维泰利的雄心
2008-06-06
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| 维泰利,奢侈品超级游艇 |
维泰利的雄心
作者：英国《金融时报》彼得•马什(Peter Marsh)
2008年6月5日 星期四
如果中国能达到俄罗斯过去几年的速度，迅速发展成为一个销售豪华游艇的市场，保罗•维泰利(Paolo Vitelli)会非常高兴。
对于豪华游艇，俄罗斯以前是一潭死水，但如今已成为Azimut-Benetti增长最为迅速的市场之一。该公司总部位于都灵, 由维泰利在1969年创建。
现年60岁的维泰利仍是Azimut的首席执行官兼主要所有者。该公司现在是全球最大的豪华游艇制造商之一，去年的销售额达到8.3亿欧元（合13亿美元），其中50%的客户来自欧洲。
维泰利表示，该公司是全球少数几家销售特大型“超级游艇”——长度超过25米，售价在200万至7000万欧元之间——的公司之一，促成了公司在俄罗斯的蓬勃发展。
特别是，他说，该公司销售的游艇足够庞大和豪华，迎合了许多俄罗斯富豪英雄主义的品味。
维泰利表示：“富有的欧洲人可能会考虑将财富的1%花在游艇方面。”
“但实力相当的俄罗斯人可能会把10%的钱花在自己能够购买的最豪华的游艇上。在多数情况下，财富都是在短时间内创造出来的。俄罗斯人可能认为，他们希望从中获得最多的快乐。”
作为扩大销售国家范围努力的一部分，Azimut于2002年在莫斯科设立了一个营销办事处。此后，俄罗斯销售额开始飙升；去年，俄罗斯占该公司总收入的近10%。
Azimut继续跟进，计划于下月在莫斯科附近的莫斯科河上建造一座价值2500万欧元的码头，这是该公司在意大利以外的首个类似项目。该公司的收入将来自向停泊在该码头的船只使用者收取管理费。
在获得经济和工程学位后创建了Azimut的维泰利表示，他希望在未来5年，对于Azimut而言，中国将成为和俄罗斯同样成功的销售市场。
他希望到2013年，中国将占到该公司年销售收入的5%至10%。
Azimut几乎从未尝试将生产转到低成本国家，这在欧洲制造商中并不常见。该公司认为，这样做会影响质量和效率。实际上，Azimut所有的2700名员工都位于意大利，多数聚集在意大利西北沿海的船场里。
至于可能在未来18个月冲击全球多数地区的经济困境，维泰利认为，该公司承受风暴的能力好于其它很多企业。
这在一定程度上是因为维泰利相信，对“超级游艇”的需求相对不会受到经济滑坡的影响。去年，超级游艇占到该公司总销售收入的一半。
“市场高端（潜在客户）的收入不会都受到（经济低迷）的严重影响。”
另外，他表示，该公司产品范围足够宽，而且地域分布广泛，因此应该能够把游艇销售给那些感到自己买不起最昂贵游艇的客户。
这些人可能位于中东等地区。过去10年，Azimut已在中东地区设立了销售网点，尽管其它地区正经历经济困境，但中东地区可能会继续增长。
Azimut正致力于进一步扩大全球业务范围的计划，考虑在克罗地亚、土耳其和黑海——可能在乌克兰、保加利亚或罗马尼亚沿海地区建设码头。维泰利表示，这些进展可能也会提高公司在这些地区的销售额。
至于保留Azimut在意大利除了150名以外的全部员工的问题，维泰利表示，在豪华游艇行业，促使企业转向低成本国家的力量要远远弱于许多其它制造领域。“多年来，高成本国家一直都与奢侈品联系在一起。我们在这些地区拥有非常广阔和发达的市场。”
“另外，现代游艇要使用很多复杂的零部件——从发动机到专业配件，它们总是在高成本国家生产，必须从这些国家进口。”
维泰利总结道：“因此，总体而言，把生产转移到中国等国家，利用那里的低成本劳动力，几乎无法获得什么潜在优势。”
持有Azimut 95%股份的维泰利表示，他并不打算减持股份或将公司上市，也没有退休的计划。
“我喜欢私有，”他表示。“这意味着，我们能够照顾客户（顾客）的利益，而非股东的利益。”
译者/梁艳裳
阅读本文章英文,请点击 THE ITALIAN TAKING A NOT-SO-SLOW BOAT TO CHINA
THE ITALIAN TAKING A NOT-SO-SLOW BOAT TO CHINA
By Peter Marsh
Thursday, June 05, 2008
If China can develop as quickly as Russia has in the past few years as a market for selling luxury boats, Paolo Vitelli will be happy.
Formerly a backwater for these products, Russia is now one of the fastest growing markets for Azimut- Benetti, a Turin-based company that Mr Vitelli started in 1969.
Mr Vitelli, aged 60, is still chief executive and main owner of a company that is now one of the world's biggest makers of upmarket yachts. It had sales last year of �830m (.3bn), 50 per cent of which went to customers in Europe.
The company's position as one of a handful of companies globally that sell extremely large “super-yachts” – vessels above 25m in length that sell from �2m-�70m – has helped it to prosper in Russia, Mr Vitelli says.
In particular, he says, the company sells boats that are big and lavish enough to cater to the larger-than-life tastes of many wealthy Russians.
“A European with a lot of money might contemplate spending 1 per cent of his wealth on a yacht,“ says Mr Vitelli.
“But for the equivalent Russian person, he might want to spend 10 per cent of his money on the best boat he can buy. In most cases, the wealth has been created in a very short time. Perhaps the Russians feel they want to gain the maximum enjoyment from it.“
As part of the company's efforts to increase the spread of countries that it sells to, Azimut set up a marketing office in Moscow in 2002. Since then, sales in Russia have surged; last year they accounted for nearly 10 per cent of the company's revenues.
Azimut is following this up with a plan to open next month a �25m marina on the River Moskva near Moscow – its first project of this sort outside Italy. It will gain revenues from this by charging management fees from boat users mooring at the facility.
Mr Vitelli – who set up Azimut after an academic background in economics and engineering – says he hopes China will become a similarly successful salesground to Russia for Azimut over the next five years.
By the end of this time he hopes that China will account for 5-10 per cent of Azimut's annual sales.
Unusually for European manufacturers, the company has made little attempt to diversify its production into low-cost countries, arguing that quality and efficiency would suffer. Virtually all Azimut's 2,700 employees are in Italy, mostly clustered in a series of boat yards on the country's north-west coast.
As to the economic difficulties that seem likely to hit much of the world in the next 18 months, he reckons the company can weather the squalls better than many other businesses.
This is partly because Mr Vitelli believes demand for “superyachts” – which accounted for half the company's sales last year – will be relatively unaffected by any economic slump.
“Incomes [of our prospective customers] at the top end of the market will not be all show much of an impact [from any downturn].”
Also, he says, the company has a sufficiently broad product range – plus a wide geographic spread – such that it should be able to sell boats to customers who feel they cannot afford the most expensive yachts.
These people may be in regions such as the Middle East – where Azimut has built up sales outlets in the past decade and where the economy looks likely to continue to grow in spite of the economic difficulties being experienced elsewhere.
Azimut is working on plans to increase its global spread still more, with ideas under study to set up marinas in Croatia, Turkey and on the Black Sea – perhaps on the coast of Ukraine, Bulgaria or Romania. Such developments could also boost Azimut's sales in these places, Mr Vitelli thinks.
As for maintaining all but 150 of Azimut's workforce in Italy, he says that in the luxury boat industry, the forces pushing companies towards relocating to lower-cost nations are much weaker than in many other areas of manufacturing. “The high-cost nations have been associated over the years with luxury products. We have very large and developed markets in these places.
“Also, a modern boat uses many sophisticated components – from engines to specialised fittings – which are invariably made in high-cost countries and have to be imported from these places.
“So overall there are few potential advantages to be gained from moving production to a country like China with the possibility to use low-cost labour,” Mr Vitelli concludes.
Mr Vitelli, who owns 95 per cent of the company, says he has no plans to reduce his shareholding or take the company public, nor to retire.
“I like being private,” he says. “It means we can look after the interests of clients [customers], not shareholders.”
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