174 | Business World Magazine |
April 2013
emerged as the new company. It opened with
a small composite of office staff and only 20
hourly workers.
TRANSITIONAL TRIUMPH
Dajcor Vice President of Sales andMarketing
Todd Young (one of the former Daymond
staff ) offers perspective on the corporate
transition. “We spent the first several weeks
planning our approach, making a business
plan and identifying markets we would tar-
get. We determined we were going to target
a diversified value added extrusion customer
base, targeting markets such as transporta-
tion, automotive, medical, construction and
distribution. Production started almost a
month after Mr. Kilby and two shareholders
purchased the company... and it was a little
difficult at first because there wasn’t a ready
customer base,” explains Young. “We had
been shut down for seven months and our
challenge was how to recapture old clients
and secure new accounts at the same time.”
The Dajcor strategy relied heavily on
two fundamental principles that proved to
dramatically affect the shape of things to
come. Young says first and foremost was “re-
newed focus on customer service.” To attract
and retain customers, Young says Dajcor cre-
ated what they call “a corporate manifesto on
