How allkauf haus used web-to-print to streamline its marketing, strengthen its sales, and achieve a sustainable system change
An interview with Waldemar First, Head of Marketing at allkauf haus
When marketing processes become too complex, sales often suffer in the end. This was also the case at allkauf haus, one of Germany's leading suppliers of prefabricated houses. The media department was overloaded, individual advertising materials required lengthy approvals—and yet speed often came at the expense of corporate identity.
In an interview, marketing manager Waldemar First, 30, reports on how he and his team—with the support of senior management—set up a web-to-print project that can now do more than just process orders: it structures processes, reduces the workload on departments, strengthens sales, and develops alongside the company.
Mr. First, let's start at the beginning: What was the moment when you said, "We can't go on like this"?
Over the years, we noticed that our media design was becoming increasingly burdensome. It wasn't about large campaigns—it was about small things: changing phone numbers, updating contact details, regional variations of posters or advertisements.
That took up capacity every time. We worked a lot with external agencies, had high costs, and little flexibility. At the same time, our sales department continued to develop—it was faster and more individualized. And that's exactly where we wanted to take it.
About allkauf haus
allkauf haus is a German provider of customizable shell houses and part of the DFH Group. Sales are handled by more than 200 independent sales representatives.
Had you already tried to solve this using a system?
Yes—that was our first major learning experience. Years ago, we implemented a project with an agency that simply wasn't viable in practice. It was too inflexible, too rigid from a technical standpoint, and too expensive to operate. Ultimately, it was discontinued.
When we discussed the topic again later, it was clear: if we do it again, we'll do it right. And sustainably.
What did that mean for you specifically?
I took on the topic and began to intensively study web-to-print systems. I did research, read up on technical specifications, and contacted providers myself. I wanted a system that we could build modularly, that was scalable—and that we didn't have to rethink every time a new idea came up.
We then came across be.print —and everything fell into place relatively quickly: flexibility, integration, multi-client capability, CI control. At the same time, the dialogue was on an equal footing—that was important to me.
What were your internal objectives?
The key question for us was: How can we create a platform that our sales team can use independently, without us in marketing constantly having to intervene? At the same time, we didn't want to lose control over our brand.
That was the balancing act. We didn't want a system that allowed everything—but we also didn't want a straitjacket that nobody would use.
How is the portal structured today?
It is our central hub for advertising materials —from ad motifs and construction fence banners to roll-ups and social media templates.
We have created a system in which all advertising material templates can be customized in line with corporate identity guidelines. Users—mainly our more than 200 sales representatives—can, for example:
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insert your name and title
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Integrate contact details, locations, or QR codes
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exchange specific images
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even prepare social media posts
All of this happens within clear templates with defined parameters. No more files need to be approved or edited manually.
How much work did that initially involve?
A lot. And I think it's important to be honest about that. Anyone who thinks you can set up a system like this in two weeks is mistaken. We worked intensively on the structure together with our internal media team, Tobias and Gopal from the technical department, and the management.
But: The effort at the beginning pays off in the long term. Today, we are benefiting from the decisions we made back then—because they were well thought out.
Who was involved on your side?
I was responsible for the project, developed the concept, and coordinated the interfaces. The management clearly supported the project—that was a stroke of luck. At the same time, we coordinated with our media design, IT, sales, and technology departments to determine who needed what.
The initial idea came from me—the implementation was then a team effort. Together, we looked at what was realistic—and what remained nice to have.
How was the system received by the sales department?
Very good. From the outset, we didn't sell the system as an additional hurdle—but as a simplification. And that's what it is. Our seven sales managers upload templates, which are then made available to sales representatives.
Everyone can design their own layouts, but within safe parameters. Feedback from the sales department has been consistently positive—precisely because the tool simply works. And that's crucial.
Can you quantify the effect?
Not in euros—but in time and focus. Our media design workload has been significantly reduced, we need fewer queries, and we have fewer coordination loops. At the same time, the brand image is more consistent because everything runs through one system.
And don't underestimate this: the sales department feels taken seriously. They no longer receive rigid PDFs, but can act independently. This creates acceptance—and saves us an incredible amount of time internally.
During the conversation, they said something interesting: "We didn't want toys."
Exactly. There are many solutions on the market that are somehow called "web-to-print"—but in reality, they don't solve anything. It was important to us that the system simplify our everyday work. Not embellish it—simplify it.
What are your plans for the future?
We are currently working on two extensions:
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A warehouse management system with traffic light logic:
This will enable our sales partners to see immediately which items are in stock, being reprinted, or unavailable. This saves coordination and makes logistics more transparent. -
An advertising subsidy model (WKZ):
In the future, we will be able to allocate budgets for certain advertising materials that we want to promote strategically. These items will be displayed at a discount or free of charge in the system—controlled directly via the portal.
What advice would you give to other marketing managers facing a similar challenge?
Three things:
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Be clear about what you really need. Not everything that is technically possible is also useful.
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Create resources. A project like this requires time, expertise, and internal freedom.
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Think about sales and practice. A system that works in theory but is too complicated in practice will not be used.
And how would you describe your collaboration with be.print?
Flexible, efficient, transparent. It was never a software sale—it was a joint project. We worked as equals, tried things out, gave feedback, and adapted the system to our needs. That's how it should be.
Thank you very much for talking to us!
- Autor
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Ich unterstütze Unternehmen dabei, ihre Print- und Marketingprozesse effizienter und digitaler zu gestalten – mit besonderem Fokus auf Web-to-Print-Lösungen. Als staatlich geprüfter Betriebswirt mit Schwerpunkt Wirtschaftsinformatik verbinde ich technisches Verständnis mit einem klaren Blick für wirtschaftliche Anforderungen.
Als Geschäftsführer von be.print arbeite ich gemeinsam mit unserem Team daran, Lösungen zu entwickeln, die im Alltag wirklich funktionieren und messbaren Mehrwert schaffen. Der direkte Austausch mit unseren Kunden ist mir dabei besonders wichtig – denn die besten Lösungen entstehen aus echtem Verständnis für individuelle Herausforderungen.
Schwerpunkte: Vertrieb, Marketing, Business Development, Verkaufsmanagement, Account Management