Biryulin Maxim Vasilievich biography. Bork of unknown nationality

Bork Maksimovich

The birth of the first and so far only premium-class HSE brand in Russia took place in 2001. True, until recently Bork avoided detailed questions about his origin. The company stated that its equipment was created by German designers, so the brand can be considered German. However, the location of the plant in Germany, which supposedly produces their equipment, is still classified as a trade secret. We were unable to find traces of Bork in Germany; the Germans themselves had never heard of Bork; the brand’s website exists only in Russia.

But we managed to find a German “relative”. The Gastroback company is based in Germany and produces products in the country that are absolutely identical to Bork's in both design and technical characteristics. With one significant difference - their prices are several times lower. Gastroback's website states that it entered the home appliance market in 1989. Bork reported that they took part in their project in 2001. Gastroback says they don't know Bork.

In general, Bork belongs to the category of marketing firms. By placing orders for the production of small household appliances at OEM factories (Original Equipment Manufacturer) in Southeast Asia, Eastern and Western Europe, they create their own products from components already available at these factories. It is the process of finding a successful combination of decor, housing, controls and internal components that they call design solutions. It is possible, by the way, that Bork appreciated the “design solutions” of Gastroback and gained access to them through common OEM factories.

The Russian beneficiary of Bork is Maxim Biryulin, founder of the Technopark household appliances chain. Even before the emergence of Bork, the businessman had experience in creating a Russian brand with “foreign roots.” For the Technopark network, he launched the Bimatek brand (short for Biryulin Maxim-Tekhnika), aimed at the lower price segment. But this was not a very successful project, since the market had already been occupied by the “Austrian” Vitek, the “English” Scarlett and other similar brands. Then Biryulin made a bet on the premium segment.

Bork took over Moscow and the regions with the help of giant street banner advertising and a massive media advertising campaign. Since the Russian consumer of the premium segment is not as meticulous in choosing a coffee maker as the German, stylish design and high prices were enough to prove the quality of the new brand. Believing in his success, Bork even tried to enter the premium segment of the audio market, but quickly left it. One way or another, the company managed to promote itself well: revenue, according to experts, reached $75 million in 2008, while Bork itself talks about $150 million.

To be fair, it should be noted that the quality of Bork products gradually became significantly higher. “We specifically purchased Bork products in the early 2000s and studied them. It was cheap China,” recalls one private entrepreneur who owns a small network of electrical appliances. - However, by 2005 their products had changed noticeably. Today it is high quality and well-thought-out custom design.”

Now that Borkov residents feel confident in the market, they are more willing to share information about the location of assembly plants. “We produce in China, Korea, Italy, France, Hungary. In the vacuum cleaner category, about 80 percent are European production. Air purifiers and humidifiers are produced in South Korea, climate control equipment - in China, small household appliances - in both Europe and China, and many models are produced in Germany,” says Sergey Kovchev.

However, although products manufactured outside Germany are tested by the German Union of Technical Supervision, Bork can only feel absolute confidence in premium quality and leadership characteristics in relation to its flagship product - the juicer. It is no coincidence that the company itself conducted a public experiment a year ago confirming the reliability of this product. In nine hours, one machine squeezed 376 liters of juice from 750 whole apples. In this product position, Bork is undoubtedly the leader in terms of technical characteristics and plans to increase its market share from the current 30-40 to 100%.

Men in Black

Bork has two large groups of customers. The first group is businessmen and top managers, or more precisely, their fair half, who has access to a large budget, but chooses a product impulsively: beautiful design, status price. After all, when making purchases, entrepreneurs themselves are often based on rational criteria, and it is difficult for Bork to compete with brands such as Miele, Mabe, Kuppersbusch, Ilve, Gaggenau. The second category is middle-income people who are attracted by the reference to German quality and, again, stylish design. They are willing to go beyond their budget by gaining “prestige.” These buyers, according to Bork management, are now leaving.

In order to stop the outflow, at a minimum it is necessary to establish feedback with the consumer. A monobrand network should help solve this problem.

The company still doesn’t really know what the needs of the core of their target audience and in the near-core segment are; they haven’t yet understood where exactly buyers are going and why: either from lack of money, or from an unwillingness to spend it specifically on Bork products. Customer segmentation is a relatively new phenomenon for Russia. Today, domestic companies can judge its effectiveness only from the experience of their Western colleagues. For example, in the Best Buy chain, the largest in the USA and Canada, each designated group of the target audience (housewives, students, business people, foreigners) is managed by a vice president. Demand for the assortment is monitored by groups; the seller must instantly determine which segment the buyer came from and what to offer him.

“Even if Bork doesn’t buy a million-dollar customer management system, having a customer database that they can create using electronic media (discount cards, loyalty cards), as well as shopping cart learning, will allow them to increase sales through personalized approach to the buyer,” says Leonid Tyukavkin, vice president for strategic development of Tekhnosila. - Instead of expensive advertising, you find an individual solution for each group of buyers. You begin to track segments of customers who came, made a purchase, but never returned to your store. To return them, run the customer return program. You can implement one software module, with a minimum of analysis, but with database support. Then, based on this base, create a full-fledged program.”

Along Tverskaya-Yamskaya

The launch of mono-brand H&E stores is an exotic strategy for our time. A reverse trend has long been evident in the market. With the growth of multi-brand networks - M.Video, Tekhnosila, Eldorado - the positions of mono-brand stores Sony, Panasonic, LG Electronics, created in the mid-90s, weakened. Mono-stores with an area of 50–150 square meters could not compete with large players, whose areas amounted to thousands of square meters and turnover of hundreds of millions of dollars. Consumers switched to them due to lower prices. Small stores and franchises have become less profitable projects even for the premium class. LG Electronics was one of the last to close its mononet chain in 2008, switching to a more profitable direction - working with multi-brand chains.

However, Bork is not at all inclined to quickly benefit from the project. “The purpose of opening a monobrand chain is to establish contact with consumers. Such a project will always be less profitable than sales in a multi-brand store. But there is a cost of proper contact with the consumer, which will bring profit in the future,” says Sergey Kovchev.

Today Bork operates three mono-brand stores: the first was opened two years ago on Gorbushka, the second in May 2008 in the Evropeisky shopping center and the third in March 2009 in the RIO shopping center. The company is also considering options for purchasing real estate on such prestigious streets as Tverskaya, Petrovka, and on the Garden Ring. Excluding rental and purchase of real estate, it is planned to spend 12 million rubles on each store. (about 300 thousand dollars). This amount confuses experts. “The most expensive equipment for a mono-store will cost 100 thousand dollars. You can, of course, spend 300 thousand, but then you need to create and show some kind of innovative technology in the store itself,” says Mikhail Platonov, commercial director of LG Electronics RUS.

Experts see two possibilities for optimizing costs in connection with the implementation of the project: reducing advertising costs, since a monobrand network is itself advertising, and optimizing the warehouse. “If in a multi-brand chain the brand owner has difficulties selling leftover products, then in a mono-brand store sellers will be focused on selling items that have large leftovers. I think that Bork sellers know how to sell the right products,” explains Mikhail Platonov.

As a result, despite the riskiness of the project, market players admit that it is strategically correct for Bork. “During a crisis, it is necessary not only to survive, but also to consolidate our position in the market. After the crisis, there will not be many players left, and it will be necessary to use the opportunity for growth. And the consumer will go to someone who was visible even during a crisis,” says Leonid Tyukavkin.

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Household appliances manufacturer Bork Elektronik GmbH, owned by co-owner of the Technopark chain Maxim Biryulin, intends to open 10-15 mono-brand Bork stores in 2009, including in the most expensive shopping centers of the capital - GUM, Atrium, Vremena Goda and others . Although in January-March sales of household appliances in the mid-price segment fell, in the premium segment they remained unchanged, retailers say, but they do not know the reasons.

The fact that Bork Elektronik GmbH is launching a mono-brand network, which should include 10-15 stores during 2009 (the first opened in March in the Moscow shopping center "Rio"), was told to Kommersant by the company's sales director Sergei Kovchev. Investment in one store with an area of 60 to 120 sq. m will amount to approximately 12 million rubles. (excluding rent), he clarified. According to him, Bork is negotiating “central premium trading floors, for example, GUM, Vremena Goda, Atrium, Mall of Russia on Tverskaya and Petrovka streets.” Director of the retail real estate department at Penny Lane Realty, Alexey Mogila, confirmed that he is advising Bork on the Moscow Trade House and a number of properties on Tverskaya. “Opening stores during a crisis can even be profitable, since many properties are rented out at a significant discount,” the consultant noted.

The opening of the stores, according to Mr. Kovchev, will be handled by the Russian distributor of Bork equipment, the Technopark holding. The holding already has a retail project: since 1993, it has opened multi-brand stores of household appliances and electronics "Electroflot", which in 2001 renamed "Technoparks" (now there are 123 of them, including 14 with an area of 1-1.2 thousand square meters m each, and 109 with an area from 24 to 350 sq. m each). Bork Elektronik GmbH is positioned as a German company, but, according to Mr. Kovchev, its co-owner is Technopark beneficiary Maxim Biryulin. “In fact, we are talking about creating another network by the Technopark team,” he adds.

Bork is the second private label launched by Mr. Biryulin: the first private label of the Bimatek network is positioned in the lower price segment. The revenue of Bork and Technopark in 2008 was comparable - up to $150 million and about $150-170 million (excluding Bork distribution), respectively, according to estimates by Sergei Kovchev and a shareholder of one of the federal operators of household appliances and electronics stores.

The crisis did not affect the purchasing activity of Bork's target audience, says Mr. Kovchev. “These are premium segment products, and they were least subject to changes,” says the manager. According to the Technopark online store, the cost of Bork juicers ranges from 6,999 thousand to 25,890 thousand rubles, vacuum cleaners - from 5,990 thousand to 24,850 thousand rubles, coffee makers - from 7,780 thousand to 22,51 thousand rubles .

According to the top manager of a federal chain of stores of household appliances and electronics, premium equipment accounts for 20-30% of the market: “At the same time, sales of premium products in January-March 2009 even increased by 1-2%. The mid-price segment is suffering the most, falling by 15-20%.” “Despite the decrease in the average check by 10%, we note that the sales volume of the premium segment has remained virtually unchanged,” agrees Leonid Tyukavkin, vice president for strategy at Tekhnosila.

The head of the Technopark retail chain, Maxim Biryulin, failed to make his network nationwide. Now he is trying to create a premium Bork brand in the small household appliances market with the help of his “German roots” and with the support of the M.Video network.

Although Bork positions itself as a manufacturer of household appliances and electronics, it does not have its own production. A classic marketing company places orders for the production of small household appliances at OEM (Original Equipment Manufacturer) factories in China, Korea, Poland, Hungary and Germany.

Marketing companies build their own products from components already available from the OEM, just like children build Lego houses. If you can find a successful combination of body, decor, controls and internal components, then a unique product is ready. However, in most cases, for such a company, the main thing is not uniqueness, but price. Otherwise, it would be difficult to compete with multinational brands.

The Bork company itself says that the brand was born back in 1992, however, according to market participants, this brand appeared on the shelves of Russian stores no earlier than 2004. By this time, there were already at least four Russian marketing brands with federal coverage on the domestic market: Scarlett, Vitek, Polar and Binatone. All of them are positioned in the low price segment, and with dumping Maxim Biryulin– the creator of the brand was late. Then he decided to make equipment using more expensive metal components and sell it at the price of premium products.

Probably, to justify the high price, Bork is positioned as equipment from Germany: according to the results of a study by the MASMI agency, 67% of Russian residents are confident that Bork is a German brand. The company has been able to maintain this result for more than two years thanks to its extreme degree of secrecy. However, recently Bork has shown such powerful advertising activity and attracted so much attention that now its real origin will be difficult to hide from ordinary consumers.

MARKET
According to the results of a consumer preference study conducted by Gallup Media, the most common brand of small household appliances in Moscow is Tefal. 34.8% of Moscow families have products under this brand. In second place is the Bosch brand (31.3%). The top five is completed by Braun (30.4%), Philips (26.9%) and Vitek (24.8%). In Russia as a whole, consumer preferences are different: Scarlett is in the lead (23.8%), followed by Tefal (21.1%), Vitek (20.6%), Bosch (17.4%) and Philips (17.2%). ). The GfK Rus company estimates the volume of the Russian market of small household appliances at 25–30 million units. The fastest growing segments in 2006 were steamers and juicers - growth was 37% and 35%, respectively. Sales in the deep fryer and toaster categories, on the other hand, fell 13%. The largest segment in terms of the number of units of equipment sold in Russia is teapots, and in terms of sales volume in monetary terms - vacuum cleaners. The Moscow market is stagnating: in the first half of 2006, according to GfK Rus, it grew by only 0.9%. During this period, the Russian market recorded an increase of 10.3%. In 2005, it was as much as 40%, resulting in overstocking. A further decline in growth rates is expected in 2007.

German roots
We found Bork's office on the territory of the All-Russian Exhibition Center, in the former Centrosoyuz pavilion. There is no sign on the building, not even the number of the pavilion itself. The corporate culture at Bork is also specific: even top managers do not have complete information about the state of affairs in the company. “Everyone knows exactly as much as they know,” says Bork advertising director Mark Berger.

Bork managers flatly refuse to tell the story of the creation of the brand, focusing only on the German origin of the brand. In an address from the President of Bork Electronik GmbH Germar Pflug, posted on the company’s website, it is said that “three years ago, the company’s headquarters in Berlin decided to open an Eastern European branch of Bork.” Next, Pflug talks about the strategy for conquering the Russian market by the German company Bork.

However, in Western sources SF I couldn't find any mention of this brand. Participants in the Russian household appliances market also unanimously assert that the German company Bork does not actually exist, and the creator of the brand is Maxim Biryulin, whose main business is the Technopark retail chain of two dozen stores in Lipetsk, Tula, Kaluga, Belgorod, Voronezh and Moscow. U SF there is no reason not to trust this particular version.

In the ranking of the largest retailers of the Kommersant newspaper, the chain ranks 31st with a turnover of $200 million. According to the director of public relations of RATEK Anton Guskova, this is a “regular medium-sized network.” It is notable only for its scrupulous attitude towards private labels, which initially included the Bork brand.

The production of household appliances under the Bork brand is Biryulin’s second attempt to play in the private label field. The first private label of the chain is called Bimatek (short for Biryulin-Maxim-Tekhnika) and is positioned in the lower price segment. Several items of Bimatek small household appliances are still sold in Technopark stores. The turnover of the Bimatek brand is $15 million.

In 2004, Biryulin launched another private brand - Bork, already a premium one, in the segments of small household appliances (teapots, coffee makers, toasters, etc.), climate control equipment and audio-video equipment. This time he followed in the footsteps of Scarlett and Vitek, who started out as Scarlett England and Vitek Austria.

At first, “equipment from Germany” did not stand out on the shelves. These were ordinary white plastic appliances based on OEM designs. A year later, Bork's in-house designers developed the appearance of several instruments in metal. The series was called Pro Line and turned the fate of the brand around. It aroused the interest of several regional networks, among them was, for example, once owned by Oleg Tinkov St. Petersburg network "Technoshop". And since 2005, Bork equipment began to be sold in some chain stores.

Premium tandem
Bork's flagship product was a brutal-looking metal “juicer.” It began to be positioned as the most powerful and expensive household juicer on the market. Other Bork devices are in the upper part of the mid-price segment. For example, a metal kettle with a lid that can be fixed in three positions “like the door of a Mercedes car” retails for about 3.5 thousand rubles. Only Siemens kettles from the Porsche Design line have a higher price on the mass market - about 4 thousand rubles.

According to Bork Marketing Director Tatiana Chichikalova, Bork's most expensive and massive products have always been the best-selling. In the summer of 2005, the company introduced the Military floor fan with a metal casing and giant blades to the market. “We wanted to sell only 500 of them during the season, but we sold three times as many,” says Chichikalova.

Price had to play an important role in positioning and emphasize the status of the brand. Therefore, Bork always tried to strictly control it. “The buyer should know that there will be no crazy discounts here,” explains Tatyana Chichikalova. This position complicated negotiations between Bork managers and the largest chains. The only saving grace was that at one time they got it right with the formation of the assortment. According to GfK-Rus at the end of 2006, Bork's flagship products were in the fastest growing product categories. Sales of juicers showed an unprecedented increase of 35%, and sales of kettles - by 12%.

The company's managers managed to reach an agreement with the Auchan, Metro, O'Key, Lenta and Mosmart hypermarkets. These stores now account for 30% of all sales of Bork equipment. Of the specialized networks of household appliances, so far there are agreements only with M.Video. “In Lenta and O’Key, goods are sold at the same price as in M.Video,” says Chichikalova. The company had to give in to Auchan and Metro. With Eldorado, as a discounter, according to Tatyana Chichikalova, Bork did not deliberately discuss the supply of its equipment; negotiations with Tekhnosila and Mir have not yet been successful and are still ongoing.

Commercial Director of M.Video Mikhail Kuchment explains his company’s decision to work with Bork: “The niche for premium products in the small appliance market has not been filled before. Each manufacturer has a little presence in the premium segment, and Bork has many unique products in the premium segment.” For M.Video, the partnership with Bork has strategic value: according to Kuchment, in the conditions of fierce competition between electronic retailers, the network pays special attention to premium equipment.

“Our collaboration goes beyond standard work,” says Kuchment. Some Bork products are displayed in a single display, and not separately by category. Bork demonstrators work in M.Video stores. In the future, M.Video plans to participate in the development of new brand products. As a result, Bork ranks first in M.Video in terms of sales in the small household appliances segment, surpassing world leaders. In turn, M.Video accounts for the most impressive portion of sales of Bork equipment – 40%.

housewives dreams
Outside of M.Video stores, marketers have to create an image on their own. This leads the manufacturer to very unexpected and controversial moves. At the beginning of 2006, Bork managers together with a famous advertiser Andrey Amlinsky developed an idea for a new brand positioning. Bork's former slogan "More than" has changed to "Technology with a masculine character."

Bork household appliances are intended for a female audience, but at the same time, in their positioning, as Mark Berger puts it, there must be a masculine element.

At the beginning of last year, the Proximity agency shot several videos for the company. For example, in an advertisement for a coffee maker, a woman presses a button on a household appliance, after which the camera dives inside the coffee maker and shows in close-up how powerful metal mechanisms rotate at breakneck speed and steam flows. According to the advertisers, the demonstration of various pieces of hardware was supposed to emphasize the “masculinity” of Bork equipment.

In the summer of 2006, Bork's top managers came up with the idea of sponsoring the World Cup show. As part of this campaign Andrey Amlinsky shot two 15-second videos in which the stadium was presented as a giant juicer.

Last year, the company used all major promotion channels except radio. Competitors estimate Bork's annual advertising investment at $10 million. According to TNS Gallup Adfact, the Bork brand ranks seventh in the top ten largest advertisers in the small household appliances market, ahead of Delonghi, Vitek and Panasonic. Massive advertising allowed the company to seriously increase brand awareness. According to MASMI, in Moscow, Bork’s main region of presence, brand awareness among consumers reached 37% last year.

Boxers and planes
Despite large advertising investments, Bork is significantly inferior in sales volume to its Russian competitors - Scarlett and Golder Electronics, not to mention transnational companies. According to Gallup Media as of December 2006, Bork equipment is available in 7.9% of Moscow families. For the Scarlett brand this figure is 16.5%, and for Vitek (Golder Electronics) - 24.8%.

Bork's turnover, according to Mark Berger, doubled in a year. The company itself traditionally does not disclose it. Research companies estimate Bork's sales volume at $65 million, while Vitek's is about $150 million, and Scarlett's is $160 million. At the same time, Scarlett's annual advertising costs do not exceed $4 million. “Unfortunately, Bork has nothing to brag about yet,” – says Anton Guskov.

But Bork marketers are only going to increase their momentum. Now Bork is preparing for another wave of advertising activity. Sponsorship of boxing tournaments and even participation in organizing fights is being considered. Another idea is to paint a regular passenger airliner in the colors of the brand. Mark Berger has a preliminary agreement on this matter with S7 Airlines.

“Bork managers have flair and scope,” says Andrei Amlinsky, “but lack a systematic approach.” Amlinsky does not approve of the company's desire to invest in expensive shares. One major mistake can lead to an error that may not have enough resources to correct it.

Another problem is maintaining consumers' perception of the brand as German, which Bork may have problems with. However, the Bork brand is based on another idea, and it is possible that it is this idea that will help preserve this perception.

“The buyer of our equipment is not necessarily a person with high income,” explains Tatyana Chichikalova. “We focus on perfectionists.” They choose Bork partly for its resemblance to professional and ultra-expensive household appliances, which are unaffordable to most consumers. Perhaps they simply do not want to believe that Bork technology is being invented in the Centrosoyuz pavilion at the All-Russian Exhibition Center, or they will deliberately not pay attention to it.

Pavel Kulikov

In the name of the Russian Federation

SOLUTION

The operative part of the decision was announced on July 1, 2015

The full text of the decision was made on 07/06/2015

Judge Antsiferova O.V. (judge code – 61-724)

When keeping the minutes by the secretary of the court session, A.D. Fedosova,

Having considered the case at the court hearing according to the claim of IP Biryulin M.V.

to the defendant Petroleum Environment RU LLC

about the recovery of 656,000 rubles.

starring:

from the plaintiff – O.S. Kondratyeva by power of attorney, dated May 20, 2015;

from the defendant - did not appear, notified.

INSTALLED:

IP Biryulin M.V. filed a claim with the Moscow Arbitration Court against Petroleum Environment RU LLC to collect a debt in the amount of 500,000 rubles and a penalty in the amount of 34,500 rubles. for the period from 02/06/2015 to 02/28/2015. taking into account what was adopted by the court in accordance with Art. the plaintiff's statements to reduce the amount of the claim in terms of collecting penalties.

The defendant did not appear at the court hearing, did not submit a response to the statement of claim, and did not dispute the claim. The plaintiff submitted an application to reduce the amount of the claim in terms of collecting a penalty, abandoning the claim in terms of collecting the amount of debt in the amount of 500,000 rubles. The case is being considered in accordance with Art. ,Section II. Proceedings in the arbitration court of first instance. Claim proceedings > Chapter 19. Judicial proceedings > Article 156. Consideration of the case in the absence of a response to the statement of claim, additional evidence, as well as in the absence of persons participating in the case" target="_blank">156 of the Arbitration Procedure Code of the Russian Federation in the absence of the defendant being duly notified.

Taking into account the above circumstances, the case was considered at the trial court hearing immediately after the completion of the preliminary court hearing in the absence of objections from the plaintiff and the defendant.

After hearing the plaintiff's representative and examining the case materials, the court found that the claims were subject to satisfaction on the grounds set out below.

As can be seen from the case materials, between IP Biryulin M.V. (hereinafter referred to as the Plaintiff) and Petroleum Environment RU LLC (hereinafter referred to as the Defendant) entered into a lease agreement for non-residential premises No. 2-1/14-15-A dated 10/02/2014.

According to the terms of the agreement, the landlord transfers to the tenant, for a fee, temporary possession and use of non-residential premises with a total area of 152.1 sq.m., located on the 2nd floor of the building at the address: Moscow, st. Bolshaya Sadovaya, 10.

In accordance with paragraph 1 of Article of the Civil Code of the Russian Federation, under a lease agreement (property lease), the lessor (lessor) undertakes to provide the tenant (tenant) with property for a fee for temporary possession and use or for temporary use.

The plaintiff transferred the non-residential premises to the defendant in accordance with the acceptance certificate of the premises dated 10/02/2014.

According to clauses 4.1.4, 4.1.2 of the agreement, the base rent is 960 conventional units per square meter of area per year. The monthly base rent is 12,168 conventional units for the entire property.

Clause 4.2, 4.3 of the agreement establishes that the rent is payable by the tenant monthly, in advance, no later than the 5th day of the paid month.

DECIDED:

To collect from the Limited Liability Company "Petroleum Environment RU" (OGRN 1127746578893, INN 7704812731) in favor of Individual Entrepreneur Maxim Vasilyevich Biryulin (OGRNIP 307770000497376) a penalty in the amount of 34,500 (thirty-four thousand five hundred) rubles. as well as the cost of paying state duty in the amount of 13,690 (thirteen thousand six hundred ninety) rubles.

Proceedings regarding the collection of a debt in the amount of 500,000 rubles. stop.

Issue to individual entrepreneur Maxim Vasilievich Biryulin (OGRNIP 307770000497376) a certificate for the refund of state duty in the amount of 2,430 rubles. paid by payment order 83447 dated May 20, 2015.

The decision can be appealed within a month from the date of adoption to the Ninth Arbitration Court of Appeal.

Judge O.V. Antsiferova