Lianozovo Dairy Plant has been operating in its market segment since 1987. An enterprise was created to provide Moscow and the Moscow Region with dairy products. Over time, the plant was to become the largest industry enterprise in the world, while profitability was not planned.
The change in the political regime and the liberalization of the economy brought new production relations and forms of management at all levels to the plant. The plant has not become the largest in the world, but invariably occupies a leading position in the ratings of European countries.
Starting position
Lianozovo Dairy Plant had a design capacity that allowed to produce 2 thousand tons of products per day. The product range consisted of two types of milk (pasteurized in a glass container and in bags), sour cream, cottage cheese, kefir. The working team totaled 1900 people. When designing the plant, it was calculated that the product range would include all the headings of lactic acid products, and the latest automated lines for processing raw materials would be installed.
But long-term plans were not realized. By the beginning of the perestroika, the Lianozovsky Dairy Plant was unprofitable, threatened with bankruptcy and liquidation. Privatization took place in 1992 according to the scheme: 51% of the shares went to the work collective, 29% of the company's assets were privatized by suppliers of raw materials, and 20% of the shares were distributed in favor of the Moscow government. At the time of the company’s transition to the new realities of capitalist relations, there was only 1.5 months of wage money, working capital was zero. The crisis was aggravated by staff turnover, many vacancies remained unoccupied for a long time.
Crisis Optimization
Left without state support, the company management took steps to optimize budget expenditures:
- Dismantled product bottling lines in glass containers (sold as scrap metal).
- Dismissed 50% of the staff.
- Removed from balance social objects (school, kindergarten).
- Some production facilities were leased.
The volume of finished products in 1992 decreased to 59 thousand tons per year (in 1991, the figure was 200 thousand tons). The solvency of the population fell, the amount of raw materials supplied fell sharply, and its prices rose significantly. In this situation, the support of the Moscow government helped, with the assistance of which the production of milk powder was mastered.
The first steps in innovations were taken by the Lianozovsky Dairy Plant (LMK) during the crisis years - finished products for sale were sold in plastic containers that replaced bulky wholesale metal shelves. 12 liters of milk and 9 kilograms of cottage cheese were placed in it, which was convenient for owners of small wholesale trade and catering outlets. The export of products was carried out by buyers, there was no system trading and marketing strategy in the company.
Active tenants
In 1992, two entrepreneurs (S. Plastinin, M. Dubinin) rented one juice bottling line at the plant under the Wimm-Bill-Dann trademark. Juices were packaged in Tetra Pak paper packaging. A year later, companions launched the production of juices and nectars from German concentrate Doller. A competent marketing strategy and aggressive advertising campaign made the products popular among the inexperienced Soviet consumer.
By 1994, the company acquired two regional enterprises: Ramensky and Tsaritsynsky dairy plants. The first was refocused on the production of juices in cardboard packaging. Also, the Lianozovsky plant for children's dairy products was acquired.
The blocks of shares of the private enterprise Wimm-Bill-Dann in 1994-1997 were distributed as follows:
- V. Tambov, director of LMK and president of Wimm-Bill-Dann, owned 30% of the shares.
- The founders of the company, S. Plastinin and M. Dubinin, were the owners of 30% of the shares.
- 40% of the shares belonged to a group led by G. Yushvaev and D. Yakobashvili.
With the filing of V. Tambov, the Wimm-Bill-Dann company logo began to be printed on all LMK products. The purchase of shares in the Lianozovsky Dairy Plant began in 1995, and in 1996, under the control of the company, three-quarters of all shares of the plant’s shareholders were found.
Way out of the crisis. Indicators
By 1995, measures taken to overcome the crisis began to produce results. The Lianozovo Dairy Plant reached a production volume of 180 thousand tons, the next year the volume increased to 264 thousand tons. The range of finished products had about four dozen items. The work team totaled more than a thousand people, whose wages, by the beginning of 1997, averaged $ 500. By the middle of the year, this figure doubled.
Absorption
Wimm-Bill-Dann’s active efforts to concentrate a large block of LMK shares in its hands, as well as conflicts within the management team of both companies in 1997 led to a takeover - Lianozovsky Dairy Plant came under the control of the WBD group.
The Moscow government, as the holder of a significant share of ownership in the company, supported the WBD. In 2000, the company bought back the last block of shares in LMK from the Moscow administration. From this moment, until 2011, the full name of the company: Wimm-Bill-Dann LMK OJSC.
Products
In subsequent years and nowadays, the Lianozovsky Dairy Plant (Moscow) is constantly expanding its line of brands. Innovation is the basis of a successful business and the company is actively applying a strategy to update the range, production lines and technologies. The enterprise was the first to launch the production of dairy products with a long shelf life by supplying new cardboard packaging lines for this.
The expansion of the company's presence allows it to maintain leadership positions in the regions and provide the buyer with products of its own production with excellent consumer qualities, familiar under the brand name Lianozovsky Dairy Plant. Products totals more than 300 names of all assortment.
The main types:
- Sterilized milk.
- Sour-milk products: fermented baked milk, sour cream, yogurt, kefir, yogurt, curd.
- Butter.
- Cheeses, dairy desserts, puddings.
- Cream.
- Powdered and skim milk.
Brand Portfolio:
- “Beloved”, ““ 100% Gold ”,“ J7 ”- juices and nectars.
- “Village House”, “BioMax”, “Miracle”, “Imunele”, “Merry Milkman”, “Kuban Burenka”, “Frugurt” - milk and dairy products.
- "Agusha", "Miracle Kids" - baby food.
- Cheeses "Lambert".
- Drinks "J7 Tonus", "Majitel", "Majitel J7".
- "Essentuki", "Springs of Russia" - mineral waters.
- Fruit drinks - “Miracle Berry”.
In 2011, Wimm-Bill-Dann LMK was sold to PepsiCo. After the acquisition, the enterprise was reorganized and modernized, as a result of which the Lianozovsky Dairy Plant became the largest producer of baby food in Europe and the largest producer of dairy products in Russia.
Product Reviews
A large number of company brands allows the consumer to choose a product according to their own taste. Product reviews vary depending on the name of the TM, but in general they have a general positive trend. Consumers of the "Village House" note a good consistency of cream, sour cream, cottage cheese and excellent taste, nutritional properties. Drinking milk has fewer fans. Positive reviews talk about your favorite taste, ease of packaging. Negative reviews mention the dubious composition of the product or the complete absence of such instructions on the package. Opinions are also expressed that a natural product cannot have a long shelf life (from a month to six months).
Fans of the “Merry Milkman” brand are in solidarity in their positive assessments of the pleasant, familiar from childhood taste of milk, cottage cheese, cheese cakes and other products. Complaints speak out to the price. Those who found palm oil, preservatives and other additives in the composition of dairy products respond negatively.
In general, positive reviews come from those who rely on their own taste, intuition and preferences of the whole family. Negative reviews were written by consumers with a pragmatic approach to shopping. Reading the composition of the product, they found in it not very useful additives or formulations that raise doubts about the reliability.
Jobs
There is always work at the Lianozovsky Dairy Plant, the number of vacancies is constantly changing. Often open places for working specialties, drivers of loading equipment, storekeepers. The company pays attention to all areas of doing business, and therefore, designers, call center operators, IT specialists and other employees are required.
The company declares the mandatory implementation of the Labor Code of the Russian Federation, which means protection of labor and rest, guarantees stable wages and promotions. For those who need career growth, trainings are constantly held, vocational training courses allowing you to get new positions at the Lianozovsky Dairy Plant. Jobs (Moscow) are constantly updated.
Employee Reviews
Reviews of employees of the enterprise of negative tonality describe a too cumbersome system for making any decisions, difficulties in communicating with middle and senior managers. A formal attitude towards employees and their needs is also noted. The average management team in most reviews is described as the most aggressive layer of the team.
Positive reviews were written in favor of observing the Labor Code, the work team in which I worked. The most positive moment was the salary paid on time, but it is low, and the requirements and plans are too high. It is also noted that a social bonus and wage indexation are a nice bonus .
Useful information
Working at PepsiCo requires certain skills, most often it requires specialists with experience. But there are always vacancies and opportunities to start a seniority, for this it is worth contacting, for example, the Lianozovsky Dairy Plant.
Address: Moscow city, Dimitrovskoye Shosse, building 108. At the same address is a wholesale and retail store where you can find the whole list of products and new products that are only on sale.