Transylvania Business: “The Napotex Model”

Cornelia Nagy is the perfect prototype for a successful manager who knows how to reinvent her business and adapt according to the market evolution. Thus, she succeeded in transforming Napotex in a business that overcame the crisis and became a genuine gold mine. 

Cornelia Nagy is very knowledgeable and is passionate with art and history. Her office, tastefully decorated, expresses a strong and open personality concentrated on the future without overlooking the past lessons. Consequently, Egyptian papyruses of very good quality are set together with a Globe that signifies openness towards the latest technologies that predict the future ones. The practical history lesson taught by Cornelia Nagy is derived from the examples of the great conquerors. Like Alexander the Great and Julius Caesar, she occupied strategic points. The most important one is represented by the logistic base situated right across the International Airport in Cluj-Napoca, the main air gate in Transylvania and, at the same time an important commercial hub in Eastern Europe.

This lesson determined a lot of the people who know her to resort to a comparison with Angela Merkel, keeping the necessary proportions. Thus, If Angela Merkel reinvented Germany and transformed it from a country that was afraid for its future and encountered structural problems, generated by the great differences among the formerly communist lands and the capitalist ones, in a state where the future starts today, Cornelia Nagy reinvented Napotex. In the first stage, during the torment of transition, she avoided one of the biggest mistakes made by other managers: giving privilege to the central office spaces and neglecting the periphery.

Napotex kept and expanded the logistic base in Someseni, near the airport, which became today one of the key-points of the economy in Cluj. During the years of the real estate boom, when other managers attempted non-realistic investments, in the hope that prices would continually rise, Cornelia Nagy opted for an organic and healthy development and invested from Napotex own resources. Accordingly, the start of the economic crisis found Napotex as a very stable venture and with excellent perspective, while other similar companies in Transylvania were hit as if by a tsunami during the recession. At this point, Napotex is considered a model of applied economy, worthy of being followed also by other managers.

A Realistic View

Cornelia Nagy’s managing method can be abridged to a single word – realistic. She took over a commercial company, but, at present, the Napotex ventures are generated by renting. The structure of the business has been thoroughly modified, after she realised that many of the commercial companies activating in the centre of Cluj, that were also clients of Napotex were about to be seriously affected by the mutations generated with the opening of the two malls in Cluj. To this phenomenon added the unfair competition and the massive importing of bad quality goods brought in from Turkey or China.

Instead of relying on its position of logistic centre for local companies that produce goods, like textiles, Napotex betted on renting warehouses to companies activating in different fields, and so diversifying their activity reduced the risks. ‘For 18 years, Napotex succeeded in staying profitable, and the investments were made without any credits.” says Cornelia Nagy. The prices demanded by Napotex were the most correct, meaning that, during the real estate boom, they were not pumped up artificially. This is also the reason why no one from Cornelia Nagy’s clients has so far complained about the rent price. “The people, tenants, appreciated the honest partnership we proposed.” says the General Manager of Napotex.  The stability offered through this partnership constituted a good basis for the tenants’ expansion in business, despise the crisis.

”I can say I get very involved. I no longer have one business, now I have 40”, says Cornelia Nagy jokingly. She strives at helping her clients as well as an entire internal department at Napotex. At present, the company Cornelia Nagy is administering is a model of efficiency. With only 9 employees, it serves 40 clients that generate a turnover of 400.000 euros and a profit for this year of 150.000 euros. These numbers are solid arguments for the major stock-holder of Napotex, SIF Banat-Crișana, to keep Cornelia Nagy’s managing in the long run.

Transformations

An interesting aspect concerns the change that the job market has undergone. Eighteen years ago,  Napotex had 150 employees. Nowadays, the airport logistic corps includes the same number of employees, but they are much better paid than the 40 employers from Napotex. At present, 85 % of the Napotext premises are used as warehouses, while 15 % function as offices. This year, Cornelia Nagy will continue to make investments in order to increase the comfort and the quality of these buildings. As a result, all the people who own warehouses in Apahida or Turda, for example, want to open offices in Napotex, says Cornelia Nagy. Moreover, the extension of the International Airport of Cluj-Napoca and the new by-pass Vâlcele – Apahida will also attract a lot of interest in the logistic base of Napotex.

Source: Transilvania Business

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