Strategic Review

Back in mid-2004, Rettig ICC  engaged with family shareholders and Group management in a strategic review of the business. This extensive review has led to the implementation of a structural change process (code-named "Project Pioneer") bringing change in 3 dimensions : product, brand and organisation.

Product

The past acquisitions had brought about excessive manufacturing complexity with 10 different steel panel types offered. Each panel pitch necessitated separate investments and even similar pitches required separate tools. In the future, Rettig factories will be based around manufacturing platforms in which the 33,40 & 50 mm seam top pitches will be supported. Round top manufacturing will remain unaffected.

Brands

The brands which combine to form Rettig ICC are the strongest names in our industrial sector. However, extensive research has shown that this will not be enough to remain attractive and preserve differentiation in the future.  We need to bring leadership and visibility to our brands. As a result, our diverse brand offering has now been moulded into two attractive and differentiated brand umbrellas.

The Purmo Radson umbrella combines Purmo, Radson, Thermopanel, Dianorm and LVI with the aim to take leadership of the more emotional driven positioning aiming at the over the counter and smaller project market where installers and end-users have greater influence. Purmo Radson Brand Umbrella Page   The Vogel and Noot brand umbrella brings together the brands Vogel & Noot, Myson and Finimétal. This brand umbrella will drive for a positioning as a technological, innovative force aiming at larger contract markets where professional specification amongst engineers, architects and contractors is important. Vogel und Noot Brand Umbrella Page

Organisation

In the past, our brands have been marketed and loosely held together by legal companies incorporating most functions: sales, marketing, production, finance and administration. The key objective was to maximise financial performance within the company and develop inter-company trading via cross-selling. This approach delivered results in the past but is inadapted for improving Group performance in the future.

From 1st April 2007, Rettig ICC will move away from a company-driven to a more functional organisation. In the future, the structure will be built on three clear foundations: front office, back office and support functions. Operations Concept Page