1 / 34

TRIODOR Software, Amsterdam

TRIODOR Software, Amsterdam. Buket Eykan February 2009. Structure presentatıon. Introduction owner Organizatıon, mission and vision Human capıtal Relational capital CV At i lla Questions case study. Structure case study. History Situation Organization Human capital

davismartin
Télécharger la présentation

TRIODOR Software, Amsterdam

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. TRIODOR Software, Amsterdam Buket Eykan February 2009

  2. Structure presentatıon • Introduction owner • Organizatıon, mission and vision • Human capıtal • Relational capital • CV Atilla • Questions case study

  3. Structure case study • History • Situation • Organization • Human capital • Relational capital • Structural capital • Challenges • Questions case study

  4. AtillaAytekin • Entrepreneurship price 2008 • Book: Atilla’s Dutch Dream, new entrepreneurship between two cultures, Nieuw Amsterdam, 2006 • Talking the same language doesn't mean you understand each other"

  5. Atilla • Father came in 1970 to NL • Two years later he came • He wanted to beat the Dutch people • 25 years and started at Baan Company as consultant

  6. 3 owners • Atilla Aytekin, CEO • Umut Akpinar, COO • Yerhan Erbas, technology and central office director • Average age 39

  7. Triodor, the organisation • Triodor is established in 2003 as an international operating sourcing company. (computer software company) • A development office in Istanbul and a front office  in Amsterdam • The strength of Istanbul is the presence of well-trained and available people, loyalty, good workingspirit, ethics, high technological knowledge and the desire to work internationally.

  8. Tridor • 50-200 employees • Average age NL 37 • Average age TR 32 • Mix of Turkish and Dutch people

  9. No opportunities and threats • Own strenghts • Own experience • No benchmark • No satısfaction research or survey

  10. Why Turkey Availability of resources - Turkey has a population of 70 million people, with an average age of 29 and 65% of them are younger than 34. - Yearly 1 million new students and 400,000 graduates • Cost Advantage - Standard of living in Turkey and in Istanbul in relation to European standards is still very attractive and lower. The salaries are far below European standards. So we can offer attractive and competitive prices respects to nearshore other countries in Eastern Europe and India. • Well trained and motivated staff - Turkey has a young, well educated and motivated professionals working culture. - Loyalty to the employer ranks high - The level of educations are very good. Even the English language is becoming increasingly important. - The technical courses are very popular with young people

  11. Why Turkey and not India • Distance is too far • There is a day and night difference • Too large cultural differences • Employees India are more expensive than in TR (tailor-made) • Mass production is more suitable for India

  12. Triodor, mission • mission is the delivery of projects within the agreed period and above the agreed quality. If necessary we participate in the strategic software development of our customers. We prefer partnership in our cooperation, rather than the old-fashioned customer-supplier relationship

  13. Vision • Triodor wants to have a large task. We do not want a large cake, we do not want to eat it alone, we can share • Aim 2015; a backoffice in Kayseri or ankara

  14. Atilla's Dutch Dream • The book "Atilla's Dutch Dream" is about new entrepreneurship between two cultures, full of' lessons learned for (starting) entrepreneurs. It gives insight into the culture and business in and with Turkey. It is also a personal story that model represents a group of ambitious immigrants.

  15. Product • Software development • The directors give trainings • Customers in Belgium, Germany and the Netherlands • Long term projects

  16. Sourcing • Triodor offers three models of cooperation: Product 1: Projectbase- Project will be developed in Istanbul - (Short-term projects <3 months) - Triodor provides the resources - On an hourly basis, the work is carried out • Product 2: Co-Outsourcing - Project will be developed in Istanbul - (Projects from 3 to 9 months) - Project management or control of parts from Netherlands - Triodor regulates the resources - On an hourly basis, the work carried out • Product 3: Co-Location/Virtual Teams - No Project, but strategic cooperation - Project management or control of parts from Netherlands - Triodor regulates the resources - Fixed monthly fee

  17. Continuity - It goes very well with the Turkish economy. As the economy recovers, more and more young people will be trained in technology. The demand side is bigger, but also the supply side. - Some economic figures of Turkey: - GDP growth of 122% in the last 4 years - Average annual growth of 7.4% since 2002 - Growth in Export of Turkey in the last 4 years with 240% - 17th economy in the world and 6th in the EU - 13th most attractive country to invest through FDI

  18. Time-tableworkexperienceAtilla • Atilla Aytekin’s Education University of Tilburg 1990 — 1994 Information science • Consultant Ten Ham Informatiesystemen (THIS) (Privately Held; 11-50 employees; Computer Software industry) January 1993 — December 1994 • Pre-Sales consultant Baan (Computer Software industry) 1994 — 1995 1994 he wants the exclusive sale rights of Baan Software 1996 he asks a loan of 45.000 euro and gets 2.2 million euro form Jan Baan He becomes competitor of Sap and Oracle in TR

  19. Time-table work experience Atilla • Pre-Sales Consultant and Trainer Baan International (Computer Software industry) 1994 — 1995 • General Manager Baan Business Systems Turkey A.S. Privately Held; 51-200 employees; Computer Software industry) November 1995 — January 1999

  20. Time-tableworkexperienceAtilla • Owner ATRA Company (Privately Held; 51-200 employees; Computer Software industry) January 1999 — November 2001 Customers are British Telecom, UPC, Chello, HP • CEO Triodor Software (Computer Software industry) January 2003 — Present Untill 2007 the name of Triodor Software was Solutions Gallery. • Founder and Chairman Dutch Dream Foundation (Non-Profit; 1-10 employees; Non-Profit Organization Management industry) January 2007 — Present Dutch Dream Foundation is a for encouraging and spotlighting succesfull Entrepreneurship. I´m writer of the book Atilla´s Dutch Dream

  21. The companies together • 2003 Atilla started Solutions Gallery • 2003 Sezer and Yerhan closed their IT company • 2005 Umut closed his IT company • 2006 Umut, Sezer, Yerhan and Atilla are the owners of Triodor • 2008 Umut, Atilla and Yerhan are the owners of Triodor

  22. What if Turkey enters EU? • Quality is important not the money • We do not compete with our prices • Service is important • He wants to deliver a tailor made job

  23. Dilemma • In the beginning they accepted all orders for continuity • Now they want to look at their core business • Which activities can be omitted? • What are the criteria?

  24. Questions case study

  25. Questions case study • To leave or not to leave the Baan Company - The Baan Company is a known company. • You work with pleasure • To start in TR or just stay in NL • What are the opportunities in TR? • Are you going to miss Baan? • How are you going to accomplish everything?

  26. Which factors play a role at the decision to start a hightech company: Personality: - Performance drive - Need for control - Need for independence Background: - Parents are enterprising - High skilled - Age 30 a 40 years

  27. Which factors play a role at the decision to start a hightech company: Work situation: - Relevant work experience - Dissatisfaction with current situation • Can be missed by employer Technology and market: - High capital requirements - uncertain demand

  28. How to keep the employees? • Employees can go to trainings • Employees like to travel • Employees can be involved in the decisions • Involvement is needed • There is a social environment, like family

  29. Case HumanCapital • The competences of the employee, how to update • A new innovation centre, how to set up a innovation centre? • How to use expertise from Turkey? • How to gain new customers? • Do the employees meet the demands of a company like Hewlett Packard?

  30. HumanCapital • HP represents a value chain instead of an industry only. How can our software cover all these value-adding activities of an organization, besides its primary activities like inbound logistics, operations, production, outbound logistics, marketing and sales, and services?

  31. Relational capital • Steering group, once per month • Sevim zor, innovation manager • Advisory group, once a year

  32. Case RelationalCapital • Downsizing in portfolio • How to return to core business? • How to overcome the crisis?

  33. Challenge • Triodor sees the crisis as a challenge - it is easier to find people • Other companies go bankrupt They still have a growth of 30%. Normally it is 160%

  34. Thank you

More Related