and then looking at M&A where it can
enhance our existing footprint or allow us
to get intomarketswe’re not in today.”
L’Oreal, JohnDeere andHarley-Davidson.
Being around such significant players, it
seems, can provide improvement by
osmosis.
“If you have certain core customers that
push you or ask you to do things that really
take you out of your comfort zone, I truly
believe it makes us a better company,”
Dobak said.“You can’t just do it for three
customers and then operate the rest of your
business in a different manner. You have to
be able to go out and make that your stan-
dard operating procedure. It’s allowed us to
differentiate ourselves.”
The express business was the original
offering and contributes roughly half of
Dicom’s overall revenue, while the LTL
division came on-board in the late 1980s
and third-party logistics offerings began in
mid-2005. Revenue in the latter two
divisions is “pretty even” in comprising the
other 50percent.
“We’re building the model, since the
acquisition, to have growth in all three,” he
said.
“We really feel like there’s a huge oppor-
tunity to grow the Dicom Express division
even further. We see a lot of upside
opportunity for growth there, along with
our third-party solutions division.We think
that some of the things that we’ve been able
to do for some major corporate accounts
can be replicated and taken out to other
customers.”
And those customers, Dobak said, don’t
necessarily need to reside upnorth.
The company is looking into opportunities
to grow its LTL and full-truckload offerings
into cross-border markets, driven by the
idea that what they have to offer isn’t just for
Canadians – and that it doesn’t need to be
solely accomplished through expanding the
existing customer base.
“I don’t think we have to just be indigenous
toCanada going forward,” he said.
“With the value propositionwe have,
Dicom GoJIT
| BusinessWorld-
Magazine | 10
