“We are productivity boosters” says Daniel Demanet of the subsidiary, formed in 2006, and of which he has been General Manager since 2007. “Getronics PSF Luxembourg enables a business to source information quickly.” But how does the company assist its clients to do this? “We are focused on four main areas” he continues, “principally among them Workspace Management and Information Management Solutions”. The former he defines as “ensuring everything works when an employee starts their PC. We do everything, from the installation of necessary applications like Office and Outlook to network maintenance and helpdesk operation for when there is a problem”. The latter concerns “the dematerialisation of documents. All the archives of a company can be dematerialised. These documents can be classified by type and made easier to find”.  The remaining two areas are Datacenter and Hosting Services, and ICT Consulting. As things stand, the first two are the major focus.

All-encompassing Service

Among the company’s goals for the next three years is to position itself in the top three ICT service providers in Luxembourg, and to treble revenue. To that end, they appointed David Cindric, to draw on his extensive experience in the Grand Duchy’s ICT market. To achieve these ambitious targets, Getronics PSF Luxembourg will have to stand out and offer something unique in the market:

“When we talk about end to end solutions, we mean everything around the workplace: printers, mobile solutions, security aspects. Obviously the solution has to be easy to run. We have the comprehensive expertise to build that solution: that is our job” states Cindric. But what of the strategic framework behind the product offered by the company? How is expansion envisaged? Markets do not stagnate and Cindric acknowledges that while Getronics PSF Luxembourg already have in place the four pillars on which their business and service are based, there are key decisions that will have to be made to ensure the company’s development: “we will have to develop other applications within our portfolio and ensure application delivery. Certain activities are already in place. Now we are working in terms of positioning, through discourse with existing clients, fine-tuning the image we wish to portray, and the potential new clients we are targeting”.

Cindric is not leaving things to chance. His sales team are experienced and know the market and their product. Everything is monitored and kept track of in the name of business development. Furthermore, he has a track record in achieving the results desired by Getronics PSF Luxembourg.

But are things different at the moment? “Proactivity is the key” insists Cindric. “We need to create strong relationships with our customers. It is not enough to point at a catalogue. Proposals must be optimised. Creativity is vital and nowadays customers expect a lot more creativity for the same money.”

As Demanet points out, with candour and a refreshing lack of insouciance, “the crisis will not impact on our business the way it will affect others. Take the example of Workspace Management: people need their computers to function. Similarly, archives must be maintained. These processes are necessary regardless of economic climate” Cindric elaborates “if you put in place more automated systems, it means that people can be redeployed to other aspects of business. This helps with internal costs, but externally there has to be a quicker return on investment than before as well.”

What this means in terms of the future of the workforce in any given organisation is an issue for another article. As things are at the moment, Demanet highlights the strategy for Getronics PSF Luxembourg: “this is an opportunity for us.” They will be hoping others share their point of view.