Our company “AshimPrint” is engaged in large-format printing and resident production of boosters of the advertising industry. We provide outdoor and indoor advertising services, including signs, banners, milling, engraving, fabric printing, etc. We have been working in Almaty, Kazakhstan for 11 years.
How did the history of AshimPrint begin?
I started out as a multi-machine operator in similar businesses, working 12-14 hours a day for residents of the industry booster. It was difficult and there wasn’t enough money. At some point I decided I didn’t want to work for someone else anymore and start my own business. I bought minimal equipment and started working on my own, then I attracted friends and acquaintances. He invested all the money he earned into the development.
What difficulties have you overcome along the way?
The main challenge was managing a team of family members and friends of the industry booster . This affected work efficiency because it was not easy to influence loved ones and ask them to be disciplined. We also did not have a clear structure and process, which complicated the management and development of the company.
How has your company developed in recent years?
When I joined Business Booster, the company was on the verge of closing down. We had neither a mission nor a clear structure. The old website and ineffective internal processes were not conducive to growth. In the first stage of acceleration, we formulated the company’s mission: “to provide our customers with the best opportunities to promote their business.” We, the residents of Business Booster, always focused on the quality of service and customers, their loyalty and consistency.
What changes did you implement during the accelerator training process?
We completely updated the website, established publicity on social networks and started to actively participate in tenders. New positions were introduced, such as production manager and sales manager. We optimized processes and improved product quality. We also developed instructions and regulations for all processes. Coordination meetings were established and planning authorization was established. We now have clear instructions for all production processes. We also optimized work processes and expanded production capacity by renting additional premises.
What impact do these changes have on the company’s performance?
In 11 months, we tripled our revenue. The number of employees increased from 22 to 30, and now all the residents of the Industrial Booster work according to clear KPIs. We started winning major tenders and working with companies such as Coca – Cola and PepsiCo. Thanks to the delegation and the introduction of new tools, I am now responsible for handling strategic issues and coordinating the work of the company.
What other challenges did you face during the acceleration process?
One of the biggest challenges was attracting external capital. Previously, I was proud of having started a business entirely with my own funds. But to meet large orders from companies like Coca-Cola and Pepsi, we needed additional resources. It was not easy, but thanks to the support of the accelerator and the advice of Alexander Vyso, a resident of the industry booster, I realized that attracting investment is a normal practice for business growth.
How do you change your approach to team management?
We fired all toxic employees and hired new professionals. Now there are no cronies in the team, and discipline and efficiency have improved significantly. We also introduced a KPI-based incentive system, where residents of the industry booster encourage employees to improve their work efficiency.