What are Stemmer Imaging’s current priorities?
Keppler: It’s market visibility. We have been a little bit invisible in the past, and that changed totally during the last half year. We are doing trade shows, customer events, webinars, marketing campaigns and articles. Everything people were used to get from Stemmer Imaging before. We get a lot of feedback that people were missing it over the last years. We are not only back, but we are also on the next level. Just to give you an example: in 2026 we are visiting more trade shows as an exhibitor than we ever did before. We did this year two technology days. Everybody remembers the big technology forums we did years ago, and people were asking for it. We are reactivating that format, considering that we need new formats, as these big events are a bit outdated. We are doing it now in a hybrid way, in presence and in online. At the Technology Day with Teledyne in our facilities, we were able to welcome around one hundred participants live and online. As Mike described before, it’s all about optimising our service quality, and especially our speed. We build the next chapter of modern value-added distribution. This means expansion of the portfolio with new technologies, and with new suppliers to cover the needs of the customers, but especially to find new contacts. As we all know, we have a very compact vision branch with a lot of known people in. We want to open new customers, and new areas. We want to offer all the things people from modern smart factories need in regards of machine vision and other stuff.
In the last inVISION podcast, it was mentioned that Stemmer Imaging wants to further expand its international presence. Is there an update on the road to international presence?
Weccardt: At that podcast we defined markets and opportunities, where we can really profit from. There are markets where I’d be hesitant to attack them right now. The development has entered a phase where we have now a revised operational structure in those existing markets. For example, at US we have a completely revised approach to the customers now. Internally we are restructuring, what we do to tailor it for becoming an international business model. We can’t afford to have an individual country doing a completely different business practice like the rest. That has been a lot of the occupation we have done recently to restructure these existing markets and make them sales and service focused. We’re also following new markets like Italy, Poland and some others, which we are carefully exploring and where we are building the fundamental basics now, like hiring people, getting the right legal structure etc. We can implement the business model we wish for there from the very start.
This interview is based on the inVISION podcast ‚5 Questions…‘, which you can find on Spotify, Deezer, Apple Podcasts, or at …
