Now it works for us. Part 2

Part 1 here

STRATEGY THREE: "TAKE THE BEST"

Company NT-MDT, world’s second largest manufacturer of scanning probe microscopes (takes 16% of the world market), no one was buying and production abroad does not unfold. However, NT-MDT — a global company that not only sells its research facilities in 52 countries, but also uses the intellectual and technological resources of the world to improve their product. To do this, it creates subsidiaries in developed countries with good reputation in the field of high technologies.

The specificity of the scientific equipment market is that the company’s presence in an important market for it can not be limited banal sales office. Necessarily have to be the intellectual component. "Our customers — mostly scientists. The scientists — people are special. They will not buy for their outstanding research equipment is not known what the firm. They need you, the manufacturer, to see and feel, "- explains the nuances of working with the scientific world Victor Bykov, Founder and CEO of NT-MDT.

Present in the market, not only sales-managers, and intelligence — that with such promise NT-MDT in 1998, built its first overseas "daughter" company NT-MDT Europe in the Netherlands. This subsidiary of a laboratory equipped with the latest research settings NT-MDT. "The laboratory employs three full-time researchers. They conduct joint research with major universities in the Netherlands and show potential buyers the possibility of our equipment in their samples — Denis Andreyuk, Head of Marketing, talks about the contribution of intelligence in the sale. — In addition, our Dutch subsidiary company with research settings NT-MDT is involved in major European research projects in the framework of Framework Program ».

The second task for which NT-MDT creates its offices abroad — to ensure the production logistics. This function has become the basis for the NT-MDT Service & Logistic — Irish subsidiary company NT-MDT, created in 2003. Irish "daughter" of the parent company saves a lot of time, money and nerves. But the point here is this.

To produce high-quality high-tech products, manufacturers need to integrate into the global production chain components. "Our task — as soon as possible to implement their ideas, and to do that we have to use the best there is in the world, — says Viktor Bykov. — Learn to cook somewhere better than all stainless steel — we will order them for our vacuum chamber installation. We ourselves so well never do it. "

However, co-operate with the world, while in Russia — hence save time and increase the debt burden on the business. "Will order from here — it will be very expensive. Because you do make one hundred percent payment. Other options even out of the question. We have with the civilized nations of the legislative environment are not harmonized, so they were not aware of how they will knock us money, "if that" — says Viktor Bykov. — As a result, we are forced to take out loans. "

The emergence of a subsidiary in Ireland has removed these problems — now the customer and the customer set it stands. "Our Irish company working in the same field of law as the rest of the civilized world. So there we are paying with a delay of up to two months. And if our order is not a one-off — we can get a discount. At the same time the labor force in Ireland is cheaper than in Moscow "- lists the obvious advantages Viktor Bykov.

Irish "daughter" also provides accessories smelters in Russia — organize transportation, customs clearance and so on. And this greatly speeds up the process of creating and launching new products NT-MDT. "It often happens: they bought, for example, piezoceramic, magneto-bit pump or stepper motor for the new installation, but it did not fit. Need a different model. If you order it from Russia, will take at least three months, and if in the Irish office — three weeks ", — says Denis Andreyuk.

In addition to logistics specialists in the Irish "daughter» NT-MDT has professional industrial designers — they finish building the competence of the parent structure, which our country has never been strong. Western designers are connected to work after Russian designers — they give research facility NT-MDT stylish "licked" appearance.

In April of this year at NT-MDT has another foreign asset — its own R & D-center in the United States. The company NT-MDT Development (Tempe, Ariz.) was created for a specific person — Sergei Magonov, one of the world’s top experts in the field of scanning probe microscopy. Magonov has worked in the state of all large companies — manufacturers of SPM. Now he works with NT-MDT. "Magonov I know a long time, he and I, ended cordially. But he went and caught on in the States. So we created our R & D-center there — and what difference! Let it work for Russia in America — making development for us, "- Victor Bykov has confirmed that use the infamous" leaked brains "for the development of Russia’s high-tech industry is quite real.

American "daughter" at first sight "purely scientific", and effectively solves the problem of product promotion. Sergei Magonov very famous in their specialist area, has traveled with lectures, speaking at conferences and everywhere qualified proves to work on the atomic scale scanning probe microscopes produced in Russia is not worse than the U.S.. And he believes.

Special problems with the "daughters" in NT-MDT is not available. They are gone after the company learned to tightly control its foreign asset managers. "Director of our office in the Netherlands was the first Dutchman. So he got into debt and wanted to take away our business through hostile takeover — says Viktor Bykov. — There was a lawsuit. We lost time and money, but won. " Since then, all subsidiaries NT-MDT led by Russian managers.

WHAT TO DO NEXT

None of our characters are not going to stop expansion abroad. All of them are planning to develop and expand their assets outside of Russia, with the possible exception of China. And they all agree that European assets and the European market is set sufficiently high standards — and in terms of the organization of production and in terms of quality and in terms of innovation. This bracket they intend to tighten the Russian part of the business.

"We bought a very serious assets in Europe, stepped forward 10-15 years and were able to quickly catch up with the world leaders — Bosch, Hitachi, Makita, Black & Decker. But to realize this opportunity will not be easy, — says Sergey Nazarov of "INTERSKOL." — You can say that we bought barbell weighing 200 pounds. Now you need to train hard to pick it up. " Over time, the Spanish factory production Casals interskolovtsy leave only the elite models of equipment brand Felisatti (miter saws, grinders and milling machines), as well as drills. The volume of production at the site Casals it will increase fivefold. The rest of professional power tools — jigsaws, saws, etc. — they are planning to move to Russia, Izhevsk Mechanical Plant.

"Interskol" will continue to cooperate with the Italian engineering firm Caleidos — for Russians it is of strategic importance. In the course of our joint projects toolmakers to train its professionals — teaching them the finer points of 3D-design and industrial design. So interskolovtsy expect form a Russian engineering school of professional power tools.

As for China, our businesses are going to keep it simple, standard production only products that do not requi
re improvement and innovation (release the rest of the range of what is now produced in China, they are three to four year plan to establish in Russia, at the Izhevsk Mechanical Plant) . First interskolovtsy going to completely withdraw from the Chinese intellectual component of the business. "We’ll take out all of their engineers, — says Sergey Nazarov. — Design a new tool for planning in Russia and Italy. And the Chinese will become ready to give away the mold, which then will take back. "

"POLAIR" suggests Snaige turnover increase from the current 40 million euros to 30% a year for three years, and simultaneously pull up its Russian site Volzhsk to European standards. "The plant in Lithuania to order more lean. There are much better organized business processes and production management. A productivity there by 60 per cent higher than in Russia — lists the "position of superiority" Snaige Alexey Kovalchuk. — But I am sure that the standards will be to pull together. "

Another important point in terms of the strategy is that the market of Western countries encourage innovative development of domestic business. "The Russian market does not require us to a number of updates, which requires European — emphasizes Alexey Kovalchuk. — At the same time in Europe, more opportunities for innovation — there are lots of companies that are constantly offering you a new cover, new pens, new composition of the plastic, and so on. " Acquiring assets in developed countries, our company, innovative in nature, readily incorporated into a competition of innovations.

Company "Interskol" established in 1991.
Produces consumer and professional power tools. Works in Russia and the CIS, Western Europe and Israel.
Productive assets: Bykovskii elektroinstrumentalny Plant (Russia), plant Hengtai (China), Plant Interskol Power Tools Spain.
Turnover in 2011 (projected) — $ 250 million.
Number of employees — about 1,200 people.

Company NT-MDT established in 1990.
It produces research and training equipment for nanotechnology. Works in Russia and the CIS, Western Europe, Eastern Europe, Japan, the U.S., Israel, and in Southeast Asia. Productive assets: Enterprise "Nanotechnology MDT", "tools of nanotechnology," "Nanotechnology St. Petersburg" (all — Russia).
Turnover in 2010 — about 2 billion rubles.
Number of employees — 334 people.

Company "Dielectric cable systems" founded in 1998.
Kabelnesuschie produces systems and electrical control equipment. In the markets of Russia, Ukraine, Western and Eastern Europe as well as North Africa and Latin America. Productive assets: factory complex in Tver (Russia) plants in Genoa and Novara (Italy) production sites in Hungary and Romania.
Turnover in 2010 — about 4 billion rubles.
Number of employees — about 1,000 people.

Company "POLAIR" established in 2002.
Produces refrigeration and processing equipment for trade and public catering. Works in Russia and the CIS, Western Europe, and the Middle East and North Africa. Productive assets: plant "Sovitalprodmash" and "glad" (Russia), plant Snaige (Lithuania).
Revenues in 2011 (forecast) — 4.4 billion rubles.
Number of employees — 2,355 people.

* The new company name — Interskol Power Tools Spain. In order not to complicate the text, we will use that name of the plant, which he wore to deal with the Russians.
Today, ** and Cepi, and Costel are part of DKC Europe. In order not to complicate the text, we will use the names of the plants, which they were to deal with the Russians.

Olga Ruban

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