How was the merger in Czechia and Slovakia conducted and following this experience, how do you rate the decision to merge such a large number of companies?
For starters, I must say that the merger is still active and it would be a mistake to think that it was finalised immediately upon its entry into the commercial register. Many things offered by the merger, especially as concerns the exploitation of internal synergies, could only be realised after we started working as one company.
Therefore, I think it’s too early for a final evaluation. However, I certainly consider the decision to merge essential; it was no longer effective to manage so many companies sharing a similar focus.
If I understand correctly, two national companies were created in the merger. What is their organisation structure like and where do you see its importance?
Two companies will ease our legislative operations, but internally, Solitea in Czechia and in Slovakia operate as a single entity divided into four divisions according to customer type. The Small division takes care of the iDoklad, Money S3 and Profi Účtenka products, which are designed for entrepreneurs and small businesses. The Medium division is in charge of all of our private ERP systems - B, Money ERP and Vario. The Enterprise & Public division covers all activities with Microsoft products (Dynamics, SharePoint, Power BI), implements Infor manufacturing systems, and also solves infrastructure and large turnkey products for corporate customers and state administration. And finally, the HR & Payroll division is responsible for the Vema payroll systems. The POS segment represented by Dotykačka Holding (Dotykačka, Markeeta, Smart Pos and Solitea Pay products) is not a subject of the merger at present.
What benefits can customers expect from the merger, respectively what will the positive outcome for them be?
As regards the customer, Solitea should be a larger and more stable entity, one that they can rely to exist even several years from now, even in today’s turbulent times. It will be capable of supplying an entire range of products that will support a solution for when the customer grows or expands abroad. In short, a larger entity is able to solve the customer’s problems and cover its needs more effectively.
Together with the merger, you are celebrating the 30th anniversary of your entry to the market this year. This is a very nice figure. Solitea has thus reached its most productive age.How do you see the future, what do you have in store for it?
Our vision is to be among the largest European IT companies, and I already know that we are reaching for this goal with success. I would like to continue pursuing the current focus on internal company process solutions, because I know we can do it and have immense know-how in this area. Today, we have enough resources to continue growing through acquisitions, to be faster than others and dictate technological trends.
The rebranding of Solitea was a part of the merger. Why did you decide to do so and what was the objective?
I think that if we make Solitea a respected brand, then it will not only help us bring products neglected by marketing into the spotlight, but in the end it may also help those that we invest a lot into today. My vision is that in a few years, the Solitea brand will be as well-known on the Czech and Slovak markets as IBM, Hewlett Packard or Asseco. If we succeed, it will be beneficial not only for us, but above all for our customers.