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Corporate strategy

TAKKT has formulated its company purpose as follows: “We make it easy to create great work environments.” To this end, TAKKT has built up a portfolio of B2B direct marketing specialists for business equipment. The portfolio companies are specialized in various product ranges and operate in attractive market niches. TAKKT aims to make this portfolio profitable, growth-oriented and diversified. A key strategic issue for TAKKT in further development of the business model is digitalization. In addition, TAKKT wants to develop its position as a role model for sustainability. The strategic goals of the TAKKT Group are presented in the following overview.

Further information can also be found in the most recent annual report.

Strategic goals

Grow
profitably

  • Long-term organic sales growth by an average of three to five percent per year
  • Growth through acquisitions (average of around five percent per year)
  • EBITDA margin of between 12 and 16 percent
Digitalize the
business model
  • Strongly increase e-commerce business
  • Sustainable organizational transformation
  • Investments of EUR 50 million in new employees and technologies
Diversify
risk
  • Significant contributions to sales on at least two continents
  • Diversified share of sales with the manufacturing, trade and service sector industries as well as government institutions
  • Balanced product range
Act
sustainably
  • Industry role model for sustainability
  • Sustainability as “built-in” rather than an “add-on” in day-to-day corporate management

 

The goal of profitable growth is broken down into three aspects: TAKKT’s aim is to achieve organic growth of three to five percent per year on average. In addition, acquisitions are a significant part of the growth strategy (average of around five percent per year). In terms of profitability, the goal is to maintain the EBITDA margin at a level of 12 to 16 percent.

In 2017, the next phase for further development of the business model was ushered in with the start of the implementation of the digital transformation. This is in line with the observation that both the behavior of the customer as well as the workplace change quickly in times of rapid technological change, which opens up new opportunities. TAKKT sees its business model of B2B direct marketing as particularly suitable to benefit from the growth of digitalization and gaining market shares. This is why the digital transformation is being accelerated in the company.

Additional information on the digital transformation at TAKKT can be found here.

TAKKT strives to further diversify the risks of the Group and become more independent of economic influences. With customer groups, product ranges and regions, three levels are taken into consideration here.

 

 

 

 

 

Distance selling is considerably more resource efficient than store-based retailing. This is why the TAKKT business model per se is more sustainable than other competition models. Sustainability is therefore not a new concept for TAKKT. It has long been part of the entrepreneurial identity of the Group to handle resources carefully. TAKKT has incorporated the goal of sustainability – the long-term balance between economic, environmental and social concerns – as an integral part of its corporate strategy since 2011. TAKKT wants to further expand its position as a role model in this area.

Additional information on sustainability at TAKKT can be found here.