Dirk Stefan Polte, Managing Director of FIEGER GROUP, explains whether he still promotes the former seal of approval with his customers - and what this has to do with a policy of “driving with the handbrake on”
Dirk Stefan Polte has been in charge of FIEGER Group since 2019 and with his team is striving for growth within the strategy >>FIEGER – Next Level<<.
Polte’s career began over 30 years ago as a reserve Army Officer and led him to train and study in all three world regions: EMEA, The Americas & Asia Pacific.
Question: On your company’s homepage you write FIEGER Louvre Windows are what people imagine Germany Engineering to be from the phrase “Made in Germany”. What characteristics were you referring to exactly?
Answer: Our values of quality and reliability are recognized across the world and are strongly embedded in our company. FIEGER louvre windows stand for iconic design, durability and quality. We’ve been in business for almost 25 years and our first louvre windows are still working perfectly. Standardised endurance tests confirm the extraordinary reliability of our products. Our engineers always strive to achieve a greater degree of precision and often higher than the required test standards. German punctuality builds confidence in our delivery and product promise. All this is achieved by setting clear objectives, hard work and a high level of staff involvement.
Q: What is “Made in Germany” worth today?
A: Previously at international exhibitions our products would virtually be snatched out of our hands. Today we have to meet the challenges of a new more volatile and uncertain world. Business development and sales necessitate more red tape, European and international certification, knowledge of supply chains as well as trading conditions regarding customs and statistics. International competition doesn’t sleep, products from areas such as Shenzhen are available at a fraction of German prices. That complicates international competition, where the entry-level price is often still what decides matters. We argue for the Total-Cost-ofOwnership as well as promoting the use of CO2 reduced aluminium, production in Germany simply means ever-increasing administrative effort and costs. The “Made in Germany” label alone isn’t sufficient to compensate for these disadvantages.
Q: How are worldwide events and changes making themselves felt?
A: Let’s take Brexit as an example. Previously I could export directly from my despatch department in Germany to our subsidiary in the UK. Today I have to use an export agency who on each occasion takes 50 to 100 Euros extra as well as an import agency who also takes between £50 to £100 a time. That best illustrates the obstacles we face. Brexit, as well as other rapid global changes, has had a considerable effect on our business.
Q: What other hurdles do you face?
A: When we consider the area of product licences and certification, they play a particularly important role. In spite of our European certification, we had to obtain American certification for a large project in Boston for Harvard University, which incurred even greater expense. In this case, the scandal surrounding exhaust gas emissions involving the German motor industry didn’t help to instil confidence. Compliance with regulations still varies greatly around the world. Perhaps Germany should not always be at the forefront until the same rules applies to everyone.
- This article was first published in the magazine of the Industrie und Handelskammer (Chamber of Commerce) for the Rhine Main Neckar region in Germany. Written by Matthias Voigt, translated by Lindsay Eccles.
