hollu System Hygiene
Strategic Business Development since 2009
For more than 15 years, IMARK has accompanied hollu in its strategic development – from positioning and branding to organization and implementation, through to market research and internationalization.
Initial Situation & Start of Collaboration
Continuous strategic development – with consistency and passion
When the collaboration began in 2009, hollu could already look back on more than 100 years of company history while simultaneously facing a new phase of development. The brand and product portfolio had grown over the years, individual brands overlapped, and the market profile was not yet sharp enough. At the same time, competitive and displacement pressure in the market was noticeably increasing.
There is also a need for internal change: strategic development should be more broadly anchored within the company in the future. The focus of the collaboration is therefore the question of how hollu can sharpen its market profile, reduce complexity, and at the same time create the conditions for long-term successful, participatively supported corporate development.
Our Role
Strategic partner for continuous development
IMARK has accompanied hollu for many years as a strategic sparring partner, process designer, and source of inspiration. We structure key issues, involve executives and specialist departments in a targeted manner, and provide support in aligning strategy, brand, market positioning, organization, and the customer perspective. This results in continuous strategic development that does not end in individual projects but is continued in the company for the long term.
New Brand Architecture & Strategic Focus
- Development of a clearer brand architecture centered around the hollu master brand
- Consolidation of the brand portfolio and reduction of internal brand overlaps
- Streamlining the product range to help reduce complexity
- Creation of a sustainable foundation for future strategic focus
Strategic Positioning of the hollu Master Brand
- Market segmentation and focus on strategically relevant core target groups and industries
- Sharpening differentiation from the competition and developing a clearer strategic profile
- Derivation of key internal consequences from the goal of establishing hollu as one of the top 3 quality brands. For example, through greater specialization in sales instead of a purely regional structure, as well as by establishing clear product range priorities
- Foundation for a stronger bundling of the brand architecture under the hollu master brand
Private Label Strategy as a Supplement
- Development of a private label strategy as a deliberate supplement to the hollu brand business
- Clear separation from the brand business in core markets to protect the hollu quality brand
- Unlocking additional potential for international volume growth and better utilization of existing competencies
Corporate Strategy 2020 & Brand Development
- Sharpening strategic directions for market, sales, offerings, and organization
- Introduction of the Balanced Scorecard and derivation of divisional and departmental goals to anchor the strategy
- Stronger integration of strategy and operational processes through the “hollu year” in tertials
- Emotionalization of the brand through rebranding and the new claim “that’s how clean works”
hollu Academy as a Knowledge Platform
- Building internal know-how for specialization, consulting quality, and quality orientation
- Stronger customer loyalty and communication of hollu’s holistic approach to cleanliness
- Development of the hollu Academy as an independent, marketable service offering
Customer Satisfaction Monitoring and Brand Profile Tracking
- Introduction of continuous customer satisfaction monitoring with NPS as a central KPI
- Regular tracking of the brand profile from the customer’s perspective and early detection of changes
- Ongoing provision of results in a data dashboard as a management cockpit for executives
Corporate Strategy until 2025
- Further development of the strategy (with a focus on digitalization and internationalization)
- Further development of marketing along the lines of brand marketing and performance marketing
Market Entry in Germany via TOPSERV
- Strategic support for the market entry in Germany via the specialist trade organization TOPSERV
- Clarification of the strategic alignment of TOPSERV and hollu in the German market
- Support for ongoing coordination between TOPSERV and hollu
Corporate Strategy 2030 & Further Development of the Brand
- Sharpening of positioning and growth ambitions for the coming years (target group priorities, regional priorities)
- Further development of the brand with the new claim “shining together”
Result & Impact
Benefits for hollu:
Over more than 15 years, individual strategy projects have evolved into a continuous strategic development partnership. hollu has sharpened its brand and service profile, reduced complexity, and step by step more closely integrated strategy, brand, sales, organization, customer feedback, and internationalization.
The development into a dominant market player with over 85 million euros in turnover, nearly 500 employees, and a new state-of-the-art production facility makes it clear how consistently this path has been followed over many years.
hollu Systemhygiene GmbH
Headquarters
Zirl, TyrolBranche
IndustryCollaboration since
2009Services
Image Gallery
Impressions from our collaboration
