1 Posts – See Instagram photos and videos taken at ‘Dziennik Nowogardzki’. Funkcja, Imię i Nazwisko, nr telefonu. Burmistrz, Robert Czapla, 91 39 26 z- ca burmistrza, Krzysztof Kolibski, 91 39 26 Wydział. Dziennikarz w firmie Dziennik Stargardzki. Location: Szczecin TOM2 Sp. z o.o., ; CleverAgency,; Dziennik Stargardzki. Education Dziennik Nowogardzki.
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What was the crucial factor that helped you to put the company back on track? I guess I was very lucky but also determined in achieving goals.
In my opinion, this was not a real crisis. In the first decade of the 21st century the company — as the saying goes — did not do the homework and made mistakes. This resulted in the crisis within the company that lasted from about January till the end of February The truth is the competitors never wait but overtake you silently. You came to the company a couple of years before. Yes, I came before.
I entered in the middle of crisis. The then company owners saw the alarming symptoms. It was exactly when I arrived, stayed and I just rebuilt some things during dzlennik crisis.
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The business model was similar to the one we have now. When facing the crisis, the company had to put emphasis on replacing the product offer. It had to be modernized because who stands still momentarily rolls down a cliff. So we prepared a number of new models, we created a new catalogue, we changed the people responsible for trade nowogarxzki and for design. At some point everyone was concerned about the crisis, they wondered what will happen in a month and orders started flowing rapidly.
It turned out that a well-aimed product nowogardzkj and more or less correct customer service may produce very nowogardzmi results. At that time you were focused on producing furniture fronts and now the offer is much wider. It starts to diversify its offer, it looks for new distribution channels. It is obvious that the business model of Polish companies that work in this industry has also changed. Everyone wants to control the margin chain, wants to just eliminate middlemen.
As a result, they aim at delivering a finished product to the final customer. Controlling the margin is tempting on one hand but on the other it is risky. If we take the material from the warehouse and the cutter touches the board then we must know who is the final customer because then the possibility of making a mistake is small.
However, when we produce for a warehouse we start to make our own creation: Actually it is not my personal reflection, as Drewpol made such a mistake in about — they chose the best-selling model and produced it for a warehouse…What can I say — this was a serious mistake.
Can an order-based production ensure stability for a company? Currently the company possesses such a profile that we realize orders only.
Dziennik Nowogardzki 1
We carry out the production with accordance to the orders. On one hand this is a challenge because you have almost few hundreds orders under the production process at the same time and you have to nodogardzki with it from the technological point of view and we have almost 50 models in our product offer. The company receive about one thousand orders monthly. You can say that we turn on the production process one thousand times. If nosogardzki are proud of our quality then we must control the technological process very restrictively.
Therefore, if something like damage during an operation occurs we must start the next order for this single front. This is an impediment but we managed to overcome this.
We spent much money on the project of computerization which is still in progress. This is a very advanced tool but as it happens in life, the more diversified production the more difficult it is to implement all the real processes into the system.
The idea is that a model must function within the system according to which we assess the level of deviation. I think when we complete all these changes we will see what is the actual price of a given order and what is the actual margin on a client. It is not only control but requirement. We are a production company and success in production companies is determined by the scale of production with given resources.
If our resources are 8, m2 and we have orders for 8, then we work optimally but when orders are for 7, then something is dzienmik ok and if we produce for 5, we will probably go bankrupt. The thing is, when all our expenses are covered, this famous break-even point with a certain level of production is present, then any further orders may be calculated differently.
You do not have to rely on a dzienniik cost accounting but on a variable cost accounting where every margin on variable cost is nowogardzkk a profit. Now we can be more flexible if we e. Do you have plans for increasing the production?
The idea of nowoardzki companies is slightly overrated because each uncontrolled increase is at the same time dangerous. With the appetite for growth, the appetite dzisnnik risk grows. So it would be best to maintain the status quo?
At this moment the company must be prepared for making development leap but to do cziennik we have to nowogardz,i a working IT system. Of course now our offer may be wide but the question is: We were at the fairs in Milan and Cologne where some design ideas occurred but we do not know when will they reach Poland, maybe this year and maybe at the beginning of next year.
It may turn out dzienik this was a false signal, that designers launched a balloon and looked how clients react. Meanwhile, we are still in the epoch of high sheen, simple form boards where no invention is required from a noowogardzki. In spite of appearances, our product is very complicated because a given model consists of several dozen positions and in order to make an interesting piece of furniture of it a designer must work really hard and familiarize with the furniture.
If he does not know what a particular element is for then he will not use it.
So we made one step further and we put some of our models, which are strictly for kitchens, in room arrangements. As it turns out it looks exceptionally good but to become convinced, someone must do it, show it, so the final customer have at least choice. Meanwhile, in most cases clients are presented with a fait accompli.
The wide offer may bring about our own downfall because we have a problem, I suppose as everyone who wants to conquer the market, with reaching a client. The ideas must reach him, they must be tested by the market. If there is too many of them then we have a communication problem.
How important is the domestic market for you? This is a Polish perspective: For me, every market on which I can safely realize the assumed margin is my target market. Some time ago during a Christmas dinner a dream occurred that I would go to Italy with my wife, accidentally enter into a furniture shop and see… smile. What about the Eastern market? The political situation is being adverse now. The conflict in Ukraine and sanctions against Russia have complicated even more the difficult business relations.
How does this affect the functioning of Drewpol? The situation is difficult. We can identify about 20 partners on this market with whom we have cooperated in recent years and in the previous year. Looking at what is happening we must keep a hard core: However, we do not have any influence on the exchange rate. If euro in rubles went in price within a year and our products went in price about several dozen percent in the local currency then it is very difficult to stay on such a market without any corrections in prices.
Of course, I have declared that I can give away the margin I have on these contracts but not more because If I give away more I will have to chip in from somewhere else. We must be very reasonable when talking with clients.
We are perceived as a high quality supplier by clients from the Eastern market. Nowoyardzki chose us because we have provided them with the design and quality of the Italians but in terms of price we have always been more than a dozen percent cheaper than the Italians.
Currently the Italians do not exist on this market, they have been excluded by this situation. However, we have strengthened the criteria of payment because this dziennlk a fundamental thing.
What has started is a sort of pulling: I cannot take the risk I will not produce something because I do not know whether someone can collect it nowogrdzki not. I must be sure that if I release a product and I make a compliment to a client then I must have the money on the account. In this way, a client start orders dzziennik whenever he wants but when he has financial capabilities. However, this is a special market with good prices. I must admit that the recent turbulence on the global markets have helped us a bit because we have contracts in Euros.
We intentionally, as one of the few, have adopted a policy for securing against foreign exchange risk and now we are protected against this risk so there is dziebnik problem with currency transactions. Last year we earned big money thanks to exchange ratings, this was an additional bonus. This is my job conditioning because I am an economist I see some things from the angle of figures and parameters smile.
Dzisnnik always have a dilemma when the appetite for risk grows. Did the company want to invest in the environmental protection or nowogaddzki they have to? I will say something unpopular but unfortunately this is how things look: I have been convinced to take this decision by the EU support. However, I must admit that I was blocked at some point because the suppliers of these devices have gone crazy.
Prices they wanted were absurd. I was tempted nowogafdzki, instead of buying this expensive device which exploitation cost, build an emitter, two times higher chimney and these VOCs Volatile organic compounds would permeate on a larger area. The Environmental Health Department would buy this.
Politics in this regard is inconsistent as far as I have learned it.