| RIVAL should compete in areas where Danish industrial companies can make a big difference. For several years, negotiations about new orders have often ended up revolving around price. Here, an industrial company like RIVAL cannot win. The high Danish salaries and taxes effectively prevent that. Every time Danish companies have to reduce their prices, the already minimal profit disappears. This can only have one outcome. |
“We go for weekend shopping”
You could say that RIVAL has to go for the sales relating to weekend shopping. To use an image from the retail trade, it means that RIVAL should leave discount sales, which focus entirely on price, to others and concentrate on selling expensive red wine and the best cuts of meat, which is what Danes typically buy for the weekend or when they have guests and want to be sure of the quality.
“We must have the courage to compete on our home turf, which is where our strengths lie. We must dedicate ourselves to collaborating with the customers who can derive maximum benefit from our special expertise,” says Managing Director, Henrik Holvad.
At RIVAL we believe that the company’s future lies in focusing on advanced technical skills, quality and reliability of supply. These are key factors for customers requiring development and processing of critical and costly components.
100% growth in wind, oil and gas
RIVAL therefore now chooses to focus on collaboration with companies in the wind, oil and gas industries as well as in the marine and plastic industries. In practical terms, this means that the revenue from these areas must grow by 100% compared with 2010 if RIVAL is to maintain the same level of revenue as today. This growth should take place over the coming years. “This is a huge commitment on our behalf in which we choose to increasingly abandon our core areas of the last 40 years,” Mr Holvad says. “However, we believe that this is the right direction and that it can give the future RIVAL a good foundation.”
| ||Quality as the lever|
RIVAL has proved over a number of years that it is competitive when collaborating with companies in the wind, oil and gas industries. Today, the company has a wide range of customers in this area. However, 100% dedication to this sector requires an increased focus on quality throughout the company. The quality has to be first class.
“We’re almost ready for ISO certification according to the requirements in ISO 9001:2008,” Mr Holvad says. “Employees and management are busy with the final preparations for certification. We have created an overview of all processes in the company and carried out a risk analysis on that basis. We need to know where in the company things most often go wrong. This is where we step in first and prepare descriptions of the procedures to be followed.”
Ongoing quality measurement
At the same time, RIVAL’s employees and management also work with quality in all other areas of the company which are not necessarily involved in the ISO certification.
“Our future depends on first-class quality from top to bottom,” Mr Holvad says. “No-one should be able to point a finger at our quality levels. We plan to measure this through dialogue with the customers so that we can monitor the development in our quality levels and quickly step in if required.”