The Builders Merchants of the Future and How to Adapt to the Customer of Tomorrow<\/em>\u201d at the same time as the general meeting. The main objective was to give members insight into how their organisation can prepare for future changes in the market, customer needs and technological developments within the building materials sector.<\/p>\n\n\n\nIn the evening, participants enjoyed a speedboat trip and guided tour of historic Split, followed by a walking buffet by the sea. The city not only served as a picturesque backdrop, but was also used as a metaphor in the programme content: as an example of circular construction avant la lettre. The Roman foundations, Egyptian columns and Venetian influences show how building materials have been reused for centuries \u2013 a relevant theme in light of sustainability and raw material scarcity.<\/p>\n\n\n\n
Connect, innovate and inspire<\/h2>\n\n\n\n Tuesday 20 May was all about innovation. In a rapidly changing world, it is essential to think today about the building materials trade of tomorrow. \u2018Circularity, legislation, CO\u2082 reduction, climate change \u2013 there is a lot coming our way,\u2019 said Eldert Jan van Herk, General Manager of Euro-Mat. \u2018How do we keep our supply chain future-proof?\u2019<\/p>\n\n\n\n
Today's issues require a keen eye on today's customers and a clear vision of tomorrow's sector. Two keynote speakers explored these themes in depth: Steve Collinge (Insight Retail Group) and Jan-Paul Schop (USP Marketing Consultancy). They took the audience through trends in the retail world and consumer behaviour, and translated these into concrete opportunities for the building materials trade. We will explore this in more detail in this issue.<\/p>\n\n\n\n
The day ended with a gala dinner at the hotel's infinity pool. The highlight was the announcement of the most interesting innovation, chosen by Euro-Mat shareholders (see the inset). The Innovation Showcase demonstrated the creativity and drive for innovation that exists within the sector.<\/p>\n\n\n\n<\/p>\n\n\n\n
Focus on data, talent and vision for the future<\/h2>\n\n\n\n The final day began with an excursion to the Technology Park Split (TPS), a former military site covering 100,000 m\u00b2 that has been redeveloped with European support. It serves as infrastructure to support entrepreneurship and innovation and focuses on small and medium-sized enterprises (SMEs) and start-ups in the technology and IT sectors.<\/p>\n\n\n\n
Here, Duje Dipalo introduced the Flavia Group as Euro-Mat's newest shareholder. Dipalo is co-owner and CEO of Flavia, a cooperative founded in 2005 by seven Croatian building materials traders in Dalmatia. Flavia now has 31 members and more than 45 sales outlets. Flavia's vision of efficiency, reliability and future-oriented entrepreneurship is bearing fruit. Joining the Euro-Mat network sends a clear signal of growth and expansion towards South-Eastern Europe. Read the article about Flavia in this issue.<\/p>\n\n\n\n
Critical note<\/h2>\n\n\n\n In addition to all the success stories, Professor Milos Milosevic of the University of Ljubljana also added a critical note. Croatia is currently one of the top three EU countries with the highest share of the construction sector in the economy, alongside Slovakia and Romania. However, it is also one of the European countries with the lowest labour productivity in construction. The added value per employee is well below the EU average and wages in this sector are 20% below the national average. In addition to the approximately 150,000 Croatians working in construction (almost 9% of the total working population), there are also around 75,000 foreign workers, mainly from outside the EU.<\/p>\n\n\n\n
Croatia will need to invest in good governance, education and higher labour productivity in order to maintain the sector as an engine of growth. Milosevic warned: \u2018Without improvements in governance and human capital, the sector risks remaining trapped in inefficiency and low added value.\u2019<\/p>\n\n\n\nMarkus Winnen, Managing Director International of the Storch-Ciret Group, and Michael Oppermann, Managing Director Ciret GmbH, received the Innovation Award from Eldert-Jan van Herk. Photo: Branko Lovic \u2013 van Branko Foto Lav<\/em><\/figcaption><\/figure>\n\n\n\n\n\nCooperation more important than ever<\/h2>\n\n\n\n Looking back on the event, Eldert Jan van Herk once again emphasised Euro-Mat's mission: \u2018We came to Split not to divide, but to come together.\u2019 In a sector under pressure from raw material scarcity, ageing and a shortage of skilled workers, cooperation is more important than ever.<\/p>\n\n\n\n
Euro-Mat is therefore working on four strategic pillars: connecting, sharing data, business development and learning. The recently launched online magazine plays an important role in this and will soon be distributed in local languages to around 10,000 building materials traders in Europe. In addition, work is underway on a data platform that provides insights into construction trends, subsidies and economic developments, with benchmarking opportunities for the affiliated countries.<\/p>\n\n\n\n
Talent development is also a priority. Through masterclasses, international exchanges and collaborations with, among others, Delft University of Technology, Euro-Mat aims to attract and train young talent. \u2018Generation Z is not looking for a job, but for meaning,\u2019 says Van Herk. Innovation \u2013 from olivine-based cement substitutes to 3D printing technology \u2013 is not an end in itself, but a necessary route to a sustainable and future-proof construction chain.<\/p>\n\n\n\n
Looking ahead: on to Milan<\/h2>\n\n\n\n The next Euro-Mat meeting will take place on 11 and 12 September in Milan. There, the discussion will continue on how the European construction sector can not only adapt to changing circumstances, but also proactively shape the future. Of course, BigMat Italia, Italian manufacturers and market analyses will also be covered. The theme of cooperation will once again play an important role here. During this meeting, Euro-Mat will join forces for the first time with UFEMAT, the European umbrella organisation of national federations for the building materials trade. Marnix Van Hoe, Secretary General of UFEMAT, already explained his organisation and the prospects for cooperation in Split.<\/p>\n\n\n\n
The Euro-Mat Innovation Forum 2025 in Split proved that an open attitude, shared knowledge and strong international connections can strengthen the construction sector. Not only as an economic driver, but also as a vehicle for a sustainable and innovative future for Europe. The next event in Milan will be a logical continuation of this.<\/p>\n","post_title":"Euro-Mat Event: Split Forum, Shared Future","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"split-forum-shared-future","to_ping":"","pinged":"","post_modified":"2025-10-20 12:26:53","post_modified_gmt":"2025-10-20 10:26:53","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.euro-mat.com\/?post_type=article&p=3734","menu_order":0,"post_type":"article","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3731,"post_author":"6","post_date":"2025-06-26 08:39:33","post_date_gmt":"2025-06-26 06:39:33","post_content":"\n
A new generation of customers is changing the building materials trade. During the Euro-Mat Forum in Split, retail strategist Steve Collinge (Insight Retail Group) showed how buyers are influencing the playing field. His message was clear: customers are taking control, new generations are setting new demands, and digital marketplaces are becoming crucial growth channels. How can retailers keep up with this market?<\/p>\n\n\n\n
According to Collinge, the biggest shift is that power no longer lies with the manufacturer or supplier, but with the customer. \u2018Brands are increasingly skipping the middleman and focusing directly on the end user.\u2019 Whether they are professionals or DIYers, they expect relevance, convenience and direct access to products and information.<\/p>\n\n\n\n
This also puts pressure on the traditional distribution model. Traders must add value more than ever. \u2018It's no longer just about inventory management,\u2019 says Collinge. \u2018You have to offer solutions to specific customer problems. Otherwise, they will look elsewhere.\u2019 Partnership is essential in this regard. Mutual trust, transparency and joint innovation determine the success of the collaboration between brands and traders.<\/p>\n\n\n\nKeynote van Steve Collinge, Group Managing Director Insight Retail Group Ltd.\u00a0Photo: Branko Lovic \u2013 van Branko Foto Lav<\/em><\/em><\/figcaption><\/figure>\n\n\n\n\n\nSpeed and convenience are the new standard<\/h2>\n\n\n\n Younger generations have grown up in a digital world where speed is taken for granted. They also expect products in the construction sector to be easily, quickly and flexibly available \u2013 both online and offline.<\/p>\n\n\n\n
Retailers in various European countries are actively responding to this. For example, some chains deliver to construction sites within an hour, even large items. Smart lockers are installed at construction sites so that tradespeople can pick up their orders independently and securely using a code on their phone. These innovative logistics solutions reduce waiting times and increase productivity in the workplace.<\/p>\n\n\n\n
\u2018For these customers, a trip to the shop is not necessarily convenient, but rather a waste of time,\u2019 says Collinge. The lesson is clear: convenience is no longer a bonus, but a basic requirement.<\/p>\n\n\n\n
Digital marketplaces as a growth engine<\/h2>\n\n\n\n Marketplaces are also rapidly developing into dominant sales channels. \u2018Today, 56% of all global online transactions take place via marketplaces,\u2019 says Collinge. Think of universal platforms such as Amazon and eBay, but also specialised construction platforms.<\/p>\n\n\n\n
A striking example comes from Toolstation. The chain placed 5,000 products on eBay at identical prices to those in their own webshop. Within three months, it turned out that 97% of customers on eBay were new \u2014 often younger and unfamiliar with the brand.<\/p>\n\n\n\n
Collinge also spoke with the CEO of Wickes, a British chain with 250 branches: \u2018If you reach a customer via a marketplace who would otherwise never visit your website, you gain reach and potential loyalty \u2014 especially if that customer comes to pick up the order in the shop.\u2019<\/p>\n\n\n\n
Still, it's not an easy route. \u2018Just jumping in can cost money,\u2019 Collinge warns. \u2018Marketplaces require a well-thought-out strategy and operational discipline. But if you do it right, you open the door to completely new customer segments.\u2019<\/p>\n\n\n\n\n\n
Wide range, smart logistics<\/h2>\n\n\n\n Many retailers are looking for a balance between a wide range and fast service. Collinge acknowledges that keeping a limited set of popular products in stock (\u2018never out of stock\u2019) is a smart basic strategy, but warns against too much restriction. \u201cRetail revolves around three things: price, range and service. Amazon doesn\u2019t dominate because of one of those factors, but by combining all three.\u201d<\/p>\n\n\n\n
With dropshipping and direct collaboration with suppliers, retailers can offer a wide range without keeping large stocks. \u2018You can make a profit without ever touching a product,\u2019 says Collinge. \u2018That's good for cash flow \u2013 provided your delivery reliability is in order.\u2019 Smart inventory management and real-time data exchange with suppliers help orders run smoothly and prevent customer frustration.<\/p>\n\n\n\n
Knowledge about new generations<\/h2>\n\n\n\n The behaviour of young customers is the common thread running through all these developments. They orient themselves online, expect transparency and want frictionless processes. Collinge points to his own children as an illustration: \"They don't know a world without direct ordering. For them, everything has to be fast, digital and mobile.\"<\/p>\n\n\n\n
Those who focus only on today's customers will miss out on tomorrow's customers. That is why, according to Collinge, it is crucial for retailers to invest in knowledge about this new generation: how they think, where they search, what they expect. And above all: how they remain loyal. Innovation in communication, such as the use of social media and interactive platforms, is playing an increasingly important role in this.<\/p>\n\n\n\n
To stay relevant, we must change<\/h2>\n\n\n\n Steve Collinge's presentation emphasised one key message: the rules of the game are changing. Young customers set the pace. Digital marketplaces open new doorways. And only those who collaborate, innovate and truly solve customer problems will remain competitive.<\/p>\n\n\n\n
\u2018It's no longer about who has the largest market share,\u2019 concludes Collinge. \u2018It's about who best responds to what customers need, now and in the future.\u2019<\/p>\n\n\n","post_title":"How younger generations are transforming the building materials trade","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"how-younger-generations-are-transforming-the-building-materials-trade","to_ping":"","pinged":"","post_modified":"2025-10-20 12:26:53","post_modified_gmt":"2025-10-20 10:26:53","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.euro-mat.com\/?post_type=article&p=3731","menu_order":0,"post_type":"article","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3728,"post_author":"3","post_date":"2025-06-26 08:39:27","post_date_gmt":"2025-06-26 06:39:27","post_content":"\n
The European construction sector is at the beginning of a crucial transition: digitisation, sustainability and a persistent shortage of skilled workers are changing the rules of the game, but also offering new opportunities for builders' merchants in Europe. This was stated by Jan-Paul Schop, CEO of marketing agency USP, during the Euro-Mat forum in Split.<\/p>\n\n\n\n
Schop provided an overview of the most important developments and ways in which builders' merchants can respond to them: the rise of BIM, the slow but steady effect of technological innovation, the search for sustainable solutions and pressure on the labour market. For builders' merchants, opportunities lie in partnership, adaptation and proactively moving with these changes.<\/p>\n\n\n\nJan-Paul Schop, CEO of marketing agency USP<\/figcaption><\/figure>\n\n\n\n\n\nDigitisation: BIM is becoming the standard<\/h2>\n\n\n\n Building Information Modelling (BIM) is gaining ground, especially in larger projects and in North-West Europe. \u2018Around 30 per cent of architects use BIM, and those projects represent almost 50 per cent of their turnover,\u2019 says Schop.<\/p>\n\n\n\n
For wholesalers, this means growing demand for products that fit within BIM-driven construction processes. However, its applications are still limited: architects mainly use BIM for visualisations. Links to planning and costs are still underdeveloped. This offers opportunities for suppliers who want to contribute ideas about digitisation and integration in the construction chain.<\/p>\n\n\n\n
Builders' merchants can distinguish themselves as digital partners by offering solutions that fit seamlessly with BIM workflows, thereby making the construction process more efficient.<\/p>\n\n\n\n
Technology: innovations require patience<\/h2>\n\n\n\n New technologies such as robotisation, AI and augmented reality are much discussed, but a rapid breakthrough has yet to materialise. \u2018Robotisation is seen as a possible solution to the labour shortage, but according to most architects, it will only be realistically deployable in five years' time,\u2019 says Schop.<\/p>\n\n\n\n
For builders' merchants, this means that innovations such as prefabrication, drones or digital measuring instruments will remain niche for the time being. Nevertheless, it is worthwhile to follow developments and enter into strategic partnerships with innovative manufacturers. Those who get on board early will soon be able to benefit from economies of scale.<\/p>\n\n\n\n
Sustainability: growing opportunities despite cautious customers<\/h2>\n\n\n\n Although almost all architects are involved in sustainable projects, end customers are often still cautious. \u2018In 2020, 30 percent of customers explicitly asked for sustainable solutions, but that has now fallen to 20 to 25 percent.\u2019<\/p>\n\n\n\n
Nevertheless, the share of sustainable projects is steadily increasing. Wholesalers can respond to this with a wide range of biobased, circular or recycled building materials. \u2018The concrete industry is facing difficulties, while wood is gaining importance \u2013 also for applications such as interior walls,\u2019 says Schop.<\/p>\n\n\n\n
In addition, there is a need for advice on circular solutions. Governments are increasingly focusing on circularity, which will eventually lead to a different demand structure in the market. For suppliers, this presents an opportunity to distinguish themselves with knowledge and service.<\/p>\n\n\n\n
Labour market: the biggest bottleneck<\/h2>\n\n\n\n The shortage of skilled workers is hampering growth in large parts of Europe. \u2018In Germany, 70 per cent of construction activity consists of renovation, while in Poland it is mainly new construction.\u2019 Renovation in particular is hampered by a lack of painters, bricklayers and installers.<\/p>\n\n\n\n
Whereas Eastern European labour migration previously offered a solution, this is now less obvious. Local labour markets in countries such as Poland are themselves tight, and migrants are often less employable in renovation projects.<\/p>\n\n\n\n
Builders' merchants are noticing this in the form of levelling off demand in certain segments. \u2018The painters' market, for example, cannot grow due to a lack of people,\u2019 according to Schop. He also points to the potential of greater diversity: \u2018In Denmark, 40 per cent of painters are women, compared to less than 5 per cent in the Netherlands. There is a huge opportunity there.\u2019<\/p>\n\n\n\n
Outlook: 2025 better than 2024<\/h2>\n\n\n\n After a difficult 2024, Schop expects improvement in 2025, with further recovery in 2026. Germany is likely to be an exception, where construction will remain under pressure. For builders' merchants, it is now important to invest in strategic agility.<\/p>\n\n\n\n
The four key areas of focus for builders merchants identified by Schop are:<\/p>\n\n\n\n
\nDigitalisation: Prepare for BIM by offering products and services that fit within digital construction processes.<\/li>\n\n\n\n Sustainability: Build a strong, future-oriented product range and advise customers on circular applications.<\/li>\n\n\n\n Labour market: Be aware of the limitations in renovation due to staff shortages and seek partnerships for solutions.<\/li>\n\n\n\n New target groups: Encourage diversity in the construction sector to tackle the labour shortage structurally.<\/li>\n<\/ul>\n\n\n\nSchop summarises it as follows: \"BIM is becoming the standard, sustainability remains crucial, but the shortage of skilled workers could hamper growth. Builders' merchants can position themselves as indispensable partners by contributing ideas on innovation, circular construction and solutions for labour constraints.\"<\/p>\n\n\n\n
In short, builders' merchants will be expected to do more and more in the coming years. Not only as suppliers, but also as partners in innovation, sustainability and labour issues. For Euro-Mat members, now is the time to invest in knowledge, product range and collaboration. Those who prepare now will be ready for the new reality of construction.<\/p>\n\n\n","post_title":"Are European builders' merchants ready for the new reality?","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"are-european-builders-merchants-ready-for-the-new-reality","to_ping":"","pinged":"","post_modified":"2025-10-20 12:26:53","post_modified_gmt":"2025-10-20 10:26:53","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.euro-mat.com\/?post_type=article&p=3728","menu_order":0,"post_type":"article","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3723,"post_author":"5","post_date":"2025-06-26 08:39:18","post_date_gmt":"2025-06-26 06:39:18","post_content":"\n
\u2018If you dive without an air tank, you need to know what you're doing. You take a deep breath, you descend, the pressure increases, your lungs shrink. And if you stay down too long, you can black out and drown. So the most important thing is: never dive alone.\u2019<\/p>\n\n\n\n
With this personal metaphor, drawn from his passion for freediving, Duje Dipalo, CEO and co-owner of the Flavia Group, describes what it feels like to do business in the Croatian building materials market. \u2018You can't do it alone. You need a buddy. That's exactly why we started Flavia.\u2019<\/p>\n\n\n\n
Until a few years ago, the Croatian building materials sector was highly fragmented. Dozens of independent, often family-run companies operated across the country. Each had a strong regional base and loyal customer base, but lacked collective purchasing power. <\/p>\n\n\n\n
\u2018The market was changing rapidly. Major international players such as Bauhaus, Baumax and Obi entered Croatia and started supplying directly to end users. We saw our margins shrinking and our negotiating position weakening. We had two options: merge into one large company or work together. We chose the latter \u2013 out of sheer necessity.\u2019<\/p>\n\n\n\nDuje Dipalo, CEO and co-owner of the Flavia Group<\/figcaption><\/figure>\n\n\n\n\n\nCooperative with entrepreneurial DNA<\/h2>\n\n\n\n This led to the creation of the Flavia Group in 2005, a cooperative of independent building materials traders. The group now has 31 members with more than 45 sales outlets, which together have approximately 1,500 employees and a combined turnover of around 400 million euros. The model is based on voluntary cooperation without loss of autonomy. \"We are not a franchise. Each company continues to operate independently, but together we form a single strong negotiating partner.\"<\/p>\n\n\n\n
The cooperative started by setting up a joint purchasing organisation to secure better terms from suppliers. This required a lot of persuasion in the beginning. \"Some members were afraid of losing control. Others did not see the added value. There was a lot of internal discussion,\u2018 says Dipalo. \u2019But once we closed the first joint deals, they saw the effect. Today, we are stronger than ever.\"<\/p>\n\n\n\n
From defence to growth<\/h2>\n\n\n\n Initially, the focus was mainly on fending off competition. \u2018We were in defence mode,\u2019 says Dipalo. \u2018We had to survive.\u2019 That phase is now over, and Flavia is increasingly focusing on structural growth. \u2018We want to move to a proactive strategy. That means investing in brand, retail, marketing and innovation.\u2019<\/p>\n\n\n\n
A key priority is expansion into retail. Until now, most members have focused purely on B2B sales. But Dipalo sees opportunities in the consumer market. \u2018Retail provides stability. If things aren't going so well in construction, you have a second source of income. Moreover, the market is becoming increasingly hybrid \u2013 professional customers also want to be able to pick something up on Saturdays.\"<\/p>\n\n\n\n
More and more Flavia shareholders are therefore investing in their own shops or showrooms. The group is investigating whether this development can take shape collectively. Think of shared shop concepts, central investments or joint branding.<\/p>\n\n\n\n
A brand that stands out<\/h2>\n\n\n\n Until now, Flavia has mainly been an internal brand \u2013 known to members and suppliers, but not to the general public. That needs to change. \u2018We want people to recognise Flavia,\u2019 says Dipalo. \u2018When you see the logo, you should know: here you get quality materials and excellent service, especially for professionals.\u2019<\/p>\n\n\n\n
The cooperative is working on private labels, recognisable corporate identities and a central marketing strategy. Flavia is drawing inspiration from other Euro-Mat members. \u2018We have already gained many ideas that we can now apply in Croatia \u2013 in the areas of shop design, product presentation and customer focus.\u2019<\/p>\n\n\n\n
In addition to retail, the group is also looking at digitisation, logistical cooperation and staff training. \u2018We want to improve, evolve. Not stand still, but continue to develop. We don't have to invent everything ourselves. By learning from others, we can grow much faster. Having a buddy, just like in diving, improves your chances of survival. And we believe in what we do: building something that is stronger than us alone.\u2019<\/p>\n\n\n","post_title":"Flavia Group in Croatia: \"You can\u2019t do it alone \"","post_excerpt":"","post_status":"publish","comment_status":"closed","ping_status":"closed","post_password":"","post_name":"you-cant-do-it-alone","to_ping":"","pinged":"","post_modified":"2025-10-20 12:26:53","post_modified_gmt":"2025-10-20 10:26:53","post_content_filtered":"","post_parent":0,"guid":"https:\/\/www.euro-mat.com\/?post_type=article&p=3723","menu_order":0,"post_type":"article","post_mime_type":"","comment_count":"0","filter":"raw"},{"ID":3721,"post_author":"6","post_date":"2025-06-26 08:00:00","post_date_gmt":"2025-06-26 06:00:00","post_content":"\n
One of the highlights of the Euro-Mat Forum Split was the Innovation Trade Show. Nearly 30 partner suppliers presented their most advanced products and services in the conference area of Hotel Le M\u00e9ridien. This gave builders' merchants the opportunity to discover practical solutions to challenges such as sustainability, digitisation and efficiency. Revisit the event virtually in an interactive tour with 360\u00b0 photos, navigate through the conference room and take photos as a souvenir!<\/p>\n\n\n\n\n\nShow all Articles
