HF MIXING GROUP - page 23

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with the hydraulic unit. All these modules are now being
used across all product groups.
To further deepen the exchange of experience, annual
joint strategy meetings are held between management
and the business unit directors. Subjects under discus-
sion are who has worked out developments on which
sector as well as cross-cutting issues such as wear
protection, temperature control of the machinery, drive
technology, hydraulic unit, etc.
Furthermore, we have synergy teams meeting every se-
cond month. These teams cover the fields of IT, HR,
financing and control, production, R&D, automation,
purchasing, sales and service.
The order income proves us right
For sales, we combined all three teams responsible for
the global market up to the end of 2009 into one sales
team. At each site, the sales departments were maintai-
ned or even expanded. The redistribution of the sales
territories has led to the individual salespersons now
supporting a smaller sales area and therefore having
more time to take care of each customer. The result is
very good – the order income proves us right! Although
some customers were initially sceptical of the formation
of the HF MIXING GROUP, we haven’t lost any market
share – on the contrary, we are even receiving enquiries
from our competitors
customers. Our conclusion in the
field of sales is: not only did our regular customers stay
with us, but we were even able to attract many new
customers since 2010. Thus, it appears that the rubber
processing companies and tyre manufacturers do not pri-
marily see the potential problems of a big supplier, but
start seeing the greater benefit for themselves – for example,
a strong development, an excellent technical centre and a
better customer service.
After customers
initial anxiety about a monopoly position
and about an increase of prices for products and services,
they are now happy about the steady price development
and feel better supported and are able to realise quality
improved machines through the specialisation of the indi-
vidual business units.
Success across the globe
Since 2012, also in the field of service, the customers
benefit from our global spread and simultaneous availa-
bility in the local language, because now we are present
not only in China but also in India and South East Asia
with joint ventures that offer service to our customers.
The individual companies would have never been able to
achieve this on their own. The acquisition of ZTS-LR
NaJUS in Eastern Europe in mid-2012 also opens up the
possibility of using the very fast-growing Eastern European
market much better. Not to mention, also here the custo-
mers benefit from local prices and feel much better
supported through the proximity of our employees.
While Farrel worked in a very purchasing-oriented way
so far and produced only the core components themsel-
ves, Harburg-Freudenberger acted production-oriented
and thus protected know-how. Thanks the Group mer-
ger, one company now benefits from the other: Farrel
could further develop the production significantly through
the cooperation with Harburg-Freudenberger, while
Harburg-Freudenberger could learn from Farrel in
purchasing. This broadening of horizons on both sides
was of enormous importance, since major customers
from the tyre industry often request to outsource the pro-
duction in order to strongly reduce prices. Overall, the
mutual give and take makes it possible to move larger
volumes – without that team spirit, the acquisition of
ZTS-LR NaJUS would have been inconceivable.
The merger has created purchasing opportunities for the
Group to buy major components more competitively.
Our Group purchasing capacity provides buying power
and consequent leverage to obtain discounts from vend-
ors based on the collective buying power of the Group
members. Not only we, but also our customers benefit
from this.
‘Each company was a leader in
its class already.’
‘Overall, the mutual give and
take makes it possible to move
larger volumes.’
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