Established in 1992, Wimm-Bill-Dann joined the PepsiCo Group in 2011. The acquisition of Wimm-Bill-Dann enabled PepsiCo to become largest company for the production of beverages and food products in Russia and one of the largest processors of raw milk.

PepsiCo continues to successfully develop its dairy and baby food business in Russia and the CIS thanks to consistently high product quality, a wide range, popular trademarks and established distribution throughout the country.

Story

The history of the Wimm-Bill-Dann company dates back to 1992, when Sergey Plastinin and Mikhail Dubinin rented a production line at the Lianozovsky Dairy Plant and began producing packaged juices under the Wimm-Bill-Dann trademark. In just three years, LMK, the largest dairy plant in Eastern Europe, will become the first own production asset of a young domestic company.

In 1993, Wimm-Bill-Dann launched the production of yoghurts. At that time, this type of dairy product was little known and was just beginning to gain popularity among consumers.

In 1994, Wimm-Bill-Dann launched the first domestic brand of packaged juices, J 7, on the market. Today, J 7 is the leader in the premium segment of the Russian juice market.

In 1996, the company expanded its brand portfolio and launched traditional dairy products Domik v derevnya. Today, natural dairy products "House in the Village" are trusted by thousands of families across the country, and the brand itself is one of the leaders in the dairy products market. Domik v derevne products are annually awarded the Product of the Year award, and in 2011 the brand was awarded medals and the Grand Prix of the All-Russian tasting competition Milk Success. The brand occupies the first lines in the status ratings, was awarded the "100 the best goods Russia”, is included in the list of the most valuable Russian brands in the Interbrand catalog, and according to the Forbes magazine rating, it is included in the TOP-10 of the largest Russian brands.

1998 is a landmark year in the history of the company. This year, Wimm-Bill-Dann is starting an active regional expansion, acquiring enterprises in Vladivostok, Ufa, Nizhny Novgorod and the Krasnodar Territory. The foundation successful business Wimm-Bill-Dann is focusing on innovation: the company was one of the first in Russia to launch mass production of food products in aseptic carton packaging, which made it possible to bring product distribution to a qualitatively new level, ensuring its safety for a long time. The successful location of production facilities, their modernization and the high professional level of employees, the consistently high quality of products laid the foundation for the company's success in the market and made Wimm-Bill-Dann one of the leaders in the domestic food industry.

In 1998, Wimm-Bill-Dann introduces two new products to the market - Chudo yogurt and Chudo Yagoda fruit drink. Berry juice "Miracle Yagoda", prepared according to traditional Russian recipes from forest and garden berries, became the first packaged fruit drink in Russia.

In the same year, Wimm-Bill-Dann brought Chudo yogurt to the market. At first, they had only a few flavors and were packaged in small plastic cups. Today, the Miracle brand is the leader of the domestic market of yoghurts and desserts and has 95 different types of products.

The year 1999 was marked for the company by innovations in the dairy segment. Wimm-Bill-Dann launches Bio Max bio-kefir, which has become the first specialized brand of fortified dairy products in Russia.

In 2000, a brand of dairy products, Vesyoliy Molochnik, enters the market. In the same year, Wimm-Bill-Dann acquires production facilities in Ukraine and Kyrgyzstan.

In 2001, Wimm-Bill-Dann entered the baby food market by launching products under the Agusha trademark, the first domestic brand of baby food. For more than four years in a row, Agusha has been the leader in the baby food market in Russia.

In 2002, Wimm-Bill-Dann became the first domestic food company to list its shares on the New York Stock Exchange (NYSE). The initial public offering brought the company $200 million.

In 2003, Wimm-Bill-Dann acquires the Essentuki Mineral Water Plant and starts producing Essentuki No. 4 and No. 17 under its own brand. In the same year, in the city of Rubtsovsk, Altai Territory, the production of Lamber cheese, the first domestic yellow cheese, successfully competing with imported products in the category of yellow cheeses, was launched. At the same time, production of functional milk drink Imunele begins in Moscow. Subsequently, the product line of this brand included Imunele for Men and Imunele for Kids.

In 2007, the company launches juices, fruit, vegetable and meat purees "Agusha" on the market. And the very next year, baby powdered milk formulas. To date, under the brand name "Agusha" 108 varieties of products are produced.

In February 2011, Wimm-Bill-Dann, the largest producer of juices and dairy products in Russia, joins the PepsiCo family. With the acquisition of Wimm-Bill-Dann, PepsiCo became Russia's largest food and beverage company.

Wimm-Bill-Dann Drinks calculations based in part on data contained in Nielsen audit reports retail by juice category for the period from July 2013 to June 2014 in cities Russian Federation with a population of more than 10 thousand people, in relation to the market valid as of August 21, 2014.

The Chudo brand is in first place in terms of volume in the yoghurts and desserts macro segment for June-July 2010 - April-May 2014. The calculations of Wimm-Bill-Dann LLC are based in part on data contained in Nielsen's reports on the audit of retail trade in macrosegment of yogurts and desserts (macrosegment determined by the client) for the period June-July 2010 - April-May 2014 in cities of the Russian Federation with a population of more than 10 thousand people, valid as of August 13, 2014.

is a beverage and food company in Russia and one of the largest raw milk processors.

Source: http://wbd.ru/

History of Wimm Bill Dann

The history of the Wimm-Bill-Dann company dates back to 1992, when Sergey Plastinin and Mikhail Dubinin rented a production line and began producing packaged juices under the Wimm-Bill-Dann trademark. In just three years, LMK, the largest dairy plant in Eastern Europe, will become the first own production asset of a young domestic company.

In 1993, Wimm-Bill-Dann launched the production of yoghurts. At that time, this type of dairy product was little known and was just beginning to gain popularity among consumers.

In 1994, Wimm-Bill-Dann launched the first domestic brand of packaged juices, J7, on the market. Today, J7 is the leader in the premium segment of the Russian juice market.1

In 1996, the company expanded its brand portfolio and launched traditional dairy products Domik v derevnya. Today, natural dairy products "House in the Village" are trusted by thousands of families across the country, and the brand itself is one of the leaders in the dairy products market. Domik v derevne products are annually awarded the Product of the Year award, and in 2011 the brand was awarded medals and the Grand Prix of the All-Russian tasting competition Milk Success. The brand occupies the first lines in the status ratings, was awarded the “100 Best Goods of Russia” award, included in the list of the most valuable Russian brands in the Interbrand catalog, and according to the Forbes2 magazine rating, it is included in the TOP-10 of the largest Russian brands.

1998 is a landmark year in the history of the company. This year, Wimm-Bill-Dann is starting an active regional expansion, acquiring enterprises in Vladivostok, Ufa, Nizhny Novgorod and the Krasnodar Territory. The basis of the successful business of Wimm-Bill-Dann is a stake on innovation: the company was one of the first in Russia to launch mass production of food products in cardboard aseptic packaging, which made it possible to bring product distribution to a qualitatively new level, ensuring its safety for a long time. The successful location of production facilities, their modernization and the high professional level of employees, the consistently high quality of products laid the foundation for the company's success in the market and made Wimm-Bill-Dann one of the leaders in the domestic food industry.

In 1998, Wimm-Bill-Dann introduces two new products to the market - Chudo yogurt and Chudo Yagoda fruit drink. Berry juice "Miracle Yagoda", prepared according to traditional Russian recipes from forest and garden berries, became the first packaged fruit drink in Russia.

In the same year, Wimm-Bill-Dann brought Chudo yogurt to the market. At first, they had only a few flavors and were packaged in small plastic cups. Today, the Chudo brand is the leader of the domestic market of yoghurts and desserts3 and includes 95 different types of products.

The year 1999 was marked for the company by innovations in the dairy segment. Wimm-Bill-Dann launches Bio Max bio-kefir, which has become the first specialized brand of fortified dairy products in Russia.

The expansion of geography and increase in production volumes leads to the fact that the company begins to feel a shortage of high-quality raw milk. This situation is pushing Wimm-Bill-Dann to create a comprehensive system of measures to support domestic milk producers. In 1999, the company launched the Milk Rivers program, which included commodity loans, leasing of production equipment and, in fact, became the first domestic business program to support the agro-industrial complex.

In the same year, the company launches Lyubimiy Sad juices and nectars, which are now produced under the Lyubimiy brand. To date, the company, which includes Wimm-Bill-Dann, has three of the most successful brands in the domestic juice market: J7 is in first place, in second is Orchard, and in third is Lyubimy. four

In 2000, a brand of dairy products, Vesyoliy Molochnik, enters the market. In the same year, Wimm-Bill-Dann acquires production facilities in Ukraine and Kyrgyzstan.

In 2001, Wimm-Bill-Dann entered the baby food market by launching products under the Agusha trademark, the first domestic brand of baby food. For more than four years in a row, Agusha has been the leader in the baby food market in Russia.5

In 2002, Wimm-Bill-Dann became the first domestic food company to list its shares on the New York Stock Exchange (NYSE). The initial public offering brought the company $200 million.

In 2003, Wimm-Bill-Dann acquires the Essentuki Plant and begins to produce Essentuki No. 4 and No. 17 under its own brand. In the same year, in the city of Rubtsovsk, Altai Territory, the production of Lamber cheese, the first domestic yellow cheese, successfully competing with imported products in the category of yellow cheeses, was launched. At the same time, production of the functional milk drink Imunele begins in Moscow. Subsequently, the product line of this brand included Imunele for Men and Imunele for Kids.

In 2007, the company launches juices, fruit, vegetable and meat purees "Agusha" on the market. And the very next year, baby powdered milk formulas. To date, under the brand name "Agusha" 108 varieties of products are produced.

In February 2011, Wimm-Bill-Dann, the largest producer of juices and dairy products in Russia, joins the PepsiCo family. With the acquisition of Wimm-Bill-Dann, PepsiCo became Russia's largest food and beverage company.

Wimm Bill Dann Brands

• Juices and nectars "Lubimiy"
• Dairy products "Frugurt"
• Dairy products "House in the village"
• Dairy products "Imunele"
• Baby food "Agusha"
• Dairy products "Mazhitel"
• Mineral water "Essentuki"
• Cheese "Lamber"
• Dairy products "Miracle"
• Mineral water "Springs of Russia"
• Juices and nectars "100% Gold"
• Baby food "Zdrivery"
• Juices and nectars "J7"
• Dairy products "BIO MAX"
• Dairy products "Merry Milkman"
• Dairy products "Kuban Burenka"
• Fruit drinks "Miracle Berry"
• Cheese "Granfort"
• Dairy products "Quaker"

Brand: Wimm-Bill-Dann (WBD)

Tagline: What you want

Brand launch year: 1992

Industry: food industry

Products: juices, dairy products, baby food

Brand Owner: OJSC "Wimm-Bill-Dann" (since 2010 - Pepsico, USA)

"Wimm-Bill-Dann"(WBD) is a Russian food company. The headquarters is in Moscow.

Many people still believe that "Wimm-Bill-Dann" is a Western company. This is due to the unusual name. When Sergei Plastinin and Mikhail Dubinin named their company that in the early 1990s, they were betting that at that time people trusted Western goods more than domestic ones. Their calculation was justified.

How it all began?

It is said that in business it is very rare that an enterprise is run by partners of equal prominence who are equally associated with the company. It really is. Just look at such brands as Euroset or Microsoft. Yes, and in general famous companies, where both leaders are equally famous, only Google comes to mind with mathematical geniuses Sergey Brin and Larry Page. Company situation "Wimm-Bill-Dann" more like a typical one, since its path is inextricably linked with one of the founders - Sergey Plastinin.

Sergei grew up in the Arkhangelsk region in a family of teachers. After he graduated from the eight-year school, he went to finish his studies in Leningrad, to a boarding school, where physics and mathematics were the main subjects. Worthy for a young husband, I must say! After school, Plastinin decided to continue his specialized education, and entered the Moscow Institute of Electronic Technology. Alas, from the first year he was taken into the army, so he failed to connect his life with science. However, the service was not in vain for Sergei, since during this time he managed to learn quite well English language. The knowledge of which greatly helped him in life.

After the army, Plastinin ended up in another country. In a country where the boom in trade began. It was impossible to miss the opportunity, and therefore the young man decided not to continue technical training, but to go into business. Sergey began his career as a simple reseller. Has grown to a wholesaler specializing in furniture and some household chemicals. Trading was easy for Plastinin. Even then it was clear that he mastered this art and was quite well versed in marketing on an intuitive level.

It was 1992. A time when confusion still reigned in the country, but in all this chaos, many people managed to find new opportunities and use them. Some are honest, some are not at all. Sergey belongs to the first. In 1992 he had a daughter. One evening he went to look for juice in the stores for his wife. He traveled to many places, but never found natural - only sold in bags, which then had to be diluted with water.

Plastinin drew attention to the fact that such juice was several times cheaper than what was sold at that time in bottles (it was the beginning of the 90s and there was still no talk of juice in the form in which we know it today. Usually on market, you could buy juice in a bottle with a label that showed off the ingredients included in it, for example, "Cherry Juice").

Noticing all these moments, Sergey realized that selling juice in good packaging can be a fairly competent undertaking that can bring good money. He told about his idea to his partner, Mikhail Dubinin, who accepted Plastinin's words with great enthusiasm. It was the beginning.

Young entrepreneurs went to Sberbank, where they took out a loan for 50 thousand dollars, which turned out to be start-up capital "Wimm-Bill-Dann". With this money, they were able to rent a line at the Lianozovsky dairy plant, purchase raw materials, as well as packaging from the Tetra Pak company. I note that for the time being we are talking about the development of instant juice in bags. This is where the company started its journey.

Where did such an unusual company name come from? Everything is simple. Plastinin and Dubinin understood that at that time the people of Russia trusted much more everything foreign than domestic. And the word "Wimm-Bill-Dann" very strongly reminiscent of the famous Wimbledon. That's what the company was called. In addition, the founders turned to their friend, designer Andrey Sechin, to draw the company's logo. He drew a rather funny creature, which, according to him, is a copy of his then dog. Today logo "Wimm-Bill-Dann" is one of the most famous among Russian brands.

The first serious product of the company was J7 juice, the packaging design of which was developed by the same Andrey Sechin. The main thing that Plastinin and Dubinin immediately understood was that in order to be successful, they would have to actively advertise their product. And so they did. At the same time, J7 was one of the main sponsors of the popular White Parrot program. Yes, it was also advertised by Yuri Nikulin. You may even remember. Needless to say, in the early 90s it was such a popular program that the juice became known throughout the country. "White parrot" has done its job.

Already in 1993, the expansion of the company began. Well-known entrepreneurs of that time, Gavriil Yushvaev and David Yakobishvili, invested in it. Both received shares in the company, and "Wimm-Bill-Dann" funds to expand their business, which were so needed at that time.

Rapid development

"Wimm-Bill-Dann" begins to actively expand its range. New juices appeared, but not only. Thus, the company discovers a completely new direction - dairy products. A few years later, the now legendary "House in the Village" milk will appear on this field. By the way, the history of its name is very interesting. The thing is that all consumer surveys showed that such a name is unsuccessful, and people will not buy a product of the same name. Well, once again, the focus groups have shown their failure, since "House in the Village" today is a very popular brand, and in "Wimm-Bill-Dann" They do not regret at all that they chose this name.

In 1998 "Wimm-Bill-Dann" was the first in the world to start the industrial production of berry fruit drinks according to old Russian recipes. The Miracle Berry brand is still unique, because only these fruit drinks are made from fresh berries.

This year "Wimm-Bill-Dann" for the first time in Russia began the production of branded yogurts - under the brand name "Miracle".

The geographical presence of the company was also expanding. In 1998, the Siberian Milk plant in Novosibirsk was acquired. This was the beginning of a rapid regional expansion WBD. Within a few years, dairy plants were acquired in Nizhny Novgorod, Vladivostok, Ufa, and the Krasnodar Territory. Soon the products of Plastinin and Dubinin could be bought throughout Russia.

Soon the development of the company reached the point that it was divided into three areas, which were responsible for juices, dairy products and mineral water.

In 1999 "Wimm-Bill-Dann" launched the production of bio-kefir Bio-Max. The Bio-Max brand is the first specialized brand of fortified dairy products in Russia. "Wimm-Bill-Dann" began production of juices and nectars under the brand name "Lubimiy sad".

"Wimm-Bill-Dann" launched the Milk Rivers program. The company provides farmers with modern milking and refrigeration equipment on favorable terms, providing their dairies with high-quality raw milk.

In the late 1990s, the Russians learned that "Wimm-Bill-Dann" is a Russian brand. And they took it quite calmly. Product sales didn't change a bit, except for J7 Juice problems, which were quickly resolved through restyling and participation in the show" The last Hero" in 2001, which was hosted by Sergei Bodrov Jr.

In 2002, another significant event in the life of the company took place - its IPO. By that time "Wimm-Bill-Dann" was already a major player in the juice and dairy market Russia, and the company's IPO helped raise additional funds to finance new projects and expansion programs. Apart from the fact that it made its founders billionaires.

By the way, if we talk about the stock exchange, then it is worth noting a rather interesting point here - the company's prospectus indicated that one of its early investors, Gavriil Yushvaev, had a criminal record in the 80s. It was the right move, as the company could well have problems if such an unpleasant moment was hushed up. In any case, the important thing is that all the unpleasant moments in Yushvaev's life were long before he invested in "Wimm-Bill-Dann". The IPO was successful.

In 2003 "Wimm-Bill-Dann" launched the production of "Lamber" - the first domestic cheese, successfully competing in the market with European cheeses. "Lamber" is produced at the WBD plant in Rubtsovsk, Altai Territory. This year "Wimm-Bill-Dann" bought a mineral water plant that bottles the famous Essentuki.

Some problems affected the company a few years ago, when there was some decline in its profits. Fortunately, the situation was corrected. Tony Meyer, who worked for many years at Coca-Cola, was hired as CEO. He managed to raise the company's performance, and make sure that "Wimm-Bill-Dann" again rushed to growth.

Today the company owns 36 manufacturing enterprises engaged in the production of dairy products, juices and mineral water. "Wimm-Bill-Dann" has sales centers in 25 cities of Russia. Of course, they are also present in other CIS countries. In addition, the company has a whole line of popular brands, which includes J7", "100% Gold Premium", "Lubimiy Sad", "House in the Village", "Merry Milkman", "Agusha", etc. List, in Ultimately, it just doesn't make sense since there are more than 1000 of them.

Today "Wimm-Bill-Dann" boasts a lot, but Sergey Plastinin, one of the founders of the company, says it best: " Wimm-Bill-Dann made breakthroughs more than once: the release of the first juice package, the creation of the first domestic juice brand, the start of the production of dairy brands, the acquisition of regional enterprises, the beginning industrial production berry juice, the beginning of the production of juice and dairy products. In 2002, our company was the first Russian food company to list its securities (Level 3 ADRs) on the New York Stock Exchange. And today in Russia there are not many companies with such a level of openness and transparency as we have."

In 2010, 66% of the shares "Wimm-Bill-Dann" were sold to PepsiCo for $3.8 billion.

Born on the basis of the shop Lianozovsky MK in 1992, joint-stock company since 2011 it has become part of PepsiCo. Today, Wimm-Bill-Dann is known throughout the Russian Federation as the largest manufacturer of quality products. Owns nineteen brands. Distributes its products through retailers and convenience stores.

• mineral water;
• beverages;
• fruit drinks;
• juices and nectars
• milk, dairy products;
• children food,
• cheeses.

Distribution channels: hyper- and supermarkets, convenience stores of the "At Home" format.

Wimm-Bill-Dann is constantly expanding its product line, offering new useful products to consumers.

Member of charitable projects to support motherhood and childhood. Provides baby food to dairy kitchens. Arranges promotions for consumers in order to develop brand loyalty.

Acts as a partner in various charity events, cooperates with the Foodbank Rus fund, Operation Smile, Hope around the World, etc. Helps disabled children, and also invests in social projects aimed at improving living conditions.

Company video

Benefits, Features, Facts

Wimm-Bill-Dann is one of the most famous productions on the market. Started in 1992, the company is constantly developing, creating high quality products. In 2011, Wimm-Bill-Dann becomes a member of the PepsiCo group of companies, which allowed the latter to become one of the most promising beverage producers, as well as a raw milk processor.

Development started in 1992. Then a line was equipped for production at the dairy plant. The production of packaged juices has begun. Even then the brand was Wimm-Bill-Dann. In subsequent years, there is a successful development. In 1998, she launched the well-known Chudo yogurt on the market, which was immediately loved by both children and adults. 1999 was the year of the release of "Bio Max" - another popular product. Further, the company launches "Milk Rivers", and a little later - creates the brand "Merry Milkman". At the same time, production is expanded due to additional equipment purchased in Ukraine and Kyrgyzstan. In 2001, the company began producing food for children. The well-known Agusha brand is also a product of Wimm-Bill-Dann. Step by step, the manufacturer conquers new heights. Fruit, baby and vegetable mixes hit the market in 2007 and immediately become very popular. At the moment, the total number of existing products manufactured by Wimm-Bill-Dann exceeds 108 units. In 2011, the company managed to become one of the most powerful, and is not going to stop there, developing and constantly improving.

In the general account, 19 brands successfully operate within the company, among them the well-known Agusha, Imunele, Chudo detki, Tonus, Merry Milkman, Lamber. You can meet them in almost every store, and they are easy to recognize thanks to the bright, stylish and innovative packaging that perfectly preserves the taste and quality of the product. As for the price category, it is available for every average resident of the country. At the same time, the price-quality ratio is excellent. Thus, Wimm-Bill-Dann Foods LLC is a reliable company whose work consists of advantages. Known, sought after. There are still many important moments ahead of her, the embodiment of new, bold ideas. Consumers can only wait for the release of products that will certainly become recognized favorites.

History of WIMM-BILL-DANN JSC

1993

Launch of yogurt production

1996

Production of dairy products "House in the village"

2001

Entering the baby food market

2011

Part of the PepsiCo group

Sells products in bulk

Soft drinks

Since 1998, Wimm-Bill-Dann has been actively acquiring dairy enterprises in the regions of Russia and the CIS countries, creating a single production network. Today one of the main competitive advantage company is that Wimm-Bill-Dann is not a regional or Moscow, but a nationwide Russian manufacturer. WBD's strategy is to produce dairy products in the region where they are consumed. Inexpensive milk that is processed locally, good environmental conditions help the company supply Russian market the best dairy products at reasonable prices.

The consumer goods sector in Russia is traditionally associated with Western brands. Meanwhile, over the past few years, one can find many examples of how Western companies understood that they were unable to resist local players and preferred to enter into partnerships with them instead of competing.

The most striking of these precedents is the purchase of the Russian Wimm-Bill-Dann by the American PepsiCo. In 2011, an American company agreed to pay more than a 35% premium for control of a local competitor in order to become the largest food producer in Russia. The amount of the transaction then amounted to $ 5.4 billion.

The history of Wimm-Bill-Dann began almost by accident. In 1992, the future founder of the company, Sergei Plastinin, was already a fairly successful businessman. Starting with small trading operations, he quickly grew to a wholesale level and began to trade in furniture and household chemicals.

Photo: Ekaterina Chesnokova, RIA Novosti

One evening after work, the entrepreneur went to the store for juice for his daughter, but did not find it. Instead, I had to buy a concentrate, which, after dilution with water, also turned out to be tasty. Most people would not attach any importance to this event, but Plastinin saw a promising opportunity here and was so imbued with it that he decided to start a non-core business for himself at that time.

Together with his partner Mikhail Dubinin, the businessman decided to start producing juice on an industrial scale. It is worth noting that this decision was made in 1992, when consumer incomes were falling rapidly and many buyers were saving on literally everything. Despite this, the entrepreneurs were confident that their product would work and applied to Sberbank for a development loan. The $50,000 raised from the bank was used to re-equip one of the workshops of the then idle Lianozovo Dairy Plant.

At the same time, an unexpected obstacle was discovered in the preparation process - the regulations in force at that time allowed only milk to be sold in cardboard bags, although abroad juices had been poured into cardboard for several decades. Entrepreneurs had to urgently seek special permission from the Institute of the Canning Industry.

In parallel with the installation of equipment and testing of technology, entrepreneurs had to decide what the name would be. New Product. The main requirement for the name is that it should not be associated in any way with traditional Russian brands. To attract consumers interested in Western brands, Plastinin and Dubinin decided to name their first juice brand Wimm-Bill-Dann.

You are planning to purchase a new production line. Which one will you choose, provided that they cost the same, and you
Need a guarantee of demand for your products?

The market for dairy products remains relatively stable. The cost of production follows the average level of inflation, and production volumes are gradually growing even in a crisis. The elasticity of demand for milk is high, as it is a commodity, and investing in a milk production line seems less risky. And even if you take the line in, revenue can be predicted with great accuracy, and money to pay off the loan is likely to be found.

The confectionery market is highly subject to fluctuations in demand depending on the season and market conditions. In 2014-2016, the consumption of confectionery products significantly decreased, largely due to their rise in price: the rate of price growth was 3 times higher than the average for the economy. The growth of the economy and the strengthening of the ruble will help to earn much more on the line for the production of confectionery than on milk, but if a different scenario is realized, you can lose a lot.

The product turned out to be in demand and businessmen began to look for opportunities to expand production. To do this, Sergei Plastinin turned to entrepreneurs already well-known at that time in Moscow, Gavriil Yushvaev and David Yakobashvili. By that time, businessmen had already managed to earn capital on the sale of used American cars and were looking for an opportunity where to invest the funds received. As a result, Yakobashvili headed the board as director of Wimm-Bill-Dann, and Sergey Plastinin took the chair of the board.

Together with a new investor, the business quickly took off, and the loan taken to start production was quickly repaid. Just a few months after the launch of the juice bottling line, the first yoghurt production in Russia was launched, and in early 1994 the company launched the first packaged juice brand, J7, on the market.

Initially, the name J7 was conceived as an abbreviation: J7 - from the word juice, and the number 7 meant seven varieties of juice. Home advertising campaign juice was held under the slogan "the first of a series of seven flavors." Subsequently, the number of tastes increased significantly and amounted to several dozen.

In order to increase its lead over competitors, the company constantly invested in advertising and promotion of its brands. Unlike its competitors, Wimm-Bill-Dann decided to rely not only on traditional commercials, but also on the active integration of its brands into television content. For example, for a long time, J7 juices sponsored the Field of Miracles program. Already after the first release of the program with an advertisement for juice, the Wimm-Bill-Dann office was literally besieged by wholesale buyers: almost every consumer in the country considered it necessary to try every new product.

The beginning of 1995, Sergei Plastinin, Mikhail Dubinin and other shareholders of the company certainly met in high spirits. The company, which started with a small production line, has grown into a major player and has become a leader in its market. It would seem that the option for further development is already predetermined: it is necessary to maintain the established order of things and continue to invest in advertising to maintain a breakaway from competitors.

The launch of any, even a small production, is always one of the most interesting cases that an entrepreneur can face. A large number of difficulties to be solved at launch are more than offset by high profitability and a sense of inner pride at the sight of your own finished product.

At the same time, any production is always a long game. Time between launch new technology and the sale of the first product can be calculated not only in weeks, but also in months. For example, the founders of Wimm-Bill-Dann received their first batch of juice more than six months after they decided to go into this business.

Under such conditions for successful work it is essential to find opportunities to attract long-term financing. The optimal format for raising funds for manufacturing companies is. With it, you can, for example, build a new workshop or upgrade equipment. At the same time, the transaction is initially structured in such a way that the loan will be paid from the income that will be received from the launch of a new project. This approach allows both expanding production and avoiding an increase in the debt burden on an already operating business.

However, instead of such a movement "on the knurled" partners decided to look for other opportunities for growth and entered a new market for themselves - the processing of raw milk. Such a decision cannot but be called far-sighted: although the Russian juice market “started almost from scratch” and at that time had huge growth potential, this product category still does not belong to essential products, unlike milk. By that time, Wimm-Bill-Dann was finally able to gain control over the Lianozovo plant and made it a base for the development of new industries.

Wimm-Bill-Dann became the first Russian company in the consumer sector to conduct an IPO abroad. In 2002, the company sold almost 20% of its shares to foreign investors through the New York Stock Exchange and was valued at $830 million. The largest buyer of shares was the French Danone, which, according to unofficial data, intended to acquire a controlling stake in the Russian company, but then abandoned these plans.

Historically, dairy products have always been in demand among Russians. At the same time, in the nineties, their consumption has significantly decreased. If in 1990 an ordinary Russian consumed more than 380 kg of dairy products per year, then according to Rosstat, by 1995 this figure had fallen to 230 kg.

Until the mid-nineties, milk was considered a "local product": the market was divided among several thousand small producers, the vast majority of whom believed that such a situation would remain unshakable. The founders of Wimm-Bill-Dann in this situation were among the first to understand that the dairy industry would change and follow the same path that other segments of the consumer market were moving on.

Let's say you major producer yoghurts, but you do not have your own farms, from where you could uninterruptedly receive milk for the production of products. There are not enough suppliers near the plant, and farmers from other regions cannot provide sufficient quality - milk often turns sour on the way. How will you solve the problem?

It won't work: you'll hold back growth own business throughput of the new. It is far more far-sighted to start investing in existing farms, where many processes are built, helping them to develop. This is exactly what Wimm-Bill-Dann did when they developed the Milk Rivers program for suppliers, through which you can get a loan for a new refrigerator or other equipment.

You are acting like the creators of Wimm-Bill-Dann: they were the pioneers in bringing such programs to the market when large enterprise lending to small businesses - their suppliers. PepsiCo has expanded this program - now farmers can lease not only refrigerators, but also receive agricultural equipment. This helps improve milk quality, increase supply and reduce costs.

By 2011, shortly before the takeover of Wimm-Bill-Dann by American PepsiCo, the Russian player's brand portfolio included more than 30 brands, including J7, Favorite Garden, House in the Village, Cheerful Milkman, Agusha, etc. The company's product range included over 1,000 dairy products and over 150 juices, fruit nectars, non-carbonated drinks. The company's revenue by 2011 reached 66 billion rubles. Especially for the deal with PepsiCo Russian company was valued at $5.4 billion, 108,000 times the shareholder's investment in the first production line.

This simple strategy has helped the company build a portfolio of successful brands, many of which have not only been able to compete with foreign brands on equal terms, but often outperform them.