The Stiga Group, a modern case history

A very interesting example of industrial and strategic development in the pursuit of increasingly precise and efficient market positioning, both Italian and international, towards achieving “realistically ambitious” development goals, can be found in the Stiga Group, manufacturer and distributor of garden care machines worldwide. and equipment.

That from the Stiga Group is one European history which directly through mergers and acquisitions has involved several important brands such as the Italian Castelgarden, which since 1997 has been particularly present in the production of private labels for DG, of course the Swedish premium brand Stiga, Alpina, Mountfield and Atco. All included in the GGP (Global Garden Products) group logo.

We are talking about almost a century of history, but the turning point that we are interested in pointing out with this article is dated 2017, where GGP Group decides to change its name and become what the current Stiga Group is.

A new era opens in 2017

A strategic choice that underlies the will to propose directly to the public of consumers, with the design and production of machines with weights, ergonomics and features designed for the individual and hobbyist who owns a garden from 25 to 2,000 square meters. Of course, without neglecting the traditional private label market as that represented by professionals in the sector (gardeners, maintenance workers, etc.).

A choice that goes against the trend of the big ones competitor of the sector, which tends to concentrate on the production of machines designed and built for professionals.

2017, in the company’s history, is not only marked by the name change, in fact it is precisely on June 29 of the same year that the Stiga Group lays the first stone for the new building, which is designed to house the company’s headquarters. , in the historical location in Castelfranco Veneto.

The work would have started on 21 August 2017 and completed 300 days later, on 21 June 2018, two months earlier than expected.

For the Stiga Group, the new headquarters was a moment of great development towards a content philosophy and an approach strategy to the market that responded to the needs and trends of the moment: sustainabilitysimplicity, research and innovation have become the passwords.

All based on the new building in Castelfranco Veneto, built with 80% recyclable materials and with a number of design and technical measures with the aim, as we have already illustrated in a previous article, to achieve the best quality of work and the highest sustainability level for the benefit of the environment.

Research and innovation

Today, Stiga proposes itself as a company advertisement high innovation content and thus with a strong research call.

However, the goal is always to design products that are high performancebut at the same time simple to use and not only.

“Innovation – he explains Giacomo Tesolin, senior vice president of marketing at Stiga Group – means finding the right key to turning a useful, indispensable but boring product like a lawn mower into an exciting product. The best example is the Dyson vacuum cleaner, which first removed the annoying bag in which dust and dirt are collected. The powder goes directly into a container, which is emptied and cleaned quickly and easily. It was a revolution that transformed that market. “

An approach that we actually find in Stiga’s new products. Think of the Stiga Fulcrum lawnmower, with the handle that can be moved to the left for easy mowing even along walls or hedges. Or the Stiga Gyro ride-on mower, which is powered by a joystick that makes work really fun.

To approach innovation in this way, you need a structure that is as solid as it is creative. There are about 100 engineers at Stiga who are busy thinking about how to solve problems of consumers by creating smiles and complacency.

The structures we visited are genuine research centers, with machines for testing and simulations of the most extreme situations, which are truly impressive. The semi-acoustic chamber for noise control is very impressive, but so is the production line for the Stiga Stig robotic lawnmowers, which at first glance seem futuristic.

On the other hand, behind the Stiga Stig robot there are approx 30 patentsa team of 20 people including engineers, prototypes and development, as well as 17 employees on the production line, all strictly in white coats.

Towards a circular economy

At one end of this production line, we noticed production and installation of batteries necessary to run all Stiga machines.

“We have started our own production of batteries – emphasizes Tesolin – and we are among the first in Italy to do it. This is another element of our vision and commitment to sustainability. We work at all levels to lead change in the garden from heat engine to battery. We are convinced that it is an indispensable contribution to the protection of the environment that those who work in our sector must make “.

“But – continues Giacomo Tesolin – we are also aware that in the light of the excellent results that this transition can bring in the short term, problems are related to battery disposal. For this reason, we are working to be able to put the spent batteries back into circulation in a logic of circular economywhich is what the whole world of production must strive for. “

A philosophy of approach to production and being an industry that is certainly challenging, but also extraordinary stimulating because it is focused on the present and on the contribution to offering its consumer community, but with an attentive and dynamic look to the future, anticipating problems and finding the right solutions.

The missions for Here I am they aim to replace steel with light, robust and unassailable materials over time to reduce emissions, odors and noise. The mission in short term provides for the replacement of the heat engine with the electric and with the battery. In it medium and longthe circular economy.

And on the front of marketing what can we expect from Stiga?

“In Northern Europe – concludes Giacomo Tesolin – we have one 80% brand awareness, in line with the other major Swedish brands, such as Saab, Volvo and Ikea, so to speak. Our goal is also to reach the same levels in Italy. “

Mauro Milani

Journalist with thirty years of experience. Since 2005 founder and CEO of the b2c web magazine www.bicoliamo.com and since 2016 CEO of www.diyandgarden.com.

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