April '20

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rv-pro.com April 2020 • RV PRO • 41 2016, when he became president of the division. He presented a slide presentation showing that, thanks to some acquisitions, Dometic Americas has grown from 1,584 team members and $605 million in reve- nues in 2016 to 2,563 team members and $981 million in revenues in 2019. "Flash forward to 2019: We're growing. We've grown more than 50 percent," he said of sales, while noting the organi- zation has grown its workforce by nearly 1,000 employees. Meanwhile, Dometic Americas' oper- ations by business channel and by busi- ness area have changed notably during that four-year time period. "We were very RV-centric in 2016," Nelson said. The slide show presentation noted that RV operations accounted for 87 percent of the company's business at the time. "Our business has changed. Our marine business is (now) over 40 percent of our business," Nelson said. "It's a really important part of our business." The slide show presentation also high- lighted that the aftermarket segment of the business has grown from representing 29 percent of sales (versus 71 percent to OEMs) in 2016 to 34 percent of sales in 2019. Challenges & Opportunities Moving Forward Nelson said that Dometic is focused on three core themes: profitable expansion, product leadership, and cost reductions. With regard to cost reductions, he noted that in the face of 25 percent tariffs imposed by the Trump Administration on goods imported from China, the company opted to relocate its manufacturing opera- tions there to Monterrey, Mexico. Dometic was able to have the facility in Mexico up and running in 97 days, which he said represented an incredible feat. "It's a world-class facility," he added. "And for those of you who are in the man- ufacturing business, I've never heard of an example of a company being able to move that quickly." Meanwhile, the company also opted to shift its awnings manufacturing oper- ation from LaGrange, Ind., to the facility in Monterrey, which was a difficult deci- sion, but which was necessary in order for the company to be more competitive, according to Nelson. It's important that the company employ fiscal discipline so that it can be nimble and make strategic investments, Nelson said, adding that it's important that the company sharpen its focus on operations such as on on-time delivery, which is an area that needs improvement. To be competitive, Nelson said Dometic Americas President Scott Nelson shares how the company has changed and grown since he took the helm of the division in late 2016. PHOTO COURTESY OF DOMETIC Carbon Monoxide Alarm Sealed-In Lithium Battery No Replacement Needed! Model SA-339 5 Year Battery • Conforms to ANSI/UL STD 2034 • Full Five Year Service Life • Built-in Test / Hush Functions • Always On - No Missing Batteries • Meets RVIA/NFPA requirements Learn more at STAdealer.com NEW!

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