ABOUT BOBDAY

You're on this page, so you're close to our approach. But you want to make sure that our promises are justified.

And rightly so! After all, it's enough to study where all the stated principles, rules and methods of work came from to understand whether you can trust the company. What is behind the promises - beautiful words or real experience which formed the approach?

On this page we will tell you how bobday's unique approach and principles of working with clients came about.

COMING FROM MAGNET,
- THE LARGEST RETAIL CHAIN IN THE RUSSIAN FEDERATION

The entire management team of our company consists of people who have held TOP positions in IT projects of the largest retail chain in the country at all stages: from industrial production to technical support and the call center.

"At Magnit, our goal was not only to solve business problems in the FMCG+ niche, but also to improve our approach. For example, one of the problems was building a mutual understanding between the customer and the IT department. Different vision of the goals, different theory, a lot of stereotypes led to the fact that the customer and the executor only paid lip service to one goal, while in practice they resembled the characters from the fable "The crab and the sword. In this case, such a desire as to find the best solution, almost always receded into the background. Instead, games began in the style of "If the customer said, you have to do" or "He asked me to do it" ...

At Magnit, we have learned to work both as a customer and as a project supervisor. We learned not just how to implement the system, but how to solve a business problem with it.

Boris Sopelnik, IT director, and Boris Kukhlev, development director, were the first to leave Magnit. Having shut down all the burning projects at work in advance, a plan was developed to start a new company. Later the rest of the team joined in. Now bobday employs about 50 people and these are the best specialists with great experience.

We have taken on an ambitious goal - to make Russian medium business better! This is difficulties, risks and great responsibility. But at the same time it is freedom, possibility and courage to be yourself.

THE FIRST STEPS.
AND TEAM BUILDING.

The start-up capital of the new company was 10 million rubles. We were lucky enough to find a similar investor who, like us, dreamed of increasing the efficiency of Russian companies by moving them to a different level of management. His finances and our expertise in IT management formed the basis of bobday.

We formed a team of specialists in:
Project management;
Finances;
Developing software; ● Information security; ● Management of projects; ● Finance; ● Software development;
Information security;
● sales;
● logistics;
Production.

We got our first three projects through word of mouth, as soon as we announced that we were opening our own consulting business. We were approached by a chain of drugstores, a chain of perfumeries and household goods stores, a chain of alcoholic and non-alcoholic beverage stores.

The abbreviation bobday is a list of the first letters of the founders' names. The word is always spelled with a small letter, as it was decided not to single out anyone: Boris, Boris, Denis, Artem, Yura.

"It's an interesting word, only the letter 'o' is extra. We added it to make it bob: like, "not bad little Bob, and it's his day!" :)

Directors at the co-owner level manage a certain set of functions:
Boris is the CEO, managing the financial part and overall coordination.
Ivan Krolivets manages development. Denis Zharuk - processes and technology.
Evgeniy Belov - technical part and system infrastructure.

ABOUT OUR SPECIALISTS

The first difficulty is stereotypes...

Despite the fact that our technology and team made it possible to virtually guarantee a solution to their clients' problems, the first difficulty caught us by surprise.

First of all, it was all about the criteria by which company executives selected the contractor. Virtually no one asked the basic question, "How will you provide the results I need and what will it do for my company?"

No one saw the benefits of our approach, simply because the key selection criterion was the volume of implemented projects. If an IT company has implemented 100 cases, it has more experience, and therefore it should be chosen. No one asked the question: "And what exactly did the implementation of those 100 cases did for those customers? Well, they implemented the system, but what did the company get as a result?

It turned out to be incredibly difficult to "force" the customer to look a little deeper into the question of choosing a contractor. It turned out to be difficult to explain that such things as "experience", "cases", "number of years on the market", "staff size" cannot be the main criteria for selecting an efficient contractor.

It is extremely difficult to explain that the questions to start with are: "What will the implementation of the ERP system give us, what is the real effect of automation?", "How will you provide this result?"

We are still working to give customers an understanding of how to choose an effective contractor. And this site is one way to combat outdated technology, and at the same time, stereotypes in the heads of managers of medium-sized businesses.

Our clients are those who can hear, understand and analyze. These are managers, for whom the business result is more important than the desire to feel right.

It is very important for us, while developing the company, to promote the idea of strong IT for business.