Levent Aydin, 30 years of cooling systems held the lantern

[:en]Frigo Block Board member Levent Aydin, besides being an intellectual personality, is a name that makes the narrative rest by decorating the speeches with smiling figures. Our
When we listened to this story, it starts by saying that our conversation is ' real Laz '. Levent Aydin, who was the world in 1961 in Hopa, said that the whole Black Sea region in Turkey was addressed as ' Laz ' but that it is not true, only in 3-4 towns in the eastern Black Sea ' Laz society '. People in these towns speak a language called Lazca in their essence. However, the number of people who speak Lazca is virtually no more. Currently, some of the main lats are in the east of the eastern Black Sea, and part of it is in Georgia
Lives.

He opened his eyes to the world in 1961 as part of this Laz community in Levent Aydın. He lived in many provinces of Anatolia because his father was an officer. He came to Istanbul in 1977
and started the Faculty of Architecture at Yıldız Technical University. During his university years, he was a marketing manager at the daily newspaper of the economy and he founded a team by gathering his friends. For 2-3 years, he gained experience in the field of journalism. He graduated from the Faculty of Architecture in 1983, and started his sectoral career.

The company started its operation under the name of the Panel system

Ali Cenap Üstünkaya and Levent Aydin worked as an engineer at the Izopan company producing sandwich panels for about 5 years. One was more marketing and the other was looking at the technical side. As the Sandwich panel was walking as a roof/façade panel of industrial buildings, it turned into a cold storage panel after 1989. Until then, there was no such thing in the world. In 1989, the thickness of the panels increased, the locks were placed inside and the cold storage was introduced. They were one of the first companies to manufacture cold storage in Turkey. After the start of the production of cold storage, the company's direction turned to completely cool. In short While having a customer portfolio of construction companies and contractors, the portfolio has changed in the direction of refrigeration makers. Between the years 1989-1991, they were the best, and the customer they were most wrong was friterm. The owners of the Friterm company were Cemal Yilmaz and Metin Duruk. He signed a number of projects together with two companies both domestically and abroad. They became the first company to project the refrigeration sector in Russia. Their relationship was strengthened and they decided to join forces in 1991. The Panel system was thus established.

In 1991, four names merged into the ' success ' target

After this process, Levent Aydin, a member of the board of Directors of Frigoblock, explains: "Metin Bey and Cemal Bey were already very good people who knew about industrial refrigeration and had a certain position in the sector. Mr. Cenap and I knew the industrial building, the roof, the panel and the floor because we were architects. Therefore, we aimed to be a company that performs complete cold storage projects by combining our forces and doing whatever is necessary in all matters. I can see we're doing this right now. At the end of the intervening time, Cemal Bey and I are continuing. Metin Bey left us about 12-13 years later, but he's still a very close friend. We work together in all non-governmental organizations. Cenap Bey retired 2 years ago voluntarily. "

Profit margins were higher in the company's established years

In the years when the company was established, the profit margins were very high, said Levent Aydin, the industrial conditions of that period, the following words: "We could not imagine the profit margins we can do projects and sell products. The number of people and firms that knew the subject was very low. It was small in our economy, but we were one of the 5-10 firms that knew very well about it in the narrow conditions. Therefore, the continuity of the company and the traces of the survival of the 126 January, 2018 was easier to provide. Because you could invest. When you looked through the other window, our communication with the world was very difficult. It was not easy to go abroad or get foreign currency in the 1990s. Integration with the European Union had begun, but you know: This process continues for 50 years. The Customs union had begun to work but was not integrated. The products we use are subject to customs duties. Because there is no internet, it was very difficult to reach information or help with foreign countries. I always emphasize: the fact that global brands are in our country is beneficial to both the country and us. At that time, the global brand was either absent or not in the Turkish market. It all evolved in the 2000s. The export was not easy due to the supply of materials and the high costs in the previous years. Our sector is currently continuing its existence with exports. After Turgut Özal opened Turkey to the world, we went to the full free economy and the customs of Europe were lifted, we began to compete with the world and sell goods to the Earth. "

Periodic challenges bring the shell to change

In the meantime, we asked if there were situations in which Levent Aydin felt he was in a difficult situation. He continued to explain in all sincerity: "There was an economic crisis in Turkey in the year 1994. The exchange increased approximately 2.5 times. As we were trying to pull ourselves together, we had a crisis again in 1998. At that time, we said, ' Alas, what are we going to do? ' Because we take the raw material from abroad with customs duties. All of our sales are domesticingly. Summarize We buy the goods by currency and sell them with Turkish lira. As soon as we get the material, we can't sell it, and the currency increases in the last time are seriously affecting us. We decided to open the world in the early 2000s. There's no way to run the ship otherwise. We'll export. We gathered with friends and said: ' Let's create a strategic map and set our steps according to that map. ' Our team has set a strategic roadmap. We've examined the reports. There are very good steps to selling products abroad. Iran, Iraq, Azerbaijan, Russia and Bulgaria are in the designated target markets.

I said that term: ' No such plan, children, you aim to sell goods to Europe. We sell products to England, Germany or France. ' You can't even imagine that period. I was just trying to open their vision with these words. After my attitude, the program changed. CE certificate, ISO 9001 and all documents on the side of the institutional identity are translated into English. The company started to change shells with everything. After 2 years, we started sending products to England with containers. When I witnessed it, I said to friends: ' I didn't believe that it could happen when I told you that. ' I think there are many companies like us in our sector. After the 2000s, exports began to increase. After 2002, the northern European countries became our main markets. We currently have an export rate of up to 70 percent. I estimate that the sector is close to 50 percent in exports. "

Every annoyance that is added to the top leaves the place to smile

Funny memories of the circulation they encountered when they first started exporting
Levent Aydin, who shares with us, in fact, not only his own company, but all the companies that make exports are expressing the similarities in the beginning. One of the stories about the emergence of the demands that they are not accustomed to at the time of the packaging of products sent to various countries as a major challenge is described in the following sentences Levent Aydin: "England cooling machines We will send. We put the products in a nice thick wooden case, so there's no problem with the transport. There's a complaint coming in from England. They say: ' How heavy these products are, we can't carry it. ' We immediately changed the packaging material, the trace leaves 128 January, 2018 we started to use a thinner material. Here comes the complaint again. This time they say: ' You're banging so many nails. We spend a lot of time dismantle. ' In the face of these demands, the packaging material was thoroughly weakened, so we thought about what to do. We put white bubbles in it. The complaint is coming again. We were surprised what we were going to do, and we said, "What happened again." They said, "These are chemical materials. We can't throw it all away, and we're going 100 miles to throw it away. Well, we're used to it. We found a common way. It's easy to get used to if you're just exporting to a region or culture, but it takes some getting used to exporting to too many countries. "

Some inaccuracies may turn into miracles

After listening to this delightful narrative, we could not doand we wanted to tell another one for us, believing that there were many more in Levent Aydin. One day, a customer from Norway is ordering a cooling machine. There are 220 volts of three-phase energy in Norway. It's not anywhere in Europe. 220 Monofaze, 380 trifaze. They're just the opposite. "We normally bring the compressor from abroad to Norway and store it in our stocks in European standards. A client from Norway ordered US 3-4 sample machines. We'll do the machines, come to see the factory, look at the standards; Then he m will give their approval and a new order. The client came from Norway, so we prepared the machines. He doesn't have any packages or lids to look at. He came and said: ' There's a terrible situation. I gave you the wrong order. Their compressors would be three-phase, not 220 volts monophase. " I said, ' Hold on, we got any supplies? If there is, we'll have you here for a few days and we'll change it. " I made a phone call to friends on the production side: ' There are 4 machines with 220 volts monophase. Is it ready? We'll come and look. " There's no noise down there, I'm a constant evil. And then he came up with the most courageous friend, and he said, ' we made it wrong. 220 Volt Monophase, we produced three-phase. ' I said, "Okay, keep it that way." I said to the client, ' don't worry, there's material, we'll make a change. Let's have dinner with you. ' We've had dinner, and I've downloaded it to the production site. Of course, this is not a change to be made in 2-3 hours, the man's eyes opened. We continued to work for years. "

Integration process to cooling systems completed

Levent Aydin, who also informed about the production processes, gave the following sentences: "The problem in the early 1990s: not to sell, but to produce. You've already sold what you've produced. Neither the knowledge nor the human power nor the dominance of the raw material nor the international market. Since we dominated the panel topic with Cenap Bey, we started the panel production first. On the cooling side, we were bringing units from abroad and stockbuilding, combining the panels we prepared here and making cold storage commitments. This has been going on for 4-5 years. Then we get used to the market and work. As architects, we adapted to the cooling side. Since 2008, we started to produce refrigeration machines. In refrigeration machines, both the cooling function and the technically important part: Heat exchangers. In early 2009, we started to produce heat exchangers. In this way, we have completed integration in refrigeration machines. Apart from these, we have paint and sheet metal lines and pipe cutting/bending machines. We have completed the entire product group in the refrigeration group, excluding the compressor which cannot be produced in Turkey. The possibility is that we use the products of the domestic industry but we bring some of the main products from Europe because it is not possible. We also have a Frigo mechanical company that works on ammonia cooling systems. By synchronizing the partnership structure of these two companies, we put together under the same roof. Thus, we completed our integration in refrigeration systems working on both commercial and industrial sides. Two years ago, the panel production began to be a burden on us. We gave our entire concentration to the cooling side. "

Frigoblock to focus on Africa in 2018

Levent Aydin, in assessments of 2017, finally mentioned the planning and predictions for the period 2018 and later: "10. The entire team since the beginning of the month; We are evaluating the year 2017 and trying to build the 2018 targets. We are currently in business with close to 70 countries. In which area will we be stronger? Which fairs are we going to attend? Etc. We're trying to determine the answers to the questions. Friends prepared a report and created the World trade data for the last 5 years. This report, ' which country we sold, what product? What did that country get from other countries? Because we've seen our share of the import rate they do all over the world. On the one hand, we collect the economic development data of the countries of the world. At the end of all these studies, we set a target. What's important to me is the data from last year. Because when we looked at the table 5 years ago, our biggest markets were Russia, England, Germany, Iraq and Syria. Not right now. For this reason, the data could be misleading us five years ago. You just have to look at the last six months and set a strategy for him. So we're all getting harder. We can't say that 2017 was good for us. It seems we can only reach the figures of the year 2016. However, we need to create about 20 percent growth per year on our euro/dollar basis. It looks like we're not going to make it in 2017. In the year 2018, our goals are a little bigger. According to 2017, I predict that we will achieve better points. We're focusing on the African side. Because when we look at the world economic data, Africa and Asia Pacific are the most interesting regions. If a place is to be invested, it should be done in these regions. "

[:tr]Frigo Block Board member Levent Aydin, besides being an intellectual personality, is a name that makes the narrative rest by decorating the speeches with smiling figures. Our
When we listened to this story, it starts by saying that our conversation is ' real Laz '. Levent Aydin, who was the world in 1961 in Hopa, said that the whole Black Sea region in Turkey was addressed as ' Laz ' but that it is not true, only in 3-4 towns in the eastern Black Sea ' Laz society '. People in these towns speak a language called Lazca in their essence. However, the number of people who speak Lazca is virtually no more. Currently, some of the main lats are in the east of the eastern Black Sea, and part of it is in Georgia
Lives.

He opened his eyes to the world in 1961 as part of this Laz community in Levent Aydın. He lived in many provinces of Anatolia because his father was an officer. He came to Istanbul in 1977
and started the Faculty of Architecture at Yıldız Technical University. During his university years, he was a marketing manager at the daily newspaper of the economy and he founded a team by gathering his friends. For 2-3 years, he gained experience in the field of journalism. He graduated from the Faculty of Architecture in 1983, and started his sectoral career.

The company started its operation under the name of the Panel system

Ali Cenap Üstünkaya and Levent Aydin worked as an engineer at the Izopan company producing sandwich panels for about 5 years. One was more marketing and the other was looking at the technical side. As the Sandwich panel was walking as a roof/façade panel of industrial buildings, it turned into a cold storage panel after 1989. Until then, there was no such thing in the world. In 1989, the thickness of the panels increased, the locks were placed inside and the cold storage was introduced. They were one of the first companies to manufacture cold storage in Turkey. After the start of the production of cold storage, the company's direction turned to completely cool. In short While having a customer portfolio of construction companies and contractors, the portfolio has changed in the direction of refrigeration makers. Between the years 1989-1991, they were the best, and the customer they were most wrong was friterm. The owners of the Friterm company were Cemal Yilmaz and Metin Duruk. He signed a number of projects together with two companies both domestically and abroad. They became the first company to project the refrigeration sector in Russia. Their relationship was strengthened and they decided to join forces in 1991. The Panel system was thus established.

In 1991, four names merged into the ' success ' target

After this process, Levent Aydin, a member of the board of Directors of Frigoblock, explains: "Metin Bey and Cemal Bey were already very good people who knew about industrial refrigeration and had a certain position in the sector. Mr. Cenap and I knew the industrial building, the roof, the panel and the floor because we were architects. Therefore, we aimed to be a company that performs complete cold storage projects by combining our forces and doing whatever is necessary in all matters. I can see we're doing this right now. At the end of the intervening time, Cemal Bey and I are continuing. Metin Bey left us about 12-13 years later, but he's still a very close friend. We work together in all non-governmental organizations. Cenap Bey retired 2 years ago voluntarily. "

Profit margins were higher in the company's established years

In the years when the company was established, the profit margins were very high, said Levent Aydin, the industrial conditions of that period, the following words: "We could not imagine the profit margins we can do projects and sell products. The number of people and firms that knew the subject was very low. It was small in our economy, but we were one of the 5-10 firms that knew very well about it in the narrow conditions. Therefore, the continuity of the company and the traces of the survival of the 126 January, 2018 was easier to provide. Because you could invest. When you looked through the other window, our communication with the world was very difficult. It was not easy to go abroad or get foreign currency in the 1990s. Integration with the European Union had begun, but you know: This process continues for 50 years. The Customs union had begun to work but was not integrated. The products we use are subject to customs duties. Because there is no internet, it was very difficult to reach information or help with foreign countries. I always emphasize: the fact that global brands are in our country is beneficial to both the country and us. At that time, the global brand was either absent or not in the Turkish market. It all evolved in the 2000s. The export was not easy due to the supply of materials and the high costs in the previous years. Our sector is currently continuing its existence with exports. After Turgut Özal opened Turkey to the world, we went to the full free economy and the customs of Europe were lifted, we began to compete with the world and sell goods to the Earth. "

Periodic challenges bring the shell to change

In the meantime, we asked if there were situations in which Levent Aydin felt he was in a difficult situation. He continued to explain in all sincerity: "There was an economic crisis in Turkey in the year 1994. The exchange increased approximately 2.5 times. As we were trying to pull ourselves together, we had a crisis again in 1998. At that time, we said, ' Alas, what are we going to do? ' Because we take the raw material from abroad with customs duties. All of our sales are domesticingly. Summarize We buy the goods by currency and sell them with Turkish lira. As soon as we get the material, we can't sell it, and the currency increases in the last time are seriously affecting us. We decided to open the world in the early 2000s. There's no way to run the ship otherwise. We'll export. We gathered with friends and said: ' Let's create a strategic map and set our steps according to that map. ' Our team has set a strategic roadmap. We've examined the reports. There are very good steps to selling products abroad. Iran, Iraq, Azerbaijan, Russia and Bulgaria are in the designated target markets.

I said that term: ' No such plan, children, you aim to sell goods to Europe. We sell products to England, Germany or France. ' You can't even imagine that period. I was just trying to open their vision with these words. After my attitude, the program changed. CE certificate, ISO 9001 and all documents on the side of the institutional identity are translated into English. The company started to change shells with everything. After 2 years, we started sending products to England with containers. When I witnessed it, I said to friends: ' I didn't believe that it could happen when I told you that. ' I think there are many companies like us in our sector. After the 2000s, exports began to increase. After 2002, the northern European countries became our main markets. We currently have an export rate of up to 70 percent. I estimate that the sector is close to 50 percent in exports. "

Every annoyance that is added to the top leaves the place to smile

Funny memories of the circulation they encountered when they first started exporting
Levent Aydin, who shares with us, in fact, not only his own company, but all the companies that make exports are expressing the similarities in the beginning. One of the stories about the emergence of the demands that they are not accustomed to at the time of the packaging of products sent to various countries as a major challenge is described in the following sentences Levent Aydin: "England cooling machines We will send. We put the products in a nice thick wooden case, so there's no problem with the transport. There's a complaint coming in from England. They say: ' How heavy these products are, we can't carry it. ' We immediately changed the packaging material, the trace leaves 128 January, 2018 we started to use a thinner material. Here comes the complaint again. This time they say: ' You're banging so many nails. We spend a lot of time dismantle. ' In the face of these demands, the packaging material was thoroughly weakened, so we thought about what to do. We put white bubbles in it. The complaint is coming again. We were surprised what we were going to do, and we said, "What happened again." They said, "These are chemical materials. We can't throw it all away, and we're going 100 miles to throw it away. Well, we're used to it. We found a common way. It's easy to get used to if you're just exporting to a region or culture, but it takes some getting used to exporting to too many countries. "

Some inaccuracies may turn into miracles

After listening to this delightful narrative, we could not doand we wanted to tell another one for us, believing that there were many more in Levent Aydin. One day, a customer from Norway is ordering a cooling machine. There are 220 volts of three-phase energy in Norway. It's not anywhere in Europe. 220 Monofaze, 380 trifaze. They're just the opposite. "We normally bring the compressor from abroad to Norway and store it in our stocks in European standards. A client from Norway ordered US 3-4 sample machines. We'll do the machines, come to see the factory, look at the standards; Then he m will give their approval and a new order. The client came from Norway, so we prepared the machines. He doesn't have any packages or lids to look at. He came and said: ' There's a terrible situation. I gave you the wrong order. Their compressors would be three-phase, not 220 volts monophase. " I said, ' Hold on, we got any supplies? If there is, we'll have you here for a few days and we'll change it. " I made a phone call to friends on the production side: ' There are 4 machines with 220 volts monophase. Is it ready? We'll come and look. " There's no noise down there, I'm a constant evil. And then he came up with the most courageous friend, and he said, ' we made it wrong. 220 Volt Monophase, we produced three-phase. ' I said, "Okay, keep it that way." I said to the client, ' don't worry, there's material, we'll make a change. Let's have dinner with you. ' We've had dinner, and I've downloaded it to the production site. Of course, this is not a change to be made in 2-3 hours, the man's eyes opened. We continued to work for years. "

Integration process to cooling systems completed

Levent Aydin, who also informed about the production processes, gave the following sentences: "The problem in the early 1990s: not to sell, but to produce. You've already sold what you've produced. Neither the knowledge nor the human power nor the dominance of the raw material nor the international market. Since we dominated the panel topic with Cenap Bey, we started the panel production first. On the cooling side, we were bringing units from abroad and stockbuilding, combining the panels we prepared here and making cold storage commitments. This has been going on for 4-5 years. Then we get used to the market and work. As architects, we adapted to the cooling side. Since 2008, we started to produce refrigeration machines. In refrigeration machines, both the cooling function and the technically important part: Heat exchangers. In early 2009, we started to produce heat exchangers. In this way, we have completed integration in refrigeration machines. Apart from these, we have paint and sheet metal lines and pipe cutting/bending machines. We have completed the entire product group in the refrigeration group, excluding the compressor which cannot be produced in Turkey. The possibility is that we use the products of the domestic industry but we bring some of the main products from Europe because it is not possible. We also have a Frigo mechanical company that works on ammonia cooling systems. By synchronizing the partnership structure of these two companies, we put together under the same roof. Thus, we completed our integration in refrigeration systems working on both commercial and industrial sides. Two years ago, the panel production began to be a burden on us. We gave our entire concentration to the cooling side. "

Frigoblock to focus on Africa in 2018

Levent Aydin, in assessments of 2017, finally mentioned the planning and predictions for the period 2018 and later: "10. The entire team since the beginning of the month; We are evaluating the year 2017 and trying to build the 2018 targets. We are currently in business with close to 70 countries. In which area will we be stronger? Which fairs are we going to attend? Etc. We're trying to determine the answers to the questions. Friends prepared a report and created the World trade data for the last 5 years. This report, ' which country we sold, what product? What did that country get from other countries? Because we've seen our share of the import rate they do all over the world. On the one hand, we collect the economic development data of the countries of the world. At the end of all these studies, we set a target. What's important to me is the data from last year. Because when we looked at the table 5 years ago, our biggest markets were Russia, England, Germany, Iraq and Syria. Not right now. For this reason, the data could be misleading us five years ago. You just have to look at the last six months and set a strategy for him. So we're all getting harder. We can't say that 2017 was good for us. It seems we can only reach the figures of the year 2016. However, we need to create about 20 percent growth per year on our euro/dollar basis. It looks like we're not going to make it in 2017. In the year 2018, our goals are a little bigger. According to 2017, I predict that we will achieve better points. We're focusing on the African side. Because when we look at the world economic data, Africa and Asia Pacific are the most interesting regions. If a place is to be invested, it should be done in these regions. "

[:fr]Frigo Block Board member Levent Aydin, besides being an intellectual personality, is a name that makes the narrative rest by decorating the speeches with smiling figures. Our
When we listened to this story, it starts by saying that our conversation is ' real Laz '. Levent Aydin, who was the world in 1961 in Hopa, said that the whole Black Sea region in Turkey was addressed as ' Laz ' but that it is not true, only in 3-4 towns in the eastern Black Sea ' Laz society '. People in these towns speak a language called Lazca in their essence. However, the number of people who speak Lazca is virtually no more. Currently, some of the main lats are in the east of the eastern Black Sea, and part of it is in Georgia
Lives.

He opened his eyes to the world in 1961 as part of this Laz community in Levent Aydın. He lived in many provinces of Anatolia because his father was an officer. He came to Istanbul in 1977
and started the Faculty of Architecture at Yıldız Technical University. During his university years, he was a marketing manager at the daily newspaper of the economy and he founded a team by gathering his friends. For 2-3 years, he gained experience in the field of journalism. He graduated from the Faculty of Architecture in 1983, and started his sectoral career.

The company started its operation under the name of the Panel system

Ali Cenap Üstünkaya and Levent Aydin worked as an engineer at the Izopan company producing sandwich panels for about 5 years. One was more marketing and the other was looking at the technical side. As the Sandwich panel was walking as a roof/façade panel of industrial buildings, it turned into a cold storage panel after 1989. Until then, there was no such thing in the world. In 1989, the thickness of the panels increased, the locks were placed inside and the cold storage was introduced. They were one of the first companies to manufacture cold storage in Turkey. After the start of the production of cold storage, the company's direction turned to completely cool. In short While having a customer portfolio of construction companies and contractors, the portfolio has changed in the direction of refrigeration makers. Between the years 1989-1991, they were the best, and the customer they were most wrong was friterm. The owners of the Friterm company were Cemal Yilmaz and Metin Duruk. He signed a number of projects together with two companies both domestically and abroad. They became the first company to project the refrigeration sector in Russia. Their relationship was strengthened and they decided to join forces in 1991. The Panel system was thus established.

In 1991, four names merged into the ' success ' target

After this process, Levent Aydin, a member of the board of Directors of Frigoblock, explains: "Metin Bey and Cemal Bey were already very good people who knew about industrial refrigeration and had a certain position in the sector. Mr. Cenap and I knew the industrial building, the roof, the panel and the floor because we were architects. Therefore, we aimed to be a company that performs complete cold storage projects by combining our forces and doing whatever is necessary in all matters. I can see we're doing this right now. At the end of the intervening time, Cemal Bey and I are continuing. Metin Bey left us about 12-13 years later, but he's still a very close friend. We work together in all non-governmental organizations. Cenap Bey retired 2 years ago voluntarily. "

Profit margins were higher in the company's established years

In the years when the company was established, the profit margins were very high, said Levent Aydin, the industrial conditions of that period, the following words: "We could not imagine the profit margins we can do projects and sell products. The number of people and firms that knew the subject was very low. It was small in our economy, but we were one of the 5-10 firms that knew very well about it in the narrow conditions. Therefore, the continuity of the company and the traces of the survival of the 126 January, 2018 was easier to provide. Because you could invest. When you looked through the other window, our communication with the world was very difficult. It was not easy to go abroad or get foreign currency in the 1990s. Integration with the European Union had begun, but you know: This process continues for 50 years. The Customs union had begun to work but was not integrated. The products we use are subject to customs duties. Because there is no internet, it was very difficult to reach information or help with foreign countries. I always emphasize: the fact that global brands are in our country is beneficial to both the country and us. At that time, the global brand was either absent or not in the Turkish market. It all evolved in the 2000s. The export was not easy due to the supply of materials and the high costs in the previous years. Our sector is currently continuing its existence with exports. After Turgut Özal opened Turkey to the world, we went to the full free economy and the customs of Europe were lifted, we began to compete with the world and sell goods to the Earth. "

Periodic challenges bring the shell to change

In the meantime, we asked if there were situations in which Levent Aydin felt he was in a difficult situation. He continued to explain in all sincerity: "There was an economic crisis in Turkey in the year 1994. The exchange increased approximately 2.5 times. As we were trying to pull ourselves together, we had a crisis again in 1998. At that time, we said, ' Alas, what are we going to do? ' Because we take the raw material from abroad with customs duties. All of our sales are domesticingly. Summarize We buy the goods by currency and sell them with Turkish lira. As soon as we get the material, we can't sell it, and the currency increases in the last time are seriously affecting us. We decided to open the world in the early 2000s. There's no way to run the ship otherwise. We'll export. We gathered with friends and said: ' Let's create a strategic map and set our steps according to that map. ' Our team has set a strategic roadmap. We've examined the reports. There are very good steps to selling products abroad. Iran, Iraq, Azerbaijan, Russia and Bulgaria are in the designated target markets.

I said that term: ' No such plan, children, you aim to sell goods to Europe. We sell products to England, Germany or France. ' You can't even imagine that period. I was just trying to open their vision with these words. After my attitude, the program changed. CE certificate, ISO 9001 and all documents on the side of the institutional identity are translated into English. The company started to change shells with everything. After 2 years, we started sending products to England with containers. When I witnessed it, I said to friends: ' I didn't believe that it could happen when I told you that. ' I think there are many companies like us in our sector. After the 2000s, exports began to increase. After 2002, the northern European countries became our main markets. We currently have an export rate of up to 70 percent. I estimate that the sector is close to 50 percent in exports. "

Every annoyance that is added to the top leaves the place to smile

Funny memories of the circulation they encountered when they first started exporting
Levent Aydin, who shares with us, in fact, not only his own company, but all the companies that make exports are expressing the similarities in the beginning. One of the stories about the emergence of the demands that they are not accustomed to at the time of the packaging of products sent to various countries as a major challenge is described in the following sentences Levent Aydin: "England cooling machines We will send. We put the products in a nice thick wooden case, so there's no problem with the transport. There's a complaint coming in from England. They say: ' How heavy these products are, we can't carry it. ' We immediately changed the packaging material, the trace leaves 128 January, 2018 we started to use a thinner material. Here comes the complaint again. This time they say: ' You're banging so many nails. We spend a lot of time dismantle. ' In the face of these demands, the packaging material was thoroughly weakened, so we thought about what to do. We put white bubbles in it. The complaint is coming again. We were surprised what we were going to do, and we said, "What happened again." They said, "These are chemical materials. We can't throw it all away, and we're going 100 miles to throw it away. Well, we're used to it. We found a common way. It's easy to get used to if you're just exporting to a region or culture, but it takes some getting used to exporting to too many countries. "

Some inaccuracies may turn into miracles

After listening to this delightful narrative, we could not doand we wanted to tell another one for us, believing that there were many more in Levent Aydin. One day, a customer from Norway is ordering a cooling machine. There are 220 volts of three-phase energy in Norway. It's not anywhere in Europe. 220 Monofaze, 380 trifaze. They're just the opposite. "We normally bring the compressor from abroad to Norway and store it in our stocks in European standards. A client from Norway ordered US 3-4 sample machines. We'll do the machines, come to see the factory, look at the standards; Then he m will give their approval and a new order. The client came from Norway, so we prepared the machines. He doesn't have any packages or lids to look at. He came and said: ' There's a terrible situation. I gave you the wrong order. Their compressors would be three-phase, not 220 volts monophase. " I said, ' Hold on, we got any supplies? If there is, we'll have you here for a few days and we'll change it. " I made a phone call to friends on the production side: ' There are 4 machines with 220 volts monophase. Is it ready? We'll come and look. " There's no noise down there, I'm a constant evil. And then he came up with the most courageous friend, and he said, ' we made it wrong. 220 Volt Monophase, we produced three-phase. ' I said, "Okay, keep it that way." I said to the client, ' don't worry, there's material, we'll make a change. Let's have dinner with you. ' We've had dinner, and I've downloaded it to the production site. Of course, this is not a change to be made in 2-3 hours, the man's eyes opened. We continued to work for years. "

Integration process to cooling systems completed

Levent Aydin, who also informed about the production processes, gave the following sentences: "The problem in the early 1990s: not to sell, but to produce. You've already sold what you've produced. Neither the knowledge nor the human power nor the dominance of the raw material nor the international market. Since we dominated the panel topic with Cenap Bey, we started the panel production first. On the cooling side, we were bringing units from abroad and stockbuilding, combining the panels we prepared here and making cold storage commitments. This has been going on for 4-5 years. Then we get used to the market and work. As architects, we adapted to the cooling side. Since 2008, we started to produce refrigeration machines. In refrigeration machines, both the cooling function and the technically important part: Heat exchangers. In early 2009, we started to produce heat exchangers. In this way, we have completed integration in refrigeration machines. Apart from these, we have paint and sheet metal lines and pipe cutting/bending machines. We have completed the entire product group in the refrigeration group, excluding the compressor which cannot be produced in Turkey. The possibility is that we use the products of the domestic industry but we bring some of the main products from Europe because it is not possible. We also have a Frigo mechanical company that works on ammonia cooling systems. By synchronizing the partnership structure of these two companies, we put together under the same roof. Thus, we completed our integration in refrigeration systems working on both commercial and industrial sides. Two years ago, the panel production began to be a burden on us. We gave our entire concentration to the cooling side. "

Frigoblock to focus on Africa in 2018

Levent Aydin, in assessments of 2017, finally mentioned the planning and predictions for the period 2018 and later: "10. The entire team since the beginning of the month; We are evaluating the year 2017 and trying to build the 2018 targets. We are currently in business with close to 70 countries. In which area will we be stronger? Which fairs are we going to attend? Etc. We're trying to determine the answers to the questions. Friends prepared a report and created the World trade data for the last 5 years. This report, ' which country we sold, what product? What did that country get from other countries? Because we've seen our share of the import rate they do all over the world. On the one hand, we collect the economic development data of the countries of the world. At the end of all these studies, we set a target. What's important to me is the data from last year. Because when we looked at the table 5 years ago, our biggest markets were Russia, England, Germany, Iraq and Syria. Not right now. For this reason, the data could be misleading us five years ago. You just have to look at the last six months and set a strategy for him. So we're all getting harder. We can't say that 2017 was good for us. It seems we can only reach the figures of the year 2016. However, we need to create about 20 percent growth per year on our euro/dollar basis. It looks like we're not going to make it in 2017. In the year 2018, our goals are a little bigger. According to 2017, I predict that we will achieve better points. We're focusing on the African side. Because when we look at the world economic data, Africa and Asia Pacific are the most interesting regions. If a place is to be invested, it should be done in these regions. "

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