Publication 20 years of Delta Holdinga

Nova uloga trgovine The new role of trade
U Delti su na vreme prepoznali značaj trgovine, maloprodaje,
u odnosu na klasične proizvodne procese i počeli da rade na
pozicioniranju kompanije u toj oblasti. U svetu su već bile
promenjene relacije između proizvodnje i prodaje roba: dok
su nekada trgovci tražili dobavljače, sada su veliki trgovci
uspostavili drugačiji sistem u kome su oni diktirali uslove, a svi
koji žele kvalitetnu distribuciju svojih proizvoda morali su da se
prilagođavaju maloprodajnim mrežama. Proizvodnja bez dobre
prodaje postala je nemoguća i Delta je u tom novom odnosu
videla svoju šansu.
U okruženju, nažalost, nije prepoznata nova poslovna filozofija.
Čelni ljudi kompanije otvoreno su isticali značaj trgovine za
nacionalnu ekonomiju, pa samim tim i potrebu da država
Srbija stvori ili podrži nacionalni trgovinski lanac, kako bi time
sačuvala i svoju proizvodnju, pre svega u oblasti prehrane.
Predsednik Kompanije na redovnom godišnjem skupu sa
dobavljačima početkom 2004. godine izneo je stav da Vlada
Srbije ”treba da utvrdi nacionalnu strategiju koja će definisati
ekonomske ciljeve u oblasti bankarstva, prehrambene trgovine
i u procesu privatizacije”. Ovaj poziv međutim ostao je bez
odgovora. Zbog toga je Delta sama ušla u razvoj maloprodajne
mreže u zemlji i inostranstvu, boreći se pritom za svoje, ali i za
pozicije preduzeća iz srpske prehrambene industrije. Iskusnom
liderskom timu biznismena i menadžera Delta Holdinga nije
promakla činjenica da su sankcije i izolaciju zemlje u sektoru
maloprodaje preživela bez većih oštećenja dva trgovinska lanca
- C Market i Pekabeta. Usledila je biznis analiza koja je pokazala
da na tržištu maloprodaje ima mesta za još jednu, ali drugačije
organizovanu trgovinsku kompaniju.
Delta je krajem 2000. godine započela razvoj sopstvene
maloprodajne mreže pod brendom Maxi, primenjujući
najmodernija svetska iskustva, zahvaljujući kojima je postao
lider na nacionalnom tržištu. Kada su kasnije preuzeti trgovinski
lanci C Market i Pekabeta uz kontinuirani organski rast,
kompanija se svrstala u red najvećih maloprodajnih mreža u
širem regionu. Time je potvrđen poslovni princip kompanije da
poslovanje fokusira na oblasti u kojima može da ostvari vodeću
poziciju na tržištu. Na tome će se insistirati u svim poslovnim
odlukama, bilo da se tiču započinjanja novih, ili izlaska iz
postojećih poslova.
// 72
20 GODINA YEARS
DRUGI SKOK 2000/2010. SECOND LEAP 2000/2010
Delta recognized in time the importance of trade and retail
sale compared to classical production processes, and therefore
started with the positioning of the company business in that
area. The world had already been changed by relations between
production and sale of goods, while once traders looked for
suppliers, now big traders had established a different system
in which they are the one that dictate conditions and anybody
who wanted quality distribution of its products had to adopt to
retail networks. Production without good selling has become
impossible and Delta saw its chance in those new relationship
areas.
Unfortunately, the environment had not recognized a new
business philosophy. The company’s leaders had openly
emphasized the importance of trade for the national economy
and therefore they expected the state to support a national trade
chain to preserve its production and in particularly its food
industry. The President of the company at the regular Annual
Meeting with the company’s suppliers at the beginning of 2004,
proposed that the Government of Serbia “ has to establish
a national strategy that shall define economic objectives in
the banking industry, foodstuff trading and the privatization
process”. That proposal remained without a response. Therefore
Delta started up by itself the development of retail networks in
the country and abroad, fighting simultaneously for its position
and positions of the enterprises from the Serbian food industry.
Experienced leadership teams of businessmen and managers
did not miss out on the fact that in the retail sector, two retail
chains, C Market and Pekabeta, had survived sanctions and state
isolation without major damages. Business analysis showed
that there was still space for one more, but only a true trading
company.
At the end of 2000, Delta started up the development of its
own retail network under the Maxi brand, by applying the most
modern world knowledge and experiences, that in turn made
Maxi a national market leader. After the acquisition of the retail
chains C Market and Pekabeta, along with continuous organic
growth, the company took its place among the biggest retail
networks in the wider region. That confirmed the company’s
business principle to focus its operations on areas which will
provide it a leading position in the market. The company has
insisted on that principle in its business decisions, whether
when it started up a new business or decided to go out of some
business.