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Nurlan Smagulov

KAZAKHSTAN - Economy

Dare to Be Dapper

President, Astana Group

Bio

Nurlan Smagulov is the founder of Astana Group, which was founded in 1992 when Astana Motors Kazakh Motor Company was established. He held the post of Astana Motors President from 1992 to 1996. In 1996, he began heading the State Food Contracting Corporation. In June 2002 he became the Chairman of the Board of the Grain Industry Company, and alongside that he resumed his post of President of Astana Motors. In January 2006, he became the head of Astana Group. In 2007, Nurlan Smagulov was awarded with the “Kurmet“ state order for his merits.€¨In 2009, he then went on to win national the Entrepreneur of the Year Award from Ernst & Young.€¨€¨Nurlan Smagulov graduated from the Kazakh State University, Faculty of Biology and Chemistry, in 1990.

Astana Group was first created by the establishment of Astana Motors in 1992. What have been the cornerstones of your group’s evolution over the past 20 years? The group was […]

Astana Group was first created by the establishment of Astana Motors in 1992. What have been the cornerstones of your group’s evolution over the past 20 years?

The group was established in 1992 with Astana Motors right after the collapse of the Soviet Union. The country was devastated and there was a deficit of all consumer goods. We were the first to import Japanese car brands such as Toyota, Nissan, and Subaru, and worked with well-known Japanese trading houses such as Nissho Iwai and Sojitz Corporation. Our mission was to create a civilized auto retail market in Kazakhstan. In 1996, when the privatization process started, we started buying silos, milling complexes, and pasta factories. We invested by bringing in new equipment, and as of today we are the leaders in the production of pasta and flour, exporting our products to close to 10 countries.

How do you see your livestock activities developing in the medium run?

My vision is that ultimately we want to create a system of quality livestock breeding to increase meat production in our country. By doing this, in five years’ time we will be exporting beef to neighboring countries, especially to Russia, which is the best meat export destination considering its annual meat import potential. Our export focus on livestock production will differ from our grain export business. While the latter targets countries in Central Asia, the former will concentrate mainly on the Russian market. A small share of livestock production will be dedicated to halal meat, targeting countries in the Middle East and Gulf region. Our livestock base is very conveniently located 50 kilometers from the Russian border in the Kostanay oblast. This location is well placed in terms of logistics.

Astana Motors has a 16% share in the new automobile market. How is the sector developing?

In 2007 we reached our peak, with 11,000 cars sold. In 2011 we sold 6,200 units, with higher profitability than when we sold 11,000 units. Thanks to the crisis we learned how to conduct our business more profitably. Our target for 2012 is to double and pass the levels for 2011, which will exceed our pre-crisis levels. In 2011 we launched an assembly plant for Hyundai commercial vehicles. Locally assembled trucks will be sold in Kazakhstan and within the Customs Union. It is unprecedented in our history that now we export trucks assembled in Kazakhstan to Belarus. Hyundai is also considering supplying the Azerbaijani market from Kazakhstan, with possible exports to Russia as well. All this is happening because of the Customs Union. In April 2012 we will begin to assemble buses, which is a new area for our business. We are shifting from merely an import business to a more production-focused one. Within the assembly business we are not only importing, but also looking for local suppliers for spare parts, such as accumulators. Of course, we will not be building engines in 10 years, but one should not forget that this is where South Korea started out 40 years ago. Our Korean partners are advising us that if we do not start from somewhere, we will not navigate away from our dependence on the extractive industries.

How do you assess the current state of demand for retail space in Kazakhstan?

We saw that Kazakhstan lacked quality retail space and shopping malls. Following our philosophy of being the most cutting-edge company of our type in the country, we invited leading foreign architects to design retail locations and support us during the initial stage of managing our shopping centers. Today, the supply of quality conceptual retail space differs in Kazakhstan from region to region. In Astana there is a surplus of shopping areas; however, if you look at other regions there is a deficit of retail space, as purchasing power is still low. A measure that shows quality space per 1,000 inhabitants indicates that while there is 400 sqm of class A retail space for 1,000 people in Astana, in Almaty it is 120 sqm. Hence, we started the construction of a second Mega Center in Almaty. It will contain a number of restaurants—not of a food court type, but targeted facilities for the premium segment with gourmet tastes.

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