Evolution of the
SCK Group’s business

Technology, Made in Italy design, sustainability and the ability to design high-performance and sustainable fixtures while remaining true to themselves for 25 years now represent the group’s expertise in building the new cities of tomorrow.

SCK Group has started a new path and with the entry of SCIUKER Ecospace begins to fully express all its potential with the redevelopment of the Italian building heritage, while maintaining its strong identity intact.

The advantage of acquiring a General Contractor represented the opportunity to build an integrated offer and a single interlocutor for condominiums, administrators and all technicians and subcontractors, also integrating the insurance and financial component. On the one hand, the condominiums carry out, in complete safety, redevelopment interventions at no expense, and on the other hand all the companies and professionals involved in the design and execution of the interventions work organically and with centralized coordination.

Creating the cities of tomorrow from a circular point of view

Led by Marco Cipriano, SCK Group has followed a growth strategy inspired in the beginning to become the reference point for sustainable and design windows that transform the element of the frame into a real piece of furniture and, today, instead, with the acquisition of Ecospace, it makes its knowledge and know-how and experience available to create added value for the territory, to build new pieces of sustainable cities.

Possible evolution of management

2021 will be the year in which management expects to reach 60 million in revenues with SCIUKER Ecospace alone, tripling the 2020 turnover of the entire group. An ambitious target if we consider that only two years ago SCIUKER Frames’ revenues amounted to about 10 million, but which now seems even conservative considering that the company in just the first two months of the year has already largely exceeded the entire budget of the first. half year and 64% of the annual acquisition target reached.

Results and prospects also reflected by the performance of the stock in Piazza Affari, which has quintupled its value since the end of October, recording an increase of over 100% even considering only 2021.

Strategic priorities

The main strategic priority for the next three years is to manage growth, taking advantage of the opportunities linked to eco-bonuses to find resources to support development also by external lines and at an international level.

There is only one way: to grow by exploiting all the viable ways. On an organic level, refining and developing what has been built up to now, exogenously through external acquisitions and launching an important internationalization process.

Drive sustainable growth

For a long time, the SCK Group has been strengthening its commitment to sustainable and responsible long-term development from a circular economy perspective.

The focus on the green and circular economy has never been as high as at this time: we expect the energy redevelopment business to accelerate further since investments related to ESG companies are on the tables of all the main investors.

business model

The success of SCK Group is based on a strategy in contrast with the old “Fordist model” of business, a model that is no longer able, due to the slowness and rigidity of decision-making processes, to be competitive in an increasingly dynamic and always more global.

The SCIUKER Frames company was conceived with a new form of production and work organization and is represented by an important outsourcing operation.

This operation has contributed significantly to the process of de-verticalization of the company and its expansion horizontally, giving impetus to the development of its organization according to a reticular model (business network).

SCK Group has integrated this approach in its entirety and has kept for itself the performance of the most profitable activities, deciding to entrust the performance of one or more stages of the production process to third-party companies, so that they can organize and manage them with a management at their own risk and therefore, with the transfer of the business risk from the parent company to themselves. A dense entrepreneurial network was thus formed and a supply chain made up of the parent company and the individual outsourced branches which, to the former, are brought back and unified by the set of commercial contracts that govern the relationships between the parent company and the single branch.