Interview with Peter Jendek, CSO of Kinazo Design.
- History of the company at a glance. Kinazo Design was founded more than 30 years ago as a design studio with a strong technical overlap. We creatively combine design, engineering, prototyping and manufacturing into functional solutions. Gradually, we naturally transitioned from local projects to international collaborations. Today we operate as an export-oriented company, with more than two-thirds of our turnover coming from abroad.
- When, why and with what product/service did you start to consider expanding into foreign markets, to which territories, what are the specifics of the territories and what opportunities/challenges did it bring you.
We started mainly in Germany and the Czech Republic, where there is a high concentration of industry, technology companies and innovation projects. They too are dealing with very similar challenges – how to get an idea quickly, efficiently and safely to the prototype and subsequent production phase.
A significant milestone was the development of the world’s first 3D printed enduro e-bike – the Kinazo E1. This project brought us not only media coverage on a global level, but also prestigious international awards, including the Red Dot Design Award and the BIG SEE Product Design Award.
It was these awards that significantly strengthened our credibility and helped us establish ourselves as a reliable and competent partner for potential clients and partners in new foreign markets.
- What are the most common obstacles you encounter when exporting (regulation, logistics, cultural differences)?
We see regulatory differences between markets, logistical challenges or cultural differences as a natural part of international business. These are areas that we can prepare for and adapt to in the long term.
- How do you assess the competition in international markets and how do you differentiate yourself from it?
Competition is strong and of high quality, which we consider a healthy environment. The difference, however, is in the scope and interconnection of services. Our advantage is the comprehensiveness of our services – the ability to lead a project from vision and sketch through technical development and prototyping to preparation for large-scale production, often in different countries. This means the client doesn’t have to coordinate multiple suppliers – they get one partner who understands the whole process.
- How have your export activities changed in recent years, especially in light of economic and geopolitical challenges?
We have clients in Germany with whom we have been working for more than 25 years. It is these long-term relationships based on trust that give us a solid basis for maintaining and further developing markets that are historically and regionally close to us. At the same time, we cannot ignore the fact that the Indo-Pacific region is home to more than two-thirds of the global middle class. We see this region as strategically important not only in terms of demand growth, but also in terms of production efficiency. Our strategy is therefore to combine the stability of proven European markets with the gradual expansion of activities in the Indo-Pacific
- How do you manage the risks associated with exporting (political, commercial)?
These are challenges that we cannot directly control, but have a major impact on global business – like Covid, tariff wars or local military conflicts. These situations show just how fragile the global supply chain can be. The ‘just in time’ model has changed in many cases to ‘just in case’, and today we need to work much more with supplier diversification and scenarios that allow us to react quickly to black swans. Cooperation with institutions such as Eximbanka, the Ministry of Foreign and European Affairs of the Slovak Republic, SARIO and the Council of Slovak Exporters is also very important for us, as they help us to reduce entry risks in new markets.
- Do you have any partnerships with locals in foreign markets? How do you choose your foreign partners?
Yes, without local partners, long-term sustainable exports would not be possible. We choose our partners very carefully – not only price, but also reliability, transparency and willingness to cooperate in the long term are important. Often it is a combination of technical, production and logistics partners in different countries, which allows us to propose optimal solutions to our clients according to their needs.
- Tell us an interesting situation from your export history (e.g. cultural differences in trade, etc.)
One of the things one quickly realizes is the cultural differences in decision-making processes.
For example, in some Asian countries, business decisions are not made quickly and under pressure. Building trust takes precedence over a quick contract. When you understand this and adapt, collaboration works very well. If you don’t, you run into barriers.
- What would you recommend to Slovak entrepreneurs who are just about to expand abroad?
Not to be afraid, but to be prepared. Use the support of the state and institutions, go on trade missions, talk to people who have experience. Don’t expect them to prepare a business plan. But if you have constructive questions, they will move you in the right direction. And most importantly, there is no substitute for personal experience. Travel to get to know the country you are going to do business with. Visit your clients, your partners. Get to know their culture, their customs. All this will make it easier for you to enter new markets.
- What makes a good leader?
I believe that in today’s world we need partnerships rather than traditional leadership. That’s why I try to look at everyone – whether it’s clients, suppliers or employees – as partners with whom we share a common goal. A good leader has the ability to listen, connect people and make decisions with a long-term horizon. It’s not about being right all the time, but creating an environment where solutions can emerge and where accountability is naturally shared.
In global business, humility – respect for partners, cultures and different perspectives – is also key. And of course accountability – to the team, clients and business partners with whom we build long-term relationships.
Thank you for the interesting interview.