Publication 20 years of Delta Holdinga

Optimizacija poslovanja Business optimization
Posledice globalne ekonomske krize stigle su u Srbiju krajem
2008. godine i osetile su se u 2009. i 2010. godini. Za Delta
Holding velika ekonomska kriza bila je druga poslovna
vododelnica. Nekoliko godina pre krize Delta Holding je imao
najveći rast poslovanja. Značajne investicije realizovane su iz
sopstvenih sredstava, ali i iz bankarskih zajmova. Proširivana je
maloprodajna mreža, otvarani su tržni centri i šoping molovi,
građeni su stanovi, razvijana agrarna proizvodnja...
Nadolazeća kriza kao tektonski poremećaj urušila je mnoge
svetske i srpske kompanije, ali nije uzdrmala temelje Delta
Holdinga, jer su oni pre skoro dve decenije izgrađeni na
najboljim principima preduzetništva. Kriza je, međutim, već
prvog dana upalila lampice u Kompaniji čiji se poslovni vrh
direktno angažovao na analizi troškova, stavljajući na znanje
svima u Kompaniji važnost tog posla. Napravljene su velike
racionalizacije u korišćenju radne snage, poslovnog prostora
i upotrebe kapitala. Tako je kriza bila jedna vrsta ”saveznika”
Delta Holdingu da poboljša svoje performanse.
// 90
20 GODINA YEARS
DRUGI SKOK 2000/2010. SECOND LEAP 2000/2010
The consequences of the global economic crisis reached Serbia
at the end of 2008 and its effects were felt throughout 2009
and 2010. The economic crisis was for Delta Holding its second
business watershed. A few years before the crisis Delta Holding
had its second biggest business growth. Important investments
were realized from the company’s own sources and bank loans
as well. Retail networks had been expanded, new shopping
centers and shopping malls were opened, apartments were built,
and agricultural production was developed.
Coming as it did as a tectonic shift, the crisis destroyed many
global and Serbian companies but Delta Holding’s foundations
did not quiver. This was because its foundations were built on
on the best entrepreneurial principles. But in the first days of
the crisis, warning lights were blinking throughout the company
whose top management busied itself immediately with cost
analyses, signalling to employees the importance of that job.
The company made a thorough rationalization of workforce,
office space and use of capital. So the crisis became in a kind
of way something which helped the company improve its
performance.