ERIKS group nv » About ERIKS

SWOT analysis

Tried and tested twin business model in the ERIKS Netherlands and ERIKS Belgium clusters, which is being generally applied in the entire ERIKS group.
Large customer base and presence in important industrial markets.
Good market coverage in Western Europe.
Professionally organised European Account Management.
Broad and deep range of products and services.
Know-how-driven technical and logistical service provision, through which real added value can be offered to customers.
Entrepreneurship and well educated technical and commercial employees (innovative strength).
Offering volume and market share to manufacturers.
Modern infrastructure (accommodation and ICT).
Financially healthy company.

The ERIKS Germany, ERIKS UK and ERIKS Central Europe clusters are not active in all core activities.
Although important steps forward are being made, the twin business model has not yet been fully developed in the aforesaid clusters.
Individual clusters are not occupying one of the top 3 positions in all product groups.
The six know-how domains are not universally at the required level.
Not all the companies in the clusters are utilising an identical ICT platform.
The infrastructure (accommodation and ICT) is still not at the desired level at all locations.

Fragmented markets that offer opportunities for organic growth and growth through acquisitions.
Big opportunities for growth (expansion of the product range and industrial market segments) in the ERIKS Germany, ERIKS UK and ERIKS Central Europe clusters (implementation of the twin business model).
Customers who concentrate on their core business require their suppliers to make an intensive contribution to maintenance and product development.
Offering a uniform range of products and services to international customers.
Approach the market as an unified ERIKS group.

Market contraction due to:
- Departure of the manufacturing industry
- A lack of innovative strength in the Western countries and insufficient development of new, high-quality industries.
Shortage of commercially/technically skilled staff.
High prices for potential acquisitions.

Summary | Conclusion

The conclusions to be drawn from the SWOT analysis for our business are as follows:

Continue to develop and roll out the twin business model in all European clusters (see also ‘Weaknesses’).
As European market leader, present the group emphatically as an unified ERIKS organisation (one corporate identity), (see also ‘Opportunities’).
Continue to invest, via educational programmes and contacts with educational institutes, in commercial and, especially, technical effectiveness (see also ‘Weaknesses’ and ‘Threats’).
Use our financial power to expand our presence in the clusters.

Extension of core activities in the ERIKS Germany, ERIKS UK and ERIKS Central Europe clusters, and investment in education and product management.
Rapid integration of the ICT systems among the various companies of a cluster.
To enable optimum support for international customers, by ensuring uniform configuration of the product database at ERIKS group level.

Concentrate on growth (organic and through acquisitions) in the existing clusters.
Invest in new, upcoming industrial segments.
Develop and supply knowledge and services that make a positive contribution to the business operations of customers.
Continue to invest in employee education and in infrastructure.
Expand private label products.

Summary | Conclusion