In some areas of the world, there is a very strong demand for the product and plants are already running at their limit, whilst in other areas the situation of crisis has blocked consumption, greatly slowing down production.
The behaviour of the market will strongly influence the strategic choices of our customers, who in the first case will tend to invest in new lines, boost and make more efficient existing plants and on the other, they will tend to reduce investments in machinery and look to distribution and logistics.
We have to interpret these evolutions by anticipating the needs of our market (cement works first of all).
The years ahead of us, precisely because of this scenario, will mark out a line, between those who remain rigid and those who are flexible, between those who are afraid of growing and investing (although in an agile way) and those who decide to wait for better times.
We are for the first option.
We have to wager, in the first case, on our more qualified presence and willingness to follow customers in areas even distant from our base, offering the concept of partnership with a view to extending the technical and executive potential of the customer, in the second case the partnership must take on the image of pooled efforts to optimize production processes.
Reduction of costs, the quest for efficiency and loyalty..
The concept of network will once again be successful. Many coordinated and distributed resources become efficient and light and our mission is “to be recognized by the market”.
