Zhuravlev Dmitry Aleksandrovich

Zhuravlev Dmitry Aleksandrovich

Biography

It all began with the sale of navigation equipment in one of the regional companies. But this beginning determined his path for many years to come. The first year of work at the company was pleased with the significant interest of buyers and the growth of sales, the main reason for which, according to Dmitry, in addition to the efforts of sellers, was the high quality of installation and, as a result, the percentage of equipment failures was low against the background of competitors. However, very quickly this growth slowed down - the company lacked resources to service the growing customer base, and its owners were more than cautious about expanding the increase in costs.

2006: Creation of own company "Omnicomm-Service" in Chelyabinsk

As a result, Dmitry returned to his homeland in Chelyabinsk, where he opened his own company of a similar profile. The transport telematics market seemed promising to him back then - Russia and its endless expanses, bad roads and many vehicles that are unknown where outside the control of directors and owners.

Dmitry's company began to specialize, first of all, in the installation of navigation and telematic equipment for transport.

"We offered local navigation market players:" You sell, and we will come and install, "he says. But already in 2007 it became clear that to ensure a stable flow of orders you need to sell yourself. It was at this time that Dmitry met with Omnicomm and began to sell its equipment - FMS fuel consumption control systems aimed at combating fuel theft in freight transport, construction and mining equipment. At that time, there were no analogues of such equipment, and the very idea of ​ ​ earning on the fight against driver theft seemed very attractive to Dmitry - because according to Omnicomm estimates, the average share of fuel theft is, depending on the industry, from 20% to 40% of the total fuel and lubricants costs. And this is not counting indirect losses, such as simple equipment or extra costs for routine maintenance caused by the twisting of a kilometer. By installing fuel control systems, transport companies could save real and considerable money and explain the benefits to them was easy.

In his own company, Dmitry had to manage a sprawling office and several teams of installers, as a result of which he first resigned part of the customer service functions and created a sales department. But soon there was a global financial crisis and the office had to be reduced, and the sales department was liquidated. However, Dmitry says that this forced reduction allowed him to understand his first managerial mistake - in relation to the sales department, you cannot be limited to the motivation to "sell more - you will earn more," since it works only for very successful sellers. And any employee of the company should sell: service, attention, good work, for which he receives a salary. If he cannot do this, he must be parted.

And already in 2009, Dmitry's company began to grow again. This time, all efforts obeyed the main goal - installers should be loaded as much as possible, and turnover, and with it partner discounts, should grow. For this, firstly, they went to neighboring regions, and secondly, they began to engage in "niche" projects, which the rest of the partners refused - export contracts, organization of training programs and other "complex" things. As a result, in the very first year, Omnikomm Service took third place in terms of sales among all Omnikomm partners, and a year later "took gold." "We need to constantly look for new niches and new opportunities within the framework of existing segments," says Dmitry Zhuravlev. "This allows, on the one hand, not to lose concentration on their business, and on the other hand, to develop intensively, complementing their product and gaining new experience."

2010: Entering the Moscow market

In 2010, Dmitry felt that in the four regions where Omnicomm-Service worked, the company is already working successfully and you need to choose the next regional market for expansion. "They decided, why not try in Moscow? The market is interesting, and our experience is already extensive, "he says. "Of course, there were fears: is it, after all, Moscow - there is fierce competition, and we are a young provincial company, suddenly we can't cope? But, on the other hand, behind us we had a successful experience of regional development and were ready to work hard and learn a new one, "he adds.

"We contacted Omnicomm and offered to take over the installation and service in Moscow," says Dmitry, "and after 2 months I opened an office in Moscow. It was also beneficial for us - we received a client base and for them - Omnicomm received a partner whose quality of installation and service he could rely on. As a result, we reached profitability in 4 months, and after another 5 months we recouped all investments. Then went stable growth, although, of course, not without flaws. "

According to the results of 2012, Omnikomm-Service confidently received the right to be named Partner No. 1 of the OMNIKOMM manufacturer. In addition, OMNIKOMM management personnel noted the merits of OMNIKOMM-SERVICE employees in the field of testing monitoring software and the latest equipment. The heads of the analytical department and technical support were awarded memorable prizes.

In 2013, the company already added to the moneybox of achievements, starting to offer, together with equipment, a lifetime warranty for the maintenance of any monitoring systems, thereby announcing a new stage in improving the quality of service for its customers. Already, the timing of responding to customers' requests for service support is being decided by up to 2 days and only time will show how effective the "quick service response" approach is.

2022: TAdviser Interview

Russian the market for monitoring solutions transport in connection with new sanctions ones faced several challenges at once: the departure of the market leader, news about the termination of work GPS , etc TAdviser. MONTRANS Dmitry Zhuravlev, managing partner of the company, learned about how critical the situation is, and what development strategies domestic suppliers choose. More details here.