Misiunea Seco® este să dezvoltăm, fabricăm şi prezentăm global soluţii de prelucrare care satisfac clienţii noştri în calitate, service şi eficienţă a costurilor.
Gama noastră de produse conţine soluţii pentru frezare, strunjire, prelucrări ale alezajelor şi sisteme de scule.
Ţinte financiare
Obiectivul ţintă pentru grupul Seco® este să ofere acţionarilor săi dividente atractive şi o creştere a valorii acţiunilor în timp. Acţiunea trebuie să producă dividente care, în timp, depăşesc ca valoare investiţiile pe termen lung fără riscuri. Dividentele trebuie să fie cel puţin 50%.
Creşterea trebuie să fie de cel puţin 6% pe parcursul anului fiscal.
Average return on capital employed over a business cycle should be at least 20 percent. Operating margin over a business cycle should be 20 per cent.
Strategie
Pentru a îndeplini aceste ţinte, Grupul aplică următoarele strategii:
Beneficiul clientului
Seco® contribuie la îmbunatăţirea productivităţii clientului. Aceasta este atinsă în două moduri
- Oferind o gamă de produse superperformante,
- Livrând soluţii care permit clienţilor să maximizeze potenţialul productivităţiiacestor produse.
The service solutions include analysis software tools that help customers to cut costs and find the right solution for their machining needs. Seco® offers a high level of expertise and the capacity to develop customized solutions.
The opportunities for productivity improvements are good, since the attributes of the cutting tools are often decisive for the performance of the machines in which they are used.
Closeness to customers
Closeness to the customers is vital in understanding their business and effectively meeting their needs. Close contact makes it possible to pick up signals about new needs in the market, providing critical input for the Group's product development. Seco Tools works to build and maintain long-term customer relationships.
Another aspect of this closeness is for customers to feel that Seco® is easy to work with, has a high service level and makes a significant contribution to their productivity. One important medium for customer contact is a large and highly qualified sales force.
Partnership with distributors
Close collaboration with distributors provides good access to and an effective interface with customers where the Group has no direct contact. These include small businesses and markets traditionally dominated by distributors rather than manufacturer direct sales. Distributor partnerships are continuously strengthened, for example through training activities.
Targeting new markets
The Group can increase its growth opportunities by leveraging the potential of emerging markets, primarily in Asia and Eastern Europe. Growth in these regions is considerably higher than in Western Europe and North America, and is expected to remain so in the foreseeable future. The production plants in the Czech Republic and India are an integral part of this offensive.
Product development
Products of a high quality and superior performance are crucial for success in the market. In each new product generation, Seco® must offer customers significant improvements in machining performance. Another priority is continuous improvement in ease of use.
Part of the product development strategy is to continuously streamline the internal processes and speed up time to market. The goal is to develop new products at such a pace that 50 per cent of the Group’s revenue derives from products younger than five years old.
Greater control over the value added chain
The Group strives to control the entire value added chain from purchasing of raw materials, mainly tungsten and other carbides, to delivery of finished tools. This control provides a platform for both product quality and cost-efficiency, and ultimately also for the Group’s profitability.
Skills development
The professional expertise of the employees is crucial in meeting the Group’s ambitious goals. Systematic and continuous learning initiatives are aimed at enhancing both technical and sales-related skills.
Acquisitions
The Group strives primarily for organic growth but is also prepared, when the opportunity arises, to strengthen growth through the acquisition of, or collaboration with, companies in closely related areas.