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The BELRON strategy is simple - it is about driving sales growth and maximising the efficiencies of our operations.
Sales Growth
A growth business, BELRON is expanding. In March 2007, BELRON acquired the leading US VGRR business, Safelite Group. It now has over 1,600 branches, 7,100 mobile units and completes 5,600 windscreen repair jobs every day.
Growing the market share of our existing businesses is a key part to driving sales growth and that means being completely focused on providing excellent customer service to the motorist and to our corporate partners. Being accessible and responsive to motorists needs means that our call centres are open 24 hours a day, seven days a week. We provide a mobile service to enable the vehicle owner to choose where and when they have their glass fixed. And we take the hassle away from motorists by dealing with their insurance claims for them.
For our Corporate partners, primarily the Insurance and major Fleet companies, our repair offering is an important element of the service we offer to them. Repair provides significant cost savings and enables us to build relationships based on trust and quality of service. As a result BELRON is the preferred service provider for many of the largest insurers, fleet operators and motoring organisations in the industry across the globe. (A list of our Partners can be found in the Partnerships section).
Our brands around the world set us apart from the competition and we continue to invest in them to differentiate us further. Further geographic expansion will also drive sales growth and we will develop into additional new markets through acquisition and franchising.
Operational efficiency
The BELRON business model is based on close co-ordination between central management and the business units in order to maximise the benefits from scale economies and efficiencies. All operations are strongly integrated through the value chain - from supply and logistics, to call centre operations, through to service centre and mobile job execution.
At BELRON we don't underestimate the value of local knowledge and so each business unit develops to respond to local needs. But by standardising as much of the way we operate across the group, we are able to focus on local conditions and market requirements. This enables us not only to remain the number one operator in every market we are in but also to reduce costs and drive operational efficiencies. An excellent example of this is our Bridge Programme, a global initiative to develop a standardised IT platform based on a common set of processes and systems. This Oracle based solution will be implemented into every BELRON business over the next five years. Development of a centrally based supply chain also aids efficiency.
Strategic Initiatives
We continually review what we do and invest in strategic initiatives to stay ahead of our competition.
Investing in the future means investing in our people and creating leaders to drive the plans that we have. We have developed our own Executive Development Programme for our senior management to help us develop the talent we have in the business. (Find out more in the People section).
Innovation is central to all that we do. We perform leading-edge research and development, focused on the enhancement and innovation of VGRR technology. Through the continual review of tools, techniques and processes, we are able to achieve market-leading standards and quality of service.
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