Presseartikel MAFO

How did you choose Optik Weber and how long did the takeover process take?

Ulm: I was familiar with Optik Weber because I had already installed machines there as a service technician and knew the processes. So it was clear to me what we were taking over and what potential the company had. We had learned in 2021 that Mr. Weber wanted to hand over the company for reasons of age and was looking for a successor. When we decided to go into business for ourselves, we approached him and found that the chemistry was right for both sides. For Mr. Weber it was important that the successors act in his sense and that is what we do. We took over all employees with pleasure, nobody was dismissed. On the contrary, the team was expanded.

Gazi: I already knew the customer base from my time as a salesman for machines and auxiliary and operating materials. So we both already knew what to expect here and that Optik Weber, with a production area of 750 square meters and a storage area of 200-250 square meters, offered a lot of future potential. It took about eight months from the first telephone call with Mr. Weber to the signing of the contract. That’s very fast and involved a lot of stress. In retrospect, I would say you should plan for a year in total, because you never know what small issues will come up that lead to delays.

What was or is the biggest challenge in acquiring the company?

Gazi: The first talks took place during the height of the corona pandemic. No sooner had we decided to take over the company than the war in Ukraine broke out. We had already initiated everything and therefore just hoped that we would get through the crisis well.

Ulm: The big question was how the market would behave and whether it might collapse. With corona, it turned out that there was no major collapse. But the skyrocketing energy costs in Germany are already making themselves felt. So we’ve had a little bit of a headache in terms of how the market is going to develop and whether we’re going to be able to sustain that. So far, however, everything is good.

What general factors did you take into account in your decision?

Gazi: For example, you have to think about the age of the machinery and the control of the production flow. Other important factors are the qualification or the level of knowledge of the employees and of course the existing customer base. In our industry it is hardly possible to start from scratch without already having a customer base, because the market is saturated with different manufacturers. With Optik Weber, we have taken over a company that has already been on the German market for 60 years and has established a name that stands for quality.

Ulm: We also conducted an analysis of suppliers and looked for optimization opportunities. By optimizing purchasing, we uncovered great savings potential. Again, our background knowledge was enormously helpful because we know the quality of the suppliers. Our good contacts in the industry are a great advantage and we are a perfect duo with our respective backgrounds.

Gazi: Exactly, I take care of sales and purchasing and Mr. Ulm takes care of the technology. He can repair machines himself when a fault occurs and we avoid a lot of downtime and service costs as a result.

What cost factors did you take into account?

Gazi: On the one hand, there are the wage costs that have to be financed in advance at the beginning. On the other hand, modernization costs for the machinery have to be considered, but of course there is also potential for savings. For us, the savings potential lies in purchasing, maintenance and the optimization of processes. We were supported in the process by a very good consultant and would always advise Neues Text-Element consulting additional expertise in order to identify and assess risks.