Kneipp's courage to invest: 65 million euros for Germany's industry

Competitiveness through innovation: Kneipp's new factory in Ochsenfurt

Kneipp focuses on automation and digitalization: The new factory as a model for the future

The opening of the expanded Kneipp factory in Ochsenfurt-Hohestadt is far more than just regional business news – it sends a strong economic signal for Germany as an industrial location. At a time when many companies are considering relocating their production to low-cost countries, Kneipp is taking a bold step: With an investment of €65 million, the production area at the company's sole manufacturing site is being doubled from 5,000 to 10,000 square meters. This investment marks the largest single investment in the company's more than 135-year history and underscores Kneipp's determination to expand its manufacturing expertise in Germany rather than relocating it abroad.

Amidst challenges such as high production costs, stringent regulations, and weakening investment momentum in Germany, the company is relying on a combination of regional roots, industrial scaling, and international delivery capability. With this strategy, Kneipp is not merely demonstrating nostalgic loyalty to its location, but rather making a long-term bet on the future: that quality, automation, brand trust, and controllable processes can form a competitive model in Germany despite the higher costs. However, the challenges are significant: the new factory must operate efficiently, fully utilize its production capacities, and simultaneously bring innovative products to market. The analysis of this investment reveals how Kneipp is addressing these economic and social challenges and the implications of this for the entire industry.

While others are leaving, Kneipp is doubling production – bold industrial policy financed from its own pocket

The opening of the expanded Kneipp factory in Ochsenfurt-Hohestadt is far more than just regional business news. It sends a strong economic signal at a time when Germany as an industrial location is primarily associated with high costs, weak investment, excessive regulation, and an increasing debate about relocation. Kneipp has invested around €65 million in a new production building, modernized equipment, automation, and digital processes. The production area at the company's sole manufacturing site is growing from approximately 5,000 to 10,000 square meters. This is the largest single investment in the company's more than 135-year history.

The economic significance lies not solely in the amount of the investment. The decisive factor is the strategic direction: A long-established manufacturer of health, personal care, and cosmetic products is not concentrating its manufacturing expertise in a low-cost country, but rather expanding it in the Main-Franconia region. In doing so, the company is relying on a combination of regional roots, industrial scaling, a high degree of vertical integration, and international delivery capability. This move is therefore neither nostalgic loyalty to the location nor mere image cultivation. It is a long-term bet that quality, automation, brand trust, short decision-making processes, and controllable processes can be combined into a competitive overall model, despite higher costs in Germany.

This is an ambitious gamble. New facilities initially create costs, not automatic revenue. Machines must be utilized to their full capacity, processes stabilized, employees trained, and additional volumes sold on the market. Precisely for this reason, the investment deserves a sober analysis. It can give Kneipp a significant productivity and resilience advantage, but at the same time increases the pressure to innovate faster, develop international markets, and utilize the newly created capacity economically. The plant is therefore not an end point, but the beginning of a more demanding growth phase.

A factory expansion becomes a strategic repositioning

Doubling the production area fundamentally changes the company's industrial starting point. An additional 10,000 square meters allows for the spatial separation of production lines, the reorganization of material flows, the integration of additional equipment, and the creation of expansion reserves. However, the economic benefit does not arise from the size of the facility itself. It only materializes when the larger infrastructure shortens lead times, reduces downtime, accelerates setup processes, and enables higher production volumes with minimal additional resources and personnel.

Kneipp manufactures a portfolio of approximately 480 products in the areas of bathing and showering, personal care, nutritional supplements, and herbal medicines. More than 94 percent of the product range is manufactured in Germany. The Ochsenfurt-Hohestadt site supplies 16 countries in Europe and Asia. This structure is demanding: a large number of products means numerous formulations, packaging variations, batch sizes, and quality requirements. While a broad product range offers market access to diverse needs, it can also make production complex and expensive. Modernized facilities and digital controls are therefore not only technical improvements but also prerequisites for managing product variety economically.

The investment program therefore aims for more than just increased volume. It creates an industrial platform on which Kneipp can further develop its product range more quickly and manufacture different product categories more efficiently. New offerings such as the vegan aroma care foam bath "Chai & Chill," the children's product "naturkind color bubble bath Brumm Brumm," the dietary supplement "Meno Vitality," and the fragrance-free "3-in-1 Shower Fresh Pure" demonstrate the breadth of needs now being addressed. Indulgence and relaxation, family products, women's health products, and gentle body care products exist side by side. This diversity increases sales opportunities but requires flexible technology and a robust quality management system.

The factory thus becomes part of the brand strategy. A brand that conveys a connection to nature and healthy well-being must simultaneously produce with industrial precision, regulatory reliability, and cost-consciousness. The new building unites these apparent contradictions. Behind an emotional appeal to consumers lies a more automated and digitally controlled manufacturing process. This very connection can become a competitive advantage because it makes the brand less dependent on external manufacturers and more closely integrates product development, quality assurance, and production.

65 million euros is a bet on future demand

An investment of this magnitude can only be justified if the company anticipates sufficient long-term demand. Kneipp does not publish any detailed figures from which the planned amortization period or the additional expected output could be derived. Therefore, the measure can only be assessed economically based on its strategic logic. Doubling the production area signals that management is not simply replacing existing production, but rather intends to create room for growth, new product categories, and higher volumes.

The market environment offers favorable, but by no means risk-free, conditions. The German beauty and household care industry achieved a turnover of €35.6 billion in 2025, 2.9 percent more than in the previous year. Domestic sales rose by 5.5 percent to €23.9 billion. Since 2020, the industry has grown by an average of 4.4 percent per year. At the same time, only moderate growth of 1.5 percent was expected for 2026. For Kneipp, this means that the company is entering a comparatively resilient consumer market, but not one with unlimited growth potential.

Products for everyday well-being, in particular, possess a certain resilience to crises. A bath additive, a shower gel, or skincare products are more affordable for many households than larger leisure or luxury expenditures. This behavior can be described as a small, everyday luxury. In uncertain times, consumers are more likely to forgo expensive purchases than familiar care products that promise relaxation, health, or self-care. However, this stability is relative. Rising prices can increase sales without a corresponding increase in the quantity sold. Therefore, for the capacity utilization of expanded production, it is crucial whether Kneipp can actually increase the number of units produced.

The investment is therefore a bet on three developments: the continued relevance of health and well-being, the brand's ability to gain market share in its categories, and additional demand from international markets. If just one of these pillars weakens, capacity utilization will become more difficult. If the combination is successful, however, the new plant can unlock economies of scale and stabilize or reduce unit costs despite high German operating costs.

Automation determines competitiveness

The crucial economic question is not whether production in Germany is more expensive than in many foreign locations. This is true in numerous cost categories. The decisive factor is whether higher costs can be more than offset by productivity, quality, speed, and lower risks. In the IW Location Index, Germany ranked 12th out of 45 countries in 2025 for industrial location quality, but second to last in the cost category. Private sector investment was recently almost a quarter below the 2019 level. Against this backdrop, the Kneipp investment appears as a counter-proposal to the general weakness in investment.

Automation is the key to this. It can accelerate recurring tasks, improve dosing accuracy, and reduce waste. Digital production data can reveal deviations earlier and make maintenance more predictable. The better plant conditions, material movements, batch information, and quality values ​​are integrated, the less time the company loses due to unplanned interruptions or manual adjustments.

The benefits of automated processes extend beyond personnel savings. In a highly varied production environment, flexibility is often more important than maximum speed. Systems must be able to switch between recipes, containers, and packaging formats. Digital specifications and standardized changeover processes can make smaller batch sizes more economical. This is particularly relevant for Kneipp because a product range of around 480 items inevitably includes products with very different sales volumes.

However, automation is not a guaranteed success. It shifts costs from ongoing manual labor to capital commitment, software, maintenance, and specialized knowledge. The more complex the technology, the greater the dependence on qualified personnel, spare parts, and cybersecurity. A digitized factory can be more efficient, but with a flawed system architecture, it can also be more prone to malfunctions. Economic success therefore depends on whether Kneipp develops technology and operational organization in tandem, rather than simply installing modern machines into existing processes.

Made in Germany is evolving from a label of origin to a business model

More than 94 percent of Kneipp's product portfolio is manufactured in Germany. This high percentage is a strong brand argument, but its value runs deeper. Production at the company's home location facilitates control over recipes, quality, and delivery dates. Research, development, administration, and manufacturing can collaborate more closely. Market feedback can be translated into product changes more quickly when technical experts and decision-makers are not spread across multiple countries and external partners.

"Made in Germany" should not be romanticized. Consumers only reward origin to a limited extent if price, effectiveness, availability, or product design are not convincing. The locational advantage must therefore be earned operationally. It consists of robust processes, documented quality, speed of innovation, and a credible connection between brand and manufacturing. The investment strengthens precisely these prerequisites, but it does not guarantee that retailers will accept higher prices or that consumers will remain loyal in the long term.

Domestic manufacturing is particularly valuable when markets become volatile. Global supply chains have proven vulnerable in recent years to political conflicts, transportation disruptions, energy price shocks, and short-term shifts in demand. While a central German location doesn't eliminate all risk—raw materials, packaging, machine components, and intermediate products can still be sourced internationally—the company retains control over the core of the value chain and can set its own production priorities.

This creates a strategic difference between mere communication of origin and genuine industrial expertise. Kneipp doesn't just sell a German brand image, but keeps the associated production in Germany. In a market where many brands operate with similar concepts like naturalness, sustainability, and well-being, demonstrable vertical integration can build trust. The prerequisite, however, is that this expertise is communicated to customers in a way that is understandable and without exaggeration.

A factory producing 480 products requires controlled complexity

Broad product ranges are a double-edged sword economically. They increase the chance of covering different target groups and usage situations. At the same time, they tie up capital in raw materials, packaging, and finished goods. Every additional item creates planning effort, quality checks, master data maintenance, storage space, and potentially more frequent changeovers. A modern factory can manage this complexity better, but it cannot eliminate it for free.

The new products illustrate the strategic scope. “Chai & Chill” combines a vegan positioning with an emotional promise of relaxation. The “Brumm Brumm” color bubble bath targets children and families. “Meno Vitality” addresses a specific need in a phase of life that many consumer goods brands are increasingly recognizing as a distinct market. “Pure Freshness,” with its fragrance-free 3-in-1 shower gel, addresses the desire for simplicity and skin compatibility. These approaches create differentiation but also increase the demands on formulations, communication, and production planning.

Product diversity is only economically sound if it leads to clear portfolio management. Successful products must be scaled quickly, while weaker variants must be rigorously reviewed. The new plant increases the temptation to fill spare capacity with ever more items. In the long run, this would be dangerous. Capacity should not be confused with complexity. High capacity utilization can be unprofitable if too many small production runs, frequent product changes, and excessive inventory erode profit margins.

Digitalization can play a disciplining role here. More precise sales forecasts, transparent contribution margins, and production data reveal which products are economically viable. Considering the actual complexity costs is particularly important. A niche product can be strategically valuable if it attracts new customer groups or strengthens the brand. However, it shouldn't appear more profitable than it actually is due to incomplete cost accounting.

The region gains more than just additional square meters

The Ochsenfurt-Hohestadt site employs around 430 people; Kneipp employs approximately 650 people worldwide, about 550 of whom are in Germany. This makes the site not just an extended production line, but the company's personnel and industrial hub. The investment stabilizes employment in manufacturing, administration, research and development, thereby strengthening diverse skill sets in the region.

The regional impact extends beyond direct jobs. Industrial companies generate demand for skilled trades, maintenance, logistics, technical services, cleaning, security, IT, and further training. A portion of the added value flows back into the region through wages, local contracts, and municipal revenues. The more regionally integrated suppliers and service providers are, the greater this multiplier effect.

At the same time, modernization is changing the nature of employment. Automation can reduce simple, routine tasks, while the need for mechatronics, data literacy, quality management, and process control is increasing. For employees, this presents both opportunities and pressure to adapt. Long-term job security, therefore, does not mean that every job remains unchanged. The crucial factor is whether the company organizes further training early on and involves experienced employees in the design of new processes.

For Mainfranken, the investment also has a symbolic function. Regions outside the major metropolitan areas compete for skilled workers, company headquarters, and future industrial prospects. A modern factory of an internationally active brand-name company can improve the perception of the location. It demonstrates that sophisticated consumer goods production, research, and digitalization can also be concentrated in a region dominated by medium-sized cities.

Our EU and German expertise in business development, sales and marketing - Image: Xpert.Digital

Industry focus areas: B2B, digitalization (from AI to XR), mechanical engineering, logistics, renewable energies and industry

More information here:

• Expert Business Hub

A thematic hub offering insights and expertise:

• Knowledge platform covering global and regional economies, innovation and industry-specific trends
• A collection of analyses, insights, and background information from our key areas of focus
• A place for expertise and information on current developments in business and technology
• A hub for companies seeking information on markets, digitalization, and industry innovations

Sustainability must prove itself in the factory's accounting

The site expansion was linked to ecological measures from the outset. The original plan included 17,000 square meters of compensatory land, additional green roofs, and photovoltaic systems on both new and existing buildings. The photovoltaic area was projected to cover approximately 10,800 square meters and cover around 13 percent of the electricity demand. A battery storage system and a heat pump were also included in the plans.

These measures have both ecological and economic benefits. Self-generated electricity can protect a portion of the company against volatile procurement prices. Green roofs and rainwater infiltration improve the site's ecological profile and can increase its climate resilience. More efficient systems reduce energy consumption per unit of production when operating at high capacity. In 2025, the specific energy demand was 0.445 megawatt hours per ton of product, a similar level to previous years.

The limitations must not be overlooked. A photovoltaic share of approximately 13 percent does not make the site energy self-sufficient. Furthermore, a larger production volume can increase absolute energy and material consumption, even if each individual unit is manufactured more efficiently. This very difference between relative efficiency and absolute environmental impact is crucial for a credible assessment. Growth and sustainability are only compatible if efficiency gains offset a significant portion of the additional resource requirements and the remaining emissions systematically decrease.

The challenge is particularly great outside the factory gates. A previous comprehensive greenhouse gas inventory showed that the vast majority of emissions originated with suppliers, service providers, and customers, while direct emissions and purchased energy accounted for only a small share. A modern factory is therefore necessary, but not sufficient. Packaging materials, raw material extraction, transport, product use, and disposal must be integrated into the management strategy. Sustainability becomes economically viable when it reduces material costs, mitigates risks in supply chains, and proactively meets regulatory requirements.

The investment amount also reflects construction and cost risks

At the groundbreaking ceremony in October 2022, the initial investment was estimated at €45 million. Of this, €25 million was earmarked for the building and €20 million for equipment, including machinery. Completion was initially planned for an earlier date; when the project opened in 2026, the total cost was stated as approximately €65 million. The difference of €20 million represents an increase of roughly 44 percent compared to the original estimate.

Without a detailed project accounting, it would be premature to categorically classify this difference as a cost overrun. The final sum explicitly includes plant modernization, automation, and digital processes. It is therefore possible that the project scope was expanded. At the same time, planning and construction coincided with a period of high prices for building materials, energy, technology, and financing. Delays and cost increases are not uncommon for large industrial projects in such an environment.

Economically, the increased capital commitment remains significant. A €20 million increase in investment volume raises depreciation and pressures on profitability. If the return on investment is to remain unchanged, the plant must generate correspondingly more cash flow. This can be achieved through increased production volumes, higher margins, lower unit costs, or avoided outsourcing of manufacturing and logistics costs. It is likely that only the combination of these effects will make the investment viable.

This development also demonstrates why strategic industrial projects cannot be reduced to a single figure. A cheaper plant would not automatically be a better plant if important automation or sustainability components had been eliminated. Conversely, the term "investment in the future" does not justify every additional expense. The crucial factor is whether the additional resources invested create measurable long-term benefits in terms of productivity, quality, or risk management.

Export growth is both an opportunity and a weakness

From Ochsenfurt-Hohestadt, Kneipp supplies 16 countries in Europe and Asia. This international reach is crucial for the utilization of the expanded plant. The German market alone can drive growth, but additional capacity is easier to justify in the long run if the brand gains volume in multiple countries. Centralized production offers economies of scale because larger quantities are processed through shared facilities, quality control processes, and product platforms.

However, the industry environment calls for caution. In 2025, the foreign business of the German beauty and household care industry declined by 2.1 percent to €11.8 billion. Cosmetics exports fell by 1.9 percent. As early as 2024, the overall sector's export revenue had already decreased by 3.3 percent; for cosmetics, the decline was 5.7 percent. Kneipp is therefore not investing during a period of guaranteed export growth, but rather in an environment where foreign growth must be actively cultivated.

Centralizing production in Germany also brings concentration risks. If the sole production site fails due to technical malfunctions, cyberattacks, extreme weather events, or supply problems, several markets can be affected simultaneously. The increased capacity must therefore be accompanied by redundant supply concepts, robust IT systems, spare parts strategies, and contingency plans. Resilience does not automatically arise simply because manufacturing is located domestically.

On the other hand, a central location simplifies ensuring consistent product quality. For health and personal care products, trust is a crucial intangible asset. Quality deviations can be far more costly than isolated inefficiencies. Therefore, consolidation can be beneficial if Kneipp professionally manages the operational risk of failure and avoids dependence on individual suppliers for critical intermediate products.

Trade, e-commerce and brand power determine the return on investment

Production capacity alone does not generate sales. In the German cosmetics market, drugstores accounted for approximately 53 percent of sales in 2025, while specialist retailers reached 18 percent. E-commerce grew by 22.5 percent, achieving a market share of 7 percent. This presents Kneipp with a dual challenge: The company must remain visible and able to deliver in the high-volume brick-and-mortar retail sector, while simultaneously managing the rapidly growing online channel professionally.

Large retail chains possess considerable bargaining power. They decide on shelf space, promotions, and visibility, and can exert price pressure. A strong brand improves the manufacturer's position, but does not eliminate dependence. The new plant increases Kneipp's ability to reliably supply large quantities. At the same time, it increases the risk of having to utilize capacity through aggressive price promotions if organic demand growth fails to materialize.

E-commerce is changing the demands on product range and logistics. Niche products, sets, and complex offerings can be marketed more effectively online than on limited physical shelves. Data from search behavior and repeat purchases can provide insights for product development and sales planning. At the same time, the demands on robust packaging, digital content, and consistent pricing across all channels are increasing. While the online share is still significantly smaller than that of brick-and-mortar stores, its dynamism makes it strategically important.

Ultimately, the return on the €65 million investment depends not on the pure production volume, but on the realized contribution margin. Kneipp must prevent any additional efficiency gains from being passed on entirely to retailers or consumers. The factory can improve the cost position; however, this advantage is only transformed into economic value through brand strength, differentiated products, and a smart channel strategy.

Membership in Hartmann provides support and pressure to generate returns

Kneipp is a wholly owned subsidiary of the Hartmann Group and is part of its complementary divisions. In 2025, the group generated sales of €2.4496 billion and organic growth of 2.2 percent. The complementary divisions segment, which includes Kneipp and other companies, achieved sales of €502.6 million. Kneipp itself recorded an increase in sales, with strong performance in Germany playing a significant role.

Being part of a larger group can facilitate a project of this scale. It provides financial backing, access to management experience, and potential synergies in purchasing, IT, regulatory affairs, and financing. Especially in uncertain times, integration into a larger healthcare group is an advantage over an isolated medium-sized company.

At the same time, it increases the demands on capital discipline. Investment funds compete with other projects within a group. A new plant must therefore not only be strategically sound but also viable compared to alternative uses of the capital. Long-term support depends on whether Kneipp delivers growth and profitability and ramps up production as planned.

The parent company's backing should therefore not be mistaken for a guarantee. It gives Kneipp time and stability, but it doesn't replace operational performance. On the positive side, the brand already achieved sales growth in 2025. This improves the starting position for the plant's commissioning. However, start-up costs, depreciation, and potential inefficiencies often accrue precisely in the first few years of a large factory project. Patience and consistent management will be more important than short-term success stories.

Job security only works with productivity gains

The investment is often described as a commitment to Germany and the region. This commitment is credible because it is backed by real, invested capital. Nevertheless, it would be wrong to pit loyalty to the location against economic viability. Jobs are only permanently secure if the location is productive enough to remain competitive.

Modernization creates a better foundation for this. Employees can benefit from more ergonomic processes, modern technology, and more stable future prospects. At the same time, the skill set is changing. Those who previously operated individual machines must increasingly understand process interrelationships, interpret digital displays, and react systematically to deviations. Managers need greater data competence, without underestimating the experience of production.

This transformation carries an underestimated risk. New technology fails to deliver its benefits if employees perceive it solely as a tool for rationalization. Acceptance arises when employees are involved early, trained, and participate in improvements. The experiential knowledge of long-serving employees is particularly valuable because many malfunctions and quality issues are not fully addressed in manuals.

Kneipp must therefore pursue two goals simultaneously: higher output per resource used and attractive employment prospects. If this succeeds, the plant will serve as a model for how German consumer goods production can survive despite high costs. If the organizational integration fails, modern facilities may underperform and the expected productivity gains may not materialize.

The biggest risk is not the location, but insufficient occupancy

In debates about German industrial investment, energy costs, taxes, bureaucracy, and a shortage of skilled workers are paramount. These factors are real. Only four percent of the surveyed municipal economic development agencies rated the available industrial space in their area as sufficient; in addition to land scarcity, high energy and labor costs, a shortage of skilled workers, and regulations are burdening the location. Kneipp was able to realize the expansion at its existing headquarters, thereby circumventing some of these obstacles.

For this specific project, however, capacity utilization is likely to be the central economic risk. Fixed costs for buildings, equipment, software, and maintenance are incurred regardless of whether the lines are running at full capacity. The lower the volume, the more these costs burden each individual product. Doubling the floor space therefore does not necessarily lead to a doubling of production immediately, but it does require a credible path to higher volumes and improved efficiency.

Demand can be dampened by economic downturns, trade conflicts, changing consumer trends, or new competitors. Retailers' private labels put established brands under price pressure. Digital direct brands can quickly reach small target groups. International corporations have large marketing budgets and global economies of scale. Kneipp must therefore clearly maintain its unique position at the intersection of tradition, natural expertise, health, and modern care.

Another risk lies in the speed of innovation. New products only make meaningful use of capacity if they meet a genuine need and are not merely variations of existing offerings. The plant increases the capacity for innovation, but also the temptation to confuse innovation with product quantity. A smaller number of strong new launches is more economically successful than an overloaded portfolio with short life cycles and high write-offs.

This investment could become a model for German industry

The Kneipp project demonstrates the conditions under which production in Germany can remain viable. First, a brand is needed whose quality promise is closely linked to origin and controlled manufacturing. Second, automation must partially offset high labor and location costs. Third, production should be flexible enough to serve different products and market sizes. Fourth, an international sales base is necessary to enable the site to scale beyond its domestic market.

This model cannot be applied to every industry. For standardized mass-produced goods with low brand value and very high labor costs, a German production site may be at a disadvantage despite automation. However, the calculation is more favorable for regulated, quality-sensitive, and differentiated healthcare or personal care products. Here, short supply chains, reliable documentation, and brand trust can be more valuable.

It is noteworthy that Kneipp made its location decision at a time when many indicators were working against Germany. Precisely for this reason, the investment is not proof that the location problems are exaggerated. Rather, it shows that companies can overcome disadvantages through a specific strategy. Policymakers should not conclude from this that reforms are unnecessary. If even successful brands have to bear high additional costs for energy, bureaucracy, and skilled workers, investments will remain below their potential.

For other companies, the most important lesson is not simply the demand to also invest in Germany. The crucial factor is the economic architecture: automation, digitalization, energy efficiency, portfolio discipline, and brand access must be planned together. Location loyalty without productivity would be costly; cost reduction without strategic control could erode the brand. Kneipp is trying to combine both.

The real test begins after the opening

The plant's opening is a high point in terms of public relations, but economically it's only an interim milestone. True success will be measured by how quickly the facilities are ramped up, whether quality and delivery capacity remain stable, and what actual productivity gains are achieved. Equally important is whether the company taps into new demand instead of simply distributing existing quantities over a larger area.

Several key performance indicators will be crucial: capacity utilization, overall equipment effectiveness (OEE), scrap, energy and water consumption per unit, setup times, inventory levels, on-time delivery, and the percentage of successful new product launches. Employment trends are also relevant, but not solely in terms of headcount. Qualifications, internal mobility, and productivity provide a better indication of whether the site has been sustainably strengthened.

The €65 million investment is therefore neither automatically a triumph nor a risky anachronism. It is a strategically sound, yet demanding decision. Kneipp is leveraging the stability of a resilient consumer segment, the strength of a long-established brand, and the advantages of controlled manufacturing. At the same time, the company is deploying considerable capital in a market where export growth is weak, trading power is strong, and the pressure to innovate is consistently high.

The overall outlook is nevertheless positive. The combination of doubled floor space, more modern facilities, automation, digitalization, and an already strong German manufacturing base creates real conditions for growth. Particularly compelling is the fact that not only was a building constructed, but the company's industrial operating system was revamped. Whether this translates into a sustainable competitive advantage depends on disciplined capacity utilization, consistent portfolio management, and measurable efficiency gains.

With this plant, Kneipp has sent an unusually clear signal: German production doesn't have to be cheap to be economically viable. It needs to be better organized, more flexible, more reliable, and closer to the brand and innovation. If this ambition is realized, the 65 million euros will not only be the largest investment in the company's history, but also the step that transforms a traditional brand into a sustainably competitive industrial manufacturer of the next generation.

The quasi-in-house solution: How Xpert.Digital closes operational gaps in B2B marketing and sales – Smart Content-Driven Business - Image: Xpert.Digital

Xpert.Digital is a data-driven B2B industry hub led by Konrad Wolfenstein . The company acts as an external, quasi-in-house solution for industrial partners, closing operational gaps in marketing, content, and sales – without requiring additional resources on the client side.

More information here:

• The quasi-in-house solution: How Xpert.Digital closes operational gaps in B2B marketing and sales – Smart Content-Driven Business

☑️ Our business language is English or German

☑️ NEW: Correspondence in your native language!

Konrad Wolfenstein

I and my team are happy to be available to you as your personal advisor.

You can contact me by filling out the contact form here [email protected]:or simply call me at +49 7348 4088 965. My email address is

I'm looking forward to our joint project.

☑️ SME support in strategy, consulting, planning and implementation

☑️ Creation or realignment of the digital strategy and digitization

☑️ Expansion and optimization of international sales processes

☑️ Global & Digital B2B trading platforms

☑️ Pioneer Business Development / Marketing / PR / Trade Fairs