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05 January 2012

News - Change in Sales Strategy reaps rewards

By Ben Turner @ 06:04 :: 1302 Views :: 4 Comments :: Article Rating
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The expansion of the pharmaceuticals and fast-moving consumer goods industries has led a Yorkshire manufacturing company to almost double its turnover to £19m in the last three years and forecast a further 40 per cent rise by 2014 according to the Yorkshire Post.

Based in Tadcaster, North Yorkshire, Lambert designs and builds machines to enable some of the world’s leading companies to make products including razors, surgical equipment and medical devices.

In 2008/09 Lambert had a turnover of £10m and just over 100 employees. Today, the turnover is £19m and there are 182 staff. Growth is forecast to continue with turnover reaching £26m and the workforce breaking through the 200 barrier in two years.
Managing director Warren Limbert said “Adapting to changing economic conditions has enabled Lambert to produce significant growth”.

 “Pharmaceutical companies like GlaxoSmithKline and AstraZeneca are virtually like a Procter and Gamble now. They are producing these devices in their millions. When you look at their innovation, they’re looking at how cheap can they can make the device, how quick can the device administer the drug, and how quick can the device diagnose the ailment.”

The catalyst for change came when a number of its customers, particularly those in the power generation industry, FMCG and niche automotive sectors, put new developments on hold.

During the recession, the company went through a huge 12-month culture change programme, including the appointment of a new human resources manager and the introduction of staff targets. Lambert also set out new energy-saving initiatives.
It is currently building a new 2,000 sq ft component finishing building and is moving its machine shop to a nearby building to free up more space for building machines. It is also relocating its fabrication department and steel stores to a nearby site which will free up 9,000 sq ft from which it will create a new final assembly and innovation centre.

But Mr Limbert said he wanted to control the growth now. “Growing quickly comes with its own challenges of cashflow issues and other problems,” he said. “We’ve been successful through everyone pulling together and making it happen. We just need to control the growth going forward.”
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