Southwest Finland can grow into an international player if the products are top-notch. Furthermore, courage, adaptability, and persistence are required. The brand must be tailored to fit the market, and diligent legwork is necessary.
With its roots in Turku, Teleste has transformed many times over its seventy-year history.
The company's operations began in 1954 with the manufacturing of radio and antenna components. Now, Teleste has grown into an international technology group, with 90 percent of its turnover coming from abroad.
– If a company wants to succeed in the long term, it must be sensitive to environmental changes 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 term, 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 home base is still 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 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 way from Southwest Finland to conquer the American market, both physically and mentally. It has not been easy even for Teleste, which has long been a leading player in the field 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 the tough competition has required legwork, presence – and a lot of persistence. Harju estimates that it was only last year that significant successes were achieved and important customers were acquired. This year, the products are ready for the local market, and it is possible for Teleste to achieve the position of a significant player.
– When a foreign technology firm 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. Nobody 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 sums up.
Harju, who has been Teleste's CEO for two years, has spent a significant portion 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 considering buying the 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 collaborate, Harju sums up.
– I see that a brand culminates in its leaders. When our customers have my phone number, they know they can call me if necessary. That 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 as the Romans do in each country, 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 need 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 recent 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 get access to information via broadband, and safe public transport supports an environmentally friendly way to move, Harju reflects.
There has also been a desire to continuously develop our own operations, and Teleste has been developing principles of good leadership for the long term.
– Management must lead by example in how we act in our company. It is important that we respect each other and take our responsibility as part of the whole, says Harju.
In addition, a cultural vision has been created at Teleste to outline what the company's operating culture is like. The cultural vision has been built together with the staff.
– It was written into the code of conduct 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 is rowing in the same direction.
Harju estimates that in all respects we are not yet where we want to be, but the direction is right. Furthermore, the process itself has been valuable, as it has made the whole company reflect on its operating methods and develop them.
–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 the EcoVadis corporate social responsibility assessment. At the same time, Teleste ranked among the top five percent of the most responsible companies assessed over the last 12 months.
Teleste Corporation
Industry: telecommunications
Founded: 1954
Employees: 750
Revenue: €151.3 million (2023)