{"id":5425,"date":"2024-03-08T10:52:06","date_gmt":"2024-03-08T09:52:06","guid":{"rendered":"https:\/\/wirtschaftsstandort-hannover.de\/?p=5425"},"modified":"2024-03-19T11:42:15","modified_gmt":"2024-03-19T10:42:15","slug":"family-entrepreneurs","status":"publish","type":"post","link":"https:\/\/wirtschaftsstandorthannover.de\/en\/article\/family-entrepreneurs\/","title":{"rendered":"Family Entrepreneurs"},"content":{"rendered":"\t\t
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The Family entrepreneurs- \na model for the future?<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Bj\u00f6rn and Thorben Scharnhorst are proprietors and CEOs of \u201cExportverpackung Sehnde GmbH\u201d, an SME family company based in Sehnde in the Region Han\u00adnover. The brothers are the fifth generation of the \u00adfamily to run the company. In the interview, they \u00adexplain how they transformed the skilled crafts indus\u00adtrial business run by their father into a fully digitalised cutting-edge company, whilst also talking about the challenges they face at present and where they see the family business in the future. The brothers are the fifth generation to run the company. In this interview, they explain how they managed the transformation from an industrial craft business run solely by their father to a state-of-the-art, fully digitalized company, what the challenges of the present are and where they see their family business in the future. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Bj\u00f6rn Scharnhorst and Thorben Scharnhorst, 14 years ago you took over the two skilled crafts companies \u201cHolzverpackung \u00adHannover GmbH\u201d and \u201cExportverpackung Sehnde GmbH\u201d from your father Gerhard Scharnhorst and are now the fifth generation of the family to be running the business. You have radically transformed the companies and even merged them in 2018 under the name of the former smaller company, \u201cExportverpackung Sehnde GmbH\u201c (EVS). What challenges did you face in this process? <\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Bj\u00f6rn Scharnhorst:<\/b> The company has changed drastically since we took over from our father. A skilled crafts industrial business with one man at the helm has turned into a fully digitalised cutting edge company with more than 180 employees. 2014 is sure to be the key milestone in this process. It was a phase when things were going really well with our customer base, the business was flourishing and the new generation in our company was accepted by the customers. Everyone was talking about a \u2018breath of fresh air\u2019. However, production failed to keep up with the very high volume of orders. As chance would have it, we just happened to be talking to a former employee from Poland who had since returned home. Together with him, we decided to start up an \u00adadditional company in Poland, which deals primarily with making \u00adwooden crates. The associated services that we offer here in Germany have since been established in Poland. This step was a huge adventure for us – the first step towards internationalisation in the more than 150 years of our company\u2019s history. At last, we were able to meet the \u00adgrowing demand from our customers, relieving the pressure on our site in Sehnde. <\/p>\n

Thorben Scharnhorst:<\/b> At about the same time, we started to re\u00adorganise the internal structures in Sehnde. The sharp increase in our workforce \u2013 from about 75 to 160 \u2013 meant we were no longer in a position to \u00admanage all these people in the same way that our father had done all his life. In former times, employees could always bring their concerns \u00addirectly to our father. \u2018The boss\u2019 then solved the problem. This was a huge challenge for our father, and was actually already more than he could cope with. We were then forced to change things, also because we see people in a completely different way and no longer feel that auto\u00adcratic management is the right way to run a company in this day and age. <\/p>\n

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How did the staff react to this change? \n<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Bj\u00f6rn Scharnhorst:<\/strong> Looking back, we must say that we didn\u2019t really do it very well at first, simply because we didn\u2019t know how to do it. This was a real problem for some of the employees. They were used to a \u00adsecure work situation and now felt they were losing this security, they no longer knew where they stood and what their position really was. Unfortunately, some people left the company in this phase, \u00adalthough we were just trying to do everything right. We weren\u2019t very suc\u00adcessful with this and we have paid dearly as a result. Since 2015, we have brought in outside help. Today, we can say that the internal structures are now \u00adproperly established and working well. Meanwhile, as CEOs we no longer work in the company but for the company \u2013 and that is a good thing. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\t\t\t\t\t\"Foto:\t\t\t\t\t\t\t\t\t\t\t
Photo: Exportverpackung Sehnde GmbH<\/figcaption>\n\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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What is the difference between your family company and a large corporation? \n<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Bj\u00f6rn Scharnhorst:<\/strong> Large corporations often have the possibility of offering their staff lots of benefits, starting with a mobile phone and a tablet, a company car and many more. Furthermore, they also offer stability, or what seems to be security \u2013 simply through the size of their company. On the other hand, every single employee has little influence or scope for making a difference, and I have often seen them ending up in a kind of unsatisfactory treadmill. As a small SME company, we score with a very interesting work environment. We offer people many \u00adpossibilities for developing ideas and taking on responsibility. In fact, we depend on this. If the ideas are good, they are implemented. So \u00adpeople can have a direct influence on how things work and the results are swiftly apparent. Recently, for example, our trainees implemented a project that I knew nothing about: they reorganised the whole entrance area of our company headquarters, with amazing success. I could tell you many other examples like this. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Thorben Scharnhorst:<\/strong> Another difference is that we think long-term and act sustainably. We do not focus on short-term balance sheets or profits, but have the future in mind. We want us to still be around and for the people who work for our company to enjoy doing it and have fun doing it.<\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Information<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Facts and figures Exportverpackung Sehnde GmbH<\/p>

  • \u00a0founded in 1858 purely as a crate factory (\u201cKistenfabrik \u00adScharnhorst\u201d \u2013 then Holzverpackung Hannover)<\/li>
  • now in the fifth generation
    \u2013 today, an expert go-to partner for all aspects of logistics<\/li>
  • Awards:
    \u2022 SME Grand Prix
    \u2022 TOP 100 innovator 2021
    \u2022 BEST OF innovation award for IT<\/li>
  • Three sites: Sehnde, Hannover, Zabrze (Poland)<\/li>
  • headquarters of the company Exportverpackung Sehnde today: Sehnde industrial estate<\/li>
  • more than 180 employees (together with the site in Zabrze)<\/li>
  • Turnover: roughly 20 million Euro<\/li><\/ul>

    \u00a0<\/p>

    CEOs Bj\u00f6rn and Thorben Scharnhorst<\/strong>
    Bj\u00f6rn and Thorben Scharnhorst are the sons of Gerhard Scharnhorst, who took over the Kistenfabrik Scharnhorst from his father at the age of 19 and continued to run the business successfully. The two brothers each did commercial training in a different company, before studying business management. After careful consideration, in 2008 they joined their father\u2019s business as equal partners. Meanwhile, the firm also has a third CEO, Matthias Duensing, who is not one of the family.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    And how to you manage to keep a comparatively small family \u00adcompany on the market? \n \n\n<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    Thorben Scharnhorst:<\/strong> Thorben Scharnhorst: We listen to what our customers say and need, and take this as the basis for continuous further development. It is \u00adcrucial to remain viable. I remember something my father said to me during the handover process: \u2018You really must let things calm down a bit!\u2019 I was utterly confused at first. Then I replied: \u2018Once things calm down a bit, that\u2019s when it\u2019s all over!\u201d In fact, it\u2019s the other way round: we must remain alert and flexible; the company has to change with the times and develop new areas of business. We must adjust to the needs of our customers, and not vice versa. That\u2019s why we have changeable \u00adstructures and why we always work with the very latest and best technology, in every area. We\u2019ve been spending lots of money on this for years now.<\/p>\n

    Bj\u00f6rn Scharnhorst:<\/strong> But it\u2019s not easy and our success is due to the fact that we\u2019re operating in a very small niche. Many other SME family \u00adcompanies won\u2019t be able to compete with large corporations. In my opinion, digitalisation is driving this development even further, with extreme growth in customer expectations and thus also in the pres\u00adsure felt by the companies. The reality of our market is that a few large \u00adcompanies buy up many small ones, it\u2019s a process that is in full swing. I can see why this happens, why the small companies slide under the wings of the large ones, so to speak. It\u2019s where they find protection and security. But it means their lose their independence. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    The family business in Sehnde specializes in the production of individual industrial packaging and professional logistics services. Photo: Exportverpackung Sehnde GmbH<\/figcaption>\n\t\t\t\t\t\t\t\t\t\t<\/figure>\n\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    So is there any future at all for the \u201cfamily business\u201d model? \n<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    Bj\u00f6rn Scharnhorst:<\/strong> I must admit I\u2019m sceptical about it. As far as our customers in the engineering sector are concerned, nearly half of the family companies have already been bought up by financial investors. Their only aim is to maximise profits: companies are bought up and then sold on again at a profit. They don\u2019t care about sustainability and tradition. The current crises are making this situation even worse. For our part, we are trying to make our customers more competitive by \u00adoffering them services that will help and strengthen them. Our \u00addeclared aim is to do \u2013 or learn to do \u2013 whatever makes our customers better. Even so, I still see clouds on the future horizon. I don\u2019t want to make things seem worse than they are. Our company is in a good position and has always had the mindset of standing our ground. Our customers are also great. But the general trend certainly has some question marks for us. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Buzzword sixth generation in the family business: what are your plans in this respect? \n <\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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    Thorben Scharnhorst:<\/strong> We certainly want our company to survive so that a sixth generation can take it over as a going concern. We\u2019re \u00adcurrently working flat out to ensure this is possible. But it\u2019s only one side of the story. If this is what our children might want to do one day, that\u2019s something that is completely up to them, and we make sure they know this with more than just words. Our children should do what they want with their lives, something that fulfils them and that they \u00adenjoy doing. If that\u2019s Exportverpackung Sehnde, then that\u2019s fine. If they want to be a surf instructor in Hawaii or a gardener or live as a recluse in the forest, that\u2019s also fine, and we really mean that. <\/p>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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    Header picture: Thorben (li.) and Bj\u00f6rn Scharnhorst \u2013 \u00adFamily business in the fifth generation
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    Hannover: The Family entrepreneurs-
    \na model for the future?<\/p>\n","protected":false},"author":105,"featured_media":5421,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"neve_meta_sidebar":"","neve_meta_container":"","neve_meta_enable_content_width":"","neve_meta_content_width":0,"neve_meta_title_alignment":"","neve_meta_author_avatar":"","neve_post_elements_order":"","neve_meta_disable_header":"","neve_meta_disable_footer":"","neve_meta_disable_title":"","_themeisle_gutenberg_block_has_review":false,"footnotes":""},"categories":[48],"tags":[141],"class_list":["post-5425","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","tag-family-entrepreneurs"],"acf":[],"yoast_head":"\nFamily Entrepreneurs - Wirtschaftsstandort Hannover<\/title>\n<meta name=\"description\" content=\"Family entrepreneurs \u2013 a model for the future? 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