IT is often the case that people who do things well make it all look so simple.
The board and senior management of family-owned plant and tool hire company GAP Group are a good example of this.
They have enjoyed another record year in terms of turnover. And, crucially, they have also achieved an impressive rise in profits.
The scale of their achievements should not be underestimated. They are operating in a competitive sector and are doing very well at a time when some of their major rivals have not had their challenges to seek.
However, while what they have done is not easy, their success is founded on some simple business truths.
GAP Group has invested heavily for growth. It has diversified astutely and at a measured pace, expanding its range to include the likes of specialist surveying equipment and toilets. And it has focused on building a loyal workforce.
Douglas and Iain Anderson, who have run GAP Group since 1988, have also brought in external experience to complement their skill-sets.
Danny O’Neil, a Scottish fund management industry veteran, is the long-time chairman of GAP Group. Chris Parr, previously chief executive of paper manufacturer Tullis Russell, was brought in as financial director last year.
Crucially GAP Group has over the years taken a long-term approach - one that its family ownership has helped enable. And, while history tells us a long-term view is vital, such an approach is nevertheless refreshing in these days of short attention spans and impatience in the corporate world.
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