PDF (2.63 MB) - Geberit International AG
PDF (2.63 MB) - Geberit International AG
PDF (2.63 MB) - Geberit International AG
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Efficient research and development<br />
Intensive research and development (R&D) efforts are<br />
among the <strong>Geberit</strong> Group’s strategic success factors.<br />
Innovation strength should secure the Group’s long-term<br />
success. In the year under review, <strong>Geberit</strong> invested<br />
MCHF 43.4 (+21.6 % against the prior year) or 2.3 % of<br />
sales in the future of its product range which was<br />
slightly below the long-term average. However, net of the<br />
effects of the Mapress Group’s acquisition, this figure,<br />
at 2.6 %, was the second largest over the last five years.<br />
The innovation rate of 30% corresponded exactly to the<br />
medium-term target, meaning that just under one third<br />
of 2004 sales were generated by new or improved products<br />
launched in the market during the last three years.<br />
R&D expenditure<br />
(in MCHF)<br />
2004 2003 2002 2001 2000<br />
43.4 35.7 30.1 34.1 30.5<br />
In % of sales 2.3 2.5 2.4 2.9 2.5<br />
The new products launched in 2004 included, among<br />
others, a substantial improvement of the <strong>Geberit</strong> freshwater<br />
supply system, a new generation of installation<br />
systems for the Italian market and a new, modern lavatory<br />
trap as well as additions to the product range in<br />
almost every product line. In the period under review,<br />
16 new patent applications were filed for a total of<br />
more than 100 filings during the last five years.<br />
A number of new products will be launched in the market<br />
in 2005, such as, a pressure tank cistern for the<br />
European market, water-saving sanitary technology for<br />
zero- and one-liter urinals in the public sector as well as<br />
a new, comprehensive sanitary planning software.<br />
The Innovation Process Development (IPD) reviewed<br />
in 2003, which is of major importance to the success of<br />
<strong>Geberit</strong>, has proven its worth and will be continually<br />
improved. The IPD is at the center of all business processes.<br />
It should enhance employees’ creativity and<br />
enable fast-paced innovation. By thoroughly considering<br />
problems at the beginning of any project, by involving<br />
and cooperating with all future participants at an early<br />
stage and by assigning strong, independent project<br />
managers, new high-quality solutions are to be successfully<br />
introduced to the market at a rapid rate.<br />
Business and Financial Review 17