The secret of success. Мельник О.Г. - 16 стр.

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Since/ article / presents our company / unfavourable light / and/
matter / considerable public concern / hope / seriously consider /printing
/ full retraction. Failing that/ insist/ publish this letter / next edition.
I look forward / hearing / your reaction.
Yours faithfully
TOM KLAIM
International Group of Companies
The international group of companies that has come to be known
as Tom Klaim dates back to 1992, when Anatoliy Klimin had his firm,
Tom Klaim Ltd., registered in Canada. Subsequently an office was
opened at the World Fashion Centre in Amsterdam (The Netherlands). In
1995 the company unveiled its designs on the Russian market. Currently
Tom Klaim also includes Societe Tom Klaim (France), and a number of
firms in The Netherlands, Belgium, Switzerland, and Russia, which are
responsible for raw material supplies, production, delivery control, sales
and marketing. The years of operation in the European and Russian
markets have shown that a holding company is the most efficient
structure for Tom Klaim. The subunits that handle the production,
marketing, and sales of stockings and tights are due to be split off and
form a separate holding in 1999.
The international group's annual turnover is more than $100
million. Tom Klaim is run by the Board of Directors under President
Yuriy Apanovich. Anatoliy Klimin is the founder and owner of such
trademarks as Tom Klaim, Klimin, and T.K. In all, the company employs
more than 4, 000 people. Tom Klaim's permanent partners include such
internationally renowned firms as Chamatex, Tissavel, Vog (France),
Charbit&Co (Belgium), De Streng (Germany), YKK (Japan), Frandzoni
(Italy). Its trade partners - of whom there are more than 1, 000 - do
business in Europe, America, Russia, and CIS countries.
Tom Klaim's main area of expertise is the manufacturing of
women's fashion clothes of the pret-a-porter and pret-a-porter-de-luxe
classes as well as accessories. In 1995 its range of products was
dominated by business suits for women, which have
-
become Tom
Klaim's trademark. This range was widened considerably in 1998, when
evening dresses and suits, tights and stockings, genuine
leather and fur
products bearing the exclusive label of Klimin were offered to the
customers along with knitwear and outer wear. Anatoliy Klimin regularly
used glass prisms, lenses and a laser to read product prices. Also in 1973,
bank customers began making withdrawals, transfers and other account
inquiries via the IBM 3614 Consumer Transaction Facility, an early form
of today's Automatic Teller Machines.
1981-1992: The PC era
John R. Opel's appointment as CHO in 1981 coincided with the
beginning of a new era of computing. Thanks to the birth of the IBM
Personal Computer, or PC, the IBM brand began to enter homes, small
businesses and schools.
When designing the PC, IBM for the first time contracted the
production of its components to outside companies. The processor chip
came from Intel, and the operating system, called DOS (Disk Operating
System), came from a 32-person company called Microsoft.
John F. Akers became CEO in 1985 and focused on streamlining
operations and redeploying resources. IBM's typewriter, keyboard, and
printer business were sold and became an independent company,
Lexmark Inc. During Akers’ tenure, IBM's significant investment in
research produced four Nobel Prize winners in physics, achieved
breakthroughs in mathematics, memory storage and telecommunications,
and made great strides in expanding computing capabilities. The IBM
token-ring local area network, introduced in 1985, permitted personal
computer users to exchange information and share printers and files
within a building or complex. With the further development of the
computer, IBM laid a foundation for network computing and numerous
other applications.
By 1993, the company's annual net losses reached a record $8
billion. Cost management and streamlining became a chief concern. And
IBM considered splitting its divisions into separate independent
businesses.
1993-present: A new IBM
Louis V. Gerstner Jr. arrived as IBM's chairman and CEO on
April 1, 1993. For the first time in the company's history IBM had found
a leader from outside its ranks. Gerstner brought with him a customer-
oriented sensibility and the strategic-thinking expertise. Soon after he
arrived, he had to take dramatic action to stabilise the company. These
steps included rebuilding IBM's product line, continuing to shrink the
workforce and making significant cost reductions.
Despite mounting pressure to split IBM into separate,
independent companies, Gerstner decided to keep the company together.
He recognised that one of IBM's enduring strengths was its ability to
provide integrated solutions for customers — someone to represent more
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