Publication 20 years of Delta Holdinga

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Svetska praksa prilagođena lokalnim uslovima Delta Holding najveći zamah u svom poslovanju dobio je na Istoku, na ruskom tržištu, ali tehnologija i principi organizovanja Kompanije - učeni su ili kupovani na Zapadu. Stav Deltinog menadžmenta bio je i tada da je tehnologija razvijenog zapadnog sveta nešto bez čega ni Srbija, ni Delta ne mogu da krenu napred. Takav stav u javnosti je proklamovan kao princip Delta Holdinga, a u okvirima Kompanije - gde je menadžment imao direktne ingerencije - ovo pravilo primenjeno je i u praksi. Iskustvo i specifičnost preduzetničke vizije Delta Holdinga i u ovom primeru doneli su jedno bitno ali. Smatralo se da superiorna svetska tehnologija nije sama po sebi dovoljna za uspešno poslovanje. Sva znanja moraju biti prilagođena lokalnim uslovima i principima i uključena u realno stanje na konkretnom tržištu. Nije Delta bila usamljena u ovakvom stavu. Primer banke Intesa, koja je 2005. godine preuzela Delta Banku, pokazao je kako giganti svetskog biznisa uvažavaju speficičnosti lokalnih tržišta. Intesa je dostigla prvu poziciju među bankama u Srbiji tako što je zadržala veći deo postojećeg menadžmenta Delta Banke, istovremeno inkorporirajući vodeću bankarsku tehnologiju i znanje. Prožimanje italijanske (svetske) tehnologije i domaćih (srpskih) specifičnosti dalo je pravi rezultat. Bilo je to, naravno, i veliko priznanje kadrovskoj politici koja je u Delta Holdingu vođena. I Delta Maxi je, na putu do pozicije tržišnog lidera u zemlji i regionu, obilato koristio strana iskustva. Nekada se učilo kroz posete stranim maloprodajnim lancima, u drugim situacijama u Beogradu su angažovani strani stručnjaci. I u jednom i u drugom slučaju iskustva nisu preuzimana nekritički, jer to ne bi dalo očekivane rezultate. Da bi Maxi postao najbolji u svojoj industriji, zapadna tehnologija kombinovana je i prilagođavana domaćim uslovima. Zbog svega navedenog, u Delta Holdingu se kao jedna od najčešće izgovorenih može čuti rečenica: ”Najviše smo naučili u radu s inostranim partnerima”. // 66 20 GODINA YEARS PRVI SKOK 1991/2000. THE FIRST LEAP 1991/2000 International practice adapted to local conditions Delta Holding gave the greatest impetus to its business in the East, in the market of Russia, while the technology and company organization principles were assimilated in the West. The Delta management standpoint was then and has remained until today that without the technology of western developed countries both Serbia and the company could not move forward. It has been communicated to the public as a principle within the company and wherever company management had direct authority, and that rule has been applied in practice. Experience and the specific entrepreneurial vision of Delta Holding have in this example brought only one ‘but.’ Many thought that superior global technologies alone were not sufficient for successful business. But all knowledge must be adapted to local conditions and principles and included in the reality of the situation in the particular market. Delta was not alone when it came to taking that view. The example of Banca Intesa that in 2005 took over Delta Bank showed how the world business giants appreciate the specificity of the local market. Intensa Sanpaulo has reached the top position among the banks in Serbia because it kept the majority of existing Delta Bank management staff on one hand and on the other incorporated leading banking technology and know-how. The penetration of Italian technology into Serbian specificity gave the right result. It was, of course, a great recognition for the personnel policy pursued by Delta Holding. And Delta Maxi as well has extensively used foreign experiences, on its way to taking the position of the market leader in the country and the region. In some cases people were taught by visiting foreign retail chains, and in the other, foreign experts were engaged to come to Belgrade. But in either case, the experiences were not taken on unconditionally since in such a case an expected result would be missing. In order to keep Maxi at the top position in its industry, western technology has been combined and adopted to the local conditions. For all the above mentioned, one of the most frequently uttered sentences in Delta Holding is “We have learned the most through working with foreign partners”.
Dve dijametralno različite decenije Iako je Delta Holding postigao zavidne rezultate i pozicionirao se kao jedna od vodećih srpskih kompanija, prva decenija rada bila je zbog uslova i okruženja, po oceni poslovnog vrha Kompanije, tek početak pravog biznisa. Promena u Srbiji i ubrzane ekonomske reforme s početka druge decenije rada Kompanije, stvorili su uslove za novi preduzetnički skok i neslućeni poslovni razvoj. Razmere tog skoka najbolje ilustruje podatak da je u periodu od 1991.do 2000. godine zbir svih godišnjih prihoda od prodaje iznosio 1,52 milijarde evra, a od 2001. do 2009. godine zbir svih godišnjih prihoda od prodaje bio je 11,47 milijardi. Devedesetih godina kompanija se oprobala u različitim biznisima u skladu sa stanjem na nerazvijenom i neuređenom tržištu, a predmet poslovanja napravljen je tek 2000. godine. Zbir svih godišnjih prihoda od prodaje Sum of annual turnovers // 67 20 GODINA YEARS PRVI SKOK 1991/2000. THE FIRST LEAP 1991/2000 Two diametrically different decades Although the company has achieved remarkable results and positioned itself as one of the leading companies in Serbia, the first decades of the company’s operations were assessed by the company’s top business leaders only as the beginning of a real business. Democratic transitions and accelerated economic reforms at the beginning of the company’s second decade created a business environment or a new entrepreneurial leap and unforeseen business development. The extent of the leap is best illustrated by the figures showing the sum of all annual turnovers for the period from 1991 to 2000 as 1,525,800 K EUROS, and for the period from 2001 to 2009, the sum of all annual turnovers 11,471,000 K EUROS, namely, 1.5 to 11.5 billions EUROS. In the 1990s the Company tried its hand at different businesses subject to the situation in the undeveloped and unorganized market and only in 2000 did the company determine the scope of its business activity. 1991-2000. 1,5 milijardi EUR 1.5 billion EUR 2001-2010. 11,5 milijardi EUR 11.5 billion EUR
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Znati trajati Knowing how to last
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Dve decenije uspeha Two decades of
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Delta Holding poklanja Beogradu Cen
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11 “Da bi se postigao uspeh koji
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Chronology 1991/1993 • 1994/1999
Page 15 and 16: Kompanija Delta osnovana je 4. febr
Page 17 and 18: 17 “Devedesete godine nisu pogodo
Page 19 and 20: 2000/2007 In the autumn of 2000 wit
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Page 23 and 24: On a mission to modernize Quality s
Page 25 and 26: “Kompanija je uvodila svetske sta
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Publication 20 years of Delta Holdinga

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