| Hyquip Vision |
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| Paul Taylor |
Kathy Yates |
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| 30th Anniversary Year - 1977 to 2007 |
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| Hyquip the Company |
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With its history dating back to 1977 and now in year seven as Hyquip the company has experienced double digit growth since inception.
With a turnover of £1 million in its first year (2001/2) Hyquip currently boasts a turnover in excess of £2 million per annum and premier
distribution status for many of its product lines - namely Carr Lane, Roemheld and Rexroth. In addition it has built an engineering division
that continues to grow on the back of distribution activity by adding value through design, build, installation, service and troubleshooting works.
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| Hyquip the Vision |
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Hyquip's vision is to build a profitable ‘distribution’ and ‘engineering’ company based on market leading products and brands whilst
ensuring technical support and service delivery that is sustainable for the next 30 years and beyond.
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Products, people performance, expertise, attitude and passion are the underlying strengths of the business as is its ability to listen to the needs and
requirements of its customers whilst embracing change for the benefit of all stakeholders.
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Hyquip's executive board has a clear vision that spans the next 10-14 years encompassing both organic and acquisitive growth known as its 2020 Vision.
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| Mission |
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to become a leading UK & European brand
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| Vision |
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to build a profitable 'distribution' and 'engineering' company based quality products, people expertise and service delivery with the ultimate aim of
becoming best in sector with a reputation for outstanding customer service
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| Organic Growth |
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to achieve a profitable and sustainable turnover in the region of £4 million per annum by March 2013/15 and £8 million by 2018/22
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| Acquisitive Growth, Strategic Alliances & Diversification |
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to explore acquisition opportunities, strategic alliances and related areas of diversification with a view to strengthening the Hyquip brand and achieving
a profitable and sustainable turnover in excess of £10 million per annum by 2020
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| Financial |
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to maintain a strong balance sheet and to invest in working capital to ensure a positive cash flow which will guarantee long term financial stability for all stakeholders
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| Action Plan |
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specific short, medium and long term objectives are to be developed and regularly reviewed with the management, sales and operational teams by holding regular
meetings which focus on the above and the immediate future
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the outcome of which will be clear objectives, goals and action plans to ensure that we are all working towards the same end
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