Inflation, supply chain problems, rising wages, gaps in digitalisation and a noticeable reluctance to buy all come together.

Dirk Kreuter does not use this situation as an excuse, but rather as a steep pitch.

He identifies seven levers that companies can use to gain market share right now.

1. inflation as a pricing turbo

Price increases have never been as easy to implement as they are today.

Whether supermarket, petrol station or trade bill - the customer sees rising figures everywhere.

Those who ignore the situation are giving away contribution margins - and jeopardising their future investments.

Why increases are mandatory

Even if your margin seems solid at the moment, it will be eaten up tomorrow by higher purchase prices, energy costs and wages. Kreuter therefore advises:

"It's not about need, but about the maximum market price."

Practice 2025: Communicate price increases early and transparently. Link them to added value - faster delivery, improved service, higher quality. Customers are more likely to accept surcharges if they can see where the extra money is going.

2. rethinking supply chains - diversity instead of dependency

Containers are missing, chips are in short supply, spare parts are delaying projects.

The problem is exacerbated when companies rely on a "House and court suppliers" set.

Dirk Kreuter describes a plumbing company that had a delivery time of two years because of a single heat pump manufacturer - turnover was zero.

The strategy

Build a international pool of suppliers on.

If you validate ten to twenty producers in different currency and customs areas today, you can react flexibly tomorrow.

At the same time, it pays to invest cash in stocks. Stock values grow in line with inflation, while account balances shrink in real terms.

"Establish several international suppliers now and become independent"emphasises Dirk Kreuter.

3. rising wages? Raise prices instead of capping salaries

Wage increases are not a nuisance, but an expression of fair participation. Employees have lost up to 40 % in purchasing power in twelve months. Those who push down salaries now are driving the best to the competition.

The solution

Refinance higher wages through smart pricing (see lever 1) and process optimisation.

At the same time, the narrative exposes "Skilled labour is in short supply" as a set of beliefs.

Hundreds of thousands of skilled workers fulfil your requirement profiles - they are just working somewhere else.

Employer branding and Systematic recruiting make you visible and attractive.

4. digitalisation: process instead of software

Many companies believe that digitalisation means the introduction of a "best" Software.

Dirk Kreuter disagrees.

The real gain comes when you question your processes when digitising: Do we even need this step? Is this release still necessary?

Digital processes don't make people ill, don't make mistakes, don't make salary demands. They save on labour costs or enable people in the team to perform higher-value tasks. At the same time, any automation forces you to be clear about your business model.

5. reluctance to buy part I - sales offensive instead of waiting loop

Not since the Second World War has there been so much restraint in B2B and B2C.

If you don't have a strong sales organisation now, you will lose orders.

Dirk Kreuter's definition of selling is:

"Motivating people to make decisions."

Top sellers are currently gaining market share because uncertain customers need guidance.

That means 2025: Build a sales arm that combines trained salespeople with online marketing.

The wheat is being separated from the chaff - and only companies with their own sales expertise are surviving the downturn.

6. consumer reticence part II - trust through branding

Money is not scarce. The global money supply has never been greater.

What customers lack is trust.

Branding thus becomes the supreme discipline. A brand stands for something and against something. It delivers Evidence - references, content, community - and reduces the buyer's sense of risk.

Invest in clear brand positioning in 2025:

What do you want to be known for?

How do you visibly demonstrate this expertise?

Building trust shortens purchase cycles and achieves better prices.

7 The meta-lever: speed

All of these measures will only work if they are implemented quickly.

Increase prices, qualify new suppliers, launch a recruiting campaign, digitalise processes, start sales training, roll out branding - not tomorrow, but today.

Companies that spend weeks or months channelling decisions through committees lose the Speed advantage.

Dirk Kreuter summarises: "In a crisis, it's not about months, but days - sometimes hours."

Conclusion - the opportunities behind the chaos

Inflation, supply chain pressure, more expensive wages, the digital gap, purchasing restraint: Dirk Kreuter responds to every risk with an opportunity.

Higher prices strengthen margins; diversified suppliers secure sales; better paid specialists deliver quality; digitalisation increases efficiency; active sales and strong branding bring customers back - and speed links everything.

Those who apply these levers in parallel will leave 2025 not only unscathed, but as winners.

Thinking ahead with Jetstream

We explore these strategies in depth four times a year in Dubai.

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Der Beitrag Handeln in bewegten Zeiten – Wie Unternehmer 2025 aus Krisen Chancen formen erschien zuerst auf Jetstream Members.

But we are only at their mercy if we refuse to put the board under our feet. Successful entrepreneurs surf. They accept that the sea does not stand still, learn to read the current and use the power of the water for speed instead of fighting against it.

Excuses and responsibility

"You can't stop the waves, but you can learn to surf."

The quote precisely summarises the difference between explanation and excuse. Anyone who interprets a wave as a catastrophe is looking for reasons why nothing is working at the moment. Skilled labour is scarce, the economy is paralysed, competition is aggressive.

But the world is never objective, it is always what we see in it. The moment excuses take over, we relinquish responsibility - and therefore control.

Entrepreneurship begins where excuses end. Growth has never been a question of external circumstances, but of the inner decision to recognise and exploit opportunities.

Every upswing came about in the middle of a crisis because a minority saw opportunities instead of obstacles. The question is therefore not whether the wave will come, but rather:

"What's stopping you?"

Going with the flow - or rather surfing?

Financial freedom sounds like a dream, but it is achievable for most people if they understand that time cannot be exchanged one-to-one for money.

Those who only sell hours limit their income to the number of daily hours.

Entrepreneurship removes this boundary because processes, systems and people work at the same time, while the founder steers strategically.

Investments reinforce the effect: money flows into assets, projects or investments, which in turn generate cash without the need for additional calendar space.

A clear sequence applies here. First a Profitable, focussed core business.

If this scales stably, it opens up capacity to channel capital into other business models - real estate, precious metals, digital assets or company investments.

In this way, the money continues to work while the core brand grows. After all, you can only surf a wave confidently if you keep your balance on the board.

Concentrating on the essentials

In stormy seas, the inexperienced surfer tries to catch every wave and falls in the process. Focus is the lifeline.

True commitment means, focussing energy on one project, one product, one goalinstead of distributing them over several half-hearted endeavours.

Diversification is important - but operationally only if the first branch is so strong that it can support others.

A frequently cited example is Platform strategies.

Jeff Bezos did not build Amazon by launching into fashion, streaming, cloud computing and space travel at the same time. He perfected the online book trade, transferred the processes he had learnt to other categories and only then opened up new markets. Expansion followed success, not the other way round.

If you tackle everything at the same time, you inevitably lose sight of the greatest growth potential.

Successful entrepreneurs scrutinise projects to see whether they contribute directly to the main strategic wave. If they do not, they are delegated, sold or not started.

Beliefs that slow you down - and how to break them

"A good product sells itself."

Hardly any other sentence keeps German founders down for longer.

Demand does not arise in a vacuum. It is generated - by Branding, Storytelling and Consistent marketing. Only when a market knows why it needs something do sellers come onto the scene to convert interest into sales.

This is another stumbling block: the misconception that sales only need to push inferior goods.

The opposite is the case.

An outstanding offer deserves to be presented in an outstanding way.

"You always have to sell. No matter how good the product is."

Those who internalise this truth build Sales and marketing processes not sporadically, but systematic on.

What follows is a simple chain: branding creates trust, marketing arouses desire, sales closes the deal, and premiums or bonuses anchor personal responsibility in the team. This creates a self-enforcer that converts demand into sales regardless of economic cycles.

Milestone by milestone - why evidence counts

Entrepreneurial successes are the measurable notches in the board that you can hold on to when the next wave rolls in.

The bare figures of the Dirk Kreuter cosmos show an exponential curve: millions of podcast downloads, tens of millions of video views, over 80,000 online courses sold, sales in excess of forty million euros.

These key figures are not an end in themselves. They prove that systematic sales, focussed branding and consistent commitment deliver results.

Each number is a wave that has been surfed, and each wave prepares the next one.

The invitation: Surf your wave

Waves can't be stopped, but those who master the board don't just glide over them - they use their power to move faster than any swimmer in the water.

In business language, this means: don't oppose turning points, but utilise them. Question excuses, focus on the strongest growth, invest wisely and sell consistently.

The Jetstream Membership is a network of entrepreneurs who do exactly that. Here you learn to see every new market movement as a springboard - accompanied by people who don't moan, but paddle.

Next step

If you're ready to get your surfboard up and not let the next wave pass you by, then take a look behind the scenes of our meetings in Dubai and find out how you can become part of the Jetstream network.

Find out more about membership

Der Beitrag Die Welle richtig surfen – Warum Ausreden bremsen, Commitment beschleunigt und Verkauf unumgänglich bleibt erschien zuerst auf Jetstream Members.

But the exact opposite is the case. The more communication goes digital, the more the entrepreneur who takes the time to meet people physically, shake hands and have conversations at eye level stands out.

Successful Jetstream members report that the Decision-maker density at face-to-face events is higher than ever because many are limited to digital touchpoints. Those who master direct dialogue gain unparalleled levels of trust - and therefore orders.

The cardinal error: going into the field without a target group

Offline networking begins long before you enter the exhibition hall or club room: with a precise target group definition. If you don't know who you want to meet, you will get lost in the maze of stands or small talk rounds. A product for architects does not sell at a medical congress, no matter how rhetorically adept the salesperson is.

It is therefore crucial to find out where the desired customers congregate: Industry trade fairs, Golf tournaments, Exclusive business networks, Masterminds in Dubai.

That's the only place worth travelling to. If the venue is chosen correctly, the hunter-prey ratio drops drastically - and conversations lead straight to business.

Start a conversation first - then exchange business cards

"The supreme discipline for successful networking is to start a conversation first."

No contact without dialogue, no business without contact.

A clever introduction should therefore not be spontaneously improvised, but prepared. A short, humorous comment on the surroundings, a question about the industry or a compliment on the presentation - anything is better than standing silently at the buffet.

Once you have broken the ice, pull out your classic tool: the business card. Paper? Yes, absolutely.

In direct dialogue, it remains the best reminder signal. Abroad - especially in Arab countries - Instagram handles or WhatsApp numbers change hands more quickly, but in German-speaking countries the card ensures the follow-up channel.

Appearance and accents - why clothing works

Dress codes have not fallen out of time. Overdressed looks stiff, underdressed signals disinterest.

If you want to appear confident, orientate yourself on the framework, but set a deliberately chosen accent: coloured cufflinks, unusual shoes, a striking scarf.

These visual details are remembered when the name slips away. Visibility without ruckus - that is the benchmark.

The pitch: short, concise, rehearsed

Events are fast-paced; everyone wants to have a lot of conversations in a short space of time. If you need a minute to get to the point, you lose.

A crisp pitch follows the formula:

"I help [target group] to achieve [result] by providing [service]."

This pattern immediately anchors what is at stake and the dialogue partner decides whether there are common interfaces.

The right questions - and the right to move on quickly

Time is precious. That's why it's professional etiquette to end conversations when it becomes clear that there is no synergy.

The tone is crucial. If you signal in a friendly manner that you have another appointment, you will maintain respect and waste neither your own nor other people's resources.

Follow-up: The conclusion begins on the same evening

Exchanging contact details is just the ticket. Even more important is the follow-up - ideally within 24 hours.

A short email, a WhatsApp message or a LinkedIn Connect note reminds you of the conversation and keeps the emotional bridge warm.

Studies show that the majority of purchasing decisions are only between the fifth and twelfth follow-up falls. If you keep at it, you build commitment, especially if the customer does not feel the need today but has to act urgently tomorrow.

Online supplements, but does not replace

In a digitalised world, personal contact is a unique selling point.

At the same time, no one should the power of online visibility underestimate. A well-maintained LinkedIn presence with a clear brand identity creates advance trust before you meet. The digital shop window arouses curiosity, the physical meeting ignites the spark.

Online touchpoints generate leads; offline meetings accelerate trust and closure.

Combining both worlds is not a contradiction, but a best-of-both-worlds strategy.

Why personal presence gives you a head start

Events and networks where Jetstream is active show day after day: handshake beats click. People buy from people, not from logos. Body language, vocal nuances, spontaneous objections - all of this is conveyed much faster live than via chat or video.

Those who have the courage to leave the company enter a playing field with a higher density of decision-makers and less competition, because many competitors keep their distance. This is precisely where partnerships are formed that last for years - often initiated by a simple exchange over coffee.

Conclusion - it's worth going out

Offline networking is not dead; it has become more exclusive.

Those who take the stage know the rules: Choose your target group precisely, prepare the start of the conversation, hand over your business card, round off your appearance, perfect your pitch, ask clever questions, break off politely, follow up reliably.

This turns every trade fair, every dinner, every mastermind into a wave that you can surf.

Next step

Do you want to learn how to use face-to-face events, win business partners in minutes and systematically lead follow-ups to deals?

Then experience it live in the Jetstream Membership - four times a year in Dubaiflanked by daily networking.

More about the Membership

Der Beitrag Offline‑Netzwerken: Wie Unternehmer 2025 auf Präsenz­events punkten – von der Zielgruppen­wahl bis zum finalen Nachfassen erschien zuerst auf Jetstream Members.

Vacancies remain unfilled in many sectors and regions, and demographic change is further exacerbating the situation.

Jetstream members have analysed, optimised and implemented countless recruiting campaigns in recent years. The following eight levers summarise what really works in 2025 - including original quotes from the network.

1. from the employer to the employee market

Job adverts alone are no longer enough. Candidates choose their employer, not the other way round. Companies need to be visible, attractive - and fast.

"More and more specialists are being approached and poached by headhunters... If companies only focus on new hires, long-term employees may no longer feel valued enough."

This insight characterises the entire recruiting strategy: retaining old talent and attracting new talent always run in parallel.

2 ActiveSourcing online and offline

Offline presence that sticks

Our team uses branded outdoor advertising - such as buses or construction banners - to generate regional attention. Such touchpoints are surprising in everyday life and convey the brand and career message at the same time.

Using digital platforms strategically

Portals such as StepStone, Indeed or Workwise remain mandatory. However, initial contacts are now often made on LinkedIn, Instagram or apps such as truffls. Active cover letters, targeted ads and employer content ensure a lasting presence.

"Social recruiting is also about always paying attention to employer branding and setting up a blog on the topic, for example. This provides interested parties with further information directly and allows them to build a relationship with the company."

3. job adverts with sales DNA

An advertisement is not a specification sheet, but a Sales text.

Headline, Value proposition, Benefits - everything must meet the applicant's perspective.

"Further training opportunities are very important for many applicants. Statements like 'We offer free water and fruit' no longer work."

That's why we define a top benefit for each target group - e.g. training budget, remote flexibility or a clear career plan - and place it prominently in the spotlight.

4. speed as a competitive advantage

After receipt of the application maximum 24 hours until the first feedback. After that, commitment drops rapidly.

Already in the incoming mail we communicate the process: initial interview via video, specialist interview on site, taster day with the team.

Digital interviews speed up the appointment process and allow a quick exit scenario if the fit is not right. If the soft skills and culture are right, the face-to-face meeting follows.

5. quality before speed - in case of doubt against

"If you come for money, you go for money. If in doubt, you should rather decide against applicants."

Bad hires cost time, money and team morale. That's why we check motivation, values and willingness to learn more thoroughly than pure expertise.

If it doesn't fit, the door in the talent pool remains open, but the contract is not signed hastily.

6. candidate pooling - cancellations as an opportunity

Cancellations are not an end point.

"Even applicants who cancel on their own initiative during the process can be contacted again at a later date. ...Recruiters should utilise this pool of potential candidates."

All qualified contacts are entered into a well-maintained database. If the situation changes - new location, new role, changed salary expectations - we draw on this pool first. This reduces the time-to-hire.

7 Retention begins after onboarding

Specialists receive headhunter enquiries every week. Those who feel neglected after starting out are quicker to leave.

"An important benefit for our own employees is therefore time. We hold regular feedback meetings in which we highlight development opportunities."

Regular 1-on-1 meetings, individual learning budgets, flexible career paths and transparent corporate goals retain employees in the long term and turn them into ambassadors.

8. recruiting is a matter for the boss - not a secondary task

"Personnel management is essential - only those who invest time in potential and employed staff will be successful in the long term."

This is why Jetstream has dedicated HR roles internally, clear KPIs (time-to-hire, cost-per-hire, retention rate) and a marketing budget specifically for employer branding.

Once a year, we test our own application process as "Mystery Applicant": Can interested parties find all the information? How quickly does feedback follow? Which reviews appear on Kununu or Google? This is how we close gaps before candidates do.

Conclusion - Recruiting as a growth lever

Active visibility, targeted benefits, a fast process, consistent candidate care and genuine employee retention: Those who master these five fields will win the war for talent. Companies that let recruiting run on the side not only lose applicants, but also market share in the long term.

Next step

Don't just want to read these strategies, do you want to put them into practice?

Within the Jetstream Membership, entrepreneurs share their most successful recruiting playbooks - from social ads to onboarding frameworks.

Open positions & careers at Jetstream

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Der Beitrag Erfolgreiches Recruiting 2025: Wie Unternehmen in Zeiten des War for Talents Kandidaten gewinnen – und behalten erschien zuerst auf Jetstream Members.

Markets change, technologies overtake each other, but one factor remains constantly decisive: the mindset. Dirk Kreuter has supported tens of thousands of salespeople, managers and entrepreneurs over more than three decades.

In doing so, he repeatedly observed that sustainable success is not based on luck or chance, but on four clear principles of thought and action. Those who internalise them remain capable of acting even in times of crisis and continuously expand their entrepreneurial flight altitude.

1. radically banish negativity

Crisis reports are omnipresent - inflation, geopolitical conflicts, supply bottlenecks. But top performers differ from the average by not constantly feeding their brains with negative energy. Because every piece of bad news activates the Fear centre in the limbic system. If this centre is permanently irritated, it blocks precisely those areas that are responsible for creativity and problem-solving skills.

An entrepreneur who already has messages ticking while making coffee in the morning enters the office with a subliminal level of stress. Those who consciously filter, on the other hand, create a real mental runway. One simple practice is to only check the news once a day. in a short, curated slot to consume.

It is even more powerful, Actively stop destructive conversations. A long-time friend of Dirk Kreuter has made it a rule to tell his wife only positive aspects of the day after work. He explains: "If I repeat the negative scenes, I relive them for a second time and put a strain on my partner at the same time."

Experience shows: Really important information finds its way to us, even if we don't follow the news fireworks around the clock. Blocking out negativity creates space for clarity and determination - two prerequisites for entrepreneurial growth.

2. train your eye for opportunities

Looking at successful people every disruption as a potential advantage. Let's take the InflationMany businesses are reluctant to adjust their prices. Customers are much more likely to accept moderate mark-ups in this phase because they are feeling the general inflation anyway. Skilfully communicated, the inflation rate becomes a legitimate argument for higher margins.

Another example is the labour market. Numerous corporations and SMEs are complaining about a shortage of skilled labour - at the same time, especially in economically turbulent times Top employees suddenly open to new perspectives. Some members of the Jetstream network have capitalised on this effect and set up branches in western Ukraine. There they find highly qualified developers who are on the lookout for reliable employers due to declining foreign investment.

The View of opportunities is not an innate gift, but an exercisable muscle. You can do this by regularly asking yourself: Where is the opportunity in this problem? Teams that meet weekly for a "Upside round" The reflex to immediately look for leverage behind every headline develops surprisingly quickly.

"Are you playing to win - or are you playing not to lose?" asks Dirk Kreuter provocatively.

Those who only want to avert damage cut budgets, freeze projects and lay off employees. Those who want to win invest anti-cyclically, hire top employees and build up capacity - precisely when the competition slows down in panic mode.

3. large targets as a natural focus filter

Distraction thrives on medium ambitions. If the bar is set low, a small stumbling block is enough to miss the daily target. Oversized goals, on the other hand, create a pull: Every action is automatically orientated towards the great North Star.

Dirk Kreuter speaks here of the "Four F formula". Targets should captivating be emotionally electrifying. They may terrifying so that they catapult us out of our comfort zone. At the same time, they must focussedmeasurable, and ready scheduledt be.

One example: "We are quadrupling our turnover in three years by opening up three new foreign markets and achieving a gross profit margin of 50 per cent."

Entrepreneurs who take this approach find that everyday tasks suddenly become less relevant. Instead of answering every email immediately, the question is whether the answer will actually help to quadruple turnover. A plumbing company from the Jetstream environment set itself the goal of reducing its quotation submission time from two weeks to two days. After just twelve months, they were already at 48 hours; the order rate rose by 41 % because customers perceived the speed as a sign of quality.

Such progress can only be made if Progress made visible becomes. Quarterly strategy workshops, daily focus check-ins or a whiteboard with the three most important daily levers keep the big goal at the centre of attention.

4th Act Fast - Speed beats perfection

"While the intellectuals are still discussing strategy, the fools have already stormed the castle."

This quote illustrates a principle: Information is only valuable when it is transformed into action. In concrete terms, this means that there must be no days - sometimes not even hours - between the decision and the first implementation step.

The comparison between traditional car manufacturers and Tesla provides an impressive example. While a large corporation has to convince internal committees, data protection officers and works councils before a software update can go live, Tesla rolls out a new version within a few days and collects feedback for the next cycle in parallel.

Speed becomes a competitive advantage - and a magnet for top employees who prefer to work on real solutions rather than paper constructs.

Companies that Act-Fast culture often start with an introduction to the 72-hour ruleEvery new idea must undergo a pilot test within three days. Clearly specifying ownership and agreeing a fixed deadline prevents innovations from being delayed. Mistakes are not penalised, but documented so that they do not occur again at the next trial.

Final thoughts

Blocking out negativity, cultivating an eye for opportunities, setting big goals and acting with lightning speed - these four principles act like a mental amplifier. They multiply any sales or marketing strategy and ensure that opportunities are not only recognised but also consistently exploited.

"Successful people implement quickly!" - Dirk Kreuter

The good news: Each of these principles can be trained.

The better one: It is much easier in an environment of entrepreneurs who already operate according to these rules.

Next step: Mindset meets network

If you don't just want to read this mindset, but live it, you'll find the ideal environment in the Jetstream Membership. Here you will meet people who avoid negativity, chase opportunities, celebrate big goals and realise them without compromise - day after day.

Find out more about membership

Der Beitrag Erfolgsmenschen denken anders – 4 Prinzipien, mit denen Unternehmer Krisen in Wachstum verwandeln erschien zuerst auf Jetstream Members.

The War for Talents is no longer a buzzword, but part of everyday life. Top employees choose their employer as consciously as they choose their streaming service: if the content fits, I stay; if not, I switch.

Companies must therefore deliver more than just a free cappuccino. Appreciation, Personal development, Flexible work locations and a fair payment have long been basic requirements. Those who ignore them not only lose applicants, but also top performers.

Appreciation - the foundation of every bond

"At its core, it's always about appreciation."

What sounds simple has far-reaching consequences. In the past, recognition was defined almost exclusively by salary. Today, the person takes centre stage: individual support, participation in decision-making, trust in personal responsibility.

Rigid hierarchies that allow information to trickle down from the top seem like relics from an analogue age.

Top employees want to feel the impact.

You ask: What mission drives the company? What is the spirit in the team like? Is my voice heard? If you only offer empty phrases, you will be doubly surprised at the next pay round - by rising demands and redundancies at the same time.

Money remains mandatory - but not optional

Inflation has eroded purchasing power in a short space of time. Even the strongest employer branding does not compensate for empty wallets. Companies that do not adjust wages lose their best employees; Those who follow suit maintain stability and secure access to external A-players.

But salary is just an entry ticket. As soon as the basic need is met, the culture makes the difference. Those who clearly communicate their vision, values and development paths differentiate themselves from competitors who rely on the familiar "Benefits" which have long since become standard.

Benefits reloaded - away from the fruit basket, towards real benefits

"Free coffee or a fruit basket no longer set companies apart from the competition."

In fact, these extras are now hygiene factors. If you want to stand out, you have to think more creatively. Workation models, massages, babysitting services or individual training budgets attract attention because they provide real added value and solve real problems: Family organisation, Health, Career progress.

The decisive criterion is fit. A developer may value regular tech conferences more than a company fitness card; a sales professional may be happier about performance bonuses than vegan lunch options.

Successful companies segment benefits according to target groups and clearly communicate what benefits whom.

Social recruiting - fishing where the fish swim

Today, job adverts in local newspapers hardly ever reach active searchers. The big markets have emerged where people scroll anyway: Instagram, LinkedIn, TikTok. Social recruiting combined Precise target group ads with a lean funnel. The entry hurdle is lowered because applicants often only fill out a short form in the first step.

But visibility alone is not enough. Employer brands need a clear presence: authentic videos from the team, stories about projects, insights into meetings. Only this consistency builds trust - and Trust is the currencywho trade top employees for their data, time and ultimately their contract signature.

Workation - holiday from the workplace, not from the job

"The new environment within Workation can give creativity and productivity a real boost."

The idea is simple: those who work away from their usual office chair see problems from a different perspective, recharge their batteries and increase their output. Companies benefit from fresh impetus, employees from motivation and quality of life.

The model has long been standard at Jetstream. Teams can finalise projects under the Dubai or Singapore sun.

Results count - not the place where the keyboard clicks. This trust pays off: higher satisfaction, lower staff turnover and an employer branding signal that is more convincing in job adverts than any fruit basket.

Recruiting starts with the employer brand

Before an advert goes live, it must be clear what the company stands for. Vision, values, target groups - all this forms the core of the message.

A clear spirit attracts exactly the top employees who share it and sorts out those who don't fit. This speeds up selection processes and reduces the number of bad appointments later on.

"Free coffee" is an exchange product. "We are digitalising the healthcare industry with AI-supported solutions" on the other hand, appeals to applicants who are looking for meaning. Those who combine this sense of purpose with development, fair pay and modern working models are at the forefront of the race for top talent.

Keep at it - why follow-up is crucial in recruiting

Top employees have options. Anyone who remains silent for too long after the first application will be erased from memory. A quick response, clear process and respectful communication are mandatory. There should be no more than 24 hours between application and initial contact.

The following then applies: Every step - video call, technical discussion, trial day - must be scheduled and made transparent.

Jetstream projects have shown that applicants value clarity: They know when they will receive feedback, what format will follow and who will decide. This reduces uncertainty and raises the employer brand to a professional level.

Conclusion - winning and holding on is not a contradiction in terms

Appreciation in culture and salary, benefits with real value, flexible working models, a strong brand and fast processes: Those who combine these elements not only attract top employees, but also retain them.

The labour market remains competitive, but companies with a clear identity, bold offers and consistent implementation have a huge advantage. They show that the modern world of work is not buzzword bingo, but lived reality.

Next step

Would you like to not only read about such concepts, but also implement them in dialogue with entrepreneurs who are already using them successfully?

In the Jetstream Membership we share best practices on social recruiting, workation programmes and performance compensation - open, pragmatic and measurable.

More about the Membership

Der Beitrag Top‑Arbeitnehmer – und wie du sie findest erschien zuerst auf Jetstream Members.

"Exciting - but what exactly is behind it?"

Instead of long marketing texts, this article provides compact but thorough answers to the most common questions that ambitious entrepreneurs ask us. If you want to delve even deeper afterwards, you will find further links and a direct contact option at the end.

1. why should I become a Jetstream member?

Imagine you had a personal advisory board of high-growth entrepreneurs, industry experts and investors - all within reach, all willing to openly share their knowledge.

That's exactly what Jetstream is.

The Membership not only provides you with ideas and contacts, but also an environment that gives you honest feedback. Your private or professional environment rarely tells the whole truth: they either want to protect you or avoid conflict. In Jetstream, you hear unfiltered what works and what doesn't.

You also benefit from a culture of positivity: Negativity, excuses and complaining are undesirable. This alone raises your energy levels - an often underestimated growth factor.

2. what is the aim of the group?

Everything revolves around mutual growth - personally, economically and financially.

Each participant brings experience and new perspectives to the table.

This creates a network of interdependent successes: when one member sets up scalable sales structures, all the others learn at the same time.

3. what does the Jetstream Membership include in detail?

Membership is a complete package. You get access to a international network of entrepreneurs, meet four times a year in Dubai, receive free VIP tickets for two public seminars and experience events with top speakers from business, finance and health. You will also receive personal coaching from Dirk Kreuter and selected experts.

An important detail: many formats - such as exclusive evening events or spontaneous masterminds - are reserved exclusively for members. This ensures that the dialogue remains confidential and of high quality.

4. what topics are covered during the meetings?

Each meeting has a clear content framework that is orientated towards the current requirements of the members. Typical focal points are Company growth, Scaling, Competitive advantages, Mindset, Positioning, Distribution, Processes, Employee recruitment and Investments.

You don't get off-the-peg lectures, but one-to-one applicable insider knowledge.

The formats alternate between deep-dive lectures, hot-seat sessions, round-table discussions and practice-orientated workshops.

5 Who is already part of the network today?

The members currently come mainly from Germany, Austria, Switzerland and Dubai.

What they have in common is an entrepreneurial spirit, a desire to perform and a willingness to share expertise openly. The size of turnover ranges from mid 6-digit range up to the 9-digit sector. This allows you to benefit from both established market leaders and fast-growing scale-ups.

6. how much turnover should my company already be generating?

Experience has shown that Jetstream from a minimum annual turnover in the high six-figure range. There is no upper limit. So if your company is already generating stable revenue and you are ready to move up to the next revenue league, you fit into the circle.

If you are still below this threshold, Dirk Kreuter recommends targeted programmes such as the acquisition machine or bestseller coaching first. This will help you build the foundation before you switch to the high-level network.

7. how long does a membership run for?

The initial term is twelve months. This ensures commitment and gives both sides the opportunity to test the impact and fit.

At the end of the year, there will be a personal meeting in which you and the Jetstream team will decide whether to extend your membership. Many members stay for several years because they have realised that the environment is their constant scaling lever.

8 Where and when do the meetings take place?

The four annual meetings are held in 5-star hotels in Dubai. March and October are four and a half days long, June and December two and a half days.

Why Dubai?

Because the city epitomises speed, innovation and market leadership - exactly the values that Jetstream stands for. You can find more background information in our article Why Jetstream is at home in Dubai.

9 What exactly happens during the meetings?

The days are packed - but not overloaded. You will experience exclusive talks, in-depth presentations and hot-seat sessions in which a member presents their current challenge and receives immediate, honest and actionable feedback.

In the evenings, high-quality dinner formats ensure relaxed dialogue at eye level. Prominent guests from the worlds of politics, science and high-performance sport regularly join us to share their success strategies in a protected setting.

In short, you'll take away a wealth of insider knowledge that you can implement straight away on Monday morning.

10. who can help me if I have any questions?

Your direct contact person is Banu Torun, Managing Director of Jetstream Management Consultancies LLC.

She coordinates application processes and answers open questions. Simply write to business@jetstreammembers.com and receive prompt feedback.

Conclusion - is Jetstream right for you?

If you've long since reached the point where normal networking doesn't help, you need an environment that thinks bigger, acts faster and reflects brutally honestly. This is exactly where Jetstream comes in. It provides you with impulses, data points and contacts that you won't get anywhere else - plus a year of structured access to Dirk Kreuter and his team of experts.

The crucial question remains:

Do you play to win - or do you play not to lose?

Next step

The application is simple: fill in the Contact form and talk to our team in an initial meeting to find out if Jetstream is your next growth leap.

Find out more about membership now

Der Beitrag Jetstream Membership – die 10 häufigsten Fragen und was sie für dich bedeuten erschien zuerst auf Jetstream Members.

Raising prices has rarely been popular, but never before has it been so easy - and so imperative. Energy suppliers are adding 45 %, suppliers are adjusting tariffs on a monthly basis, salaries are rising because the purchasing power of employees has fallen by almost 40 %.

In this mixed situation decides speed margin, stability and future viability. If you hesitate, you lose. Those who act secure room for manoeuvre for investments, digitalisation and top talent.

Why now? The opportunity meets the necessity

Price adjustments are usually met with scepticism. But in 2025, the playing field has changed: customers are used to price jumps; their reference prices at the petrol pump and in the supermarket rise every week. This reduces price sensitivity. At the same time, inflation, deglobalisation, deindustrialisation and spiralling wage costs are forcing companies to protect margins.

"So the question is no longer whether I increase prices, but only: How quickly? And by how much?" - The conclusion is clear. Those who fail to adapt now will pay twice: firstly through dwindling contribution margins and later through a lack of funds for growth and staff retention.

Two paths to customisation - new customers or all at the same time?

There are two proven strategies.

The first is aimed at new customers. Existing customers retain their conditions for the time being, while each new order is concluded at significantly higher prices. The risk tends towards zero: If the prospective customer cancels, nothing is lost because they were not a customer before. Only when the new price is established in the market are old contracts renewed.

The second strategy treats all customers equally: one key date, one adjustment. Advantage: Price list, communication and controlling remain clear.

Which option you choose depends on the industry, customer structure and negotiating power. The following applies in both cases: A price adjustment is never a price negotiation. The new price has been fixed; it's all about transparency and realisation.

Communication with flair - from A to C customers

The introduction succeeds or fails due to communication.

Customers can be roughly divided into three groups.

A-Partner receive the message in person - ideally during a visit, at least by telephone.

B customers will be informed by telephone.

C-Customers receive the change by e-mail or letter.

If you write to important clients without warning, you risk damaging relationships that are more expensive than any margin.

"A price adjustment is never a price negotiation"However, this does not mean that the process has to be unfriendly.

A goodie defuses the situation: major customers are allowed to top up stocks in advance at old conditions or receive a call-off contract for six months. In this way, the customer feels valued and can calculate.

Justification creates acceptance

Customers accept price increases more easily, if they are well justified.

Statistics, Industry reports, Indices - Anything that makes the increase appear objective increases credibility. It is important to rely on generally recognised sources: Commodity price charts, energy index, wage settlements.

If your own cost increases are presented transparently, the dialogue partner understands that the adjustment is not a "cashing in" but a reaction to market mechanics.

Timing - turn of the year, summer or follow the market leader?

The calendar offers two classics: 1 January or a date in the middle of summer when customers are on holiday.

The timing is even more powerful if you orientate yourself to the leading companies in the sector. If the market leader picks up - follow suit immediately. Often the entire competition is just waiting for this starting signal to adapt their own lists within a few days.

How high? Small steps or a big leap?

There is no formula, only rules of thumb. Several small adjustments generate little resistance, but require repeated communication. A rare, sharp jump is more stressful in negotiations, but afterwards you have peace of mind. Crooked values are more credible: 4.7 % instead of a smooth five, 11.4 instead of ten. Uneven figures suggest precision and calculation.

Experts recommend organising the conversation in this way:

"We would actually have to raise it by 9.6 %, but by optimising the process we were able to limit it to 7.3 %."

The customer feels that savings are shared.

Fear? Statistics instead of gut feeling

Fear is the biggest enemy of any price increase. But it is usually based on gut feeling, not facts.

Studies show that only around three per cent of customers switch providers based on price alone. The vast majority stay if they recognise the value and feel they are being taken seriously.

Those who regularly adjust prices train the team to hold professional discussions. On the other hand, prolonged dithering eats into margins and sends a signal of uncertainty - both internally and externally.

Price adjustments as a culture

Companies that institutionalise price adjustments integrate them into budget and planning processes. The finance department, sales and marketing work hand in hand: sales prepares customers, marketing explains added value, finance calculates margins. This means that pricing is not an emergency tool, but a strategic lever.

Each adjustment also updates the price positioning in the market. Those who create value are allowed to monetise it - competitors observe and orientate themselves.

Hesitation can lead to your own product suddenly being perceived as a cheap alternative, even though the quality remains unchanged.

Conclusion - waiting costs, acting strengthens

Price adjustments are not an option in 2025, they are mandatory.

Those who communicate them skilfully, implement them boldly and justify them clearly secure margins, finance top talent and remain able to invest. Hesitation costs not only money, but also reputation - because price is also a statement about value and self-confidence.

Next step

Which strategy suits your business model?

How do you implement adjustments without jeopardising relationships? We discuss these questions openly in the Jetstream network - with entrepreneurs who don't fear prices, but lead them.

More about the Jetstream Membership

Der Beitrag Preisanpassungen JETZT – Hadern kostet erschien zuerst auf Jetstream Members.

What does Jetstream Membership mean for me personally?

For me, the Jetstream Membership not an expense, but a genuine investment in my personal and business development.

Many people ask: "How much does the Jetstream cost?" or "Have you got that out yet?"

But that's the wrong way of thinking. You don't go into the Jetstream to get something back straight away. It's like a seed: You plant it, it germinates, it grows - and eventually it becomes a stable tree.

I didn't refinance it through quick sales or pitches - and that was never my goal.

It's clear to me: Jetstream is a long-term investment.

Who is the Jetstream suitable for?

I say quite frankly: The Jetstream Membership is not for start-ups.

You need a certain financial background - not only to be able to afford it, but also mentally to really understand the added value.

When you come in with the idea: "I pitch something, sell something straight away and get it out again quickly" - forget it.

That's not the kind of mindset that works in the Jetstream. I don't think people like that would be accepted in the first place.

But when you say: "I want to grow, exchange ideas with successful entrepreneurs, make real contacts" - then you've come to the right place.

There have been several Jetstream meetings in recent months at which celebrities have also told us things that you don't find in the press.

You can only get this in the Jetstream.

What has the Jetstream changed for me?

I now have notebooks full of notes. There are countless photos, screenshots and folders on my mobile phone.

And I know that if I spend a weekend just doing that, I'll discover a lot more.

A lot of the content only unfolds later. I remember a Jetstream meeting with Robert where he explained something. I didn't understand it at the time - I just wasn't ready yet.

Some things need to be allowed to mature. For me, that is the real added value of this membership.

If you are prepared to invest in yourself - not only financially, but also with full conviction - then the Jetstream Membership by Dirk Kreuter just the right thing for you.

For me, it was one of the best decisions. Not because I wanted immediate results, but because I wanted to grow - sustainably and in dialogue with real entrepreneurs.

Der Beitrag Jetstream Membership Erfahrungen – Mein ehrlicher Erfahrungsbericht erschien zuerst auf Jetstream Members.

How it all began - My path to Jetstream by Dirk Kreuter

I have been self-employed since the age of 16. Over the years, I have built up many companies in various sectors and managed a holding company with around 30 investments. Until 2018, everything went really well - I was in the office from six in the morning until 10 pm at night. Time for money. A lot of money, but also a hell of a lot of time.

Then came the bang: my wife got cancer - 16 chemotherapy sessions, the full broadside. Our children were 11 and 13 years old at the time. I fell into a hole.

Burkhardt, a long-time companion, then told me: "In January 2019, you will be part of the decision Success."

I didn't want to. Honestly. I already had the phone in my hand to cancel.

But my wife Shila said: "Come on, do it."

My first decision: success

On the first day I still thought: "Yes, nicely told."

On the second day, I got to thinking.

On the third day I knew: "Things will have to change at home."

I came home full of energy. But then came the reality check.

Shila said: "Wednesday, these and these are coming."

Me: "Fine. You can do it. Not me."

On Thursdays in bed, she said to me: "If I'm no longer one of your top five people, then we should talk."

That was right. And it was the turning point.

The step into Jetstream Membership

I started mentoring and five months later I joined Jetstream.

And to be honest: in my situation at the time, that was exactly the right thing to do.

I had thought I always had to be present - in the engine room from morning till night. But Jetstream showed me how at the company work instead of just in the company.

After a year of Jetstream, I took a break. Looking back, that was a mistake - It cost me energy and money.

Because there's no substitute for the Jetstream environment. I come from a small town - there's no network like the one you experience here.

So I'm back - and this time at full strength. I signed up directly for two years in the Jetstream VIP committed.

What I see differently today - entrepreneur mindset

I used to think: "Only works if I'm on duty around the clock."

Today I know: it's working, because I have let go.

Jetstream has helped me to change my thinking. To scrutinise my environment. To realign myself!

Der Beitrag Meine Jetstream Erfahrung: Vom Maschinenraum zum Unternehmer erschien zuerst auf Jetstream Members.