D’leteren is a Belgian family-owned company with over 200 years of history. Founded in 1805 as a wheelwright and carriage manufacturer in Brussels, D’leteren has evolved through seven generations of family leadership to become a major player in the automotive industry and related services.
1857: Horsecar Bodywork
Company History and Evolution
D’leteren’s history reflects its ability to adapt to changing times while maintaining its core identity:
1. Early Years (1805-1870s)
Mr. Jean-Joseph D’leteren founded the company in 1805 as a wheelwright and carriage manufacturer in Brussels. This period was marked by:
2. Rise of Coachbuilding Excellence (1870s-1900s)
Under the leadership of Mr. Emile and Mr. Alfred D’leteren (Sons of Mr. Alexandre D’leteren), the company became renowned for high-quality coachbuilding:
3. Automobile Era Transition (1900s-1930s)
Mr. Lucien and Mr. Albert D’leteren (sons of Mr. Alfred D’leteren) led the company through a critical transition period:
1935: Automobile Assembly
4. Post-War Growth and Volkswagen Partnership (1940s-1970s)
Mr. Pierre D’leteren (Son of Mr. Lucien) oversaw a period of significant growth and transformation:
5. Internationalization and Diversification (1980s-2000s)
Under Mr. Roland D’leteren's (Son of Mr. Pierre D’leteren) leadership, the company expanded beyond its core Belgian market:
6. Recent Developments (2000s-Present)
The company has continued to evolve in response to industry changes:
Understanding D’leteren's Longevity through the Three Circle Model
A key factor in understanding the longevity of family firms like D’leteren lies in their governance structure, which integrates three critical components: business operations, ownership dynamics, and family involvement. These elements are encapsulated in the "three circle model" of family business, highlighting the interdependent and overlapping nature of family, business, and ownership systems.
Business/Firm
The "Business" circle of the Three-Circle Model in family firms represents the operational aspects, strategic decisions, and financial management that drive the company's success.
D’leteren's business success exemplifies this circle through its consistent focus on financial prudence, strategic diversification, innovation, and internationalization, all while respecting its historical roots. The company’s ability to adapt to changing market conditions—like shifting from horse-drawn carriages to automobiles—demonstrates its strong business acumen. Furthermore, international expansion and pioneering innovations, like the creation of a "Contact Center" and ventures into new mobility, underscore D’leteren's commitment to evolving in line with industry trends while preserving its heritage.
Ownership
The D’leteren Group exemplifies the "Ownership" circle of the three-circle model through its focus on family continuity, strategic foresight, and psychological ownership.
The company, now led by the seventh generation— Mr. Nicolas D’leteren (Chairman, son of Roland D’leteren) and Mr. Olivier Perier (Deputy Chairman, Son of Ms. Catheline D’leteren, Roland’s Sister)—has successfully maintained control within the family. This generational stability has been supported by a conservative financial approach and a long-term vision, prioritizing the company’s survival over immediate profits. The strong emotional connection between the family and employees further enhances the company's stability, fostering a sense of shared purpose and commitment. This psychological ownership extends through the organization, reinforcing a culture where employees are deeply invested in the company's success.
Family
The D’leteren Group exemplifies the "Family" circle of the three-circle model through its strong emphasis on family cohesion, values, and managing internal relationships.
The D’leteren family, now in its seventh generation with Mr.Roland D’leteren and Ms.Catheline D’leteren, has maintained unity by supporting individual achievements and managing conflicts diplomatically. For instance, Mr. Alexandre D’leteren's (Son of Jean Joseph) success was supported by his brother Mr. Guillaume (Son of Jean Joseph), while Mr. Lucien and Mr. Albert D’leteren's(Sons of Alfred) disagreement led to Albert's decision to start his own firm rather than disrupt the main business. The family has also adapted to modern governance by appointing external CEO Mr. Jean-Pierre Bizet in 2005, marking a shift towards greater transparency and professional management. Despite this, family members, including Mr. Nicolas D’leteren (Current Chairman, son of Mr.Roland D'leteren) and Olivier Périer, retain key roles on the board, preserving their influence while fostering collaboration with non-family executives. The D’leteren family's historical commitment to values, such as close employee relations and social responsibility, remains a cornerstone of their operations, ensuring both continuity and innovation within the company.
D’leteren's 200+ year history demonstrates how family businesses can achieve remarkable longevity through adaptability, long-term orientation, strong values, and strategic evolution. By anticipating industry changes, making bold pivots when needed, and leveraging partnerships for growth, D’leteren has transformed from a small carriage maker to a diversified, international group. Its experience offers valuable lessons for other family firms seeking to sustain success across generations.
Sources: https://www.dieterengroup.com/ https://www.henokiens.com/content.php?id=51&id_membre=15&lg=en https://www.henokiens.com/userfiles/file/Case_study_DIeteren.pdf
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