The share of the manufacturing industry in the economy has been declining for years. We consider this a misconception and misrecognition of the industry sector and a problem for the country. Revitalization is therefore crucial. We do this by sharing knowledge and experiences, and the

• Revitalization of current businesses. Many businesses are sleeping giants Opportunities are often neglected or forgotten. Interdepartemental cooperation is limited resulting in poor results overall. Also, the available quality of staff and supply partners is heavily underutilized. If you want to remain ‘future-proof’, an integral approach is necessary. For instance, not primarily focussing on price, but invest in solutions with higher value add for you and your customers. And choose for activities and investments the capital providers are willing to finance, more often against more favorable intrest rates. and specifically for high-quality industry sectors: look at your R&D and other personell as assets or human capital in stead of cost or resources. They are the ones creating long lasting value and profits for your business.
• Controlled scaling down of non viable activities.  Very tricky and hard, but sometimes products or business have lost their right to exist, have become obsolete. It is just not viable anymore. For instance, if a product is substituted by a service. Or if competing for the lowest price is not an option anymore. Or because the cost of energy and environmental regulations are too high compared to other countries or regions in the world. The sensible entrepreneur already knows: it is time to say goodbye. Walk away from what will not work anymore in the future. in short, write off and move on. Continue and professionalize what does have a future. With the ultimate option if on time: make preparations to sell off parts of or the entire business. And after the sale, decide what to do next. For instance, take it easy or invest in what does have a future.
• Restructure industrial supply or value chains.Supply partners in the industry know this very well. Your products can be high quality and innovative, but if you are a small player in a large value chain, you’d better be ultra flexible. If the end producers or raw material suppliers are big and powerful companies, they will dominate the valuechain and squeeze you if they have to. Can this be different? More grip on your own business and less dependant on a few large players? That is what you want, specifically if you know your expertise is crucial in the value chain and that other parties are interested as well. What are your options? Re-contracting, cooperation, integration up/down the value chain or even acquisition?