I joined the company, got to know it and fell in love with the benefits that the product can bring to the lives of Brazilian families
The consortium administrator from Paraná, Ademicon, moved from regional to national communication in 2022, when it joined TV Globo’s ‘Big Brother Brasil’. The decision helped the brand emerge, which sold R$18.6 billion in credits in 2023, an increase of 54% compared to the previous year. The expectation is that the marketing budget will exceed R$72 million in 2024. According to the Brazilian Association of Consortium Administrators (Abac), the sector handled R$316.7 billion in credit last year, an increase of 25. 6%. A study by Kantar shows that 68% of the 1,600 people interviewed in the ‘Consortium Survey in Brazil’ intend to acquire a consortium in 2024. “We want to democratize access to credit”, says CEO Tatiana Schuchovsky Reinchmann, who in the following interview talks about the origin and expansion plan of the company.
What is the origin of Ademicon?
Ademicon was created as a property consortium administrator, Ademilar, in Paraná, in 1991, with 36 partners. My father, Raul Schuchovsky, was one of the founders. He had a 7% share. The curious thing is that Ademilar’s holding company has always been Ademicon. In 1996, Ademilar was put up for sale, to have a single owner. At the time, I had four employees, it was a small company, but it could grow. And that was when, in the family’s view, it made sense to acquire the entire company. My father then proposed to buy it. That same year, I joined the company, started to get to know it and fell in love with the benefits that the product can bring to the lives of Brazilian families. We were the first real estate consortium in Brazil. We were learning.
When did the look at the media come?
In 1996, we felt the need to tell Brazilians about the existence of real estate consortiums. We started in Curitiba (PR) and grew. One client called another, the areas expanded and attracted more employees. By mid-2000, the company was already better known locally, with a higher sales volume. We worked with commercial representatives and realized how difficult it was for them to maintain exclusivity. We began to study what could be done to improve this scenario. In 2016, we created a different way of distributing the consortium product. We used brand licensing, which was a major turning point because we transformed consortium sellers into entrepreneurs, with their own stores and teams. Thus, we entered Santa Catarina, Paraná and São Paulo, albeit timidly.
What was the expansion process like?
In 2020, we decided to merge with another company specialized in light and heavy vehicle consortiums, Conseg, which had already been operating for 30 years. It brought New Holland, Iveco, Librelato and Mitsubishi, among other major brands, managed through the consortium as a service (Caas), as we call it. We combined all this know-how and created Ademicon, which, by fate, already existed. We gain governance. We passed with flying colors due to our diligence in joining the society. We didn’t have structured governance because the company was family-owned. With this sum, we became the largest independent administrator in Brazil and started to consider other products, such as the service consortium, home equity, car equity, share equity. We purchased the Vemar consortium’s client portfolio and studied other opportunities.
Read the full interview in the April 29 print edition.
