75 Industry News Also online at www.dijonline.co.uk Door Industry Journal Summer 2026 Automatic Doors, Access Control & Smart Security 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. > Continues on the next page > Ken Price
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