Finding business opportunity from demand with client-orientation

Last April, Delta announced organizational adjustment to focus on "Power Electronics", "Automation", and "Infrastructure" as three main business categories to offer total solutions geared towards clients and the market. In accordance with the new direction, the Brand News restarted the "Brand People" column to help us better understand the company's strategic development. Newly appointed heads of BU/BG will be interviewed to share current developments and future plans.

In this issue, we will speak with Bill Lo, President of the BABG, asking him about the relevant strategies for building automation, and his learnings and growth throughout his career.

Enhancing Integration & Collaboration

"BABG is a relatively young business group compared to other BGs." Less than 3 months in his newly appointed position, Bill holds praise and expectations for this business group. "Each body of this 3+3+1 team has its own unique features. In order to rapidly execute the company's strategies and achieve its goals, it is vital to integrate sales, operations, and technology, and form a collaborative battlefront in the least amount of time, so that the beneficial effect of this collaboration can be produced."

Bill Lo, President of BABG

In this 3+3+1 team, the first 3 refers to some of the departments developed from NBD: the BASBD and RAMBD, in charge of building automation, security, property management services, and engineering, and the DHVACBD, in charge of central air conditioning and indoor air quality monitoring services. The second 3 refers to LOYTEC, Delta Controls, and Vivotek, which have recently acquired some quality companies of years of experience and comprehensive sales channels in building control management systems and digital security surveillance; these companies allow Delta to obtain key fundamental automation technologies such as integration for air conditioning, lighting control, smart digital security surveillance, and access control. The 1 refers to LTBU, which is in charge of lighting equipment development. The 3+3+1 team consists of the software and hardware products and services of equipment, control, and management platform in thebuilding automation industry. Along with the experience of energy-conserving green buildings and power  consumption monitoring, Delta is creating a solid foundation for its unique building solution.

How to manage the 3+3+1 team? Having participated in several strategic transitions in the company and experienced in the mid- to long-term corporate strategic planning, execution, and leadership development, Billshared his thoughts on the integration between different departments and cultures. "Team integration starts with mutual understanding. It's a process of merging cultures and methods of operation." In terms of technology, everyone has their own expertise and follows the existing paths of their work division. In terms of sales, we are oriented towards clients, using the strength of each body accumulated over the years to co-create business opportunities. In terms of culture, we try to think from one another's point-of-view, properly delegate ownership and leadership responsibilities to fully utilize our talent, and complement each other to achieve the overall success.

Stepping onto the international stage with Asia as our base

Bill has had many years of solution sales experience, and he shared the sales development opportunities and strategies of each region. Delta Controls focuses on North America, LOYTEC aims for Europe, and Delta Group is dedicated to the Asia market, which together forms the very 3 engines for a steady growth. "In America, Delta Controls will be the center taking full advantage of the existing HVAC channels, introducing product combinations with products from other BGs, and planning to increase contents of solutions with the Group's support to expand the sales channel for security or lighting products. In Europe, LOYTEC already has a solid hold on the German language markets, and has developed a total solution combining DALI lighting control systems and LTBU products. Its huge potential is foreseeable, too." In addition to maintaining the channel management methods of each of the acquired brands, Billobviously feels there will be a multiplied effect on sales when Delta-related products and solutions join the picture. Furthermore, Europe and America are shifting from building control towards room control related applications. This is a notable trend, and both LOYTEC and Delta Controls have been working on strategies to follow.

Asia will definitely be the next key region to expand sales for BABG. Delta Headquarters is located in Asia, and by taking this advantage, Bill is actively integrating Delta's sales platform resources to develop key accounts. He also expects his team to continue to develop high value-added solutions based on clients’ feedback. He also requires his team to closely follow the market trends, particularly the local policies so as to accelerate sales development. He took Taiwan and Japan markets as examples of the inevitable trend in building renovations. The goal of the team, he looks forward to, will be to use Delta building solutions to diagnose existing old buildings, add value to and further enhance current equipment, and even provide customized services, while complying with government incentive measures and local city development plans to become a benchmark program for promotion. This type of client-oriented and consultation-style sales, will be one of the value-added services BABG is aiming to provide in the future.

In the important China market, many new building constructions being carried out in accordance with the economy or policy plans are still on-going. The key for Delta to stand out is to focus on specific market opportunities and differentiate from competitors. Currently, the main markets that BABG is dedicated to are chain hotels, supermarkets, hospitals, public buildings, and office buildings.

Creating brand value by client-orientation

Siemens, Schneider, Johnson Controls, Honeywell, and other internationally renowned corporations have always been the benchmark for competition for BABG. "These companies are the widely recognized rock stars in the industry. We hope that we will join their ranks in market share one day." And how would that be done? "Integrate technology development and solutions, and start from creating value for clients. Those are the competitive edge that Delta BABG must possess."

"What is the most important value we hold for clients? What pain points can we discover for them, and how do we resolve the problems for them? How do we find out clients’ true demands more efficiently?" Billgenerously shared his insights: "We must make a lot of effort to understand clients to find out business opportunities during our interactions, and then we can create a solution that resonates with them. Build a long-term relationship with clients. Do not end your relationship with them at the completion of a task or a certain project.”

When reminiscing about his exciting career, he said: "My clients taught me the most." He encourages his team to act as the company's representative when they are outside the company, demonstrating their confidence to resolve clients’ problems, solving their problems as if they were our own. Under the leadership of President Bill Lo, BABG will become a client first and client-oriented building automation solution brand to create maximum value for our clients.

Bill Lo, President of BABG(1st from right), Calvin, the LTBU director (3rd from right) with our customers