In order to achieve our goal , we must collectively strengthen our position in the market. That is why Vebego developed the “Vebego 2025” strategy starting in 2017. The strategy, which has now been partially implemented, is focused on transforming Vebego from a group of autonomous companies into a powerful collective in 2025.
We were originally a cleaning company. This is still our largest activity across the countries. Over time, products, expertise and related services have been added. These regard specific services for segments or large customers in aviation, public transport, cleanrooms and industry. But we have also added items such as landscaping, provision of care, personnel services, circular solutions and technical maintenance. On the one hand, our added value is in service solutions that are close to the customer’s primary process, such as the cleaning of cleanrooms. At the same time, we also provide added value to customers with unique, specialist services, such as, for example, façade management and integrated facility management. In any event, we strive for healthy long-term relationships with customers.
Collaboration and uniformity
A crucial part of Vebego 2025 is our positioning as providers of added value. The second strategy point is visibility in the market as a powerful collective. We closely align the individual positioning of the companies with the Vebego-wide positioning, based on our motto: “Alone you can go faster, but together you can go further”. In order to strengthen this positioning, in the coming years, we will reduce the number of brands with which we present ourselves. The transition that has been initiated stimulates entrepreneurship and cooperation between companies, for example, in their marketing and exchange of knowledge. Internally, we also make better use of the collective’s potential by making the processes, systems and organisational models in the companies much more uniform. By 2025, this approach should lead to more time to pay attention to customers and employees, greater recognition in the market and more financial room to make an impact. That is, and remains, our primary goal: to make more impact on customers, employees and society.
The key goals of our strategy are: