The entire sales department tried to

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I also advise looking at how the vendor solves problems, because they happen to everyone. For example, at the moment when deliveries of Western equipment almost instantly stopped, and everyone urgently needed "Russian". At the same time, but without connection to those events (the moment just came), the legislation changed. And all government customers had to request a commercial proposal from the manufacturer before announcing the competition. And we were inundated with requests: for 20, for 10, for 5 computers! answer them - of course, there was an overload, followed by congestion and disruptions in deliveries.

Then we realized that it was impossible to cope burkina faso company email list with these requests with the existing staff. And since then we have greatly increased the staff of the sales and pre-sales departments, and at the same time strengthened the logistics team - after all, foreign economic activity has increased several times, and the business has grown in general.

People are the most important thing in our business: we don’t have a chimney or a blast furnace around which we can build production from scratch. So we simply had to learn to work within new time frames, forecast, place orders for six months or even a year in advance. And now, despite the challenges we mentioned above, our production volumes are constantly growing.

That's why we launched new conveyor lines: now the capacity of our assembly production in an ideal situation, with a uniform load, is 1 million items per year. But the IT business lives in waves - the first half of the year is "slapdash", there are few orders, and in the fourth quarter - work in 3 shifts without days off. But this is generally an abnormal situation. People cannot work without days off, despite the enthusiasm and money they earn. It is for such peak periods that we need maximum capacity. Because there is simply nowhere to get additional personnel for three months, although we have also increased the HR service several times - there is a shortage of personnel throughout the country.

That’s why I believe that people enter into partnerships not so much with those who “don’t screw up” – if only because everyone makes failures and mistakes – but with those who admit and correct mistakes.

In Russia, I think, this is especially important. Our mentality is very much based on trust and direct human communication. That is why I have been instructing the team for many years: be honest with partners; if you screwed up somewhere, and this led to some problems with deadlines, quality, or something else, be extremely open; it will pay off. And judging by the attitude of partners towards us, honesty and integrity really do pay off.