Yerlan Shinturinov

"RAIMBEK PEOPLE" 

Series of interviews with Raimbek employees dedicated the 25^th anniversary of the company.

«WE CREATED THE MARKET»  

Yerlan Shinturinov is one of the founders of Raimbek’s FMCG-division, and it speaks for itself. After working in company for over 20 years in various and highest positions, Yerlan left for the state sector and now develops agriculture in Almaty region.      

- Yerlan, how did you find yourself in Raimbek? 

- I joint Raimbek in 1993, I was “headhunted” by Talgat Umirbayev, my course-mate. We had known each other since 1987, together we were digging up potatoes in Kugaly village in the first year of our studies in the institute, that’s why negotiations were quite brief. The meeting took place in a “Glass café” at the corner of Panfilov and Kirov streets. Three of us met, had some tea and so to say, shook our hands.

- How was your first position called?

- My first position was “marketing director of the small-scaled private enterprise Raimbek”. It was just staring up at that time, but the company had not bad turnovers already. At that moment the whole business, we all were pioneers, I would say, pathfinders. There was no production, all were engaged in trade. We started with import of electronics and furniture. But it all was fixed up before me, I came to a ready business.

Correspondingly, as in any developing business, particularly in a trade business, “scientific” marketing was required. We all read Kotler… but anyway it was something unclear: what is marketing, and how to use it? And we came to the conclusion that a good marketing expert may turn out of civil engineer. And we were not mistaken! Because, I won’t deny it, I am a creative person, in spite of being an engineer. (laughs). Well, generally speaking, we all were civil engineers and started up together.

- Tell us the story with digging up potatoes?

- Well, it was in 1987, “farming training” on the 1^st of September. We all passed the entrance exams to Almaty institute of architecture and construction, and with our young group we went to dig up potatoes to the unforgettable Kugaly village (laughs). There we got acquainted, we all were young. Raimbek Batalov at that time already was a “successful businessman”. Entrepreneur’s manners and ambitions had been formed in him by that time already, but most importantly, he was a very good and prepossessing person. We made friends with him right away. It was a student impulse, you know, a joint impulse, and I still remember that meeting. It was a very interesting time, indeed. Extremely interesting.

- What was the most difficult in the beginning?

- What was the reality of 1993? Of course, it was a breakdown. Transformational changes were taking place in the country. Just in a couple of years we started actively participating in privatization process. Privatization experience offered to us good opportunities for the further expansion of business. Raimbek Group managed large enterprises, we had assets in sugar business. Raimbek Batalov himself participated in managing other integrated plants, metallurgic works and energy companies. And this all resulted with the fact that we were the first in the whole post-soviet territory to attract foreign investments here.

At that time "PepsiCo International" company was searching for a local partner, and among numerous private companies they chose us.  

There was a long negotiation process, we went to the United States, to Moscow, communicated and worked out conditions for cooperation. As a result we made a treaty and started working on distribution of PepsiCo beverages. Later we left this project and in 1998 we again were among the first companies among the post-soviet states to launch a juice plant.

At that moment it was a breakthrough project, because everything was imported then, and juices were just exotic goods. And when people saw first juices manufactured in the local fruit cannery, we were often asked a question: where do you take oranges? Oranges do not vegetate here! And we answered that oranges do not vegetate in Baltic countries as well, while orange juice is imported from there.  

Thus we were the first among the CIS countries to pack juices. Then the milk project started. Today Raimbek is a large trade and manufacturing holding, operating in various spheres, including retail. I think that company has good dynamics, and the future is bright and transparent.  

- What do you think is the secret of Raimbek success?

- Success secret... I think, it is ability to take risks and business talent of the founder Raimbek Batalov. His human qualities, his sense and recruiting intuition. The fact that Batalov has preserved the core team for 25 years is the evidence that the main human values prevail in his temper. And of course experience, knowledge, ability and desire to think, and creative attitude are peculiar for the whole team. It allows the company to develop dynamically.

 - Are there moments which you consider decisive for the company?

 - The fact that we started cooperation with PepsiCo. The fact that we launched a juice plant. Those were really breakthrough and innovative steps. There was no market! We were creating market. It was us to create brands with our own (shows) labor hands. This all gave result, this all works, and I think it is just a beginning.  

- What will the company be in 25 years?

- In 25 years? I think the company will be dynamic, innovative, with good young human resources, or may be a bit grownup. (laughs). Our economy develops, Raimbek is present not only in Kazakhstan, but also in Russia, it exports products to many countries: to the CIS countries and far abroad. God grant, we’ll come to China, it is close. That’s why the most important that the whole team would have a right attitude to create something new, not to get idle, and be creative and to look ahead.    

- What was the most difficult in these years?

- Managing the development, and managing own ambitions. Because unfortunately our 17 million population market does not allow us to extend to the scales our ambitions demand. For example I can mention that “Wimm-Bill-Dann” company, which is engaged in almost the same business, and started almost at the same time with us, has achieved billion turnovers.

It is obvious that it’s hard to achieve such turnovers in our consumer market, that’s why Raimbek daringly rushes to various fields of business, and it causes some problems related to the development and the quality of the team. I think it is the main challenge for the company. But we have overcome it more or less, and now the most important is to have qualitative development from the view of business manageability.

- And would you like to leave it all and to go there, 25 years back?

- Oh, it’s a complicated question! Frankly speaking I don’t want! (laughs) Although of course, there was a special drive! But generally speaking, this is impossible, so why should I think about the past? Past is closed, and the future is what awaits us ahead. That why it is present and future we should live with!