Street:Habarovskij territories, Habarovsk,680015, st. Sidorenko, house 7, office 207
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Many give him much more. Some did the company credited the Soviet past, seeing the success of the pre-reform planned acceleration. The surprise on their faces when people find out that the name of the monumental "Dalhimtorg" only eight years.
During this time the company has gone from a serious single-industry trade company to one of the largest regional players in the trade of paints, rubber products, building materials, tools and still considerable nomenclature specialized products. Above all, "Dalhimtorg" still and production company. What are the components of success of the company that brought together to such a significant result?
2004. Before us is a company aimed at the wholesale trade and the supply of products to large enterprises in the region. Her main clients already include the Khabarovsk refinery Korfovsky stone quarry, "Far Eastern Generation", "Khabarovsk repair and installation company," "Dalkhimpharm" and many others. Agree, a good start for a debutant. Elementary luck can not explain this. Due to what the company could then confidently start and overtaking many, go to the current orbit of business? - First of all, due to the collective - keeps repeating CEO Olga Lutsenko. According to a top manager of the business, people - its main asset. - Team work as one. Without exaggeration, everyone puts in the work of the soul. Quitters in our company there was not and never will. It employs generalists. Incidentally, much of the company is unique. In "Dalhimtorge" no clear division by job positions. No, the limits of competence, of course, there is, and no ambiguity ... in "peacetime." But if there is "fighting" the problem, then it can be solved together, regardless of how many who "stars on their epaulettes." - These generally are not typical of today's business relationships in the team initially. I assume that they are not immediately and not all were taken. Those who did not want or could not work like that, just eliminated. Remained the most useful and valuable employees. And the most persistent. Largely due to the nature of their company survived the crisis. Though had really tight. To the head of dilemma: either to reduce wages for all workers, but keep the whole team, or, as it has already gone to the masses, streamline operations by reducing the "cut" on the living. There were no losses. It was understood that the pay cut - is the only way to save the common cause.
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