overview](https://hpbech.com/blocks/elements-overview/)

**Published:** January 25, 2016
**Author:** Sarah Jacobsen

**Content:**

# Flatsome Elements

Flatsome is more than a theme. It’s a framework for creating amazing Websites. Here is a collection of our highly customisable elements.

 [ 

About BOOX

 ](https://hpbech.com/about_boox/ "About BOOX") 

 [ ![](https://hpbech.com/wp-content/uploads/Press-Kits-S-400x400.png) 

Press Room

 ](https://hpbech.com/about_boox/press-room/ "Press Room") 

 [ 

About Hans Peter Bech

 ](https://hpbech.com/about_boox/bio/ "About Hans Peter Bech") 

 [ 

Cookie policy

 ](https://hpbech.com/about_boox/cookie-policy/ "Cookie policy") 

 [ 

Privacy Policy

 ](https://hpbech.com/about_boox/privacy-policy/ "Privacy Policy") 

 [ ![](https://hpbech.com/wp-content/uploads/email.jpg) 

Confirmation

 ](https://hpbech.com/confirmation/ "Confirmation") 

 [ 

Unsubscribe

 ](https://hpbech.com/unsubscribe/ "Unsubscribe") 

 [ 

Unsubscribe\_Success

 ](https://hpbech.com/unsubscribe_success/ "Unsubscribe_Success") 

 [ ![Man in a hotel room reads two official-looking documents with blue and red seals.](https://hpbech.com/wp-content/uploads/Henrik-with-two-options-600x400.png) 

Home page

 ](https://hpbech.com/ "Home page") 

 [ 

Signup for Business Books

 ](https://hpbech.com/signup-for-business-books/ "Signup for Business Books") 

 [ 

BOOX fiXion Notification

 ](https://hpbech.com/boox-fixion-notification/ "BOOX fiXion Notification") 

 [ 

Blog

 ](https://hpbech.com/blog-en/ "Blog") 

 [ ![](https://hpbech.com/wp-content/uploads/Complete-Revenue-Generation-Process-1-545x400.png) 

Consulting

 ](https://hpbech.com/consulting/ "Consulting") 

 [ 

Predictive Search

 ](https://hpbech.com/ecommerce-search/ "Predictive Search") 

 [ 

Woocommerce Predictive Search

 ](https://hpbech.com/woocommerce-search/ "Woocommerce Predictive Search") 

 [ 

biZnes

 ](https://hpbech.com/biznes-en/ "biZnes") 

 [ ![](https://hpbech.com/wp-content/uploads/Going-Global-on-a-Shoestring-238x300.png) 

Going Global on a Shoestring

 ](https://hpbech.com/biznes-en/going-global-on-a-shoestring-en/ "Going Global on a Shoestring") 

 [ ![](https://hpbech.com/wp-content/uploads/BSBM_on_canvas-S-267x400.png) 

Building Successful Business Models

 ](https://hpbech.com/biznes-en/building-successful-business-models/ "Building Successful Business Models") 

 [ ![](https://hpbech.com/wp-content/uploads/lille-billede-building-successful-partner-channels-300x300.png) 

Building Successful Partner Channels

 ](https://hpbech.com/biznes-en/building-successful-partner-channels/ "Building Successful Partner Channels") 

 [ ![](https://hpbech.com/wp-content/uploads/Damgaard_UK_3D_badge_soft-480x580-248x300.png) 

5,460 Miles from Silicon Valley

 ](https://hpbech.com/biznes-en/5460-miles-from-silicon-valley/ "5,460 Miles from Silicon Valley") 

 [ 

Management Consulting Essentials

 ](https://hpbech.com/biznes-en/management-consulting-essentials/ "Management Consulting Essentials") 

 [ ![](https://hpbech.com/wp-content/uploads/Hans-Peter-Bech-med-bog-1-533x400.jpeg) 

fiXion

 ](https://hpbech.com/books/ "fiXion") 

 [ 

Tumult in Mecca - EN

 ](https://hpbech.com/books/tumult-in-mecca-en/ "Tumult in Mecca - EN") 

 [ ![](https://hpbech.com/wp-content/uploads/Henrik-Bertelsen-pa-cykel-400x400.jpeg) 

The Henrik Bertelsen Saga

 ](https://hpbech.com/books/about-the-henrik-bertelsen-saga/ "The Henrik Bertelsen Saga") 

 [ ![](https://hpbech.com/wp-content/uploads/SFS-on-canvas-S-267x400.png) 

The Dollar Compass

 ](https://hpbech.com/books/the-dollar-compass/ "The Dollar Compass") 

 [ 

Starting From Scratch

 ](https://hpbech.com/books/starting-from-scratch/ "Starting From Scratch")

---


## MailPoet Page

### [MailPoet Page](https://hpbech.com/?mailpoet_page=subscriptions)

**Published:** August 18, 2026
**Author:** 

**Content:**

\[mailpoet\_page\]

---

### [MailPoet Page](https://hpbech.com/?mailpoet_page=captcha)

**Published:** August 18, 2026
**Author:** 

**Content:**

\[mailpoet\_page\]

---


## Categories

### [Uncategorized](https://hpbech.com/category/uncategorized/)

---

### [Admin](https://hpbech.com/category/admin/)

---

### [Travelling & Leisure](https://hpbech.com/category/blog/travelling/)

---

### [Blog](https://hpbech.com/category/blog/)

---

### [Business development](https://hpbech.com/category/blog/business-development/)

---

### [Strategy](https://hpbech.com/category/blog/strategy/)

---

### [Book reviews](https://hpbech.com/category/blog/book-reviews/)

---

### [Politics](https://hpbech.com/category/blog/politics/)

---

### [Marketing](https://hpbech.com/category/blog/marketing/)

---

### [Globalisation](https://hpbech.com/category/blog/globalisation/)

---

### [Uncategorized](https://hpbech.com/category/uncategorized/)

---

### [Strategy](https://hpbech.com/category/blog/strategy/)

---

### [Globalisation](https://hpbech.com/category/blog/globalisation/)

---

### [Admin](https://hpbech.com/category/admin/)

---

### [Business development](https://hpbech.com/category/blog/business-development/)

---

### [Book reviews](https://hpbech.com/category/blog/book-reviews/)

---

### [Blog](https://hpbech.com/category/blog/)

---

### [Society](https://hpbech.com/category/society/)

**Description:** social conditions

---

### [Politics](https://hpbech.com/category/blog/politics/)

---

### [Travelling & Leisure](https://hpbech.com/category/blog/travelling/)

---

### [Society](https://hpbech.com/category/society/)

**Description:** social conditions

---

### [Uncategorized](https://hpbech.com/category/uncategorized/)

---

### [Book reviews](https://hpbech.com/category/blog/book-reviews/)

---

### [Society](https://hpbech.com/category/society/)

**Description:** social conditions

---

### [Business development](https://hpbech.com/category/blog/business-development/)

---

### [Globalisation](https://hpbech.com/category/blog/globalisation/)

---

### [Politics](https://hpbech.com/category/blog/politics/)

---

### [Blog](https://hpbech.com/category/blog/)

---

### [Strategy](https://hpbech.com/category/blog/strategy/)

---

### [Admin](https://hpbech.com/category/admin/)

---

### [Travelling & Leisure](https://hpbech.com/category/blog/travelling/)

---

### [Marketing](https://hpbech.com/category/blog/marketing/)

---

### [Marketing](https://hpbech.com/category/blog/marketing/)

---


## Tags

### [Apple](https://hpbech.com/tag/apple/)

---

### [consulting](https://hpbech.com/tag/consulting/)

---

### [Control Data](https://hpbech.com/tag/control-data/)

---

### [SPIN](https://hpbech.com/tag/spin/)

---

### [social media](https://hpbech.com/tag/social-media/)

---

### [Amazon](https://hpbech.com/tag/amazon/)

---

### [Dataco](https://hpbech.com/tag/dataco/)

---

### [Germany](https://hpbech.com/tag/germany/)

---

### [Building Successful Partner Channels](https://hpbech.com/tag/building-successful-partner-channels/)

---

### [revenue generation](https://hpbech.com/tag/revenue-generation/)

---

### [Business Model Generation](https://hpbech.com/tag/business-model-generation/)

---

### [business model](https://hpbech.com/tag/business-model/)

---

### [business development](https://hpbech.com/tag/business-development/)

---

### [Alexander Osterwalder](https://hpbech.com/tag/alexander-osterwalder/)

---

### [Damgaard Data](https://hpbech.com/tag/damgaard-data/)

---

### [ERP](https://hpbech.com/tag/erp/)

---

### [5460 Miles from Silicon Valley](https://hpbech.com/tag/5460-miles-from-silicon-valley/)

---

### [Erik Damgaard](https://hpbech.com/tag/erik-damgaard/)

---

### [Alan Weiss](https://hpbech.com/tag/alan-weiss/)

---

### [Facebook](https://hpbech.com/tag/facebook/)

---

### [SEO](https://hpbech.com/tag/seo/)

---

### [bestseller](https://hpbech.com/tag/bestseller/)

---

### [Publishing](https://hpbech.com/tag/publishing/)

---

### [culture](https://hpbech.com/tag/culture/)

---

### [The Henrik Bertelsen Saga](https://hpbech.com/tag/the-henrik-bertelsen-saga-2/)

---

### [fixion_en](https://hpbech.com/tag/fixion_en/)

---

### [biznes](https://hpbech.com/tag/biznes/)

---

### [5460 Miles from Silicon Valley](https://hpbech.com/tag/5460-miles-from-silicon-valley/)

---

### [Alan Weiss](https://hpbech.com/tag/alan-weiss/)

---

### [Alexander Osterwalder](https://hpbech.com/tag/alexander-osterwalder/)

---

### [Amazon](https://hpbech.com/tag/amazon/)

---

### [Amazon](https://hpbech.com/tag/amazon/)

---

### [Apple](https://hpbech.com/tag/apple/)

---

### [Building Successful Partner Channels](https://hpbech.com/tag/building-successful-partner-channels/)

---

### [Control Data](https://hpbech.com/tag/control-data/)

---

### [Damgaard Data](https://hpbech.com/tag/damgaard-data/)

---

### [ERP](https://hpbech.com/tag/erp/)

---

### [Erik Damgaard](https://hpbech.com/tag/erik-damgaard/)

---

### [Facebook](https://hpbech.com/tag/facebook/)

---

### [biznes](https://hpbech.com/tag/biznes/)

---

### [The Henrik Bertelsen Saga](https://hpbech.com/tag/the-henrik-bertelsen-saga-2/)

---

### [The Henrik Bertelsen Saga](https://hpbech.com/tag/the-henrik-bertelsen-saga-2/)

---

### [bestseller](https://hpbech.com/tag/bestseller/)

---

### [SEO](https://hpbech.com/tag/seo/)

---

### [business development](https://hpbech.com/tag/business-development/)

---

### [culture](https://hpbech.com/tag/culture/)

---

### [fixion_en](https://hpbech.com/tag/fixion_en/)

---

### [fixion_en](https://hpbech.com/tag/fixion_en/)

---

### [social media](https://hpbech.com/tag/social-media/)

---

### [consulting](https://hpbech.com/tag/consulting/)

---

### [consulting](https://hpbech.com/tag/consulting/)

---

### [revenue generation](https://hpbech.com/tag/revenue-generation/)

---

### [international business](https://hpbech.com/tag/international-business/)

---

### [Publishing](https://hpbech.com/tag/publishing/)

---

### [Publishing](https://hpbech.com/tag/publishing/)

---

### [Germany](https://hpbech.com/tag/germany/)

---

### [Politics and Economics](https://hpbech.com/tag/politics-and-economics/)

---

### [Politics and Economics](https://hpbech.com/tag/politics-and-economics/)

---

### [Organization - Management and Leadership](https://hpbech.com/tag/organization-management-and-leadership/)

---

### [business development](https://hpbech.com/tag/business-development/)

---

### [international business](https://hpbech.com/tag/international-business/)

---