Builders' Merchants News

Glen Ford of HobsonFord.

A strategic view steers through recession

Published:  25 September, 2009

LEEDS: Pegler Yorkshire has been working with HobsonFord Associates to develop a strategy that is steering the company through the recession.

While other companies are cutting back, the business is planning significant investments in its factories – most notably in Doncaster early next year as well as developing a purpose built new warehouse facility in Rotherham.

Director Roger Ablett credits HobsonFord and the strategic planning solution ArgentiTM with greatly assisting with the successful merger between the two companies, a three year process which began in January 2007.

“When the merger between Pegler Ltd and Yorkshire Fittings Ltd was first announced,” explains Mr Ablett, “both businesses faced a number of long-term issues and needed to change to actively exploit new opportunities in a rapidly changing economy. Integrating the business was an added complication. Following the creation of the new board we had the immediate task of integrating the businesses and developing a strategy which is now helping Pegler Yorkshire to outperform the market through the downturn.

“Our results bucked the trend in 2008 and in the early part of 2009, and that came directly from action initiated by the strategy. There are still challenging times ahead but that makes strategy even more important.”

Mr Ablett, who was finance director of Pegler prior to the merger, has been working with Glen Ford of HobsonFord to embed the Group’s strategy across the organisation. “We are engaging with our senior team in making our strategy work at every level that requires the right culture and focused plans that everyone can buy into and understand.”

“Most businesses must be thinking ‘where on earth are we going?’. Your first instinct in falling markets is to cut, cut, cut – but you also need to plan for the future. You can’t simply assume life will return to what it was before.”

“Many mergers and acquisitions fail because cultures and managements conflict. Deciding on, and using, a corporate strategy focused our efforts on the key issues, and brought ownership and commitment from the whole organisation – two essential ingredients to make any merger a success.”