坚定的改革家 托本•尼尔森—孟凡专访哥本哈根皮草前任总裁

孟凡：许多年前，究竟是什么原因促使您做出了与SAGA这一原有的体系分离，转而自立门户的决定呢？这一决定对哥本哈根皮草的意义何在？

托本：做出离开SAGA的决定并不轻松，毕竟此前双方已经合作50年了。作为一个合作社性质的企业，SAGA包括4个成员，也就是4家北欧地区的养殖户协会。由于这些成员彼此经历的发展阶段迥然不同，因此在制定共同战略方面，这样的组织架构变得越来越费力。董事会成员之间的讨论也日渐消极，因此当时必须对此做出一个决定。我们决定用哥本哈根皮草这个名称自己做市场推广，这个决定无疑是正确的。对于SAGA和哥本哈根皮草来说，很多负能量最终都被转换成了正能量。最重要的是，双方分开后的合作变得更为密切，包括在行业内政治领域的合作。如今，我们在行业政策方面合作良好，同时在商业领域则保持竞争。

It was no easy decision to leave SAGA after 50 years of cooperation. SAGA was a cooperative with 4 members, namely the 4 Nordic farmer organizations. It was a difficult construction because the members had gone through four very different phases of development and therefore it was getting increasingly difficult to define a common strategy. The debates on the board became increasingly negative and it was therefore time to do something conclusive about it. We chose to start our own marketing under the name of Kopenhagen Fur. In every way, it was a good decision, because a lot of negative energy was transformed into positive energy both in SAGA and Kopenhagen Fur. But more importantly, the divorce meant that the Finns and we got a much better cooperation, including cooperation on the trade political field. Today, we have a perfect cooperation in the field of trade policy, but remain fierce competitors in the commercial area.