The turnover of the 100-person company is growing. And it is growing very consistently. What is this company doing right? At first glance, the answer seems obvious. If you look at the website, it is full of reports on innovative technologies. Optrel is clearly a company that does not settle for the limits of what is possible. But in fact, this is only one aspect – even a fundamental one – that makes Optrel successful.
To get to the bottom of this success, it is worth taking a look at the company‘s recent history.
On the trail of a unique success story:
Optrels 4 Milestones
Milestone 1:
An owner-managed company
The Optrel history is divided into a period before and after 2010. In that year, ownership changed from a French occupational safety group to the Koch brothers, who have been steering the company‘s fortunes ever since. Optrel is no longer just one company among many, but has become a heartfelt project of committed managers who continue to develop Optrel with entrepreneurial flair, an appropriate willingness to take risks and the necessary sensitivity to the needs of the organization.
Milestone 2:
The beginning of a pioneering partnership
With the clear goal of conquering the global market, the Koch brothers, together with Peter Eicher, CSO of Optrel, and Jürg Hodel, managing director of Staufen in Switzerland, began to transform the company step by step.
For example, in 2013, the entire end-to-end value stream, from ordering to shipping, was converted to lean. In just 2 months! One success factor: the equal partnership between Optrel and Staufen.
Milestone 3:
Entrepreneurial greatness – handing over responsibility
Marco Koch is self-critical and recognizes that he and Peter Eicher have too much responsibility in the company. If one of them were to drop out, the organization would be paralyzed. Together with Staufen, the “OE for Growth” project is launched with the aim of spreading responsibility more widely and developing young managers: The management team is expanded, and business processes are placed at the center of all activities.
Milestone 4:
System change – a B2B company conquers the B2C market
“For eight years, we had the idea of bringing the automatic glare protection that we install in welding helmets to sports,” explains Patrick McDermott, CEO of React, Optrel‘s B2C subsidiary founded in 2022. For years they continued to develop the glare protection technology until they achieved the breakthrough with “Shade Tronic”: the automatic adaptation of the tint within hundredths of a second became possible in a pair of sports glasses. But this masterpiece of engineering alone does not make for success; an open eye for the environment and the right strategy are just as important. For example, the company decided to create a new brand “React” instead of transferring the “Optrel” brand to the sports sector. These four milestones are examples of many other courageous decisions and determined projects. But how can you embark on this path? What is Optrel‘s unique pioneering spirit all about? The following interview provides answers to these questions.
These four milestones are examples of many other courageous decisions and determined projects.
But how can you set out on this path?
What is Optrel’s unique pioneering spirit all about?
The following interview provides answers to these questions.
Involved persons
CAN SUCCESS BE OPERATIONALIZED?
In an interview with Peter Eicher and Jürg Hodel, we try to find out what aspects make Optrel successful and what others can learn from it.
What is the core of Optrel’s success, Mr. Eicher?
Peter Eicher: The core elements that make our company successful: doing things differently, questioning things, optimizing things or choosing completely new approaches. To achieve this, we continuously invest in research and development. Equally important is a large portion of pioneering spirit, courage, the ability to question yourself, and your own actions, a high degree of agility, and perseverance.
What do you think is the basis for research and
development?
Peter Eicher: We are close to the market, and therefore close to our customers. This means that we as a vendor have our own sales people on the markets. From there, we receive lots of input – hence approaches for improvements or even new products or applications. The creativity and innovative power of our R&D is a crucial part. They find new solutions to fulfill our customers‘ needs, which make our products so unique and make Optrel the undisputed technology leader.
How do you create a culture where everyone contributes ideas?
Peter Eicher: Hierarchies that are as flat as possible – working on equal terms, short decision-making processes, personal responsibility and team spirit, everyone is equally valuable, equally important, everyone is needed. These are fundamental cultural aspects for us.
Mr. Hodel, what does a “small” company have to pay attention to if it wants to become a global player?
Jürg Hodel: Basically, there are six aspects to consider:
- Define a clear target image (medium and long term),
- derive a clear strategy from the target image, and define concrete, measurable actions,
- put these measures on a timeline, continually review/adapt them in the context of the environment and do not lose focus,
- proceed with entrepreneurial flair, a certain entrepreneurial willingness to take risks, and sensitivity to what the organisation can tolerate,
- involve employees and support them in performing the change,
- and of course: work with experts you can trust.
About Optrel
Founded in 1986 and based in Wattwil, Switzerland, Optrel is now one of the world‘s leading suppliers of glare and head protection products, respiratory protection solutions, and active sunglasses. This success story began in 2010, when Optrel returned to private hands after many years of corporate ownership. Since then, the organization has increased its sales by 300 %.
1986
Founded
100+
Employees
THE PATH FROM B2B COMPANIES TO THE HEARTS OF CONSUMERS
Patrick McDermott, CEO of React, Optrel‘s B2C subsidiary, explains in an interview what is important when a B2B company wants to take the big step into the world of end customers.
Mr. McDermott, how can B2B companies successfully enter the B2C market?
Patrick McDermott: The most important thing is, of course, the brilliant idea for a technology transfer from B2B to B2C. Then you need perseverance: the founding of React was preceded by eight years of research and development work. Then you have to be courageous and open to finding your own path. If you are convinced that it is worth entering another market, you have to be able to say goodbye to one world in order to get involved in the other. That is a prerequisite.
Dario Cologna, 4-time olympic champion
What do you mean by that?
Patrick McDermott: Firstly, companies usually love their brand. They grew up with it and think that they can transfer it to a completely new, different market without changing its core. You have to be self-critical enough and ask yourself: Is the brand suitable for a new business area? Do the different sectors fit under one brand or do we need a new brand? We are happy to have taken the latter route.
And secondly?
Patrick McDermott: Once everything has been decided and the new brand has been developed, its organization also needs to find an independent path. For example, it doesn‘t make sense to try to transfer existing sales staff into a new world. The best thing to succeed is to bring new people on board for the new market who are experts in the new business area and passionate about it.
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