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where we are already strong. For example, Actionair has a very strong position in the UK, but can expand into new markets, and some of our other brands have more modest market shares here so have great potential to grow. “We are prepared to invest in sales resource, supporting systems, marketing and product development to create a superior customer experience.” The cornerstone of his expansion plan is a
technically competent salesforce able to provide in- depth customer support in areas like appropriate product choice and commissioning. “We are not a commodity product business,” says
Mr Vollert. “If someone is looking for a basic product at the cheapest price then there are other people out there doing that better than us. “We are interested in taking a total system
approach to projects and showing customers how our products fit into a complete application.” He says there will be a focus on “premium market segments” and that more investment in supporting specifiers will be needed. This is all part of the group’s long-term commitment to the UK market, he says, and reflects the wider group culture. “AB Latour is all about buy, build, keep. They believe that the best way to achieve financial returns is not to divest very much, but to keep investing and growing. And it really works – these are not just words. It means investing in people, but also in things like product development so we will
be giving further support to existing facilities like our R&D Academy in Whitstable.” The company will gradually be bringing new
products into the UK from its other European businesses.
Focus
“We have major opportunities to increase turnover with what we already have in the UK. It is important to have a focus; you can’t do everything at once. The group strategy is to build on your local strengths,” explains Mr Vollert. As well as the democratic style of leadership imported from the group, he will be reinforcing the ethical beliefs and standards embraced by the wider group and its AB Latour parent.
“Things like compliance and corporate social
responsibility are very important to the group,” he says. “We want growth, but we only ethical growth. And again these are not just words; we are not interested in simply being politically correct. Values like diversity and inclusion underpin our business and are essential for the sustainable growth we expect to see in the coming years. “These are not just the right things to do; they
are also good for business. It gives customers peace of mind that they are dealing with the right kind of organisation and so they will come back to us time and again.” The philosophy of ‘buy, build, keep’ means
Swegon Group UK&I appears to be set on a steady, long-term course with upheavals like Brexit no more than ripples along the way.
DON’T DELAY IN SWITCHING TO THE D SERIES Extract and
Supply ventilation you can rely on
03443 715 523
www.heatingandventilating.net
vent.info@
domusventilation.co.uk www.domusventilation.co.uk
May 2018
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