Russia TechnoService Growth Planning

2014-2018
Executive Summary
0. Vision and Growth Pillars
3-Year Business Planning
Where we are now
Current situational analysis
External market conditions and outlook
Competitive landscape and emerging trends
Internal assessment of strengths and weaknesses
Where we want to be in 3 years
Future direction / goals for the business
Vision
Goals
How we will get there
Strategies and actions
Where we are now
Where we want to be in 3
years
How we will get there
TechnoService Russia aims to become a 100 Million Dollar Business by 2018, the leader
in intelligent solutions for buildings and critical infrastructure in Russia and CIS.
We will do this by providing turn-key solutions to the right customers (uptime and
corporate) and serve them forever with best in class service throughout the lifetime of their
facilities.
2018 Vision ($K)







0%
2%
4%
6%
8%
10%
12%
14%
16%
0
20,000
40,000
60,000
80,000
100,000
120,000
2012 2013 2014 2015 2016 2017 2018
Orders
FAOI
Market Share
27%
Orders
CAGR
FAOI
14%
CAGR
Double
Market
Share
TechnoService Russia 2018 Vision
Russia 2018 Vision - Assumptions
1. Investment in high quality organization: grow business x 3, while growing
organization x 2
HR strategy to find best people
Quality hiring is critical
To develop local leadership
2. Leverage consulting company to develop model to win in CIP and identify acquisition
targets (e.g.: those with existing engineering resources and good Sales channels).
3. Increase Product range:
Different complexity levels: innovative products lines to differentiate us from competitors (for security,
services, integration)
E4E - Access to East products (e.g. China, India, etc.)
Soften channel conflict with ACS Product Businesses
4. Increase awareness of TechnoService in the market:
Website in local language
Value Creating Marcomm with excellent execution
Marketing budget increased to 0,5% Revenues each year
5. 2014 SAP implementation to drive standardization and leverage off shore support
(BSC, COE , HAIL)


TechnoService Russia 2018 Growth
Pillars
1. Expand geographically, aligned with Customer First:
Outside Moscow & St.Pete to main regions in Russia: Ural, South, Siberia, Far East.
Establish TechnoService presence in Almaty and get projects from Kazakhstan.
Use synergy with locations of other HON businesses, e.g. HPS and ESS
2. Focus on New Customers Acquisition in the focused verticals and TechnoService sweet spot
segments- Uptime Buyers & Corporate: Oil & Gas, Industrial, Transport (Airports & Ports), Hotels and
Commercial Multifunctional construction.
3. Use Hybrid Go-to-Market strategy with integration solutions partners:
Reach critical mass in distant locations at low cost, then expand directly
Mitigate grey barriers for non-Russian companies: government and military
Consider possible partners acquisitions
4. Services offering tailored to customer segments needs and market maturity
5. Value propositions & pricing based on intelligent solutions/concept development /delivery
capabilities vs. products. Early involvement at requirement definition stage is mandatory. Target Customer END-
USER!!!
6. Further Investment in right people:
Talent management
Hire more people with the right talents: biggest investment in 2014 (34% of total new hires); University Trainee
Programs;
Coaching & Training on the job, aligned with Customer First


ENA BDW Review /Russia/2014
Market Overview: Russia District (incl.
Kazakhstan)

2012
GDP
(yoy%)
GDP
CAGR
2013-
2018
2012 MOI
(yoy%)
MOI CAGR
2013 -
2018
2012 MOI
Institutional
(% yoy)
2012 MOI
Commercial
(%yoy)
2012 MOI
Industrial
(%yoy)
2012 MOI
CIP
(%yoy)
Russia Fed
$ 2016 B
(3.4%)
2.0%
$1300 M
(8%)
6%
$ 220 M
(5%)
$ 325 M
(8%)
$ 340 M
(8%)
$ 420 M
(10%)
Kazakhstan
$ 230 B
(5.9%)
3.8%
$ 116 M
(14%)
15% $ 7 M $ 51 M $ 28 M $ 30 M
Uzbekistan
$ 105 B
8%
5,6%
$ 33 M
(10%)
13% Na Na Na Na
Notes & Observations
Sources: IMF, World Bank, UN, OECD, CIA World Factbook, Internet World Statistics, The Heritage Foundation and Transparency International;
Market size: PMR, BSRIA, RusStat, internet research
Russia and the 2 Stans in focus represent a huge market 2 Billion by 2016 and close to 3 Billion by 2020 with a
significant growth (CAGR of 9%)
We need a bigger organization structure aligned with CF to profitably capture the market growth and increase
penetration in the huge geographic area.
HBS
7%
Schneider
5%
Siemens BT
7%
JCI
1%
UTC
2%
Bosch
7%
Trane
4%
Regin
5%
Local
Integrators
62%
Share of Demand Russia TechnoService MOI 2012 est.

0 50 100 150 200 250 300
Offices
Hotels
Shopping & Retail
Cultural & Sports
Gvt.
Industrial & Warehouses
Transportation Buildings
Other
Airports
O&G Infra
Non O&G Infra
Russia Kazakhstan
2012 Vertical Market of Interest by Country
Macroeconomic Outlook 2013-2018
-25%
-15%
-5%
5%
15%
25%
35%
45%
2008 2009 2010 2011 2012 2013
Operating Income (% Revenue)
Total Direct install Service Partners Energy+ASG
Financial Retrospective 2008 - 2013
Notes & Observations
20%
To increase profitability Projects Strategy must be linked with Services
2008 2009 2010 2011 2012 2013
Revenues ($K)
Direct install Service Partners Energy+ASG
26%
33%
42%
32%
34%
34%
35%
27%
35%
23%
33%
44%
38%
23%
39%
29%
22%
40%
20%
30%
40%
50%
60%
2008 2009 2010 2011 2012 2013
Actual Gross Margin (% Revenue)
Total Direct install Service Partners Energy+ASG
*CPC excluded from 210.
Mix shows a relatively immature market regarding approach to services: even historically services business hasnt
exceeded 1/3 of total business. (HPS Russia service volume is 10% of the total business)
Services is the key profit sweetener: GM is 20-30% bigger vs. Projects GM and FAOI is ~double.
Partners account for >50% of Projects business and its critical to convert them to service.
2008 2009 2010 2011 2012 2013
Revenues ($K)
Direct install Service Partners Energy+ASG
20%
26%
33%
42%
32%
34%
34%
35%
27%
35%
18%
35%
46%
28%
26%
45%
17%
26%
47%
10%
9%
Business Challenges
1. Large Geography:
Only 20% of construction projects in Moscow region
Infrastructure very poor & distances very long
2. Complex decision making:
Multiple decision makers, stakeholders and indirect influencers
Personal relationships are as important as high quality of the solutions offered, and as price
Corruption; Bureaucracy; Systemic lack of transparency: Legislation changes are frequent, Gvt. procedures are lengthy;
Fraud is widespread
World Bank's "Ease of Doing Business" index, Russia currently ranks 123rd out of 183 countries.
State and Govt. owned companies are >50% of the economy need close collaboration with the state decision makers in
order to get access to the affiliated operational companies, which are closed and protected .
3. Grey Barriers to foreign companies:
Restricted access to Govt/ military projects, etc. (e.g. Security projects controlled by Russian companies; Fed. Law 57)
Most global companies present through local partners (e.g. Siemens, Schneider, CISCO)
Russian Content needed in public tenders Russia Procurement Legislation
Easier to certify products locally than from abroad: a Russian importer may be better qualified to deal with certification
issues faster than a non-local company; some companies use grey schemes for importing, avoid paying some taxes
leading to a price advantage
Russia business environment is very difficult esp. for foreign companies
Focus Customer Segments
Services Business is the key profit sweetener: OI is higher vs. Direct/ BCI
Corporate customers are the key service buyers (contracts & pull-through), however there is little correlation between
projects orders and service mix suggesting that Install Mix is not healthy:
Volume is behind a few big jobs/ less new customers in the right customer segments (Corporate): In past 3 years top 5 (DME/ Stockmann,
Hines, Voentorg & Tashkent Library) brought 75% Orders Vol.
On top, corporate customers have the biggest BGMs both thru direct and BCI
Note: Uptime buyers represent a small portion of the service business due to few historical bookings (2012 Domodedovo is too new)

Spot, 11%
Money M,
43%
Corporate, 4%
Uptime,
41%
Direct Sales
Notes & Observations
Follow the money: new customer acquisition of corporate customers
Corporate,
15%
Money-
Maker,
55%
Spot, 12%
Uptime,
18%
Integration Partners Sales
Corporate,
58%
Uptime, 5%
Money M,
24%
Spot B, 13%
Services Business Mix 2010-2012
Corporate
Uptime
Buyers
Money
Makers
Spot
Buyers
Spots (reactive
quoted)
78% 2% 4% 16%
Spares 27% 7% 35% 31%
SLJs 44% 11% 16% 29%
Service Pull Through By Customer Segment
2010-2012 (%)
Projects Business Mix by Segments 2010-2012 (%)
DME, 7,344
Stockmann, 2,799
Hines,
2,797
Voentorg, 816
Tashkent Library,
758
Lukoil, 746
Sky Ford, 554
Others, 3,518
Direct Install Orders 2010-2012 ($K)
Direct BGM% 2010 2011 2012
Corporate n/a 54% 36%
Uptime 34% 35% 34%
Money-Maker 22% 20% 27%
Spot 39% 33% 29%
Integration Partners
BGM%
2010 2011 2012
Corporate 39% 34% 36%
Money-Maker 27% 30% 30%
Spot 36% 37% 36%
Uptime 30% 35% 29%
Services Growth
The size of the service business is very small (~20% of Total Mix) due to:
Market immaturity to externalize service/ very reactive behavior
Lack of a healthy projects pipeline in the right customer segments (corporate) (this also reflects in the decreasing trend of service contracts)
Incipient conversion of Integration partners projects (only 12% Service Contracts comes from BCI)
Restrictive Terms & Conditions non compatible with HON policy
Focus on service conversion from install and partners base
Notes & Observations
-
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2010 2011 2012
Services business by Type
Spot
Spares
SLJs
Service Contracts
BGM% 2010 2011 2012
Service
Contracts
39% 39% 38%
SLJs 44% 42% 42%
Spares 51% 51% 49%
Spot 55% 51% 55%
Increase conversion to service contracts through: 1/ Direct Sales Focus on
Corporate Customers; 2/ Accelerate conversion of Integration partners projects

No. Closed Direct Projects
subject to Service
Conversion
No. Closed Direct Projects with
Service Contract among the ones
subject to Service Conversion
Service
Conversion
2009 25 7
28%
2010 8 1
13%
2011 10 3
30%
2012 7 2
29%
2013 2 0
0%
Total 52 13 25%
BCI
Number of Service contracts
from Integration Partners
2013 Year amount
(k USD)
7 380
Total pull-through from
partners base
2013 Amount
app. $ 800
Offering Historical data 2010-2012
Data shows we are more likely to convert integrated or security orders to services (contracts or/ and pull
through HVAC is more commoditized).
Money makers are buying the integrated solutions
Uptime buyers are buying more stand-alone solutions, esp. HVAC
HVAC, 23%
Fire, 9%
Security, 34%
Integrated,
34%
Services Business by Offering 2010-2012
Focus Value proposition for corporate around integrated solutions & show value
of integration to uptime buyers
Spot, 4%
Money-M, 74%
Uptime, 9%
Corporate, 12%
Integrated Projects
Spot, 20%
Money-M, 24% Uptime, 47%
Corporate, 9%
Stand-alone projects
Install projects split By Customer Segment 2010-2012 (%)
Notes & Observations
Product Cost Optimization
We need better subcontractor management
We need to optimize costs in 2 categories:
1. HWL equipment (E4E products, discounts, etc)
2. Subcontractors (cheaper offers, discounts, purchase inst materials ourselves)
Fix Fire offering issues:
1. Agree on better pricing for FA BFG-323000
2. Agree on development of new board for BFG-323000 in order to use it with our Russian SS detectors.
HVAC: Comfort Point programming improvement
Install Project Cost Structure. 2012
Observations & Action Plan

External
Material, 11%
TC LLC Material,
26%
Sub-
Contractors,
35%
Inbound Freight,
1%
Engineering
Costs, 23%
Local
Management
cost, 3%
Warranty, 1%
Diversify portfolio with various complexity levels to differentiate us from
competitors (for security, services, integration) +E4E - Access to East products
Geographies Historical Data 2010-2012
The big part of our install business is focused in Moscow and St Pete even though they only account for ~25%
of the TechnoService MOI in Russia:
Partners seem to be more successful in penetrating other regions in Russia with good GMs.
Notes & Observations
Other, 4.0%
Kazakhstan, 0.1%
Kazan, 0.1%
South region, 0.1%
Ekaterinburg, 0.1%
Sakhalin, 0.4%
St-Pete,
19.5%
Moscow,
75.7%
Direct
Follow the money: geographic expansion is critical for growth
Moscow, 11%
Tyumen, 9%
Krasnodar, 8%
St Pete, 7%
Moscow
province, 6%
Tatarstan, 5%
Yamal Nenets,
3% Primorsky, 3%
Sverdlovsky, 2%
Kemerovo , 2%
Others, 45%
2012 Russia TechnoService MOI Split by Regions
Kazan, 2%
Moscow,
60%
Other, 5%
Sochi, 24%
St-Pete, 8%
Integration Partners
Integration Partners
BGM%
2010 2011 2012
Kazan 30% n/a 37%
Moscow 28% 33% 29%
Other 28% 21% 32%
Sochi 30% 30% 33%
St-Pete 41% 36% 46%
Direct BGM% 2010 2011 2012
Moscow 30% 26% 34%
St-Pete 17% 43% 25%
Sakhalin 48% 54% n/a
Ekaterinburg 36% 86% n/a
South region 45% 42% n/a
Kazan n/a n/a 32%
Kazakhstan n/a n/a 41%
Other 48% 29% n/a
Install projects split by Geographies 2010-2012 (%)
Strategic Integration Partners
Integration Partners are important because:
They account for ~50% Russia Business with good GMs
Help us penetrate areas outside Moscow & St Pete at low cost & risk
Help us sell to otherwise restricted projects such as Gvt Corporate Customers & Money Makers
They sell integrated solutions we can convert to service easier vs. other
Even if we started implementing the strategy in Jan 2012 we see uplift on services:
7 projects converted to contracts (10% of 2013 Service Contracts Value)
k$ 800 of service pull-through in 2013 on sites delivered by partners (15% of 2013 Pull-through)
Direct, 42%
Integration
Partners,
58%
Project Orders by Way to market 2010-2012
Notes & Observations
Partners are a good short term route to reach critical mass & increase penetration and
awareness at lower costs & risk vs. Direct
Airport, 1%
Government, 18%
Hospital, 3%
Hotel, 3%
Industrial, 10% Mixed-use,
46%
Office, 9%
Residence, 5%
Retail, 4%
Stadia, 1%
Verticals
Integrated, 61%
Security, 0%
Fire, 2%
HVAC, 38%
Offering
- 5,000 10,000 15,000 20,000 25,000 30,000
Direct
Integration Partners
Way to Market split by geographies 2010-2012 ($K)
Moscow/ St P Others
BGM% 2010 2011 2012
Direct 25% 28% 33%
Integration
Partners
29% 32% 31%
Integration Partners Mix 2010-2012 (%)
2012 Service
Contracts
2012 Service Pull-
through
Direct
$ 2,746 K
(88%)
$ 2,349 K
(70%)
Integration
Partners
$ 343 K
(12%)
$ 1,000 K
(30%)
Russia TechnoService Growth Planning
2014-2018
Data Executive Summary
2. Strategies
New Customer Acquisition Strategy
Main areas to grow:
1. Follow Money from IDEA to IMPLEMENTATION
2. Geographical expansion in Russia outside Moscow and St.Pete:
Establish TechnoService presence in main cities of Federal Areas in Russia and Kazakhstan using synergy with other HWL
businesses.
3. Focus on service rich customer segments Corporate & Non Self-Serving Uptime Buyers:
Verticals to focus: Industrial/O&G, Airports, Stadia, Mixed Use Commercial Buildings.
Existing Customers to pay more attention: Lukoil, Rosneft, Surgutneftegas, Novatek, Gazprom
New big Customers to pursue: Sibur, Transneft, Rostelecom, + Global Accounts (Pharma, Auto). Use experience of CPC team
for negotiations with Customers at bid stage.
4. Use Hybrid Go-to-Market strategy with integration partners for the mid term (next 3-5 years) to:
Reach Critical Mass Business
Penetrate geographies and build awareness at lower risk/ cost vs direct only
Approach middle construction market or general contractors through integration partners
Consider possible partners acquisition

Support needed:

1. Quality hiring
2. Marketing budget increased to 0,5% Revenues each year
3. Functional support to be increased with additional supply, financial and contract persons.
4. Continued support of HR in finding and developing best people for functional roles in district
5. Inventory management/ need support in logistics, processes
6. Better pricing strategy with ACS factories/E4E faster
7. Solution for fire (BFG-32 3000) pricing should be found
8. Work together with consulting company to develop model to win in CIP and consider acquisition targets



Account Management Strategy
1. Russian market is very immature from service agreements standpoint:
typically DIY/ very reactive behavior (HVAC commoditized/ security typically internally maintained)
we need to find way to sell more spot and time and material or remote services.
Sometimes - restrictive Terms & Conditions non compatible with HON policy
2. Focus on right customer segments to drive market maturity & increase conversion to contracts:
Leverage CF organization to ensure smooth handover from projects to services - new pipeline of install projects must be in the right segments
Corporate & Non Self Serving Uptime Buyers
Use remote center in St Pete to get new customers through maintaining far sites and providing EBI hosting (start with smaller multisite
customers)
Convert existing HON customers through Install Database Mining:
Account Manage Good Existing Service Contracts Customers (Growth/ Maintain):
customers identified & assigned to AMs
Expand scope of contracts of existing Corporate customers showing they already purchase a lot of spots & spares outside existing contracts
Convert customers who purchase a lot of spot & spares but not long-term contracts
Accelerate conversion from BCI: start with EBI license lists
Minimize cancelations from Money Makers through New Service Contracts Offering
3. Use pull-through as key profit sweetener for the services business:
Improve delivery time and processes for Spares and Spots:
Leverage St Pete Remote Center
Warehouse/ Inventory Management/ processes
Selling list price minus discount
Maintain BGM @50%
SLJs:
develop expertise on Attune and sell more retrofit works: proactiveness of Technical engineer (incentivize them)

Support needed:
1. New Account Managers: new hires or new roles
2. Training for FSS: services offering/ value propositions
3. Sales training for engineers and technicians.
4. To do VOC (Medallia) from center in Bucharest (calls to Customers)






Description
We retain direct sales model (including services) for: Major global customers ,Major Russian O&G companies, Converged Solution projects and Airports
Cover other markets with Partners alows coverage of markets non accessibly directly military, governmental, public tenders
New approach on Partners business:
TC LLC to consult and supervise project execution in order to maintain quality
Joint Services approach TC LLC to maintain all or part of the Services business
All our Partners will be companies able to provide integrated solutions, therefore, beyond the scope of only ECC, HLS or HSG
Solution Partners: provide interim value, low risk access to new markets and service opportunities (e.g. high margin engineering & support) while we grow
our direct business to critical mass; potential acquisition targets
Partners can be used as subcontractors in Direct jobs in Regions
Geographic expansion:
We extend Partner network to new geographies within District
2 to 3 Solutions Partners/region
Set local offices in selected regions;
1 Regional Business Development Specialist
- Identifies projects and directs to Partner
or sells directly
- Drives Services Sales in Region
1 Technical Support, to be charged to Services
or Projects after year 1
Regions to focus on:
2013: Kazan, Almaty
2014: Yekaterinburg, Krasnodar
2015: Ufa, Samara, N. Novgorod
2016: Khabarovsk, Novosibirsk
Lessons learned
Lost projects (new partners) 1,3 mln USD
Reasons: late involvement, cheaper solution needed, short delivery time needed (warehouse available).
Actions: Partners has to be very early involved and do TR and project design themselves. Same approach as for our Direct Business

Correction needed: as Customer first concept appears, regional people will sell now both ways direct (projects and service) and indirect. So growth of
partners business volume will be decrease from initial 2012 year planning.









Solutions Partners/Accounts Strategy
Main value for new partners: two-way cooperation (they purchase high-end
system, we subcontract them for installation, service is shared).
1/Safety Strategy
Action Plan
1. Keep major initiative e.g. ensure that Day to Day Risk Assessment Process is in place,
EHS plans for all projects, follow up EHS culture implementation
Cost Owner Date Due
1. Prepare a visit plan for exiting TechnoService projects (> 100K ISD) & look through SOM and
create a report on execution every 3 months
N/A
Vladimir K
PM
March 2014
2. Do site visits with SOM issuance for every new project in Russia and create a report on execution
every 3 months
N/A
Vladimir K
PM
April 2014
3. Prepare a visit plan for exiting service projects (class A,B) to look through SOM and create a
report on execution every 3 months
Vladimir K
FSS
March 2014
2. Safety training and certification in connection to the new portfolio elements (e. g CIP,
oil and gas, airports)
Cost Owner Date Due
1. Training for Sales and PMs how to estimate costs related to HSE during Bidding Process N/A HSE March 2014
2. Training for Sales and PMs how to mitigate HSE risks in contract. N/A HSE/CM May 2014
3. Ensure that the safety culture and awareness is on a high level Cost Owner Date Due
1. Consecutive SOS number increase to reach AOP level (quarterly) N/A HSE/ PM April 2014
2. Entire TechnoService site related persons to be equipped with protection uniform DPML/DFSL February 2014
4. Region Specific Initiatives Cost Owner Date Due
1. TC LLC HSMS Standard Implementation N/A HSE April 2014
2. Self Assessment Tool completion N/A HSE July 2014
3/Growth Strategy Geographic Expansion
Action Plan
Investments Needed


Sales Owner Date Due
1. Open TechnoService presence in Kazakhstan DSL NCA Q2 2014
2. Open offices in 2 Federal regions of Russia (Krasnodar, Yekaterinburg) DSL NCA Q2 2014
3. Based on results in previously opened presences open offices in Khabarovsk, Novosibirsk, Nizhny
Novgorod and Astana.
DSL NCA Q3 2015
3. Prepare training program for Sales and assign trainings for every person. Status should be included in the
plan
Cristian I Q1 2014
3. Train new comers with sales processes and Sales operations . Prepare a list of what should be included in
such a training program. Assign mentor
DSL NCA Q2 2014
4. For new regional solution advisor provide 2 months training in Moscow with full involvement in concept
preparations (allocate budget for apartment rent)
Igor P, Frank M Q3 2014
4.Create intranet site for procedures (as Asia Pacific one) . Marcom 2015
5. Launch Web site Elena T March 2014
Operations Owner Date Due
1. Build logistics scenario to establish presence of operations in new areas Andrey S Q2 2014
3. Find a local installation companies to partner of our projects. (Kazan, Yekaterinburg, Krasnodar, Almaty) M Nemkov Q2 2014
4. Estimate more travel costs in hourly rates for 2014. Yanina K Jan 2014
Hire Business consultants in mentioned regions plus 1 Solution Advisor per region.
Replace DSL NCA in Q2 2014
Marcomm materials + events, research, etc.: $200 K/ year



3/Growth Strategy Service and Account
Management
Action Plan
Investments & Dependencies

AM( Sales Rep) according to plan

Sales Owner Date Due
1. Assign top 10 growth accounts to Account Managers according to Customer First initiative Gerasimov K Feb 2014
2. Assign top maintain account to account managers & FSS Gerasimov/Yusupova Feb 2014
4. Plan event for existing Customers
Gerasimov/Yusupova/Taku
nova
Sept 2014
5. To do training for Account managers and regional Sales on service operations and estimations to
provide them better understanding of services that they sell.
DSL AM/DFSL April 2014
6. To meet Exxon, Fluor Daniel, Mordraga, IKEA, WTC, TTG
Operations Owner Date Due
1. To do technical assessment of all service engineers and technicians DFSL February 2014
2. To prepare development plan for engineers and technicians. DFSL March 2014
3. To do refreshment training for Attune for AM and regional BC SL April 2014
4. Each FSL should have escalation targets in HPD and cover all service bank done
3/Growth Where we need your
support
1. Investment in high quality organization:
Dedicated staffing support
Quality hiring
2. Increase Product range:
Different complexity levels: innovative products lines which differentiate us from competitors (for security, services,
integration): create a consistent communication channel with Product Businesses and TechnoService Offering
Different price levels for products from mid to premium/ super premium market - 15-20% Price reduction for key
ACS products businesses: right price for the market - support needed from HLS and ECC (Field equipment)
E4E Access to East products (e.g. China, India, etc.) in progress, more speed needed
Soften channel conflict with ACS Product Businesses the progress with ECC and HSG is in place. We need the same
understanding for HLS
3. Dedicate Resources to Increase awareness of TechnoService in the market:
Website in local language
Value Creating Marcomm with excellent execution
4. Support in developing winning model for CIP and identify partner acquisition targets
5. SAP implementation in 2014 to drive standardization and leverage off shore support (BSC, COE
, HAIL)
6. Regular visits of ENA Leadership to Russia: understand our market and show commitment to
our Customers