Southwest Finland can grow into an international player if the products are top-notch. Additionally, you need courage, adaptability, and persistence. The brand must be adapted to the market, and diligent groundwork is necessary.
Teleste, with its roots in Turku, has transformed its form many times during its seventy-year history.
The company's operations began in 1954 with the manufacture of radio and antenna equipment. Now, Teleste has grown into an international technology group, with 90 percent of its revenue coming from abroad.
– If a company wants to succeed in the long term, it must sensitively read changes in the environment and be ready to adapt its operations to the current situation, reflects CEO Esa Harju.
– Our company's expansion into North America relates to exactly this. We didn't do it just because we want to grow. In the long run, it is important for us not to rely solely on the European market, but to have a broader customer base.
Despite its internationalization, Teleste's domicile remains Turku, and the company's headquarters are located in Littoinen, Kaarina. The company's business is divided into two main lines: the Broadband Networks business unit focuses on business related to telecommunications networks and broadband services, while the Public Safety and Mobility unit focuses on information and security systems for public transport and other public infrastructure.
It is a long journey from Southwest Finland to conquer the American markets, both physically and mentally. It hasn't been easy even for Teleste, which has long been a leading player in the industry in Europe.
The joint venture Teleste Intercept LLC was established specifically for the North American market in 2017. Because there are many strong local players in the North American market, gaining a foothold in fierce competition has required groundwork, presence – and a lot of persistence. Harju estimates that it was only during the last year that significant successes were achieved and important customer accounts were secured. This year, the products are ready for the local market, and it is possible for Teleste to achieve a position as a significant player.
– When a foreign technology company tries to enter the North American market, you really have to earn your place. You can only get it by offering leading technology and top quality. No one cares if the company is from somewhere in Finland, which might be located at the North Pole. Companies are only interested in how our products help them do their business better, Harju summarizes.
Harju, who has been Teleste's CEO for two years, has spent a significant part of his time in North America meeting customers and networking. When a company is new and unknown, people first want to get to know its representatives. Only then do they start thinking about buying products.
– People want to do business with people. When we are on-site meeting people, it is a value proposition: we are here for you, you can trust us, we genuinely want to cooperate, Harju summarizes.
– I see that a brand culminates in its leaders. When our customers have my phone number, they know they can call me if necessary. It builds trust, which in turn is the core of everything.
The right kind of marketing also plays a significant role in international success. Harju says that a company must do in Rome as the Romans do, and communication must be tuned to the right frequency.
– In North America, you have to dare to use more superlatives and dare to lean forward more. You have to know how to tell about yourself and your actions more boldly!
Teleste's operations are guided by a deeper purpose, work related to sustainable development, and a perspective of responsibility. These have helped to get through the challenging times of the last few years, when the company has, among other things, had to reduce staff and make various cost-saving measures.
– The core of our business is in a digitizing society. With our help, things can be implemented in a way that burdens the environment as little as possible. In addition, we bring quality of life to people: many can access information with the help of broadband, and safe public transport supports an environmentally friendly way to move, Harju reflects.
There has also been a desire to develop our own operations continuously, and at Teleste, principles of good management have been developed over the long term.
– Management must show by example how things are done in our company. It is important that we respect each other and take our responsibility as part of the whole, says Harju.
In addition, Teleste has created a culture vision to outline what the company's operating culture is like. The culture vision has been built together with the staff.
– It was written in the code that there must also be the joy of success! When successes are achieved, they must be celebrated. In addition, there must be clear goals for actions so that everyone rows in the same direction.
Harju believes that while we are not quite where we want to be in every respect, the direction is right. Furthermore, the process itself has been valuable, as it has encouraged the entire company to reflect on its operating methods and develop them further.
–Together, we have found important cornerstones for how Teleste operates as a company.
Teleste's commitment to sustainable development and responsible business practices received recognition this spring when the company achieved a gold medal in EcoVadis' corporate social responsibility assessment. At the same time, Teleste ranked among the top five percent of the most responsible companies assessed during the last 12 months.
Teleste Corporation
Industry: telecommunications
Founded: 1954
Employees: 750
Revenue: €151.3 million (2023)