Growth Hacking approach makes Keltech a flagship Enterprise Ireland client
Keltech were delighted to welcome Julie Sinnamon; Enterprise Ireland CEO to our factory recently. The visit was an opportunity to reflect on the recent successes of the company and also discuss our exciting plans for the future.
Keltech based in Waterford, Ireland is a contract manufacturing partner supplying blue chip OEM customers throughout Europe and North America.
At the opening of Julie’s visit she heard some of the recent developments at Keltech: In January 2017 Keltech employed a staff of 100. Now nearing the end of 2018 the Keltech workforce stands at almost 200 people with further hires expected over the coming months. Our customer acquisition numbers over the past 24 months have been the highest in our 30 year history.
In 2014 the Company decided to adopt a growth hacking strategy and focus on 4 main areas where we already had a long history of manufacturing, through ongoing development in our people and processes we would become the true experts in these fields. The 4 sweetspot areas are; Acoustic Enclosures, Overhead Guards & Cabins, Telecommunications Cabinets and finally Reservoir Tanks.
The first step on the journey was to meet with all existing and potential customers and conduct what I like to call a “pain diagnostic”. The pain diagnostic was a simple face to face meeting conducted with our clients where we discussed the current pain/challenges facing the product we were supplying/proposed to supply but also on a wider scale the current pain/challenges their business faced in general. These were not sales pitch meetings rather fact finding missions.
This was a hugely rewarding experience and the amount of rich data absorbed was immense. With the collated data the keltech senior team began to recognize with some common trends/pains that our customers were feeling even though most were operating in different sectors.
Acoustic Enclosures Growth Hacking
Our acoustic enclosure customer’s pain related mainly to sound attenuation. As equipment such as power generators and industrial pumps had traditionally been operating as open sets (no sound attenuation required) the customers knowledge and core competency related to machine performance and output. The legalisation of sound attenuation was relatively new and hence the technical skill set of how best to achieve the required DBA was something the customer required assistance with.
Reviewing this pain keltech saw the opportunity to use it as a growth hack. The inclusion of sound attenuation support to the customer was added to our scope of supply. The customer was again free to concentrate on their core strength “the machine” whilst relying on Keltech to supply a solution that works in unison with their equipment and meets all regulatory sound requirements.
Keltech have pushed clear of the competition and in the process have unlocked significant growth in this area in recent times as customers now seek out our support from design stage right through to ongoing production supply.
Reservoir Tanks Growth Hacking
It became quickly evident after our many reservoir tank customer meetings that one new major pain was standing out above all the rest; “Internal Reservoir Tank Cleanliness” was hot on the lips of every customer.
Keltech a manufacturer of reservoir tanks for 20 years at this stage reviewed the pain and created our next growth hack “the supply of reservoir tanks internally cleaned and ISO certified through our uniquely designed washing station”
The customer base both existing and potential latched onto this new area of expertise immediately. Within 12 months of the washing process inception Keltech had more than doubled reservoir tank production from 150 to 400 per week. The trend continues and present day Keltech are closing in on the 600 per week mark.
The visit concluded with the discussion that:
Growth hacking works but only if you are prepared to continually work at it creating ongoing customer centric solutions which are relevant to the current market. With the support of Enterprise Ireland in the next 24 months Keltech will invest several millions on specific reservoir tank and acoustic enclosure R&D and associated capital equipment.
The future is bright for this Waterford based indigenous manufacturer.
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Watch this current hydraulic reservoir tank redesign project the KT360 Fluid Dynamics department are working on. #tanktechnology
Early Supplier Integration
Keltech based in Waterford, Ireland is a contract manufacturing partner supplying blue chip OEM customers throughout Europe and North America. Keltech adheres to a focused operating strategy in 4 main business divisions, namely: Reservoir Tanks, Acoustic Enclosures, Over Head Guards & Cabins and Complex Fabrications. This focused approach has fostered a culture of recognised excellence in our chosen streams.
Keltech Reservoir Tanks - Hersteller - Hydraulic Specialist
Keltech ist einer der größter Zulieferer von Hydraulisch Öl, und Treibstoff Reservoir Tanks in Europa. Im Durchschnitt fertigen wir über 30,000 Tanks pro Jahr. Wir haben Kunden in UK, Europa, und den USA.
European Cabins Demand Soars
A combination of different market dynamics has created a perfect storm increasing the need for relaible cabins manufacturers in Europe. To meet and exceed the requirements of manufacturers of single operated vehicles in the Off-Highway OEM sector Keltech have made significant investment in our Vehicle Cabin Manufacturing Division - the department has quickly become the fastest growing at Keltech in 2018.
Hydraulic Performance "When less acutally means more"
Launched in 2015, the KT360 Fluid Dynamics department is situated on site at Keltech. This customer centric engineering team has been created in response to market demand for the pursuit of efficiency and performance in Fuel and Hydraulic systems. Through years of experience and research, the team have developed best in class approaches. In doing so, KT360 Fluid Dynamics have enabled Keltech to become the partner of choice for renowned OEMs throughout the world.
R&D in Contract Manufacturing
Companies allocating time for their best and brightest to innovate is not a new school of thought. Many, technology based and otherwise, have realised that the return on investment of allowing employees to work autonomously on projects of their own choosing is substantial. This is not the case in the SME sector where people tend to be employed on task roles that are easy to measure and are perceived to give value but will little innovativeness. We struggle as SME managers to embrace our employees to dabble with new technologies that we see as a waste of time but fail to see the learnings this dabbling can create and the greater job satisfaction for the employee. But for SME companies to evolve from manufacturing companies to solution providers it must be embraced and realise the reward will outweigh the risk.