M

illions of newly released cellular phones go on the market across the globe each month. A small percentage of them are exclusive luxury products available only at branded stores and upscale malls.

Handcrafted mobile phones showcase luxuriousness, with some boasting keypads containing ruby bearings. Others are made of aluminum or titanium with vulcanized rubber and leather.

Their exclusivity and high prices, costing thousands of dollars, have led many to wonder how such expensive mobile phones can attract buyers.

Vertu president and chief operating officer Perry Oosting, who made a short visit to Jakarta recently, understands well the secret of reaching the right target market and satisfying customers.

The top man of the luxury smart phone manufacturer emphasizes the importance of excellence when it comes to what his employees do.

”Excellence is our key corporate value,” said the 51-year-old Dutchman during a visit to Jakarta.

He believes excellence entails fostering a team of the right people with the right qualifications and experience. The right people are those who pay attention to detail in everything they do, and have a spirit of entrepreneurship.

Oosting said detail not only concerns the production process but also the special personalized attention to treating customers, compared to the mass product approach.

”I meet customers on a regular basis to maintain customer loyalty,” he said.

Usually, meetings with customers are conducted at Vertu’s headquarters or in a meeting room that can be transformed into a lunch area. Sometimes the firm invites customers to visit its factory, he said.

”We also meet in person around the world. Sometimes while traveling, we hold a customer dinner and I do a presentation. I meet customers when visiting stores,” he said.

The bottom line is focused on delivering a great service that creates customer loyalty by constantly being attentive, he said.

For Oosting, employees at Vertu should have certain qualifications, which include having a spirit of entrepreneurship, because ”we have to create a new segment in a very new category”.

On top of that, he said, the category is very dynamic and is always evolving.

”We have to keep up our entrepreneurial spirit to be flexible in making constant changes to our products. That’s the key element of success for Vertu.”

”The entrepreneurial spirit is a key driver of Vertu, because an entrepreneur is always on the move and always looking for a new solution. That very much aligns with our principles.”

Oosting said that he cultivated a head-on leadership style to provide room for creativity, with open working environments and instilling spirit through leading by example.

”I have an opinion about everything, but I will not share the opinion immediately. I want the team to express what they believe and the right thing to do [first]. Then I challenge them. I may change my opinion - I am quite flexible from that perspective. But if I strongly believe that I am right, I will make the final decision,” he said.

”I want an environment that is open, where people have a chance to express what they think. I am looking for opinions from people.”

According Oosting, the main managerial issues at Vertu were the same as in other companies.

”Having a good plan to create good products is important, but you have to have a great team to execute it,” he said.

Strength to strength

He holds a strong belief in complementary strengths and weaknesses, in “making sure that somebody’s strengths are helping another’s weakness,” he said.

“The challenge is to make sure that we have the right people and the right experience on board. Working together will complement each other.

“Complementary experiences and qualifications can help deliver success for an organization to produce great products. You have to make sure that you have the right system so that your process aligns to deliver great products.”

Oosting said corporate staff partook in open communications on a regular basis. Apart from using e-mail, they also communicate through biannual company-wide conferences.

“In every quarter, we update and walk around stores in different States so that we have a great opportunity to know what we have achieved. It also allows us to communicate with each other, and thus this also serves as a reminder of our strategy and corporate values,” he said.

Currently, Vertu has 600 employees. Based in the UK, Vertu has offices in New York City, Beirut, Frankfurt, Hong Kong, Paris, Tokyo and Singapore.

Asked as to what made him decide to pursue a career in telecommunications, particularly in the mobile phone sector, he said, “It came about by chance. My background is not in telecommunications or mobile phones. My background is related to luxury,” he said.

Oosting worked for several luxury fashion brands, including Italian fashion and leather goods brands Gucci and Prada prior to joining Vertu in 2009. He is a shareholder in Vertu.

“It is like running your own company. Yes, I get a monthly salary but now I almost invest in the company. However, it does not change really the way I work.”

For Oosting, traveling to different countries is part of his job, and also one with his hobbies.

“I always enjoy traveling. I love to meet new people, new places, experience and new cultures,” he said.

He has visited Indonesia several times.

“I have traveled to Sumatra, from Sibolga to Medan to Lake Toba and Nias. I have also been to Java before, visiting historical sites. I think Indonesia is a beautiful country, with nice people.

“I like Indonesian food. Any kinds of food, like gado-gado and also Balinese cuisine,” he said.