Ronald Wassink - Chief Operating Officer, Gallagher Europe
Almost every cow, sheep, and horse is enclosed within an electric fence from Gallagher. For 45 years, the company has been the market leader in the Benelux region, and their solutions are known throughout the rest of Europe. This makes Gallagher the only internationally operating company with its headquarters in Groningen.
Ronald Wassink - Chief Operating Officer
You see them everywhere; the familiar yellow signs at the edges of pastures and nature reserves with "Beware, electric fence, Gallagher" on them. 'Almost every farmer in the Benelux region works with solutions from our warehouse, and I am proud of that!' Last year, COO Ronald Wassink and his 135 colleagues celebrated the company's 45th anniversary.
Isn't Gallagher Europe actually a family business?
'Sytie and Meindert Dijkstra make up the management, their son is the Product Manager, and a nephew handles online business. But whether we are truly a traditional family business... There are owners with a passion for the product, which means investing in both the short and long term. Within the organization, we always want to help each other, a trait often found in families. Furthermore, there are no political games. Everyone is open, direct, and clear.'
Since 1977, you have been known for electric fencing. What are the latest developments in electric fencing?
'A transition from analog to digital is taking place in grazing. We are pioneers in the development of solar devices, a breakthrough that was unique in the industry. Another innovation is the online fence calculator that calculates customer needs based on the terrain and type of animal. Everything can be monitored through apps: users can divide zones and turn fences on and off via their smartphones. The latest development is virtual fencing. An innovative concept that uses advanced technologies like GPS to guide animals without physical barriers. This offers significant advantages, especially for natural grazing practices. It's great to be at the forefront of such innovations.'
Are you ambitious?
'Yes, quite. We generate over 50 million euros in annual revenue and have expressed the ambition to grow to 100 million within a few years. Recently, the warehouse was expanded from 1000 m2 to 4000 m2, with plans to add another 2000 m2. In addition to Gallagher's electric fencing products, we also sell weighing and identification products under this brand. The fencing range is complemented by the Pulsara brand, as well as other products like Farming Toys and Birth Alarm for foals. We have a partnership with Heiniger clippers, with Good Nature for humane rodent control, and have recently started with Betacraft Workwear; high-end work clothing. So, plenty of growth ambitions, but amidst all this, Gallagher's electric fencing remains our focal point in terms of focus and growth potential.'
Why all these collaborations and partnerships?
'Electric fences are a seasonal product. Animals are outdoors in spring and summer, indoors in winter; this is reflected in sales. Therefore, we are focusing on countries where grazing can take place over a longer period; markets where we can do more. And we are not just thinking about supplying electric fencing but also the other international products. We aim to be relevant to our dealers and the market, providing added value.'
It's great to have all these product categories, but doesn't that pose new challenges?
'Yes, but it mainly arises from the growth of e-commerce. While traditionally we supplied more to dealers, we now also sell to consumers through our own site and other webshops. The big challenge is efficiently managing small packages from B2C streams alongside the large volumes of B2B sales through our warehouse. Many companies separate business and consumer, but we don't. We have a different vision, requiring further automation of warehouse processes and data-driven work. The fact that we work with a robust software package like SAP S/4HANA speaks volumes about the complexity of the organization. To better manage the internal process, the role of Logistics Manager has emerged. He or she will determine how the process will look and embed it in the organization's DNA.'
When you talk about DNA... You've been working here since 2008?
'Indeed. And the reason I am still passionately here is because of the international nature and the real difference that can be made with our own ideas and plans. We are a healthy company and can therefore also invest. There is a lot to be done, it's never boring here. In the high season, the order flow is so large that even office staff sometimes pitch in at the warehouse. It is precisely by all putting our shoulders to the wheel that the involvement is great. Furthermore, the lines of communication are short and there is an "us-knows-us" culture.'
That does sound quite familiar, doesn't it?
'Indeed it does. We are also not fond of procedures if they stand in the way of success. Knowing your colleagues is more important. Even those abroad. We work hard on this with international events and year-end closure. And I suspect that the fact that we are a family business is the reason why the New Zealand clothing brand Betacraft - also a family business - chose us as a partner.'
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Photo: Jan Buwalda
[Published: June 2023]
