The entrance systems sector, like many parts of the construction industry, has experienced its share of challenges in recent years. Economic uncertainty, inflationary pressures, skills shortages and shifting regulatory requirements have all influenced the environment in which businesses operate.
Yet difficult markets should not simply be viewed as something to endure. They can also provide an opportunity to rethink, innovate and strengthen the foundations for future growth.
"The businesses that emerge strongest from challenging periods are often those that continue to invest, adapt and focus on delivering genuine value to customers," says Ken Price, Managing Director of the Automatic Door Suppliers Association (ADSA). "Growth doesn't stop during difficult periods. It simply requires a different approach."
Looking Beyond Products to Solutions
One of the most significant shifts across many sectors is a move from selling individual products to delivering complete solutions.Customers are increasingly looking for partners who can help solve problems rather than simply supply components. Whether that relates to accessibility, compliance, fire safety, security, energy efficiency or user experience, the conversation is often broader than a single product specification.
For manufacturers and suppliers, this presents an opportunity to review product portfolios and consider how products can be grouped and positioned around customer needs.
Product lifecycle management is not simply about introducing new products. It is about understanding which products provide added value, which have reached the end of their commercial lifecycle (technically, aesthetically or through lack of customer demand) and where investment should be focused to meet emerging market requirements.
Rationalising product ranges can improve efficiency, simplify customer choice and create clearer market propositions. At the same time, investment in innovation remains essential.
"The most successful innovations are often those that respond directly to identifiable challenges faced by customers, installers, building owners and end users," says Ken. "The businesses that maintain a clear understanding of customer needs are often the ones best positioned to identify opportunities, even during periods of economic uncertainty."
Innovation Born from Necessity
Some of the most significant innovations in entrance systems have emerged not during periods of prosperity, but during periods of challenge.
COVID-19 is an obvious example. Faced with unprecedented restrictions, the industry responded quickly and creatively. Existing technologies were adapted, new applications were developed and businesses found practical ways to help society reopen safely.
Functions around powered pedestrian doors became part of wider strategies to reduce touchpoints and improve hygiene. Entrance systems were incorporated into solutions designed to manage foot traffic, control occupancy levels and support social distancing requirements. Products were adapted and repositioned to solve new challenges almost overnight.
"What began as a response to an immediate crisis demonstrated something important about our sector. Innovation is often born from necessity. Businesses adapted incredibly quickly to help organisations manage access, control movement through buildings and create safer environments."
Many of those developments delivered benefits that extended far beyond the pandemic itself. It shone a light on the importance of regular maintenance, technical integration and smart building development.
"The lesson remains relevant," reflects Ken. "Challenging markets should not simply be viewed as obstacles to growth. They can also become catalysts for innovation, collaboration and change."
Culture Matters More Than Ever
While products and services are important, organisational culture often becomes the defining factor during difficult trading conditions.
When markets become more challenging, it is natural for businesses to focus heavily on financial performance and operational efficiency. These are clearly important considerations. However, organisations should be careful not to overlook the role people play in driving long-term success.
Motivated, engaged and empowered teams are more likely to identify opportunities, solve problems and deliver exceptional service.
Leadership during uncertain times requires visibility, communication and trust. People need to understand not only the challenges facing a business but also the strategy for navigating them.
The most resilient organisations are often those where employees understand how their individual contribution connects to wider business objectives, invests in supportive cultures including motivation and morale. This can help create ‘an employer brand’ which in itself can support recruitment.
This is particularly relevant in sectors such as entrance systems, where technical expertise, customer service and specialist knowledge remain critical differentiators.
"Investment in human resources, workplace culture and professional development should not be viewed as a luxury that can be postponed until conditions improve," reiterates Ken. "The skills developed during difficult periods often become the foundation for future growth."
Within ADSA, this commitment is reflected through training programmes, qualifications, apprenticeships and professional development initiatives designed to support competence across the sector.
"If we want to grow as an industry, we have to continue investing in people," he says. "Competence, professionalism and technical expertise will remain critical differentiators."
Can You Market Yourself Out of a Downturn?
Marketing alone cannot overcome fundamental business challenges. However, effective marketing can play a significant role in helping businesses maintain visibility, build confidence and position themselves for future opportunities.
One of the most common mistakes businesses make during difficult trading periods is reducing marketing activity at precisely the moment when it becomes most important.
When markets contract, competition for available opportunities inevitably increases. Customers become more selective and decision-making processes become longer and more complex.
Businesses that continue to communicate consistently, demonstrate expertise and remain visible often place themselves in a stronger position when investment decisions are eventually made.
There are encouraging signs that many organisations recognise this. Recent industry research suggests marketing investment is expected to increase despite ongoing economic uncertainty, reflecting a growing recognition that visibility and brand strength remain critical drivers of business growth.
"One of the biggest mistakes organisations can make is disappearing from view when conditions become more difficult. Visibility creates confidence. Confidence creates opportunity,” states Ken.
Marketing should not be viewed solely as promotion. It is about education, engagement and leadership. Technical content, thought leadership, case studies, training events, webinars and industry collaboration all help reinforce credibility and demonstrate value.
The question businesses should ask is whether they can afford not to market themselves while competitors remain visible.
The Role of Manufacturers in Driving Growth
Original Equipment Manufacturers (OEMs) have a particularly important role to play in supporting growth across the entrance systems sector.
Manufacturers often sit at the centre of innovation, technical development and product advancement. Their investment decisions can have a significant influence on the wider market. However, their role extends far beyond simply bringing new products to market.
To drive sustainable growth, manufacturers need confidence in their product ranges and a clear understanding of where future opportunities lie. That requires continual assessment of product lifecycles, identifying where products continue to meet market needs, where ranges may need rationalising and where investment in new product development can deliver the greatest value.
"Product development should never happen in isolation," reflects Ken. The most successful manufacturers are constantly gathering intelligence from customers, installers, specifiers and the wider market. They are looking at what people want today, what they are likely to need tomorrow and where challenges are emerging.”
Understanding customer wants, needs and aspirations has become increasingly important as building requirements evolve. Issues such sustainability, for example, continue to shape purchasing decisions and specification requirements.
Manufacturers that actively monitor these trends are often better placed to anticipate demand rather than simply react to it.
"In many respects, this is where marketing becomes far more than a communications function. Good marketing is about insight. It's about understanding the market, identifying opportunities and using that intelligence to inform business decisions."
This intelligence can then be used to shape product strategies, guide investment decisions and support future innovation.
"The strongest businesses are constantly listening," he continues. "They are gathering feedback, analysing trends and using that information to evolve their offer. That might mean adapting existing products, developing entirely new solutions or grouping products differently to better address customer challenges."
This approach has become increasingly important as customers move away from purchasing individual products and towards seeking integrated solutions.
"Customers rarely wake up looking for a product," Ken adds. "They are looking for a solution to a problem. The manufacturers that understand those problems and design their offer around solving them are often the ones that create long-term growth."
Looking Ahead
Economic cycles are inevitable. Markets rise, markets fall and external factors will continue to influence the operating environment for every business. The challenge for leaders is not to predict every change but to build organisations that are resilient enough to adapt.
That resilience comes from maintaining a clear strategic focus, investing in people, understanding customer needs and continuing to innovate even when conditions are difficult.
For the entrance systems sector, there remains much to be positive about. The need for safe, accessible, secure and compliant entrance systems is not diminishing. If anything, the importance of these considerations continues to grow.
"The opportunity for all of us is to ensure we are ready to meet those needs, not only when conditions improve, but while the challenges remain," concludes Ken. "The businesses that achieve that balance will be the ones best positioned to lead the next phase of growth for our sector."
To find out more about ADSA membership, training, qualifications and the work being undertaken to support standards, competence and growth across the automatic door industry, visit www.adsa.org.uk
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