1826-1876: Company is established:
Josef Philipp Beckmann established a textile company in Wesel, Germany, in 1826, giving it his name: J.Beckmann. Production in Bocholt first commenced in 1859.
After taking over the company from their father, Josef Beckmann, his sons, Heinrich and Albert Beckmann continued to expand the company. The brothers profited greatly from the boom experienced in the 1860s and 1870s.
1891-1919: War and crisis:
The First World War and the hyperinflation that ensued made life difficult for IBENA and the textile industry, as foreign cotton and yarns had to be imported and paid for at steep exchange rates due to the considerable depreciation of the value of German currency.
1945-1957: Crisis and new beginnings:
The Second World War left not only the production facilities largely destroyed, but also left the company's managerial situation with difficulties. Although Heinrich Beckmann returned from the war, he did not want to resume the company management. For the first time in the family company's history, it would be managed by an outsider: Max Wagner. Max Wagner oversaw the rebuilding effort and a comprehensive modernisation of the company's structure.
1959-1965: A brand conquers the German home textiles market:
In 1960, Josef Albert Beckmann assumed the management of the company and gave the company its new name, IBENA (an acronym for J Beckmann Nachfahren: Descendents of J Beckmann), a name that would one day be known beyond Germany's borders. Under Josef Albert Beckmann's management, IBENA returned its focus to its core business activities. The company ceased production of corduroy and other types of materials, with production instead focussing on classic raised fabrics such as bedding and blankets. IBENA made its name a synonym for products of the finest quality.
1968-1992: Breaking into the global market
In 1968, the two Beckmann family companies which had hitherto been under separate management under Max Wagner and Josef Albert Beckmann were united. The managers of the two companies realised that strategic alliances and fusions would be absolutely necessary in order for them to be competitive in the global market. In its very first year after the fusion, IBENA was able to achieve 25 percent growth in revenue and realised a number of planned synergies.