Televes Corporation Sales General Manager shows the international Televes subsidiaries deployment in depth.
How did Televes’ international deployment begin? When and for what reasons was it decided to start up the first multinational subsidiary?
It started in Portugal in the late 70s, to attend the TV deployment in that market. The first subsidiary was founded in the early 80s, Televés Electrónica Portugesa, in Maia, Oporto. At that moment Portugal was part of the EFTA and the general belief was that it would join the CEE sooner than Spain, and for that reason it would simplify our access to European markets. Taking this into account, we were the first company in the sector to formalise an exportations department in 1985.
The setting-up of a international subsidiary follows a rigorous and gradual process of settlement which begins with the exportation, distribution agreements and consolidation of reliable costumers. Finally, the subsidiary is settled and its target is to make Televes a local brand in that market´s development.
Televes Corporation has nine international subsidiaries established in the main/leading European markets, besides USA, Arab Emirates and China. Is this the best structure to bring Televes’ products near in almost 90 countries?
Televes must always be associated with European manufacturing, technological development, quality and service, but also for the proximity to the professional installer and his market. For that reason, when we talk about the main makets of exposure of our brand it is essential to count on “on-site” commercial and technical resources. This local presence is adequately complemented with the exportations department, to fully attend more than 100 countries throughout the five continents. The deployment has been such that we now consider Europe a domestic market.
Would you say that Televes is a multinational company by vocation or as a result of the market circumstances?
We love to compete. A company like this, which bases its success in the technological design and development and its own manufacturing processes wouldn’t be the multinational firm that it is nowadays if it hadn’t started from a clear international vision and with the will to compete with the best brands in other markets. So, I would say that thanks to this analysed vision of internationalisation and to a strategic organic growth we can continue our expansion plans without an influence of current market conditions.
Televes must always be associated with European manufacturing, technological development, quality and service, but also for the proximity to the professional installer and his market
Under which criteria does Televes Corporation decide, in a particular moment, to start up a subsidiary in a specific market?
Mainly decided on market potential and the ability to develop products, but also to the technological standards of that particular market, which gives our industrial capacity. Not least important is to provide the human resources needed, since we consider the local human resources a key part of this.
How does Televes compete with local companies that are already established in these international markets?
Televes is capable of not only competing in uneven technological markets, but with very heterogeneous competitors. For example: the case of the German market. Our subsidiary shares the market with the most innovative companies at global level. The high technological knowledge we have accumulated on robotised manufacturing processes, electronic miniaturisation and industrial automatisation generate a supply capability, flexibility in the evolution of products and a attention to market needs that is very valued by our local customers. Example of this are the numerous recognitions and awards that our flagship products are gathering up, such as the H60 and H30 field meters, QSD dishes of the DAT HD BOSS antennas in the American, German and Polish markets.
It has been pointed out lately the possibility of starting up a subsidiary in Russia. How far is this project now?
We have been working in the former Soviet Union countries. Russia has a huge potential market where the main stages of the creation of a subsidiary are being carried out in the previously determined deadlines. Televes’ international plans fit perfectly with this specific market and we can expect the setting up of the Russian subsidiary in the short-term.
What about Latin America? Are the projects to increase the corporation presence in that region, so close to us from a cultural and idiomatic point of view?
We are naturally united by a common language and culture, but not so from a technological point of view. However, we had encountered similar differences in other markets as the USA, where we already have a subsidiary since 2005. We are evaluating different possibilities in Latin America, where we have been positioning the Televes brand for some time with various operators throughout the continent.
Televes UK has recently achieved a great success for having become the first supplier of RF filters to ensure the good “coexistence” between DTT and 4G. Which commercial achievements of the other subsidiaries would you point out?
Definitively, I could mention milestones such as the LTE filters supply in the UK in 2013 to the consortium formed by O2, Vodafone and E&E, as well as other ones prolonged over time, such as the deployment of a considerable part of the relays, gap-fillers and low power DTT network in France, or even such as global benchmark installations as the football stadiums Juventus Arena or the Giuseppe Meazza in Italy. However, I would mainly highlight the sustained contribution all the subsidiaries make to consolidate Televes as one of the most recognized and reputable brands worldwide