Regional firms and their secret competitive advantage: Markéta Semelková (#187)
- Martin Hurych
- 8. 4.
- Minut čtení: 25
Regional companies have a secret weapon up their sleeve that beat even the big players from Prague or Brno.
Does that sound strange? That's exactly why I invited Markéta Semelková, an expert consultant and head of the training centre at eBRÁNA. Markéta knows that a company culture, clear processes and well-established cooperation between sales and marketing are not the luxury of big cities. On the contrary - outside the metropolis there are advantages that are often overlooked by entrepreneurs themselves.
That is why I asked Markéta about everything that can be crucial for the growth of regional companies.
We were talking about...
🔸 What is the difference between businesses in small and large cities?
🔸 Is the corporate culture in regional companies better?
🔸 What is the biggest marketing myth?
🔸 What makes young traders different?
🔸 What is the return on investment of the training centre?
If you too want to discover your secret competitive advantage, how to attract quality people to your company, and stop solving problems at the last minute, this episode is for you.
"Address prevention, not disease. Even in marketing, business and working with people.“
Markéta Semelková | Expert Consultant @ eBrána
Regional companies and their secret competitive advantage
( transcript)
Who is Markéta Semelková
Martin Hurych
Today it will be about business development, marketing, trading, B2B trading and human resource development. I've brought in my guest, Marketa Semelkova.
Markéta is the head of the training centre, expert consultant, expert consultant and trader at eBRÁNA. Today I would like to take a look with her at how companies are developing outside our major cities, by which I mean Prague, Brno and Ostrava. Today we're going to look, as the actors say, a little bit at the region to puncture the big city bubble. Marketa, before we get to that, you played basketball at the top level for many years. When I used to play basketball, I was told it was a non-contact sport, but then the backboard quickly disabused me of that notion. Where are the sharper elbows, in basketball or in business?
Markéta Semelková
It's hard to judge, but I think it's good to be brought up with sharp elbows and that's useful, not just in business but in life in general. I think it's good to take a lot of inspiration and experience from sports, not just the hard elbows, but especially the teamwork. That's something that basketball taught me and I brought that into the business and to this day, even by coaching junior salespeople and helping companies set up sales departments, teamwork is something that I think is even better than hard elbows.
Martin Hurych
What position did you play?
Markéta Semelková
I played on the wing, I originally started out as a mini under the basket, but gradually some of my friends outgrew me and then I played wing. I was captain for years, I played for the Hradec Lionesses, but once I started college I started doing something else. Even a few years ago my dad told me he was disappointed I didn't go pro, because he's still around basketball to this day. But I think basketball has given me a lot, taught me a lot, and I like watching basketball now and cheering for the Hradecky Lions.
What is eBRANA and how is it different?
Martin Hurych
eBRANA one sentence, who are you?
Markéta Semelková
Consultancy agency, medium-sized company, Czech company and we help owners of Czech medium-sized companies to create a healthier company in which it is easier to live.
Martin Hurych
There are as many consulting firms on the market as poppies, I build one myself, we don't often build a lot of trust our clients. How are you different?
Markéta Semelková
Others of us are in the business of looking at business development a little differently. We like to liken it to a holistic healthy way of living. In the same way that a person develops a company and if you somehow develop a person in the area of prevention and healthy , healthy eating, healthy consciousness or sports and liken it to a company, we've found that there are common denominators. By likening it to that, our customers have a better understanding of some principles. So we approach it in such a way that we don't just do marketing as a consultancy agency, but we also do helping in HR, business, etc.
What is the difference between companies in small and big cities?
Martin Hurych
We often focus on companies in big cities with big ambitions, with a large and relatively easy to access market. Every time I go outside of Prague to a district or regional city, it's a great epiphany of how different the business is. You do business all over the country, you have clients both in Prague and in the region, what do you think is the biggest difference between entrepreneurs in big cities and those in Hradec or Pardubice, where you come from?
Markéta Semelková
I think the big difference we see is that the company is a little bit different. It's harder to find employees who have to commute and so on, and there's also a difference in how the company takes care of that company culture.
Many times it's not so much about business and money, but about the fact that we meet executives who are big-hearted, they are the drivers of the company, often overwhelmed by operational work, but they want to develop the company. They know that if they take good care of the company culture, of their employees, then as the company is happy inside, so is the glow outside. So a lot of times we work well with companies that are in the neighborhood, that are in smaller towns. We also work with manufacturing companies, we are approached by manufacturing companies that many times are on some periphery where they can have manufacturing facilities and larger companies. We know that we don't focus only on Prague, Brno and Ostrava, but I have customers in Jihlava and that is the centre of the country for them. Another company is in the Highlands and that's the centre for them and I actually started to understand that the context might be a little bit different in their perception.
Is the culture in regional companies better?
Martin Hurych
For many years, I used to go from Prague to Humpolec for this very reason, the corporation set up a headquarters there, because it was an hour to Prague, an hour to Brno. If we talk about the company culture, do you feel that the heartthrobs from regional companies have a better company culture, or how would you compare it, assess it in some way?
Markéta Semelková
I don't know if it's completely better, but we do a lot of research for customers to understand their business from the inside. As a third party, we can also give them, for example, some median manufacturing companies and we can measure satisfaction by NPS, which is very interesting for some executives. Net Promoter Score is a parameter where from -99 to +99 you are able to rank that company on some score based on the output of employee information. The median, which we've measured over the last year and a half, where we've done over 100 surveys, is about +22. So when companies come in with a measured score of 40 and they're crashing out because they don't have a +99, we say how great it is that they have a great company culture.
The company culture can be measured that way, but what's great is that customers are starting to work with us on that company culture, and a lot of times in those smaller towns they do that on purpose to attract much better employees. What can set those smaller companies apart is that they can beautifully define their company culture and do better recruiting. There's a low unemployment rate of , companies have had a hard time recruiting quality employees, a quality employee is the gold of that company, but we often see on websites that companies just present a brand outward, a brand of service or product.
We say that if a company is great, has a great company culture, then we need to talk about it just like a product brand or a service brand. So when you measure your score in a survey at the beginning and discover what you're good at and what the company culture could be improved, then you just need to apply some steps. We're able to set those up with the company within some employer branding and within some processes that we see as common denominators in other companies, and help that company develop.
I even brought the development map to show you today because it is often the case that CEOs do not understand so much of the context. They see their business, they see their manufacturing, and especially in the softskill stuff they have a harder time. So we developed a tool like this a couple of years ago that helps a company where they are currently and where they want to be, lay out some vision and describe their mission. Often what we see is that the owner has a mission in their head, they know where they're going, but the rest of the company doesn't know.
Once they have fulfilled these points, companies can put stickers on those individual sections and can visually share on onepager to the company where that company is.
When companies just put up a bunch of processes that they already have and they have them well, or a bunch of processes that they would like to address, those companies are not fragile. The times are not exactly easy and may not be for a while, although firms are fighting valiantly, but it's about picking the right direction, validating it, taking advice if necessary, and not being alone in it. That direction needs to be told to the company so that the whole company is the driver of that direction, so that everyone knows they are pulling together and even if it's not exactly easy, they know the company is going somewhere. Because those companies are as much about their employees as they are about their products for their customers.
Is the corporate culture a confession from Prague?
Martin Hurych
Let's get under the skin a bit and talk about the real problems of the people you see. The first one was company culture, sometimes I , although it's rapidly improving, that company culture is something that often seen as more of a nice extra. Especially the heartthrobs who maybe grew out of manufacturing use it in self-defense. Am I wrong? Like I said, it's changing terribly, but I still occasionally meet an entrepreneur who sees corporate culture as something that is the confessional from Prague. Do you see it, too?
Markéta Semelková
I think that company culture is the basis for the health of a company and a good company culture is an example of competitiveness. When we talked about those smaller companies that need to grow, company culture is something that can be a marker of competitiveness because it's based on those quality employees. If we talk about manufacturing companies, we have often been approached by companies that they need to expand, that they need a new website translated into foreign languages, that they need campaigns, marketing or sales. We would then find out in meetings that it would be nice to help them with this problem and solve it, but that if we shifted the performance of the company, it wouldn't be completely related to growth. What they often said was that they didn't have quality staff and more contracts would only exacerbate the problem.
We stand by the fact that every company has two legs, just like a person has two legs, one leg is HR or employee leg, the other leg is product and service leg, and both must be strong and stable. In order for a person and a company to walk properly, they have to walk on both feet. This also explains that once companies don't pay attention to the company culture and only pay attention to the performance of the company from
in terms of products and products and services, the company may not be that stable. Of course, 's a company by company, but on the other hand, when you consider it as a person, it is. As we talked at the beginning about a holistic approach, the healthier that company is in terms of not only those legs but also the hands, the easier it can move, be flexible and handle the tough issues of today. So you need to know yourself inside and out, employee and customer.
Martin Hurych
You said two legs, what are the arms?
Markéta Semelková
We describe our hands as economics, marketing, business and so on. But if you download or ask us for a company map, you will see that there is also a heart and brain, because every company has mission and vision. When there's a defined direction, a mission as a purpose and a vision as a three-year plan, 's something that can then connect those employees and customers.
What is the most common demand of owners?
Martin Hurych
I guess we should say that the company map will be a bonus of this podcast, so whoever is interested, make a note of my website where it will be available for download. There's a bunch of dots on that company map, what's the boil that's the most traditional inquiry when someone comes to you? What do business owners most often want to solve first?
Markéta Semelková
We started as an agency 20, 22 years ago and we started building websites and e-shops and we are still building websites and e-shops, so companies often ask us that they need to build a website and e-shop and they ask for individual products.
We try to describe to customers the importance of starting from the core of the company, from the center, understanding and setting goals. The ulcer is a lot of times that the map has a lot of bubbles, those customers pick one bubble, one problem and they want to solve it with us. But in the same way that we compare the map to a person, to a healthy person, it's exactly that when you then have disease and you want to treat it and you treat it with some medication, it has some related ailments. Let's take a preventive look at the company, marketing, sales and HR, whether it's recruiting new customers, employees, should not be when I have a problem, it should be done preventively. So we are happy when customers see us in this holistic approach and not just the individual areas within marketing, sales or HR.
What is the biggest marketing myth?
Martin Hurych
We were talking about when we agreed to meet here in front of the cameras and in front of the microphone, we were talking about how you cover both marketing and business and you see a bunch of misunderstandings and myths. Now, again, you said that because of how long you've been in business and how well-known you are, people come in primarily with marketing ulcers. What's the biggest myth they come to you with about marketing?
Markéta Semelková
Perhaps the biggest myth is that marketing can cover the whole business and marketers are cheering that there will be lots of leads and they don't have to do acquisitions and so on. It has been true and Covid has even shown us that you can sell big products, expensive products in the form of e-stores. Before Covid, I was offering an e-shop to a company that had offices all over the country and had brick-and-mortar stores. They said they have had a brick and mortar store for 20 years, why e-shop, they will never go online. I probably don't need to fully suggest what happened when all the brick and mortar stores closed.
So we need to think about it synergistically and then that synergy of marketing and commerce proves some effectiveness. There's even some research on it, I saw some research last year from an agency that proved that linking sales and marketing brings in that last 10% that companies will be fighting for last year, this year and next year. The healthier companies are fighting for that last bit, so if we think about marketing and sales together, when marketing helps and when sales helps and is the right sales set up not just for nurturing but for acquisition and retention, then it can deliver the right results.
When to use marketing and when to use business?
Martin Hurych
When does marketing help and when does business help?
Markéta Semelková
We often find that manufacturing companies have really been used to dealing with a lot of things through marketing recently. Inquiries were coming in, leads were coming in, and business was being referred to as some sort of outlet. Today it's different, there's not as much demand, there's not as much quality demand, so especially with medium or small companies that want to grow, we're dealing with the fact that now the business is playing first fiddle, but marketing has to help. Marketing is that marketers lean on those websites that generate some leads, there's remarketing that works, there's differentiating that company's brand from the competition. It's a well chosen target audience so we don't spend time on customers who don't need us.
Today, a lot of companies are doing the business, the business part, sharpening the axe before going into the woods, and marketing helps a lot. There's a certain role where the business needs to work with marketing and pass that information back to marketing in terms of references. B2B companies need references, they're collaborative relationships, long-term relationships, so when a marketer is working with a good client, they need to talk about that, they need to put that back on the web and that's the role of marketing again.
A marketing role, delivering leads, getting some awareness in campaigns or trade shows and so on. A marketer is great if they go to the right customer, the right target group, the right person, with the right sales skill. He is properly prepared and follows some agreed rules and agreements in the negotiation and negotiation of a follow-up. He's not just a showman, which we see sometimes, but he's a person who can be relied on and he's a manager who is able to organize that with the company.
How do marketing and sales work together in eBRANA?
Martin Hurych
This is the ultimate goal for many companies, the holy grail that everyone is trying to get to. There are 130 of you in the company, you're obviously a successful company, so how does it work for you?
Markéta Semelková
We are also a marketing agency, because our production is the production of websites, e-shops and marketing services, products, so we work closely together. We have a big advantage that our management is looking after our development, which is also a message to our other customers that even though times are what they are and a lot of companies are dealing with operational issues, how to extinguish some things, you need to think about development and look ahead. So we do a lot of training, we have a great company culture and we're happy with that. We have a lot of young people because we cooperate with two big universities, Hradec and Pardubice, we go there to give lectures and we offer internships to students who are studying economics. We try to print everything that we experience back on the map, on the website or in our collaborations with our customers.
Martin Hurych
How satisfied is the eBRANA marketer with the cooperation with marketing and vice versa? You were saying here what functions marketing should have, you talking about the functions of marketers. I when I ask in those companies both of these forces, really there is often a deep hole between them that is constantly widening on both sides. Almost every firm knows how it's supposed to work. It doesn't work. You're a firm with a great culture, lots of regional awards, you're a marketing agency and you're a salesperson. Let me tell you practically how at your , because you're not only there as a salesperson, but you're the head of that training center, for example, how your collaboration with someone in marketing works on a daily basis.
Markéta Semelková
Specifically, we link sales and marketing in several key ways. The first thing is company-wide training, where we meet and form teams together. We've also gone through a talent dynamic and have split teams by different talents. We may know red, blue, green, that common distinction, we have a deeper one that somebody is lord more on numbers, somebody is a creator, somebody is a supporter. So, we don't go into education to create more products, services or offerings beyond sales, marketing, manufacturing, but we create interesting, differently composed teams based on talent dynamics as well. There, we also get to know each other, we share a lot of interesting information from one side or the other, and we can work synergistically. That's key for us, we have those trainings once a month, bigger ones once a quarter. At the same time, we also connect with customers by creating business breakfasts, which are free with us, as a training concept with another party as well. There we work together in different teams on different topics and things like that.
What we do, and what customers who know we do it welcome and implement into their processes, is that we have a coordinated setup where the salesman and the production or the marketeer are on the menu.
At the same time, a person from the factory also goes into the field. He has to go to the first meetings once or twice a year because they are a bit different, go to the bid meetings because they are also different and then go to the meetings where our long-time customer is because they are also different. So production understands the business and at the same time we marketers go to production to again understand why websites take so long or why campaigns might not be as powerful at certain times and things like that. So between us we have this setup that also inspires our customers. Just yesterday, I was discussing with a customer the onboarding of a new salesperson and his rounds around the company, and then also accompanying the technical specialist to his meetings.
Martin Hurych
That's a great donkey bridge to your other role, training center manager. I found out today, coincidentally, when I saw your daughter, that she's adept at becoming a trader, that she's a junior acquisition trader. Did I get that right?
Markéta Semelková
She's typically blue, a lord, is more technically oriented and wants to pursue another someday, but knows that some skills need to be learned. It's not that one is born with a talent, and we say that talent is not an excuse, but it's a prerequisite to work on. She started with us as a student and she is in the role of an acquisition specialist as well, so she understands that you need to step out of your comfort zone and learn some things that are relevant for today.
What makes young traders different?
Martin Hurych
When you recruit a new trader, what surprises you about them, how are they different than when we started?
Markéta Semelková
On the one hand, Generation Z going to companies has a lot of advantages. They're coming from a slightly different background and their advantage is that they want to look for meaning right away. We, by looking for meaning behind our work and teaching our companies to look for that, it's something that's very inspiring for them. Even our company culture is very inspiring for the younger generation because we have a lot of benefits, we have a gym, we have a play area for moms with kids, we have a cafeteria, we have a garden, etc.
The disadvantage is that young people want to gain a lot of experience and do not stay in companies for long. So many times you adapt a person for 2, 3 years and then he thanks you and says he is going to get experience somewhere else. So how many times are we faced with the decision whether to adapt full graduates and give them insight into the business or adapt colleagues who are only doing marketing for a living. They know that marketing is not enough, they want to tackle the business as well, they want to help companies holistically with the business through a set corporate plan, helping through marketing, HR and business products to meet that goal. So we are adapting different types or age groups, we are benchmarking it ourselves and by doing recruitment for our customers as well, we are playing a lot with generational differences and some more engagement with those employees.
What is their biggest disillusionment?
Martin Hurych
What's the biggest frustration for those newbies who come to you when they find out what the real is?
Markéta Semelková
The disillusionment is that they're going to be immediately successful, that business means, I come to the meeting, I can talk, I can talk about any topic, it's going to . Then when we start to break it down with the newbies that a deal is some 10 successful sales steps and that if they don't do them in succession or prepare well for the company, that it's not a show, it's more of a tragedy. Sales is not improvisation, it's a kind of strategy and compared to a sports team, if I have some good tactics and a good teammate, it's always more successful. Many times they think that they will call, they will make a meeting, they will immediately go to the offer, there will be cooperation, marketing and business is a beautiful connection. It doesn't work that way, it's hard work but it's a beautiful ending.
Martin Hurych
So what is the process they should go through when they finish under your leadership?
Markéta Semelková
I was inspired by our company map. When I made the arrangements and joined eBRANA 5 years ago and helped create the new training department, I liked the map we developed, so I made a pretty similar tool to help the junior salesperson adapt. I was also inspired by the circles, I was inspired by this interesting chart that talks about what 100% performance is and to get to 100% performance you need three phases that you can't do without. It's attitude, it's knowledge and it's skills.
Nowadays, it turns out that these three phases are not proportionally equal, that one phase is much larger than the other phase, and it is said, according to statistics, that the largest part takes a stand. The attitude of that trader is something that they come into firms with, if we're talking about new junior traders, they want to trade but often can't. If we can show that we have a way to teach that trader how to trade well and teach them to know the product that they're going to be trading with us, which is marketing, sales, HR, then that path is a little bit easier. We're showing that it's not just the enthusiasm at the beginning, it's the hard work and the discipline, that that motivation can fade over time, but through routine and discipline that motivation is maintained.
So the map also serves the good progress of the trader and we say that a trader becomes a consultant when he really works on himself. He knows his product very well, he knows his know-how, or his sales skills very well, and he still maintains some kind of proper and healthy attitude of not just knowing his KPIs, but stepping out of his comfort zone. He goes to podcasts or conferences like this to talk about what he's done well and shares his successes, either internally on message boards for example or externally as inspiration to other companies that you can do it well.
What has been the biggest change in the business in the last 5 years?
Martin Hurych
You said you've been in eBRANA for 5 years, so you started sometime in or around Covid.
Markéta Semelková
It was around Covid, and I had arranged with eBRANA to come in as a trader, because if I was to adapt the juniors afterwards, I needed to understand how the business worked first. I'm also an expert consultant and I've also liked to trade for 20 years to keep the insight of what I then teach. Starting Covid, I thought I was a great trader, but three months in I found out it wasn't going to be that easy, but business is change and for me change is a positive direction. It's always good
tell ourselves why customers are saying no and what we would be useful with and adjust the strategy, adjust the call, adjust the steps in the negotiation, adjust the products, adjust the services. There's always a if the marketer asks good questions about what the customer needs.
Martin Hurych
Many of my clients say that the last 5 years have been the most revolutionary for them in their business or trading life. What has been the biggest change you've had to make in those 5 years, either in business or as the head of a training centre?
Markéta Semelková
The biggest change was probably an epiphany. At Covid, I wondered if a salesperson and consultant would even be needed after a while, everything started being sold online, online meetings started happening. I'm a salesman who likes online meetings, but still, meeting in person, some emotions and getting to know the company, how the company works, how it works, what the employees are like, is great. When Covid started to break and other other issues came up, I started to find that linking sales and marketing makes a lot of sense, you just need to divide the roles well and then link them well again. Despite my fears, there will always be a need for the right consultant with the right products, with knowledge of those products for the right company, and we need to move in that direction. For me it has given me the energy and courage that we have something to offer, our products are needed and we can help companies to be healthier.
What is the return on investment of the training centre?
Martin Hurych
A lot of my clients everywhere are looking for a return, so if I had a training center, Id be very interested to see what the return would be. How do you measure how successful you are at nurturing salespeople, what KPIs do you have, maybe even just for yourself?
Markéta Semelková
It's great that we're talking about returns because we always say that marketing and sales are the sources of money coming into the company and they're very easy to measure to get that money back into the company. When a company invests in those resources, that should around. We measure a lot through KPIs, I even say, what I don't measure I don't manage, but I add to that, what I don't develop I don't manage so that those things are balanced there.
Any proper boss needs to have both roles, and with trader returns, it's awfully hard to know if I'm putting out a thing with a trader. I'm missing new customers, I need to recruit a trader quickly, then I can't recruit a junior who's a graduate because there's a really long
track and that investment will pay off in a few years. I have to pay extra, reach for a naskilted trader and there that return on investment may be faster. On the other hand, it's a question of whether they'll understand my products and such that quickly, so the KPIs may be set for different knowledge and skills.
We also measure the progress of those salespeople in terms of skills, so we have broken down, for example, a phone call into 5 steps, and in the network matrix we are able to point out if the salesperson has a problem with the start of the call, with the resource or with identifying needs. The same is true in a sales negotiation where we have 10 steps and then we are able to measure in a newcomer if they have already done part of the analysis correctly and if the negotiation is what is blocking them, for example. So we also set those processes on the progress of that salesperson, not just on what they bring in sales, because in marketing, for example, that might be a longer journey and it might not be the primary thing we're after, we need that progress.
Martin Hurych
I understand you're measuring soft skills. On the other hand, you said that a lot of younger people pick up anchors after 3 or 4 years and move on, and that's where I'd be interested in the return. Do you get back from them what you invested in them in those 3 or 4 years or what you taught them?
Markéta Semelková
It's great that not everyone is leaving, but that's just life and it's good to be able to say goodbye, not just to recruit well. You never know, and then there are customers or employees who try to find 20% happiness elsewhere and find they've lost the 80% and come back. On the other hand, we see that those who stay have some benefits, we are still monitoring and measuring that, we are still shifting and improving. Last year we won first place with the career marketer ad and this year we're going into a little bit different model, a lot more mentoring. It's a 1+1 or buddy system, where the junior trader goes continuously with the mentor and then the training just ensures consistency and effectiveness of the products being trained, but on an individual and daily basis the junior shadows the senior. It relieves him of the paperwork, the minutes, the preparation, but at the same time the senior reciprocates by giving him experience and quick insight rather than just the theory he would have studied if he was in the field less often.
Martin Hurych
I don't have the slightest doubt about the education system, but I don't think I can knock the returns out of you.
Markéta Semelková
It's hard to say exactly when the amount invested will be returned, it's a question of how the company allows itself to invest. I had a company that approached us just for an adaptation map because they were having problems after three months, that the salesperson had trained on the most important things and was leaving after three months. We talked to both their HR department and their sales department that that was the biggest loss after three months. The salesperson doesn't bring anything in and leaves in that period, so there are different companies that have
different costs for those traders and different margin products they have to sell. You can't quite tell by averaging, but it's good that it's being minimally addressed and measured. We then set it up individually also in terms of some Boston matrix of product sales for junior merchants to make that return faster. But it's not completely generalizable, it's a question of what those companies are selling and so on.
Martin Hurych
Now, I'd like some summary from you and then we'll get back to a big event you're planning. If you were to carve three sentences from this podcast into a stone halfway through this podcast from what we've said here today, in Hradec and Pardubice, what would they be?
Markéta Semelková
Let's address prevention, not just disease, because putting those things out takes energy away from the company to grow that company. What we often see is that the owners are dealing with operational issues, they can't delegate, they don't have set goals and they're dealing with the company really ASAP. I understand that in some situations you need to address it, pull the handbrake and start the engine, but in the long run prevention is definitely better than cure. This is true for all three areas we deal with, whether it's the marketing, client, business or HR one.
Invitation to the eBRÁNA conference
Martin Hurych
I couldn't have closed it any better. You're planning what I wouldn't be afraid to call a national event, so show it off.
Markéta Semelková
This is the fifth edition of the eBRÁNA conference, we invite all owners of small and medium-sized companies or sales directors, marketing directors and HR managers. It's a great event in that we unite and inspire companies to not be afraid to make changes, it's a charge of energy. This year it's at PETROF Gallery and it's going to be a 300-person event. It's going to be on different topics just from marketing, business and HR, as far as the current economy, current common denominators and things like that.
Because we hold a conference every year on different topics, some customers come regularly. We try to choose topics and speakers each year that resonate with what's happening today so that customers can see that they're not alone. Sharing some things, networking or panel discussions are a prerequisite for good information and passing on those things. The theme of this year's conference is how to turn plans into reality, how to burn out and not burn out, certainly interesting topics that resonate in today's
difficult economic times. To , to push the company further, is what drives us forward to more competitive and healthier.
Martin Hurych
I wish you a successful conference, may the famous speakers reveal some secrets that they have not told anywhere else, because that is always important at conferences. I wish you and eBRANA to succeed not only in marketing but also in business and let the corporate map help as many companies as possible, thank you very much.
Markéta Semelková
Thank you, 23 2025 at PETROF Gallery.
Martin Hurych
It's obvious you're a businesswoman. If we've shown you a little bit of a picture of regional life today, if we've excited you about something, given you some inspiration, maybe you're thinking about the company a little bit differently today and from now on, then we've done our job well. In that case, I have a few thoughts and requests here. The first thing is, if you want to download the company map, run over to my website right now,www.martinhurych.com/zazeh , where that bonus is already hanging by this episode at the moment. The second thing, if you're interested in what I do for you in general, you want to subscribe to the B2B strategy, business, innovation, and people work news, consider joining the already existing 1,300 email list of owners and CEOs of engineering, technology, and manufacturing companies. It would make me very happy and you wouldn't miss any more of what I do for you. One last thing, if you feel like not only pushing this episode through the Internet, consider giving us a like or a subscription or if you happen to send it to a friend, a friend who might find it useful. All I can do is cross my fingers and wish you success in more than just strategies, thank you.