Publication 20 years of Delta Holdinga
Publication 20 years of Delta Holdinga 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.
“Kriza je iskorišćena za unapređenje performansi kompanije i značajno smanjenje troškova.”
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“Kriza je iskorišćena<br />
za unapređenje<br />
performansi kompanije<br />
i značajno smanjenje<br />
troškova.”
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