Volume 13 | 2015 Price € 15,00
Globalisation and customisation Interviews with
Michiel Muller
‘Businesses that have been successful for a while, they focus on refining and improving. Newcomers to a market are free of all these pitfalls.’
Ruut Veenhoven
‘How do we increase our happiness with little, daily choices, such as what you have for dinner or how you florish your house?’
The one hundred most prominent companies in the horticulture industry
THE WAY TO THE CONSUMER
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w w w. i n c o t e c . c o m
| Hillenraad100 | 2015 | 3
Colophon Publisher Aldenborg B.V. Westlandse Poort ABC Westland 127 2685 DB Poeldijk The Netherlands
Research and compilation of the top 100 Hillenraad Partners The Committee of Experts www.hillenraad.nl
Editors Henk de Kleine Hans Verwegen Anita Bassie Martien Penning
Production co-ordination ANIQ Projectorganisatie
Editorial board
Table of Contents 5
Foreword of Martien Penning, publisher Hillenraad100, on this edition’s theme: Globalisation and customisation
The vision of 6 Michiel Muller, serial enterpreneur and co-founder of amongst others Picnic, will e-tailers defeat retailers? 8 Prof. Dr. Ruut Veenhoven, professor emeritus at the Erasmus University in Rotterdam and involved with the brand new Erasmus Happiness Economics Research Organization, about the importance of demonstrable and measurable happiness 12 Martien Penning and Hans van den Ende of Hillenraad Partners, horticulture longs for new pioneers
Hillenraad100 10 14 15 58
The Committee of Experts The Hillenraad100, 2015 edition The Top 100 The Top Hillenraad500+
Miranda Koelemij MiCOMM
Design and styling Stefan van den Ende Vormgvr
Layout and development Paul Scholte Peanutsch.nl
Photography Fotostudio Gerard-Jan Vlekke
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All rights reserved. No part of this publication may be reproduced without the written permission of the publisher.
Professionals from the horticulture industry on the theme ‘Globalisation and customisation’ 56 Ton van Mil, Royal Brinkman 62 Richard and Eduard ter Laak, Ter Laak Orchids 66 Erik Gipmans, Gipmans Planten
Horticultural business worldwide 64 Global players in horticulture worldwide 70 The continent Europe
Horticulture in perspective 68 Composition and division of Top 10 companies in turnover and number of employees 68 Composition and division of Top 100 by category and region 69 Top 10 horticultural countries worldwide in salade vegetables and floriculture 69 Top 10 horticultural municipalties and horticultural products in the Netherlands 69 Composition and division of Top 10 companies in total greenhouse area and number of international branches 69 Composition and division of Top 100 by ownership structure
Foreword
| Hillenraad100 | 2015 | 5
Playing field Never before has the success of the horticulture industry been so strongly interwoven with the global economy. This will only intensify in the coming years. Exchange rates, boycotts, shifts in demand, substitutes, local excesses or shortages, and preferences for ‘hiesige Produkte’, ‘local produce’ or ‘mestnyy product’ all require large-scale thinking in terms of global markets, while never losing sight of individual consumer needs. Today’s businesses have to be like chameleons. Globalisation...
Happy customers
There are many opportunities ahead for the horticulture industry, should it be
The money lies in investing in establishing a direct market connection with end
able to think big and exchange its traditional export model for an international
customers, together with personalising one’s product range, pleasing clients and
position. Establishing a local presence in major sales markets reduces risk, and
surprising consumers. The horticulture industry is making a great contribution
makes it possible to better match supply to local demand and preferences.
to the health and well-being of consumers, but is feeling undervalued. Well, here
Already, many of the companies from the Hillenraad100 have firmly embraced
is your chance. Commit to drastically personalising your product range. Work to
this vision and method. The word on everybody’s lips is ‘multilocal’ – a model that
create a business that can continuously shift to meet its clients’ needs, like a
suits the industry in many ways – and by taking this approach, Enza Zaden was
chameleon in a new environment. Aim to make your customers happy and do
crowned this year’s number 1.
anything to get a smile. A whole new world awaits the horticulture industry, if we
...and customisation
can establish happiness as a brand image for our vegetables, flowers and plants; a return to the everyday pleasure of great products. Prof. Dr. Ruut Veenhoven is
Meanwhile, new technologies are making it increasingly easy to match supply to
convinced that this is the way forward, as you can read in his interview. In this
individual consumer demands. Thinking in terms of export countries and sales
new edition of the Hillenraad100, we hope to show you the way to a horticulture
markets is making way for thinking in terms of segments and filling individual
sector that more keenly sees what makes clients and consumers happy the
consumer needs. The more we are able to deliver our horticultural products, with
world over. After all, that is what it is all about.
the required qualities and uses, to the places and at the times desired by the consumer, the higher our chances are of continued success. We see this reflected in this year’s list. The trick is to find a way to focus on both a macro and micro level, to ‘think global’ and ‘act personal’. This year’s edition of the Hillenraad100 examines this approach in more detail.
Truly new products We are also seeing the horticulture industry searching for new products to win over clients; not simply new concepts, but truly new products with stories behind them. Nurserymen are surprised by the success booked by blueberries, but continue to hawk hackneyed tricolour bell pepper mixes. Where are the truly new products? Number 2 on this year’s Hillenraad100 – Nature’s Pride – offers a (primarily) imported selection of more than 400 products. It is hard to believe that there are not at least 10 products among them that we could also cultivate here, in our own greenhouses, in order to offer consumers a healthier, fresher version. Seems to us that, in light of this, newcomer Proeftuin Zwaagdijk has a tall order to fill.
Martien Penning
6 | Hillenraad100 | 2015 |
Michiel Muller, serial entrepreneur and co-founder Picnic ‘Businesses that have been successful for a while, they focus on refining and improving. Newcomers to a market are free of all these pitfalls.’
Interview
| Hillenraad100 | 2015 | 7
Will e-tailers defeat retailers? Does the new online groceries service Picnic stand to be a modern-day David to retailers’ Goliath? What will Picnic mean for producers who have waited so long for ways to get as close to consumers as possible? Co-founder Michiel Muller, who just published his new book Ondernemen is een ABC’tje (‘Doing business is as easy as one, two, three’) has the answer. Internet entrepreneurs Joris Beckers and Frederik
and pass on the savings to consumers. Because
Rapid adjustments to range
Nieuwenhuys were struck by the idea three years
we can meet the lowest prices of retailers, we can
One of the biggest differences between e-tailers and
ago. ‘Isn’t it time for a true online groceries service?
achieve economies of scale. In contrast to other
traditional retailers is that customers cannot feel,
A real e-tailer to take the place of traditional
online services, our target group consists of all
smell and select the products. ‘This makes it even
retailers?’ Their idea matured step by step and two
consumers in the Netherlands, even families of four
more important that we can guarantee that fresh
other collaborators joined them: Bas Verheijen,
who can only afford to spend 7.80 euros on dinner,
produce is of invariable quality, just like our sodas,
previously marketing director at C1000, and
including dessert.’
rice or crisps,’ explains Michiel Muller. ‘Consumers
Michiel Muller, who has a reputation as a ‘serial
choose familiar A-brands because they know what
entrepreneur’ and as someone who can inject new
Old business vs. new concepts
life into ossified markets. In 2004, his introduction
When asked why traditional retailers have yet to
hear that the horticulture industry is apparently
of Route Mobiel to the market gave monopolist
pick up this concept, Michiel Muller gave an answer
warming up to the idea of brands, that there are
ANWB a wake-up call. Before that, together
that is relevant to horticulture businesses as well,
products moving from generic to specific. Those are
with founder Marc Schröder, he helped expand
especially if they are large with several years of
the types of products that consumers shopping
to expect of them. In that sense, it’s interesting to
the Tango unmanned chain of petrol stations in
online are looking for: what you see is what you get.
the Netherlands, a concept that the established
It would not surprise me if in the future we’ll have
suppliers did not see coming. And now, he and his
Picnic tomatoes or Picnic peppers available in the
three partners have launched the Picnic online
app. At any rate, we can add or remove products
groceries service in Amersfoort; another challenger in an existing market. Picnic will allow everyone and anyone to do the groceries in just a few minutes from the comfort of the sofa. ‘It’s an insane idea,’ says marketing expert Paul Moers. But wasn’t that also once said about a certain short message service?
Free, fast, and app only The Netherlands is already familiar with Albert Heijn’s groceries service and the HelloFresh meal boxes, so what is it that Michiel Muller and co. expect to do so differently? ‘Picnic is for everyone. We’re removing the two most significant objections
‘Isn’t it time for a true online groceries service? A real e-tailer to take the place of traditional retailers?’
just like that, meaning that we’re much more flexible than the average retailer. Gradually, we will have complied a trove of information, down to the level of individual households. Suppliers and supermarkets currently have little to no information on where their products end up, but soon, we will. It is even possible that we could begin making very specific offers, together with other producers.’
Confident At the end of September 2015, Actiepagina. nl concluded that ‘approx. 1/3 of people in the Netherlands cannot imagine doing their groceries online.’ Michiel Muller is fascinated by this
to buying groceries online that people reported
statement. ‘That means that 2/3 can imagine it.
in our market survey: they don’t want to pay for
That’s 66% of a market worth about 35 billion euros.
the service and they don’t want to wait hours
Currently, online grocery shopping achieves about 1% of that amount, but the potential is clear. We know
for delivery. The online clothing sector is a great indicator of the importance of that first objection.
history under their belts. ‘True change in a business
that there are those who came before us who
It really only boomed once online orders cost the
model is almost never initiated by the status quo,
didn’t make it. I expect that we will actually make a
same as purchasing items in stores. We’re tackling
the incumbents. To a certain extent, that’s logical.
difference and I’m interested to see whether there
the second objection by introducing a new
They’ve made their investments, the business is
are horticulture entrepreneurs who also think that
distribution system whereby customers will know
secure. Why would they then suddenly think: ‘Let’s
the time is ripe for this concept.’
almost to the minute when they can expect our
get rid of all our shops.’ The organisation would
modern take on a mobile grocery van. A specially
respond immediately. ‘But we have 600 shops!
developed app lies at the heart of the purchasing
What would we do with them?’ Businesses that have
process and, together with consumers, we put a lot
been successful for a while aren’t going to rock the
of work into its development. We wanted it to be
boat; they’ll refine and improve. ‘Change’ may as
possible to do the groceries during an ad break while
well be crossed out of their dictionaries. Newcomers
watching TV, for instance. We collect the orders
to a market are free of all these pitfalls. We began
every night at 11 and pass them on to the suppliers.
with a blank slate and only our knowledge of
Order picking takes place in the morning and our
Internet technology, retail and consumer behaviour.
custom-built electric vehicles then take to the
A PowerPoint presentation with a solid plan is
roads on their way to consumers. One of the major
worth nothing unless you actually implement it and
differences between us and traditional retailers is
keep an open mind. For instance, we work with our
our cost structure. We have no centralised stock
customers to determine our range. They let us know
and no high real-estate overheads, and consumers
what they need. They don’t want any choice-related
still receive the same products they would find in
stress, so we won’t be stocking 15 different types of
supermarkets for the same price. That is the central
sea salt.’
idea of Picnic and it’s the same as that of Tango and Route Mobiel: remove the costs from the system
8 | Hillenraad100 | 2015 |
Prof. Dr. Ruut Veenhoven ‘How do we increase our happiness with little, daily choices, such as what you have for dinner or how you florish your house?’
Interview
| Hillenraad100 | 2015 | 9
Available now: happiness Customisation is hot, mass production is not. Produce that which your customer needs, what makes him happy. These are the words that resound through marketing land these days. Large enterprises such as Coca-Cola and health insurer VGZ are focusing on happiness and many commercials now suggest increased happiness. But what really does have that effect? Can horticulture add a touch of happiness to consumers’ daily lives? Prof. Dr. Ruut Veenhoven shares with us his scientific insight. ‘Nobel Prize winner Daniel Kahneman showed
people happier, in a demonstrable and measurable
in his work that homo economicus, the rational
way. The difference is most easily explained with
and calculating consumer, is all too often wrong.
the terms expected value and experienced value.
We buy things expecting them to make us happy,
Someone buys a bouquet of flowers expecting that
but instead experience less satisfaction than we hoped.’ Our interview partner is Prof. Dr. Ruut Veenhoven, professor emeritus at the Erasmus University in Rotterdam and involved with the brand new Erasmus Happiness Economics Research Organization. Ever since the early seventies, he has been researching a phenomenon that has been mostly disregarded until now, especially in connection with consumers’ economic activity: happiness. Ruut Veenhoven’s background is in sociology, but his expertise shifted to psychology and economy in the course of his research.
‘Our task is to find out what makes people happier, in a demonstrable and measurable way.’
purchase to have positive effects. But as a business, you need to know if that really happens, you need to know the experienced value. Erasmus Happiness Economics is working on that: what happens between someone’s expectation and experience? If you are able to add permanent happiness, that ‘everyday happiness’, to your product or service and you know why it works, your method of marketing products becomes quite different. You would also be able to recommend your product without all the meaningless sales talk. In order to measure this, we developed several tools with which to follow daily
The professor is happy to see that the subject of
experiences. With Experience Sampling, people are
happiness is receiving increased attention. He also
asked by phone how they feel at that moment, at
has an explanation for it: ‘We live in a time in which
random intervals. Their location is also recorded,
we lack nothing, and this makes consumption a
sometimes with a picture they take. Using the
matter of choice. And in order to make the right
technology of the online GeluksDagboek (happiness GeluksWijzer regularly. One of the high points of
diary) you can record someone’s entire day. I think
this year was in August, when most of us take their
the horticulture sector can learn a lot from that.
vacation. When you read this article, in the autumn
Not only does it help to develop and sell products,
‘The western world has everything, in every shape
of 2015, the happiness level will be different. It is
but it will also contribute to the happiness of our
and size,’ explains Ruut Veenhoven, ‘This also goes
this large-scale and continuous measuring of the
fellow man.’
for the horticulture sector. There are peppers and
feelings of happiness that the professor regards as
tomatoes in multiple shapes and tastes and new
unchartered territory. ‘Curiously, there has been little
types of roses and phalaenopsis are grown in the
scientific research into the relationship between
greenhouses all the time. But does humanity really
happiness and consumption. But the tide is turning,
need all that? Will it make us happier?’ His analysis
thanks to Daniel Kahneman’s findings, among other
fits in with what we observed elsewhere in this
things. The challenge is now to gather enough data
Hillenraad100 – that the product characteristics are
on the effect consumer choices have on happiness.
becoming less important. Conversely, the product
For example, do people actually ‘feel’ better when
function is gaining importance, and so too is its
they have flowers in their house, regardless of what
effect on our happiness. ‘It says a lot that companies
they ‘think’ of flowers? You don’t just want to know
like Coca-Cola and the Dutch health insurer VGZ are
if that applies to everyone, but also to what kind of
responding to that.’
consumer it applies.’
Deeper motives
Happy message
Coca-Cola recently established their Institute
‘The horticulture sector makes a large number of
of Happiness and are studying, for example in
products of which you can assume, without any
Germany, what gives people ‘Lebensfreude’.
research and based on a gut feeling, that they will
Or rather, ‘Alltagsfreude’, everyday happiness.
make people happy. A fresh tomato, a beautiful
Because in general, what makes us happy is
bouquet on the table; surely everyone likes that?
consciously chosen important moments in our lives,
But as far as I’m concerned, businesses should
e.g. getting married, starting a business, buying a
look beyond that. I think it’s not enough to simply
house. But the euphoria always lessens over time.
think ‘How can I tell the consumer what makes
So how do our less important daily choices, such
them happy?’ Nor do I think it is enough to carefully
as what you have for dinner or how you furnish
observe and listen to what people think makes
your house, increase our happiness?’ The answer
them happy. People just do not think as clearly as
to this can be seen in the GeluksWijzer (happiness
that. Daniel Kahneman and other scientists have
indicator) that health insurer VGZ developed
proved that. You can almost say that consumers do
together with Ruut Veenhoven and the Erasmus
not know what they are doing; because they usually
Happiness Economics Research Organization.
have only half the information and many options to
Approximately 80,000 people fill in the online
choose from. So our task is to find out what makes
choice, you want to know what will make you happy.’
From having to happiness
Committee of Experts
10 | Hillenraad100 | 2015 |
a
Fred van Heyningen
Global Head Food & Agri Banking at the Rabobank ‘The international clout of the Dutch horticulture cluster is wielded by the major companies, which can also act as a force of attraction, together with the many smaller, specialised companies which, together, form the combination for which the Netherlands is known. My wish is, internationally speaking, for us to be able to exploit the strength of the cluster, rather than of the businesses individually. This would increase the Netherlands’ renown, achieve deeper market penetration and help convince the government to stick its neck out for the Dutch horticulture industry.’ b
Niels Louwaars Managing Director of Plantum
opportunities provided by internationalising and
influencing each company and indirectly influence
personalising their products. Flexibility and the ability
the position of the entire Dutch horticulture industry.
to adequately respond to market developments
The changes in this year’s list reflect the dynamics
are key skills in achieving long-term success in this
involved in doing business in the Champions League
dynamic sector.’
of the sector.’
f
Herman de Boon Chairman of the VGB (the Association of Wholesalers in Flower Nursery Products)
j
Nico van Ruiten Chairman of LTO Glaskracht
‘Increasing numbers of growers are active inter
‘Customised mass production is what entrepreneurs
nationally and growers with an international branch
in today’s horticulture industry must achieve,
or interests are becoming more common. The head
and technology can make it happen. Data on
office in the Netherlands serves the European home
international markets and production can be brought
market, and provides innovation and expertise, which,
together in an electronic, virtual platform by using
when combined with passion and entrepreneurship,
service providers to match customisation and the
puts the world in the hands of Dutch growers!’
masses, in terms of IT, as well as financially and physically. In answer to the growing globalisation
k
Ilone Ammerlaan Managing Director of Plantenkwekerij Leo Ammerlaan, Chairman of VNO-NCW Oostland
and customisation, and the decline of physical
‘Historically, the horticulture industry has been
auction systems, the Dutch horticulture industry
regionally tied down, with production aimed at
would do well to focus on establishing a global
‘The Dutch horticulture industry still has a head-start
nearby urban centres. The rapid urbanisation of
service platform. World Flower Exchange is one
on other countries where expertise is concerned.
the world and the developments in logistics have
such initiative and it could be the beginning of the
Outside the Netherlands, you are already at an
made internationalisation extremely interesting.
electronic, virtual and international concentration of
advantage if you say that you are Dutch. However,
The horticulture industry can learn a lot from sub-
demand (customisation) and supply (the masses).
upcoming markets, such as China, are catching up
sectors that have already organised themselves
The only way forward is if growers and the trade
quickly. We must improve the presentation of our
internationally, such as the one producing plant-
embrace this platform together.’
expertise and products, from the Netherlands to the
based propagation material. They show that a headstart in expertise is key to staying ahead of the global
g
Senior Officer Horticulture, Ministry of Economic Affairs/Directorate-General for Agriculture and Rural Development
competition.’ c
Gert Mulder Director of Fresh Produce Centre
André Nieuwenhuijse
rest of the world. This could be achieved by, among other things, bundling the strengths of our businesses which is where the challenge for the near future lies. I wish to actively contribute to this objective from my position as entrepreneur and manager.’
‘The Dutch Horticulture & Propagation Materials l
Jan van den Heuvel
‘The challenge for the future lies in feeding nine
top sector is still a global player. In order to keep
billion mouths in 2050 with produce that is both
and expand its position, the sector must further
more sustainable and healthier than today.
differentiate its approach to the international market
‘The fact that the horticulture industry is
The majority of consumers will live in urban centres
for vegetables, fruit, and ornamental plants and
becoming more international every day has major
and the lifestyle there will change the way we eat.
flowers, and respond to social trends, such as the
consequences. Consider the significant amount
The horticulture industry must respond to this
increasing demand for healthy produce and welfare.’
of work for Dutch greenhouse manufacturers on
internationally. The Netherlands stands to gain €8 billion in export value and 120,000 additional jobs.’ d
h
Entrepreneur, executive, professor and former government minister
Arnold Hordijk Administrator, Consultant and Supervisory Director
Willem Vermeend
Entrepreneur, founder of Hagé
the global market. As a result, the demand for Dutch products in our traditional export markets is declining. Supply and demand are becoming increasingly unbalanced. This means reductions in
‘The modern horticulture industry is changing
scale, looking for new markets, or diversification.
rapidly. Consider the dynamic of major acquisitions,
Each or a combination of these three factors must be
‘The Dutch horticulture production sector consists
industry consolidations, participation by private
employed to assure the Dutch horticulture industry
of relatively small-scale companies, which are
equity and the incredible pace at which the sector
remains healthy. Together, we must consider this
often more production and cost-price oriented
has internationalised. This is all driven by new
situation carefully. The Dutch trade businesses
than commerce and turnover-oriented. The sales
technologies which make previously-unimaginable
are not immune here either. After all, too much
market for these businesses is still Europe for the
applications possible and which cost less than we
competition leads to further undercutting.’
most part. An essential quality for continuity in
ever expected. For instance: producing for individual
the future is their ability to make clear choices as
consumers. Within the expert committee, we work
regards the segments they serve and to increase
to interpret the many developments as best we can
their recognisability with distinctive products.
and to translate them into accurate assessments of
‘In the last five years, the horticulture industry has
This requires internationalisation together with
the individual companies. Regardless of the place a
become much more international, particularly the
horizontal and vertical collaborations in the chain.
business has in the Hillenraad100, I greatly respect
technology industry. We are responding well to
Sufficient volumes combined with a tight chain are
each of them for their spirit.’
the wide variety of market segments: the rise of
an unfortunate necessity.’ e
Cees Uitbeijerse Accountant and Horticulture Specialist at BDO Accountants & Adviseurs
i
Martien Penning Managing Director of Hillenraad
Harm Maters Chairman of AVAG
urban farming, the realisation of large, complex and sustainable greenhouse horticulture projects across the globe, and the potential volume markets offered
‘Every year, our search for the 100 leading businesses
by other forms of covered cultivation (mid and low
in the horticulture sector is intense. One of the
technology). In addition, it is essential to work on
‘Research performed by BDO shows that ‘corporate
high points is always the meeting held with all
our business networking skills and invest a great
agility’ is a key success factor for businesses. Simply
members of the expert committee, in which we
deal in market concepts and relationship networks.
put: a company must be strategically/operationally
thoroughly debate the developments we have
Internationally these last elements have increased
flexible. The Hillenraad100 consists primarily of
observed and weigh and measure the companies’
in importance, and are required to bolster the term
companies that, in recent years, have found a way
positions. This year, the accent lay on globalisation
‘Holland Branding’ and exploit our position to our
to stand out from the competition by utilising the
and customisation, two clear trends that are heavily
advantage.’
| Hillenraad100 | 2015 | 11
b
a
d
c
e
f
h
g
j
i
l
k
The Dutch horticulture industry is broadening its horizons, literally and figuratively.
The world is the industry’s playground, but technology is making it increasingly easier to serve larger numbers of clients on a 1:1 basis. Think global, act personal; that is the challenge facing the sector. How do the members of our expert committee view the ‘international’ movement in combination with the sector becoming more ‘personal’?
12 | Hillenraad100 | 2015 |
Martien Penning and Hans van den Ende, strategic advisors of Hillenraad Partners ‘The horticulture entrepreneur who still thinks that only product qualities matter is missing the point. Today’s customers are primarily moved by product uses: “What is the product’s added value to me?”.’
Vision
| Hillenraad100 | 2015 | 13
Horticulture longs for new pioneers ‘Sooner or later, entrepreneurs in the horticulture industry who cannot justify their place in the market will no longer have a right to exist.’ Martien Penning and Hans van den Ende from Hillenraad Partners prefer to speak in no uncertain terms. ‘Each passing day brings us more available choice. If you aren’t decisive, others will decide for you. The times demand pioneering businessmen.’ Martien Penning and Hans van den Ende take us
boxes, for instance. Products are right there on the
‘Everyone’s position is under pressure, which is
back to the Brazil of the 1950s with the intent
screen, nice and close to consumers. What about
mostly thanks to digitisation. Retailers need to find
of looking at the options available to today’s
promotion? You can forget it, especially if you think
a way to compete with online suppliers and who can
entrepreneurs in the horticulture industry from
that you can use communication to move consumers
say whether retailers will still exist in a few years?
another perspective. ‘In the 1950s, Dutch pioneers
to buy whatever you want. When you get right down
What does this mean for horticulture entrepreneurs
travelled to Brazil to found colonies such as
to it, all that’s left is the ‘P’ for product and ‘the
who have yet to consider this? Even the age-old
Holambra and Arapoti. They brought their expertise
only thing’ that a horticulture entrepreneur has to
profession of grower is going to change drastically
and entrepreneurship with them, and began working
do is to get their product as close to the consumer
with the introduction of sensors that make it
the land. Today, Holambra is one of South America’s
as possible. Physically but primarily emotionally,
possible to direct the cultivation process online.
largest flower exporters, accounting for 80% of
too. In addition to product, we must define four
the export and 40% of Brazil’s flower production.
completely new ‘P’s: Personalisation – customising
You may be wondering why we’re using this as an
products to practically each customer, the consumer.
example, but let’s first look at other parts of the
Next is Prevention – avoid making things no one is
world, like China. A study by the McKinsey Global
interested in. To aid in this, the third ‘P’ is essential;
Institute on urbanisation in China indicates that by
Participation – let customers lend a hand. Producers
2025, more than 223 Chinese cities will have over
who neglect this opportunity in a world where
1 million residents. The opportunities there will be
everyone can connect so easily with someone else
endless; each city is a market unto itself! You could
are truly missing the boat. Finally, develop your
set up a production centre per city, staffed with
sense of Prediction – those who employ the first
Dutch experts who, together, put their knowledge
three Ps properly can eventually predict what will
of cultivation, quality, packaging and distribution
do well in their market. At their core, the four new
to work. Why not collect a group of horticulture
Ps are about knowing for whom you are producing
entrepreneurs with expertise, but who in the
what. Whether you are relocating to China with
Netherlands are struggling economically, relocate
a group of entrepreneurs or hoping to open new
them with their families to a Dutch compound and
markets in Europe, the principle remains the same:
open for business? The families will bond socially
how close can you get to your customers?’
and be able to help each other, organise education,
‘The four new marketing Ps are about knowing for whom you are producing what.’
We already see customers in California buying products from Barendrecht online. Everyone is
and more. The point of this thought experiment is
Tearing down the walls
to ask, where have all the pioneers gone? Where is
According to the Hillenraad Partners, ‘Horticulture
looking forward to helping pioneers make the right
the encouragement from the government and banks
entrepreneurs who still think that only product
choices on their exciting and unavoidable adventure
to drive these initiatives, to facilitate the next step
qualities matter are missing the point. Today’s
towards a strong market position.’
towards an international market position centred on
customers are primarily moved by product uses,
local presence? This is where the modern challenges
such as a product’s added value to their lives.
lie; not in restructuring, but in pioneering the way to
This also explains consumers’ interest in urban
new business models.’
farming, for instance. It is a phenomenon that
Being where the customer is
speaks to consumers who want products that they can ‘feel’. Suddenly, price is no longer a deciding
Not everyone will feel the need to pack up
factor. Similarly, the rise of local for local is primarily
everything and leave for new horizons. There are
driven by emotional factors, a sort of local pride,
other options available, often closer to home.
you could say. In order to give product function
But Martien and Hans have observed that these
the proper substance, the walls between sales,
options, while physically closer, are not always
marketing, R&D and production must disappear.
easier. ‘You will discover areas of expertise where
You will have to think collectively about the market
no one else has ever been, even more so than
you want to serve and the connections you will
when trying to do traditional business in another
establish by doing so, and translate the results into
country. In this new world, you should actually
production and production location. Tomorrow’s
forget everything you ever learned about the four
winners are those who can successfully link market
classic marketing Ps when operating closer to
strength to production. Production alone will not be
home. Take price, for instance. In a market that
enough and you cannot survive by yourself; you will
mostly revolves around pricing, like an open market
have to consider with whom you wish to connect.
dominated by an auction clock, producers are unable
It is not unthinkable that a group of pure pioneers
to establish preferential products. They are the
will leave to find their fortunes, and their markets,
playthings of factors they cannot control. And the
elsewhere. The businesses that remain here will
‘P’ for place? Thanks to the Internet, place has been
simply have to broaden their horizons, too.’
given a completely new significance, which retailers are seeing in the rapid rise of online vegetable
working to prepare for new market positions. We are
14 | Hillenraad100 | 2015 |
The Hillenraad100, 2015 edition For the first time in years, the Netherlands’ horticulture industry is moving forward. This is largely linked to increased consumer trust and the conviction of the high-end of the sector that there is only one solution to their problems: stop waiting and put your foot down. This year, the top 100 again reflects the pulse of the horticulture sector.
The horticulture cluster and the Dutch economy
Ascending or descending
Top 100 legend Since 2003, the Hillenraad100 has provided an
The sector is constantly evolving thanks to
overview of the leading businesses in the knowledge
companies from the almost 25,000 that make
internationalisation, scaling-up, chain reduction,
and capital-intensive greenhouse and horticulture
up the Dutch horticulture cluster. This cluster
mergers and acquisitions, and this affects
industry. We assess companies throughout the
is of great value to the Dutch economy, and is
the rankings. To stagnate is to decline, and
cluster, because the power of the industry lies in
regarded by the government as one of our top
companies that are performing well rise on the
its internal coherence. The company profiles have
sectors. Innovativeness and competitiveness are
list and force others down. Our aim is to achieve
been carefully compiled by our editorial team
high, as is the importance for the Dutch economy.
a more stringent assessment but to always put
using a variety of sources. A short description of
The horticulture industry provides the economy with
this in a positive light. Together, we can make
the company is accompanied by various figures
around 103,000 FTEs and added value worth 8.4
the sector stronger.
on its size. In formulating its evaluations, the
The companies in the Hillenraad100 are the leading
billion euros. According to the 2015 annual report on the recognised top sector ‘horticulture and
editorial team used information provided by the
prorogation materials’, the production value of the
Assessment
industry is 15.8 billion euros and its export value is
In making the assessment, Hillenraad employs
over 15 billion euros.
a multi-disciplinary business model based on a
Recognition for entrepreneurship
wide-ranging assessment of 19 quantitative and qualitative factors, mainly focusing on performance
The selection of these top 100 businesses goes
trends for key figures over time. A progressive
beyond a ranking. We also try to capture and clarify
average is applied for a number of figures.
the latest trends. Thus, we see companies that are
The qualitative assessment is primarily based on
emerging and companies which have to reinvent
the principles for High Performance Organizations
themselves to catch up with changing market
(Michael Beer, Harvard Business School).
conditions. Getting to the top is hard, but sometimes it is even harder to stay there. A place in the top 100
Committee of Experts
is recognition of strong entrepreneurship. All honour
The Hillenraad100 is compiled according to a
to the 100 who made it onto this list.
careful procedure. The point of departure for the
Open competition
assessment is the research of the Hillenraad100 editorial team and the consultants of Hillenraad
The Hillenraad100 is an open competition for
Partners. The results of the research are then
companies in the knowledge and capital-intensive
combined with the committee of experts’ analysis.
horticulture industry. We take a broader view
It is an intensive process of balancing the scales.
than just greenhouse products. It revolves around
The final listing is the combined result of facts,
companies from the horticulture cluster with a
noteworthy information and the experts’ opinions.
firm foundation in the Netherlands and a strong
This makes the list dynamic and distinctive.
international perspective. Of the more than 7,500 companies in the sector, Hillenraad closely tracks
Justification
250, looking for the most innovative companies
To discover how the assessments are made, what
in the horticulture industry. The Hillenraad100 is
the entry criteria are, which assessment criteria
therefore the leading monitor when it comes to
have been chosen and how a stratified cluster model
trends, developments and dynamics in the sector.
works, visit our website at www.hillenraad100.nl/
As we are concerned with establishing a complete
verantwoording.
overview of the sector, a list of businesses that matter, companies are also sometimes included in the list unrequested.
companies and gained from public sources, and took developments into account up to mid-August 2015. Category Category within the horticulture cluster Total turnover Total group turnover (in euros) Turnover, H100-Q Turnover relevant to the Hillenraad100 assessments (in euros) Employees Total number of employees (assuming there are no employees outside the Netherlands) Employees, TOT Total number of employees on the payroll Employees, NL Employees on the payroll in the Netherlands International branches Number of branches outside the Netherlands Figures marked with * Estimates by Hillenraad100 due to lack of public sources
Top 100 |
| Hillenraad100 | 2015 | 15
100 (–) JEM-id Category services Total turnover 2,430,000 Employees 23 www.jem-id.nl
98 (100)
Bromelia Specialist
Category sales organisation Total turnover 21,634,000 Employees 9 www.bromeliaspecialist.nl
This company is new to our list, but it’s an old friend to a great many other
We love this. Bromelia Specialist recognises that today, it’s useless to produce
businesses here. JEM-id’s clients include major names such as Prominent and
with blinkers on and ignore the consumer. After all, consumers have enough other
DOOR, FresQ, Harvest House, a slew of fruit and vegetable importers/exporters,
things to spend their hard-earned cash on: flowers, plants, holidays, tablets, the
and a number of growers in the floriculture industry. Really, there’s too many
latest Apple Watch. The fact of the matter is that every other product detracts
to name here. All these clients are drawn to JEM-id thanks to its advanced
from your earning capacity; substitutes even more so. As such, segmentation is
software used to automate the company’s processes. With a series of ones
on the rise. Six target groups have been defined and for each, a separate video has
and zeroes, JEM-id’s relatively small team bridges the gap between grower
been produced (after all, older empty-nesters have different needs than young
and retailer. No less than 75% of its sales come from the Dutch floriculture,
families) and uploaded to YouTube. A team of students has also been unleashed
and fruit and vegetable industries. The company provides its clients with two
on the issue of optimally deploying e-commerce for consumers. This franchise
products: ERP to ensure that all goods and money flows are in order, and a
organisation is busy working to connect all elements in the horizontal and vertical
communications platform between growers and exporters, and for many,
chains – breeders, consumers and business partners throughout Europe – in
it is a godsend; more than 90% of the pot plant supply is communicated on
the smartest way possible. It’s great to see this business sallying forth, because
FloraXchange. The follow-up product, GreenXchange, which will allow fruit and
even in a franchise, nothing happens by itself. We’re curious about their promised
vegetable partners to find each other faster and better, is in the works. Last but
start-up based on digital developments.
not least is the development of apps, websites and everything else needed by today’s horticulture businesses. JEM-id’s products put clients in control and in contact. The company’s website is nothing less than clean and full of straightto-the-point information that is useful to visitors. Named the most innovative company from Westland by MKB Westland (Westland SME entrepreneurs’ association), and a great number 100.
99 (–)
Van der Ende Group
Category supplies Total turnover 14,006,000 Employees 74 www.vanderendegroep.nl
97 (90) SV.CO Category production Total turnover 13,100,000 Employees TOT 51 Employees NL 50 International branches 1 www.svco.nl
It goes without saying that the Strijbis brothers’ presence at the cradle of the current SV.CO back in 1965 was well celebrated. After 50 years, there’s still plenty of verve and not a trace of wear and tear. The endless list of news articles featured on the website is illustrative of its untempered enthusiasm, which
We welcome Van der Ende Group to our list exactly 30 years after its
is in part thanks to the nice age spread of the four directors, who are 29, 33,
establishment. Recognition for the work of both Piet van der Ende, who
41 and 61 years old, respectively. This gives the company wisdom combined
founded the group, and his son Lex who is now taking the wheel. Father,
with youthful enthusiasm; experience with Sturm und Drang. These gentlemen
son and employees have a steady wind at their backs. Last year, the group’s
put a significant amount of trust in intuition, which dictates the ebb and flow
turnover grew from 10 to 14 million euros and the number of FTEs increased
of products in and out of the assortment. Employees are expressly included in
from 50 to 74. This was realised in a difficult period for technology suppliers.
this process, which means a great deal of Lean thinking and keeping each other
And indeed, Van der Ende Group had its share of bad luck with the bankruptcy
sharp. But intuition alone is not enough and new technologies are thoroughly
of three important customers. That blow was cushioned by significant
embraced. RFID makes it possible to precisely locate trolleys and products,
investments in innovation. In 1985, Piet van der Ende started out by repairing
allowing exporters to plan better. Exporters are also supported by the VMP link;
and overhauling water pumps. Today, the group’s brands are responsible for a
what’s been ordered, is also available. All in all, SV.CO is worthy of inclusion in
large number of innovations and well-known names throughout the industry,
our list.
such as Airmix, Danfoss, Phyto-Drip, Triton and Verti-Fan. Triton originated from the takeover of Moor Filtertechniek in 2012. This micro-biological solution for preventing ‘crazy roots’ is a huge success and proves that Van der Ende Group knows what growers need. The ‘no cure, no pay’ approach taken with regard to innovations is rather special, and makes them more accessible. The company’s attitude towards its staff is also worth a special mention; ‘celebrating’ lunch hour together truly engenders commitment and good results.
Crop-specific quality substrates
Call Cultilene for a free advice
Zeusstraat 2, 5048 CA, Tilburg, The Netherlands t + 31 (0)13 578 00 57 - e info@cultilene.nl - i www.cultilene.com
Top 100 |
96 (91)
| Hillenraad100 | 2015 | 17
is successful, word gets around. In all its activities, Cultilène strives to build
Starre Group
Category production Total turnover 14,500,000* Employees 100 www.starregroup.nl
a direct relationship with the customer. A good example of this is the online remote support using sensors, which combines knowledge of water and climate management. Furthermore, in consultation with Horticoop, Cultilène made the telling decision to circumvent distributors and directly serve the market with the sale of mineral wool substrates. What’s more, it plans to gain market share with diffuse glass activities. We will follow them closely!
We cannot deny the fact that Starre Group’s once bright star is waning. The Group was once a front runner and one of the first businesses that took its customer’s shelf yield as the basis for its sales and marketing strategy. It was one of the first companies given the opportunity to look in its customer’s cash register and use that information as a point of departure for joint efforts towards better results. Starre Group also took the remarkable step of setting up its own photo studio and design department, to market its products in the best possible way and unburden the customers. Now we have to conclude that the
93 (96)
Berg Hortimotive
Category supplies Total turnover 10,382,000 Employees 44 www.berghortimotive.nl
market for climbing plants has reached its peak and in truth we are awaiting
Here follows the sort of quotation we simply cannot get enough of: ‘We no longer
new innovations, something that will surprise us once again. But the company’s
focus on our products; now, customers’ processes come first’. Taking this angle,
energy may currently be consumed primarily by management changes and
Berg Hortimotive joins an ever-growing group of businesses that understand a
renewing the focus on production capacity. We truly hope that this great
product is relevant only when it fulfils customer needs. He who produces, has
company will be listed here next year – but that will require serious effort.
nothing. He who sells, controls the market. Berg Hortimotive has completely
95 (86)
adapted the production process to customer-specific solutions and flexibility. The latter is necessary to be able to swiftly respond to purchase decisions, which
Onings Holland
Category youngplants Total turnover 43,529,000 Employees 40 International branches 1 www.onings.com
are made at an ever later stage. With its new quotation module for sellers abroad, the company has cleverly taken that into account. Those sellers are trained to think in complete solutions, based on the ‘from picking to packing’ philosophy. By letting go of the underlying product and paying more attention to that concept, the customer receives full service and the overall margin improves. In a similar vein, the consortium ‘Cooperation in controlled growing’ was established together with Flier Systems and Bosman Van Zaal. It is good to see that the company that started with pipe rail trolleys fifty years ago has adapted so well to changing
Its changing position on our list is indicative of the market in which bulb and tuber
times. Berg Hortimotive now also sells Mobile Phenotyping Robots, which would
exporter Onings Holland operates, with its alternating years of feast and famine.
have been regarded as science fiction in the 1950s. In addition, its use of the Lean
The company rises and drops proportionally. Onings Holland boldly sails the sea
Startup method will surely lead to more great things.
of economic cycles that is characteristic of the flower bulb market. Its drop in this year’s list is a long one – nevertheless Onings Holland is a solid SME and the kind of company that holds the Dutch economy above water. The company simply works very hard to keep its customers satisfied which in turn leads to satisfying results. There is nothing wrong with that, but it is also the limit of its business strategy. Its way of working and results are enough to award them a place in the top 100, which is more than we can say about thousands of other companies.
94 (95)
Saint-Gobain Cultilène
Category supplies Total turnover 780,170,000 Turnover H100-Q 30,000,000* Employees TOT 125 Employees NL 60 International branches 6 www.cultilene.nl
92 (99)
Bosman Van Zaal
Category supplies Total turnover 27,821,000 Turnover H100-Q 25,595,000 Employees TOT 165 Employees NL 147 International branches 3 www.vanzaal.com
The relatively young combination consisting of Frans van Zaal Totaal Techniek and Bosman International is thinking hard about its strategy. And we feel that it should, as there has been mention of ‘focus on continents like Europe, North America and Africa, and many projects in the Middle East and Asia’ – begging the question where the focus lies, exactly. In any case, to clear things up for the customers, the six product groups have been distinctly classified on the new website. For now at least, because the strategy considerations may lead
Cultilène holds an interesting position in the Netherlands and has a special
to changes. The company has worked hard to realise system and process
reason for being active here. With regard to mineral wool substrates for
integration and has managed to shorten project lead time by as much as 20%.
greenhouse horticulture, this Dutch subsidiary of the 350-year-old French Saint-
That is all very well, but a critical observer may argue that a 20% improvement
Gobain does not come close to the market share of its competitor Rockwool
on an unknown figure does not say much. The new combination is working hard
Grodan. However, Cultilène has a much better position in America, Oceania,
on further developing phenotyping, refining the FiLo Stapelaar (first-in last-out
South Korea and several European countries outside the Benelux. In the
stacker), the solar-powered greenhouse system for Olij Roses in Kenya, and
Netherlands, the company seeks out horticulture partners with the most know-
Cyclone, an innovative solution for smart irrigation. For these innovations it
how and highest levels of innovation, using the Netherlands as both a showcase
frequently works with Wageningen University & Research centre. We would like
and a springboard. The turnover may be modest but the exposure is certainly
to see the added value resulting from the collaboration of the two companies,
worth it. Cultilène’s impressive innovations are primarily technology-driven –
rather than their separate accomplishments. Nevertheless steps have been
new inventions and products such as Ultimate technology, CultiOne, RootmaXX
made. Shortly before this issue went to press, we were informed that it had won
and Exact Air are aimed at achieving optimum cultivation yield. When that
a lucrative order from a CropScience customer. More on that in next year’s issue.
The future is hidden in the sprout. Not big, bigger, biggest. Not more and more. But added value. And intensification. Of, above all, expertise. The greater our ability to focus on the seemingly invisible, the better we are prepared to face the future‌
Top 100 |
91 (92)
| Hillenraad100 | 2015 | 19
which forcer supplies the tulips. The whole thing is streamlined by the online
Pligt Professionals
Category production Total turnover 5,372,000 Employees 35 www.pligtprofessionals.nl
collective daily schedule. That the formula works is reflected in the franchise organisation’s turnover, which is substantially higher than that of Wesselman Flowers. Just this one time, we would like to mention that Hillenraad Partners stood at the cradle of this franchise. It has have survived the first hairy years, the ship has weathered the storm and it is right on course. Today, that ship has even made port overseas and in the US (among others), sales are being made. The website is a joy to look at; it is a real experience. The enthusiasm is palpable.
Pligt Professionals is holding its own well at the tail end of our list, where one is still numbered among the absolute top of the Dutch horticulture industry. This business came into our sights three years ago thanks to its superb marketing strategy and results. In hindsight, the timing was not great; right at that moment, the board saw trouble on the horizon. We have now carefully assessed all the facts and figures from recent years and we can conclude that 2013 was a bit of a low point in Pligt Professionals’ rich history. This was not the fault of the company’s direction; it was just a bad year. We have already seen greatly improved results from 2014 and Pligt Professionals’ market performance
88 (93)
Holstein Flowers
Category production Total turnover 12,285,000 Employees 49 www.holsteinflowers.nl
is looking good again. Thanks to targeted marketing and a series of specially-
Here is a lesson in connecting with your market: in 2011, Holstein Flowers was
developed websites, its extensive range of house and garden plants is being
selling 25% of its gerberas via direct sales. Today, it is more than 60% and it is not
presented to the public in phases. It has our trust.
finished by far. It has cost it a great deal more work and it is much more intense,
90 (–)
but the bottom line is that it is lucrative. Via the Virtual Market Place, Holstein Flowers is emphatically present and increasingly visible on florists’ shelves.
Proeftuin Zwaagdijk
Category services Total turnover 5,741,000 Employees 48 www.proeftuinzwaagdijk.nl
It is extending its direct relationships by physically visiting florists together with exporters, and by participating in the exclusive collaborations of Premium Flowers and Floral Fundamentals. This method of approaching consumers is also reflected in its refreshing website, which is full of inspiration and enthusiasm. To keep its assortment just as fresh and attractive, new lines are under constant in-house development. Approximately six to ten new varieties are cooked up annually while others are taken off the market. Consumers seem
Those in favour of market forces above government intervention may enjoy
to appreciate this highly, allowing Holstein Flowers to keep its enviable position
learning the history of this new addition to our list. Proeftuin Zwaagdijk began
as leader in gerberas.
in 1986 and soon saw government funding for practical research dry up. This institute nearly went under, but the board opted to continue as a private organisation and the rest is history. Today, Proeftuin Zwaagdijk is one of the driving forces behind Dutch innovations in horticulture. Pesticides, fertilisers, LED lighting, cultivation systems, seed treatments and climate strategies – each extremely topical – are all being intensely studied. We are particularly interested in the activities at the Demokwekerij Westland location, although we find it hard to judge the extent to which the results of its studies will truly lead to breakthroughs and innovations. Fact is that each year, it receives approximately 12,000 domestic and international growers and ‘agriculturally-related’ visitors. Proeftuin Zwaagdijk’s participation in the new Greenport Horti Campus is a clear
87 (97)
Delft Research Group
Category services Total turnover 7,320,000 Turnover H100-Q 6,588,000 Employees TOT 66 Employees NL 63 www.agrocontrol.nl
sign of its ambitions. The interest from abroad has also resulted in Proeftuin
Before we get into it, we should set the record straight. Previously, we only
Zwaagdijk settling in Asia, where there are plans to open a branch in Vietnam.
received sales figures from Delft Research Group directly related to greenhouse
There is interest in this type of collaborative research in other countries, too, and
growers. However, the group is a multi-faceted horticultural diamond, with
we will be following the developments with interest. It is great to see this type
clients in the fruit and vegetable, and seed sectors. These activities are good
of hybrid operation bearing fruit in the ‘post-PT’ age following the termination of
for 90% of the turnover, and they are steadily growing; there is plenty of
Productschap Tuinbouw (Dutch horticultural platform).
research to be done into crop protection, disease control, residue control, crop
89 (89) Category production Total turnover 21,010,000 Employees 13 www.wesselmanflowers.nl www.tulpen.nl
optimisation, hygiene and food safety. Everyone is in need of certainty and security. Because data is so powerful, it is being collected on a large scale,
Wesselman Flowers / Tulpen.nl
According to initiator Joost Wesselman, creating a franchise organisation with like-minded tulip forcers is ‘the best of both worlds.’ The franchisees retain their independence, while committing to agreements on collaboration, production and quality. Together, it becomes much easier to respond to demand fluctuations, and clients can be certain of unwavering quality, regardless of
driven by advances in technology, increasingly complex client needs, and new regulations and legislation. We will certainly be following the shift from the lab to on-site research, enabled by microprocessors. Sendot Research was established specifically for this development. In the near future, mining and processing data from on-site research will become increasingly important. The loss of work from Productschap Tuinbouw (Dutch horticultural platform) was troubling, but the hole was quickly filled with new contracts from individual companies and the recognised ‘top sector’ of the Netherlands: horticulture and propagation materials. For the latter, the Control in Food & Flowers foundation was established at the end of 2014. Now that is resilience.
Top 100 |
20 | Hillenraad100 | 2015 |
86 (–)
Fachjan Project Plants
Category production Total turnover 10,299,000 Employees 31 www.fachjan.nl
84 (82) Arcadia Category production Total turnover 13,544,000 Employees 30 www.arcadiachrysanten.nl
‘Like knows like,’ as they say. Or as Fachjan Project Plants says, ‘Zoos talk to
Arcadia is pushing the envelope in its specialism: bunch and spray
zoos’ or ‘Tropical pools know each other,’ and ‘Their networks know us.’ In other
chrysanthemums. This celebrated business is growing strong, so much so
words, similar companies find each other and do business together. Fachjan
that it was necessary to open a new location fully geared towards the future
Project Plants is part of a unique market for very large plants for special clients.
of cultivation. Here, an advanced robot examines every branch individually, so
Its name and reputation are solid, and it plays a proverbial Champions League on
that clients are assured of the best. To reach clients better, Arcadia decided to
three pitches simultaneously. The Project Plants unit is geared to extraordinary
join Decorum and the company is doing well in the UK in particular, where the
clients across the globe, such as zoos, hotels and tropical aqua parks. Interior
four major exporters neither can nor want to exclude them when it comes to
Plants services big-league office interior designers, among others. The Fachjan
regularly introducing new varieties of spray chrysanthemums. Designers love
Green Habitat app was developed for these segments. It shows clients how their
them and buyers have found a very reliable partner in Arcadia. Russia is also
selection from 2,000 plant and pot combinations would look in the space of their
an important market, but an uncertain one. This is not the fault of Arcadia’s
choice. Now that is customisation! Those who wish to see the products with
relationship with its Russian clients, though. Arcadia’s future plans are not
their own eyes can visit the Skybox at Fachjan’s greenhouse. The third segment
limited to new locations and serving clients better. As detailed in its Gezonde
is the company’s biggest money maker; through the Day Trade service, primarily
Ambitie (Healthy Ambition) document, its ambitions also include becoming
exporters, florists and garden centres are supplied with products as quickly
a High Performance Organisation. Arcadia is the only cut flowers company
as possible. Orders can be underway within a half hour – a sign of Fachjan’s
that is working towards this goal and has received good marks along the way.
enormous speed and commitment. ‘While the competition is still working out
This shows that the bar is high.
the price, we have already filled the order.’ This has led to impressive growth in recent years. Welcome to the list!
85 (69) AAB Category services Total turnover 3,080,000 Turnover H100-Q 2,772,000 Employees 27 www.AABint.com
83 (84)
Sjaak van Schie
Category production Total turnover 15,221,000 Employees TOT 110 Employees NL 60 International branches 1 www.sjaakvanschie.nl
The year 2014 was a year of recovery for Sjaak van Schie. After production halted
Agro AdviesBuro – quite a mouthful for English-speaking business partners.
in 2013 due to quality issues, amends needed to be made. Fortunately, the most
With the international growth of this trinity in mind, it seemed easier to
important customers did not abandon Sjaak van Schie in that difficult time.
just change the name to AAB and define two units: AAB Nederland and AAB
This was in part thanks to the clever way in which the company dealt with the
International. AAB’s consultants, engineers and real-estate agents assist
problems: it was open about what was going on and demonstrated that it was
clients in areas including geothermics, energy issues, carbon emissions
working on it. In the meantime, the management has taken a long hard look at
rights, and facilities specifically for breeding companies, such as seed vaults,
itself and made several changes. The operational manager has been busy refining
laboratories and climate cells. Quite a broad spectrum, really, and highly topical.
the operational processes, increasing the overall quality level and optimising
In many countries, the energy market is adrift and the trick is to find the best
control of the costs. These efforts have not been in vain, as the operating results
applications (e.g. solar, fossil or geothermal sources) and subsidy options. AAB is
are back on track, creating room to work on new products. It expects a lot from
one of the few organisations that can still find its way through the Byzantine
the new Hy-pe, a Hydrangea in special colours and extraordinary shapes. Let us
EU ETS trade system. Servicing seed suppliers is lucrative; it is pretty much the
hope it will become the new hype that Sjaak van Schie predicts. Grow your own
significant global growth market at the moment. AAB works with all the major
Hydrangea is another great concept. One thing is for sure: the company is back in
players, from Syngenta to Enza Zaden. Where the design and feasibility of
the fast lane.
greenhouses are key factors, there is no shortage of land available. Strangely, AAB’s turnover and workforce are not growing as quickly as you would expect, considering what we are seeing from the competition. Maybe we just need to be patient a bit longer.
Top 100 |
| Hillenraad100 | 2015 | 21
82 (–) Celieplant Category trade Total turnover 62,322,000 Employees 28 www.celieplant.nl
In a sense, this newcomer has already been at first place in the Hillenraad100; after all, Celieplant was part of the Dutch Flower Group until 2012. But John Celie
80 (–) Category youngplants Total turnover 36,475,000 Employees 114 www.vanderlugt.com www.wpk.nl
Plantenkwekerij Van der Lugt/WPK
needed more fun and passion to satisfy his entrepreneurial spirit. The current
A deserving newcomer to the Dutch horticulture hall of fame. This grower
Celieplant is a merger of Celieplant and Bouquetnet – the former specialised in
combination annually grows huge numbers of cucumber, tomato, pepper and
plants, the latter in flowers intended for beautiful bouquets. This combination
aubergine plants for greenhouse horticulture. In addition, its greenhouses produce
delivers products straight from the grower to retailers all over Europe. Together
an impressive amount of propagation material for professional floriculturists.
with them, it decides what to add to the core product: covers, pots, packaging,
Then there are the products that are sold directly: flowering pot plants for House
stick-in labels. Celieplant claims to have extensive insights into the needs of
& Garden and the ‘Snacker’ vegetable snacks. All this ensures that the two com-
both retailers and consumers. Its figures certainly seem to prove this, as they are
panies are among Europe’s finest. It is hardly surprising that they have entered
rock solid and suggest that the strong focus is being rewarded. Less clear is the
into strategic partnerships with other leading names, such as Florensis, P. van der
way in which Celiplant’s sustainability claims are applied to its product portfolio.
Haak, Florist and Sjaak van Schie. Partnerships born of strength, not necessity –
Although the new site in Aalsmeer is a showcase of sustainability, the efforts in
just like the partnership between the two companies themselves. Over the past
that regard are not immediately visible to the average consumer.
two years, a great deal of effort was put into optimising the collaboration, for
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example, with regard to the way in which the gross margin is settled across the companies. This successful operation has resulted in a solid foundation for future
Wayland Plants
Category youngplants Total turnover 58,000,000 Employees 181 www.wayland.nl
Each year, we surprise a number of businesses with a visit in order to get a better idea of the news and data we have received. This provides a nuance, which really adds something and that is certainly true for Wayland Plants. Because this company has recently undergone quite a lot of change, we put our fingers on the pulse at the group’s Belgian plant nursery. For our list, we focussed exclusively on the group’s plant nursery activities – as we also stated last year – and they are impressive. They have all been neatly housed under the Wayland Plants holding, which is a great way of keeping everything in order, both administratively and at the nursery. Here we have seen a great range of warm plants produced
growth. Its main driver: innovate and perform to make yourself the logical choice. Crown grafting? Plantenkwekerij Van der Lugt/WPK once introduced Europe to this technique from Japan. Grafting cells for year-round quality, 3D seedling sorters and decontamination robots? These were all thought up by this combination. The most prominent innovations are introduced without fuss. And being as good as that and staying humble is just another great quality.
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Schoneveld Breeding
Category youngplants Total turnover 10,100,000 Employees TOT 171 Employees NL 96 www.schoneveld.nl
year-round, including basil plants for Albert Heijn. It even has a consumer
One day you are working hard in Twello in the Netherlands, the next you are
brand: Allegro. This brand is aimed at professionalising the supply of plants for
on a podium in Qingdao, China. That is exactly what happened to Schoneveld
allotment gardeners. Wayland Plants thinks big in everything, from lots to clients.
Breeding, the company that was awarded the Golden Rose for the International
Everything that is produced in the nursery has already been sold, which is a great
Grower of the Year in China in September 2014. The jury spoke highly of the
way to generate results. The year 2014 was definitely one for the books.
way in which this specialist in Cyclamen and Primula unifies the chain, meets demand and successfully markets these two niche products. We can do nothing but wholeheartedly agree. The breeder has again succeeded in marketing innovative Cyclamen varieties at an attractive price. This fits the strategy of supporting the grower with varieties that will yield results in the long term – an approach that entails avoiding the traditional cost-plus pricing and transitioning from product-orientated to relation-orientation. The grower is also treated to marketing support and growing advice. Its approach has reached the Americas and China too, and new markets are being discovered in collaboration with local partners. Furthermore, there is sufficient cash available to make the best of these opportunities.
We a r e h e r e t o l e t y o u g r o w ! W W W.VA N D E R LU G T.CO M
We produce your success
www.wpk.nl
Top 100 |
| Hillenraad100 | 2015 | 23
78 (74) Moerings Category production Total turnover 8,267,000 Employees TOT 26 Employees NL 20 www.moerings.nl www.sempergreen.com
76 (–)
Hessing Supervers
Category processing Total turnover 195,932,000 Employees NL 777 www.hessingsupervers.nl
For years, Hessing Supervers was one of the crown jewels of The Greenery, which has a small majority interest in this family business. Under its wings, Hessing
‘Seeing is buying’ – no-one knows that better than Ronald Moerings.
Supervers booked great results selling very healthy products. After 12 years, it
His business is the unchallenged market leader in water and underwater plants
was a good time for the parties to part ways; the family had enough capital to
for ponds – products that are usually not very visible and therefore more difficult
do so and The Greenery, as it was taking a different direction, sold its shares.
to sell. Moerings, always the entrepreneur, previously thought of a way to display
Hessing Supervers is one of the largest processors of fresh fruit and vegetables
the plants more attractively in garden centres. And now he has come up with the
in the Netherlands. It supplies supermarkets with pan-ready vegetables, fresh
truly innovative ‘patio pond’; an easy to use product with a guaranteed price, and
juices, sliced fruit and other convenience products that today’s consumers
therefore a huge success. Normally, Moerings’ market share would not exceed
are increasingly demanding. Hessing Supervers realises annual sales of
the 12% of consumers who own a pond. But with the patio pond, his potential
approximately 200 million euros and has about 1,250 employees at five locations.
reach is 100% of consumers. That gives him every opportunity to significantly
But the management is not satisfied yet and in June 2015, it acquired Van Gorp
expand the total greenhouse area in the coming years, a large operation that
Greenfood, and Dutchgrowers, an iceberg lettuce cultivation company, is set to
is scheduled for completion in 2017. Ronald understands all too well that the
follow in its wake. What makes Hessing special is that it controls the whole chain
consumer is his customer and garden centres are simply an indispensable
‘from seed to sliced leaf’. This strengthens its position in the food service market
intermediary. An intermediary that, just like the customer, is treated to very
and we have high expectations of this healthy business.
tasteful and successful displays. As if that were not enough, Ronald also finds time to work on his success in America and run his own wellness centre and boat rental business in Ibiza. With plenty of energy to spare. If all horticulture entrepreneurs in the Netherlands equalled him, there would be no complaining about low retail prices.
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Van Dillewijn Group
Category supplies Total turnover 57,000,000* Employees 135 www.dillewijn.nl
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Decorum Company
Category sales organisation Total turnover 213,500,000 Turnover H100-Q 1,500,000 Employees 12 www.decorumcompany.com
There is never a dull moment with Decorum. For instance, in autumn of 2014, it was enthusiastically announced to the media that Decorum was looking to expand its brand in the new Markthal Rotterdam. A few months later, however, the party was over and Decorum and Naturals were examining ways to continue
On its website, Van Dillewijn Group broadcasts a promising vision to which
their collaboration. This is typically Decorum. It sees opportunity everywhere
‘continuously launching innovative and creative concepts’ is central. By following
and chairman Eric Moor spreads its enthusiasm. Now Decorum is committing to
this strategy, the group hopes to become the sector’s frontrunner in packaging.
two business models: setting up retail brands in closed chains, and placing the
While Van Dillewijn Group is indubitably a solid business, we do not see much
Decorum brand in open chains. The first has booked success with four German
continuous launching happening. It also does not receive much publicity in
retailers, where Decorum now dominates the shelves, thereby gaining maximum
external media or on its website, where the news page is updated every eight
insight into consumer behaviour. Farther east, Decorum has even succeeded
months or so. That the group did not provide us with any company information
in networking its way onto the Russian market, where that second business
last year came as no surprise – 2013’s figures showed a slight loss – but it also
model is being employed. This new method needs time to ripen. Decorum is very
neglected to provide us with any this year. Turnover in 2014 was reasonable
attractive; in 2014, ten new members got on board. Its webshop is also doing
and as such, one would expect more openness. The group rose in the rankings
increasingly well. What more could you want? Well, we would very much like to
last year thanks to its reputation and because we saw signs of collaboration
see Decorum finally increase its turnover. The figures are growing slower than
and innovation. This year, we have seen nothing to warrant an upwards
it would like and Decorum is not profiting, neither here nor on the books. But it
repositioning. Despite being in the black, the group is underperforming slightly.
could still happen.
Feeding tomorrow’s cities Our ambition in globalisation and customisation
Horticulture has its origin in feeding cities. Initially there was a direct connection between the city and the nurseries in the nearby villages. Crop specialisations amongst growers, technological innovations in seeds, new greenhouses and growing systems, efficient storage and distribution systems changed the way the horticulture and cities interrelated. Focussing on export markets became the prevailing model for many years. Yet both mature and emerging markets are looking for new business models to serve the customer. Local for local, sustainability and customisation are business drivers making horticulture return to its old tradition of feeding cities however in a much more complex environment than in the past. Customers worldwide are expecting fresh produce in a wide variety of products and according to the latest food safety standards. This make the business requirement for today’s entrepreneurs and organisation in horticulture complex and challenging. How to meet the demand, how to compete with international suppliers, how to meet the highest standards. That can only be done
with a distinguishing strategy, a high performance organisation, a clear market position and last but not least a sound business model. It is our purpose to serve you with the highest standards in strategic consulting, organisation performance and business modelling. With our wide and in-depth experience in horticulture and our excellent network we can make your business grow. Our expertise in food business is also recognized by policy-makers. Recently we executed an in depth study of the food sector around the city centre of Rotterdam, investigating the structure and opportunities in modern food supply. Part of the results of this study on behalf of the city of Rotterdam is public and can be found at www. cityforliving.nl. Curious to meet our experts and become a member of our network? See our website and read this Hillenraad100 magazine showing the top 100 leading companies in horticulture, our daily work and field of expertise.
Check for more information www.hillenraadpartners.nl/en
Top 100 |
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| Hillenraad100 | 2015 | 25
Viscon Group
Category supplies Total turnover 17,000,000* Employees 200 www.visser.eu
We have been informed that, in last year’s edition, we failed to properly interpret
72 (66) ZON Category sales cooperative Total turnover 341,938,000 Turnover H100-Q 33,857,000 Employees 139 www.zon-business.com
the name Viscon Group. We can explain, though. In 1967, Visser Horti Systems
The ‘Royal’ title, a new general director, a new chairman of the board, new zest;
stood at the foundation of the Viscon Group. A great many subsidiaries and
there is plenty happening at ZON and this time it is positive. ‘ZON needs more
sister companies were formed based on this company’s knowledge, ability and
colour,’ believes Michiel van Ginkel, who expects to hold the position of director
expertise. At the start of 2014, the group rocked the status quo and rearranged
longer than his predecessors did. He feels that they just need to work harder at
all units and subsidiaries in a single, clear structure. Online, they are neatly
distinguishing themselves. ‘Focus on the things you can influence,’ is his maxim.
listed under the name ‘Viscon Group’. This reorganisation was intended to
ZON’s new strategy is twofold: a revival of the clock, and more demand-driven
achieve perfection across the various markets and benefit from the global
sales to specific clients. Revitalising the role of the clock has led to an influx of
opportunities. The strategy is to use bundled R&D, logistics, automation and
new clock buyers and it seems to be a success. At any rate, ZON just made it
sales campaigns to move forward. The horticulture industry is and will always
back into the black in 2014. While its tomatoes and soft fruit are performing well,
be difficult, as customers have investment on the back burner. But that is
its peppers remain concerning. However, its asparagus are doing much better.
changing, in part thanks to the smart crossovers being made within the group.
ZON opened the asparagus season with a stunning culinary festival in Roermond,
The expertise that resulted in successful sorting and delivery systems for the
which was attended by 330 restaurateurs carrying, in total, 180 Michelin stars.
retail segment (including track & trace functionality) is now also being employed
The ambitions are clear: ZON intends to remain the market leader in ‘white gold’.
by the horticulture industry. There is good news from the US, where Visser
Asparagus sells for about 12.00 euros per kilogram – a price pepper growers can
Horti Systems is participating in vertical cultivation projects. The workshops are
only dream of.
busy establishing new collaborative models with clients to realise noteworthy innovations, such as the hydroponic lettuce cultivation system in development together with Gipmans.
73 (75) Prominent Category production Total turnover 29,700,000 Employees TOT 72 Employees NL 68 www.prominent-tomatoes.nl
71 (76) Adomex Category trade Total turnover 82,000,000 Employees 99 www.adomex.nl
To err is human, and we are nothing if not human. Our closing sentence in last year’s text was clearly ambiguous. If we knew then what we know now, we would conclude that 2013 was a great year for Adomex and 2014 was just as good, (more sales and a slightly lower result). In its own words, Adomex
Prominent’s latest top story is how this growers association saved
is ‘convinced of the power of green’ and so are we, now. Its market share is
Tomatenkwekerij de Grevelingen from ruin. Tomato growers Arnold and Marc
growing and it is enjoying the comfort of having standing orders. These are
Groenewegen had thrown the towel in the ring, stating: ‘The chain is so sick at
the sweet fruits of intense marketing coupled with outspoken attendance
the moment that you can hardly get a normal price for you products.’ Prominent
at international fairs and events. Combined with a solid customer intimacy
kept the growers on board by taking over the business, a move that is perhaps
strategy, this has led to bigger growth than we dared dream. Adomex is still
a sign of future mergers. Regardless, everything is being done to shift the chain
searching for the best path between growers and clients in sourcing and sales.
from its supply orientation to market orientation. Increasingly, the DOOR sales
For instance, the newest addition to its assortment, dried decorative products,
organisation is being engaged to aid in working with retailers and examine the
is sold both directly in its exclusive showroom in Naaldwijk, and in its webshop/
needs of consumers. For this new strategy, the Trade Marketing model is being
via e-trade. Here, the ‘power of green’ is so great that Adomex needed to rent
used and as of now, everything is aimed at achieving a win-win situation for
a large new box of 8,000m2 at FloraHolland Aalsmeer. Clearly a sign of its
growers, partners/retailers and consumers. It speaks volumes that the website
ambitions.
features more information on vine tomatoes: prominently as an ingredient; no images of greenhouses, just great meals. This fits snugly with the Partnership on a Plate philosophy. Last but not least, La Place (Dutch restaurant chain) purchases ‘blemished’ tomatoes and gives them a second lease on life as delicious oven-dried tomatoes. A great development in a world full of waste.
B e e k e n k a m p G ro u p
Three spheres of activity, three exper tises, three companies that join forces. Exactly that is the Beekenkamp Group. A family business consisting of Beekenkamp Plants, Beekenkamp Verpakkingen (Packaging) and Deliflor Chr ysanten (Chr ysanthemums). Since its foundation in 1951, the group has developed into a company that employs 2600 people worldwide, that produces over 1.9 billion young plants per year and has a total greenhouse area of more than 80 hectares.
Collaboration for the best result www.beekenkamp.nl
‘Upon Upon a solid knowledge base… the most beautiful ideas bloom.’
Top 100 |
70 (56)
| Hillenraad100 | 2015 | 27
Anco pure Vanda
Category production Total turnover 10,422,000 Employees 27 www.anco-pure-vanda.nl
Steef van Adrichem and Ed Helderman have manoeuvred Anco pure Vanda into a position most horticulture entrepreneurs can only dream of. They have
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Royal Van Zanten
Category youngplants Total turnover 61,057,000 Employees TOT 1,271 Employees NL 171 International branches 8 www.royalvanzanten.com
the majority of the market share with their exclusive Vanda orchid, which is a
The main news at Royal Van Zanten was Director Arie Veldhuyzen van Zanten’s
favourite among customers with an exquisite taste and ample budget. Recently
purchase of almost all shares from the many members of the Van Zanten
the successful duo supplied over 20,000 Vandas to the Paris Couture Week.
dynasty. March saw the, sometimes emotional, completion of a ten-year
They formed the colourful décor for Donatella Versace’s show, in which Doutzen
process. Arie Veldhuyzen van Zanten has stated that there will not be very
Kroes also graced the catwalk. High times such as these result in a great deal of
many changes, although there is much work to do with regard to increasing the
PR and social media exposure. This is all good in itself, but naturally Steef and
overall returns. These were unsatisfactory over the past few years, but there
Ed keep a close eye on how it translates to actual monetary results. These show
now appears to be light at the end of the tunnel. Current turnovers are realised
that the auction clock sales are still attractive, but that direct and online sales
with the core business rather than real-estate profits. This is perhaps a bit of
may offer better opportunities and returns in the long term. American buyers
a poignant situation for the family members who just sold their shares, but
are not interested in the clock and want other price agreements. Anco pure
the improvement activities have really started to gain ground. The ‘excellently
Vanda boasts a large number of standing orders from the international
paintable’ white cut chrysanthemum Chic is making a profit in the Dutch
hospitality sector. Transporting these fragile flowers, which requires optimal
chrysanthemum market, and is doing very well in Asia too. The Charmelia
packaging technology, is no small undertaking. The lucrative Russian market has
(cluster) Alstroemeria won the FloraHolland Glazen Tulp (Golden Tulip) Award,
dissipated, which has seriously impacted the results. However, efforts to fill the
and Royal van Zanten is the global market leader for cut Alstroemerias.
gap are well underway. Will we see Vandas in department stores in the future?
Furthermore, China is turning out to be a very profitable market for lily
Who knows!
propagation. All these new varieties and opportunities are being managed with
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the brand-new and extensive ERP system. We know that certain ‘breakthrough varieties’ are on their way, but are not at liberty to divulge more. All we can say
Rockwool GRODAN
Category supplies Total turnover 349,760,000 Turnover H100-Q 87,400,000* Employees 80 www.grodan.nl
As a true market leader should, Grodan is paving the way. Through both its own extensive R&D activities and in collaboration with greenhouse horticulture partners, Grodan is working on solutions for the great challenges of the future. The company regards the major global challenges, such as water shortages,
is: things are looking up for Royal Van Zanten.
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Artemis Nurseries
Category youngplants Total turnover 61,623,000 Employees TOT 141 Employees NL 65 International branches 6 www.artemisnurseries.com
climate change and explosive population growth, as the context in which to
Artemis Nurseries gets its name from the goddess of the hunt. Over the past
define its question of ‘Why?’ The world of horticulture is supported by a whole
year, all its sights were set on one clear target: gaining a bigger market share.
series of innovations, among which the advanced GroSens Multi Sensor and the
Staying on the beaten track was no longer an option. The organisation was
GroSens Handheld. With these, the breeder or grower can wirelessly measure
radically changed, which is particularly evident at Van den Bos Flowerbulbs,
the water level in the mat, which makes it a very useful tool for remote growing.
one of the subsidiaries. All non-essential elements were removed and the core
So yes, we are convinced that Grodan is the absolute front-runner in its
activities were strengthened. By insourcing and outsourcing work, the subsidiary
segment. The listed parent company is not very forthcoming about the specific
can now respond quicker to the inevitable cyclic whims of the market, and the
circumstances of its daughters. The position in our list can be explained by the
positive impact on the returns was instant. The most significant change at
12.9% growth of the Systems Segment and the fact that Grodan is one of the
Leliekwekerij De Plas was the construction of a new nursery in Almere, where
main driving forces behind this growth. It was reported that 2014 showed an
all exclusive lilies will be produced in 2017. Van den Bos Freshpartners have
overall record-breaking turnover. In short, there is no reason to doubt Grodan’s
also successfully moved forward by using its cold storage facilities for both its
intentions and strength.
bulb activities and cooling and storing fruit and vegetables. Further expansion has even been planned. Further away, in Chile, a new nursery was opened and Southern Bulbs welcomed a new member to the family: Southern Tulips. In addition, the Chill Fresh joint venture was established. Bullseye is being hit all over the world.
Making the impossible possible. For well over 30 years we have been assisting our customers with organic solutions for rooting and growing. The motive in all our activities is our constant search for new solutions, in short: innovation. For all our innovations, visit www.vanderknaap.info
Obturo速
Fibre-Neth速 Twin 3.0
Orchid substrate
Propagation cube
Van der Knaap group of companies Kwintsheul - Holland T +31 (0)174 296606 o r g a n i c
s o l u t i o n s
f o r
r o o t i n g
a n d
Integration in the lily chain demands a partner with vision The floriculture industry is experiencing major changes throughout the world. Today, it is widely felt that collaboration between the various links in the chain is vital to the achievement of an end product that offers customers the very best level of quality. Artemis shares this view. With four independent operating companies - Van den Bos Holding, Southern Bulbs SA Chili, Leliekwekerij De Plas and Artemis Lilies - Artemis has taken steps to create an integrated chain. These four associated companies enjoy a strong position in the production and sale of lilies in particular, but also
www.artemisnurseries.com
produce and sell freesias, tulips and zantedeschias. The various branches that Artemis has in all of the seven continents enable it to extend its activities to 60 important export countries. Its activities start with the selection of new varieties and extend through to the production and sale of bulbs and flowers and enable Artemis to keep the entire process within the chain. Added to this, economies of scale, efficiency improvements and further collaboration with chain partners are making it possible for Artemis to continue to safeguard the conditions necessary for a blossoming future worldwide.
g r o w i n g
Top 100 |
66 (70)
| Hillenraad100 | 2015 | 29
Gipmans Planten
Category youngplants Total turnover 39,000,000 Employees 108 www.gipmans.nl
Together with Scelta and Teboza, Gipmans is one of the true gems of Limburg horticulture. And as opposed to the first two, Gipmans clearly qualifies for the
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Van der Knaap Group
Category supplies Total turnover 38,500,000 Employees TOT 465 Employees NL 77 International branches 7 www.vanderknaap.eu
list. The expert committee apparently felt that Scelta and Teboza do not quite
Van der Knaap Group believes that we do not inherit the world from our
fit the bill. It may be simply a matter of getting used to having a mushroom
parents; we borrow it from our children. In this light, the group established the
grower and an asparagus grower on the list; our editors feel it is only a matter of
Growrite English & IT Academy near one of its coconut production locations in
time until Limburg has a stronger presence on this list. For now, all eyes are on
Sri Lanka, providing impoverished children with education and a brighter future.
Gipmans. This company, originally a plant grower of warm and cold horticulture
This CSR agenda permeates the entire group. Take its SA8000 certification,
crops, has added asparagus to its portfolio. Gipmans does not sell ‘white gold’
an international norm for Social Accountability, or the Forteca coconut mats,
as a traditional crown plant, but delivers the asparagus in a soil block. Other
with which 4Evergreen cultivates according to PuraNatura norms. Returns and
great products from the Gipmans nursery include strawberry and herb plants for
reducing the group’s environmental burden go hand in hand. At Van der Knaap’s
consumers. In the latter segment, Gipmans is one of top three market players in
test centre ‘de Kas’ there is constant research into new implementations of
Europe. It is constantly searching for new opportunities, which is demonstrated
coconuts in organic cultivation. Growers, cultivators and breeders work together
by its experiments with producing lettuce on deepwater hydroponics and the
to produce great innovations, such as Fibre-Neth Twin 3.0, which improves
development of ‘Sprout of the Box’. This is a true innovation in the area of
orchid production, Obturo, which reduces root damage, and intelligent solutions
customisation, allowing the consumer to choose and order sprouts and have
for rose and strawberry growers. This innovation and new organisational model
them delivered by post. ‘A vegetable garden in your letterbox’, Gipmans calls the
resulted in huge growth in 2014. The four new BUs are now responsible for
concept, which capitalises on trends in the area of gardening and cooking with
results and communicate with clients via shorter lines. The operations may not
fresh ingredients. An example of true entrepreneurship and proof that Gipmans
be as lean as others, but its social returns are great.
knows how to grow strong and resilient plants – a magic formula for which the recipe is a well-guarded secret.
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Dalsem Group
Category supplies Total turnover 69,400,000 Employees 92 www.dalsem.nl
Since the 1990s, Dalsem Group has been broadening its horizons from the
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Metazet FormFlex
Category supplies Total turnover 40,195,000 Turnover H100-Q 37,783,000 Employees TOT 152 Employees NL 79 International branches 10 www.metazet.com
domestic to the international market. For example, it began operations in Mexico
The market may be difficult, but Metazet FormFlex is easily holding its own,
with many high-tech greenhouses fitted with Dutch technology. But it went
thanks in part to its confidence in its company, a quality that the business
largely unnoticed; hardly anybody knew about it. At the time, this radio silence
was able to preserve through every setback. Authenticity and innovation are
was a conscious strategy; don’t alert the competition while quietly developing
Metazet FormFlex’s tools of the trade and it is paying off. In July of this year,
the export markets. But today’s world is much more open and transparent.
its smart automatic vibration system, which frees growers in Australia and
Everyone’s on social media and the Internet, and Dalsem Group has discovered
Oceania, where bumblebees are banned, from having to pollinate manually, won
that there’s no fighting modern communication, especially if you have an
the international PCA Award for Excellence for Best New Product 2015. Here in
international story like they do. It has realised that the issue of food provision
Europe, it is servicing the rapidly growing labour market with multiple new
in urban areas will be a theme for the foreseeable future and Dalsem Group
cultivation systems. Innovation on this level comes about by keeping an ear to
could be a major player in the local-for-local trend. Together with local clients,
the ground. Visit more than 50 trade fairs and demo days annually and you’re
the search is on for ways to maximise returns from the market on site. Turnkey
bound to pick something up. In this one-tier organisation, employees are given
projects are being developed in close collaboration with clients, after which
every opportunity to provide the right answers to any questions. Furthermore,
everything is custom-made in the group’s factory in Den Hoorn. The new course
Metazet FormFlex collaborates intensively with a number of other enterprises
that, in part, is being driven by commercial director Robert-Jan de Goey is visibly
in our list. This gave rise to the new FutaGrow system, a completely new tomato
bearing fruit. The enormous growth in turnover in 2014 was intimidating.
cultivation system that won the GreenTech Innovation Award, and the ActivAir system, which forms the next step in the future of cultivation. A new branch was even opened in Ontario, Canada, together with Viscon. Metazet FormFlex has gone firmly global.
consultancy projects research training
WORLDWIDE EXPERTISE FOR FOOD & FLOWERS
SPECIALISTS
IN HORTICULTURE More information? DLV Plant-GreenQ T +31 (0)317 491 578 E info@dlvplant.nl T +31 (0)10 522 1771 E info@greenq.nl
www.greenq.nl
CONSULTANTS
tititi Itititirtitititititititititi tititititititititititi titititititititititititititititititititititi tititititititititititititititititititi tititititititititititititi titititititititititititititi
www.dlvplant.nl
ENGINEERS
BROKERS
Top 100 |
62 (59)
| Hillenraad100 | 2015 | 31
Dool Industries
Category supplies Total turnover 62,000,000 Turnover H100-Q 43,400,000 Employees TOT 130 Employees NL 114 International branches 2 www.doolindustries.com
Dool Industries has critically examined its business and concluded that
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DLV Plant GreenQ
Category services Total turnover 26,502,000 Turnover H100-Q 19,877,000 Employees TOT 222 Employees NL 162 International branches 13 www.dlvplant.nl
it needs to broaden its horizons. Here in the Netherlands, the growth in artificially illuminated cultivation has reached its limits, although there are
DLV Plant GreenQ is spreading its wings. The network of overseas sites
still opportunities to provide domestic clients with additional products and
now encompasses a large part of the globe, the network is active across
services. Dool would also like to profile itself more as a complete system
four continents. It is in that network that its strength lies; advisors work in
integrator that helps clients to lower the ‘total cost of ownership’. Its strategies
autonomous teams and their entrepreneurial spirit is encouraged. At the
here include ‘light as a service’ and involving the client as early as possible
same time, DLV Plant GreenQ distinguishes itself through its strong focus
in the engineering of the installation. Demanding clients are provided with
on research-based advice. You could say that the business is plugging part
entirely new technologies, such as the Hortiled Multi, an innovation that is well
of the gap left by Productschap Tuinbouw (Dutch horticultural platform).
suited to urban and smart farming, for example. The asymmetrical reflector,
The huge geographical spread of clients and associates means the use of
which reduces light pollution, and the online transformer monitoring system,
Internet technology is a must as well as a solution. Thanks to Digitaal Telen
which increases the installations operating reliability, are both impressive
(Digital Cultivation) and/or Remote Growing, it will soon be possible to manage
developments. The light-fitting cleaning robot is also new and it could just have
cultivation from anywhere in the world. Roses and tomatoes are already being
what it takes to be a blockbuster. Dool is also gearing up operations outside
grown this way in the Improvement Centre without an advisor or grower
the Netherlands. In the USA, the rise of urban farming has provided fertile soil
setting foot in the research centre. The list of innovations is impressive and all
for the above-mentioned LED innovations and Dool’s own PL Light Systems
those new developments are shared corporately within the circle of clients and
is reaping the harvest. Under the inspiring leadership of its new CEO, Dool
associates via special dialogue sessions and knowledge cafés. Those events
Industries is energetically staying abreast of the times.
also generate questions that require new solutions. And so the business keeps
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steaming ahead. So much so, that subsidiary DLV GreenQ was recently launched in China. It is clear that 2014 was better than 2013 and that growth is expected
Staay Food Group
Category trade Total turnover 431,241,000 Employees 291 www.staay.nl
The Staay Food Group’s motto is ‘the world is our garden’, which sounds more neighbourly than the world sometimes is. For instance, the group was one of the businesses hit by a dispute that truly neither had nor has anything to do with
to continue for some time.
59 (68) 4Evergreen Category production Total turnover 26,274,000 Employees 44 www.4evergreen.nl
them: the sanctions between Russia and Europe. It deeply affected its turnover
4Evergreen makes good progress on our list. This respectable business
and changed its plans considerably. Despite everything though, new premises
continues undeterred on its charted path: maximum output of biological
are under construction for Staay-Hispa in Alblasserdam, directly across from
and organic cultivation. The fact Europe refuses to recognise the company’s
Staay Export and realised by WDP Nederland, a Belgian warehouse specialist
cultivation methods as organic because they use a coconut substrate, remains
from whom Staay-Hispa will lease the building. At the end of 2015, the group
a thorny issue. Nevertheless, the family is undeterred, it is sticking to the
also wants to begin constructing a new vegetable cutting facility plus city
chosen strategy. The organic label is accepted in America and 4Evergreen
farming hall for its subsidiary Fresh Care Convenience.
has even reached out to Japan. Apparently, its strategy has transcended the parallel universe of politics. The sustainability agenda is followed through consistently and that is commendable. Clearly, the business is considering future generations. Literally and figuratively, because young and universityeducated individuals are given every opportunity to grow with the business. In last year’s interview, we reported that the business had close connections with Wageningen University and Research Centre. Meanwhile, there appears to be big news in the offing in that respect, but 4Evergreen is playing its cards close to its chest for now. One innovation that has already been publicised is the introduction of the unique striped Enjoya pepper – in collaboration with an associate grower. Nice work from a solid business.
Top 100 |
32 | Hillenraad100 | 2015 |
58 (65) Certhon Category supplies Total turnover 57,900,000 Employees TOT 99 Employees NL 95 www.certhon.com
clients want. Clients are continually enthralled with clever fresh concepts: Van Gelder BijtRijp, Kleintje Vers and FruityBox are all well received. Collaboration with top chef Niven Kunz provides genuine added value. His most appetising dishes are presented on the highly functional website. In addition, the website offers recipes using forgotten vegetables such as heritage beetroot and butter beans. Every year, a group from the Cas Spijkers Academy visits Klootwijk AGF on behalf of Van Gelder groente & fruit to ensure those vegetables are not forgotten. That is a wonderful gesture by a business that is obviously passionate about the sector. We also highly commend the way Van Gelder groente & fruit
Certhon is on its way up. And how. In the last year, we observed an increase
is so active in generating enthusiasm for fresh fruit and vegetables among
of almost 50% in turnover! The business needed some time to achieve this.
children.
It has invested in people, because Certhon too realises that is the key. The team has been expanded to include an agronomist and an agrotechnologist; two specialists who will assist in ensuring Certhon delivers its cultivation guarantee. The technologically advanced growth chambers and multi-layered cultivation systems play an important part in achieving that guarantee. Outstanding achievements include the provision of such a multi-layered project for an American biotechnology multinational, the introduction of growth chambers to Africa, and the acquisition of a growth chamber by Dutch freesia growers. They swell the ranks that include clients such as Rijk Zwaan. In terms of lighting
55 (53) Horticoop Category supplies Total turnover 177,247,000 Employees 379 www.horticoop.nl
for the growth chambers, it is working in collaboration with Philips, a partner with
After a number of lean years, results are improving again. Horticoop is
whom Certhon has been pushing the boundaries and the possibilities of ‘LED land’
stabilising, but the cooperative barely moves from its position on our list
for some time. Another admirable rise in position on our list. Who knows where it
this year. The first big achievement attributable to new commercial director
might end.
Johannes Tuinhof is the establishment of the organisation’s very own webshop.
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In today’s world, that has long been a must rather than a novelty for a club such as this. However, it is admirable that the board was able to reach consensus
Olympic Food Group
Category trade Total turnover 158,518,000 Employees 224 www.olympicfoodgroup.com
with all members and the various sector committees regarding the proposal. However, the website also demonstrates that innovation is rather slow to get off the ground in this construct. The cooperative is very happy with it and it certainly represents progress. But to the neutral observer and internet-savvy user, it already looks somewhat dated. Perhaps the next generation – the stars of the Horticoop gardeners’ daughters calendar – will be the ones to produce the truly impressive innovations.
Some developments are impossible to anticipate. Who could have foreseen that in summer of 2014, a number of unguided missiles would shoot down flight MH17 in Ukraine? The political commotion that followed quickly led to a Russian embargo on imported fruit and vegetables. Hoofdman-Roodzant suddenly became ‘collateral damage’ of the air crash. From one day to the next, the business saw its annual turnover of around 100 million euros fall sharply. The group is still trying to recover from the blow. Thijs van den Heuvel will look back wistfully to the moment he received the EY Award for Accelerating Entrepreneur Of The Year. In April, he received the Frugi Venta diamond for his management of this club. No doubt, he would gladly give up this award in exchange for turning back the clock. Now it is a case of ‘all hands on deck’ to sustain remaining market positions with
54 (57) Category supplies Total turnover 70,000,000 Employees 90 International branches 3 www.kubo.nl
KUBO Greenhouse Projects
quality products. Hoofdman-Roodzant is expanding its horizons beyond Europe.
The expression ‘It’s a small world’ has particular significance for Kubo. The world
Admittedly, its own activities are very much under pressure, but fortunately, group
may well be vast in size, but there are only a handful of businesses so technically
profits push results to a comfortable level. That is very impressive in the face of
advanced that they are able to utilise Kubo’s sophisticated greenhouse systems.
adversity.
Kubo is finding that many players in various locations across the world have not
56 (60) Category trade Total turnover 50,156,000 Employees 180 www.vangeldernederland.nl
yet achieved an adequate level of professional development to take on large-scale cultivation. Therefore, it is seeking to make the technology more accessible to a
Van Gelder groente & fruit
larger client base. Similar types of business on this list are experiencing the same issue. They too see that exporting means adapting more than anything else. A start-up by the name of ClimaConnect has been established to break the market open. The name says it all: Kubo seeks a better connection between climate, cultivation and clients. The development of the new Full Service Grow Concept is an extension of that start-up. Clients are enticed with low start-up costs and the promise of increased yields thanks to high-quality proven technology. Meanwhile, collaboration with Glasspoint is picking up speed; that too is a positive. We cannot
Van Gelder groente & fruit understood this year’s theme perfectly. This robust
say the same about the bankruptcy of a sub-contractor in America, which resulted
business knows better than any other what clients want and what they are
in significant financial losses. Unfortunate, but Kubo is capable of withstanding
thinking. Their ‘client journey’ is well mapped, all touch points are closely
a knock.
monitored. That is how it delivers its promise of ‘picked today, on your plate tomorrow’. The webshop is a key factor in Van Gelder groente & fruit’s service delivery. Not only is delivery more targeted, Van Gelder knows exactly what
Top 100 |
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| Hillenraad100 | 2015 | 33
improved refrigeration facilities in the new lorries. Handy when you consider
Vroegop Ruhe & Co
Category trade Total turnover 252,625,000 Employees 448 www.vroegop.nl
the latest product in the range: ready-made smoothie packs for the consumer. W. Heemskerk views these as a viable concept, because Dutch clients love this healthy convenience product. This exponential growth means the business is bursting at the seams. The bank has agreed a loan of 40 million euros for an 8,500m2 newbuild and upgrade of the existing installation and buildings.
Last year, we reported that the multi-annual deal with Dirk van den Broek (Dirk), DekaMarkt, Digros and Bas van der Heijden would provide calm for the time being. That calm can be taken literally, because we actually have no more news other than what we reported last year. Apart from the fact that VroegopWindig recently added artichokes from Texel to the range. Website content is hardly updated and the weekly promotions are well-hidden. There is a beautiful film to be found on YouTube, but at the time of writing, it had been viewed only 279 times. Why not use the period of calm to better communicate the wonderful story behind this business? That lovely video would provide appealing content for the website. We would like to see more dynamism from this excellent
50 (50)
Van der Plas Group
Category trade Total turnover 171,238,000 Turnover H100-Q 156,761,000 Employees TOT 464 Employees NL 402 International branches 10 www.wvdplas.nl
business. That may well reverse the decreasing turnover and give results a
Expansion. That was the Van der Plas Group’s watchword for 2014.
boost. Stagnation means decline.
Core business is and remains supply to florists and the wholesale flower
52 (46) Floricultura Category youngplants Total turnover 55,000,000* Employees 600 www.floricultura.nl
trade, both via traditional channels and digital channels: the app and the now unmissable webshop. However, due to the acquisition of Heembloemex, retail activities are now also being expanded. That is easy enough with the relevant business partner co-located in the new business premises. Thus, great synergy can be achieved in operational management. A second step forwards – or sideways – is the expansion – again in relation to Heembloemex – of market activities with regard to dried decorative material and decorative foliage. Thirdly, import channels are being further developed. Internally, there has been further automation of operational processes to keep a tight rein on
The expert committee agrees unanimously that Floricultura is an outstanding
client orders and financial streams. Clients are better mapped by means of the
business that undoubtedly belongs on this list. But in precisely which position;
new client feedback system. Not revolutionary, but a good way of optimising
that is a question of gut feeling, because unfortunately, we have no more
service. The Van der Plas Group looks beyond day-to-day activities and its own
information other than from the publicly available sources. Growers were informed
annual accounts. The Van der Plas Foundation supports charitable causes and
via newsletters that they were doing too much for their Phalaenopsis: too much
people in need. This business also considers those less fortunate and that is
light, too much fertiliser. However, the same cannot be said for the Hillenraad100
commendable.
editorial team, because we have been provided with very little information. Clearly, a great deal of energy goes into intensive knowledge sharing with growers. They receive in-depth advice in newsletters and at the Klaas Schoone Memorial Award seminar. It is a real treat by and for sector associates. What’s more, the Award was won this year by Burkhard Holm for his groundbreaking work that extends over decades. Burkhard Holm’s breeds are grown across the whole world and paved the way for new varieties. His efforts were justifiably rewarded. The awards also saw the launch of the new Orchipedia, a source of knowledge, tips, research statistics and technology. Too bad we are not part of the in crowd. We will try again next year, in the hope of receiving an invitation.
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49 (51)
HillFresh Holding
Category trade Total turnover 167,721,000 Employees TOT 96 Employees NL 82 International branches 6 www.hillfresh.eu
HillFresh has a clear vision of its aspirations: ‘To be the best marketing and
W. Heemskerk
Category processing Total turnover 101,500,000 Employees 335 www.wheemskerk.nl
distribution organisation in Europe, in the products relevant to us.’ It observes the achievements of Nature’s Pride with admiration. The Kirene Galia melon, developed with Nunhems in 2013, is in fact in line with what the large competitors are doing: exploiting consumer demand for visibly ripe and ready fruit. HillFresh also wants to generate brand recognition and brand preference. In 2014, it adopted The Expert in Taste slogan. This label is highlighted well on a dedicated website, with kiwis, grapes and melons playing the leading role. Via this route,
When you produce such healthy products as W. Heemskerk, growth is inevitable.
HillFresh strives for sales of products with a high profit margin. Internally,
Naturally, it is not just down to the products; other players are also active in the
talented employees are challenged to develop and to contribute to the growth of
market and W. Heemskerk aspires to be one of the top 3 contenders in Europe.
the business. Those who succeed can expect attractive rewards. Suppliers are also
It is perfectly on track. When the market for ready-to-cook vegetables was
encouraged to excel; the better performers attract increased business. In addition,
under pressure, this specialist from Rijnsburg grew faster than the segment
there has been optimal refining of seasonal production of peppers and vine
itself. W. Heemskerk also performed better than the rest in the ready-made
tomatoes. That production starts somewhat later in Eastern Europe and overlaps
salads group. That is the impressive result of intensive category management
nicely with production in the Netherlands. Thus, the business is able to supply
and actively focusing on the client’s perspective. Every four weeks, clients
year round, as well as supply the Eastern European market with local-for-local.
receive a comprehensive report with recommendations for improvement.
European ambitions are also apparent in the opening of sales offices in Valencia,
On the technology front, it has been hard at work to optimise the cold chain with
Verona and Marseille. Onwards and upwards to the 200-million-euro mark.
We are Harvest House,
one of the Netherlands largest grower-cooperation’s specialised in salads. With a
skilled group of growers and employees we are continually aware of any development in the market to which we respond quickly and flexible. This specific product- and market knowledge combined with our innovative ability make us the solid, team playing partner we want to be. This results in harvesting the best possible results. Not just for us and our growers, but for everyone.
WHERE BUSINESS GROWS
www.harvesthouseinternational.nl
Top 100 |
| Hillenraad100 | 2015 | 35
48 (42) Noviflora Category trade Total turnover 90,000,000 Employees TOT 115 Employees NL 107 International branches 2 www.noviflora.com
46 (61)
Hoogendoorn Group
Category supplies Total turnover 141,400,000 Turnover H100-Q 14,000,000* Employees TOT 115 Employees NL 101 www.hoogendoorn.nl
A modest step back for Noviflora, which is experiencing a phase of reorientation
This specialist in horticulture technology solutions is firmly on the up,
and regrouping. That is appropriate for a business that is ready for its next
including in our list. Profits are increasing year on year; in 2014, the business
phase of growth. However, the market is restless and there are ructions in
even achieved a record turnover. Income is no longer generated just in the
Eastern Europe in particular. Elsewhere, there are rustles and shuffles too.
Netherlands, because Hoogendoorn Group is increasingly active across the
Ornamental horticulture is experiencing a definite increase in sales via the retail
border. Russia, France, Turkey, Mexico, China, Canada: that’s where the action
channel. Noviflora is responding attentively – not that we expected anything
is. And director Van Gogh ensures that the Netherlands does not get too
less – with its acquisition of Roselife, a specialist in category management.
comfortable: ‘Other countries are rapidly making progress. In our country, we all
That takeover, coupled with the arrival of a new Retail Services Manager is
need to put our heads together and consider how we want to earn an income in
expected to position the business effectively for that channel. The retailer is
future and how we distinguish ourselves.’ Hoogendoorn Group particularly views
supported in every possible way in achieving maximum returns. There is the
local production around cities as an opportunity. We need to break free from
clever MockShop, which demonstrates exactly how the shelves should be
the view that the world revolves around the Dutch horticulture sector. In the
stacked. Other innovations include further developments in e-commerce and
countries where Hoogendoorn Group is active, the organisation works closely
e-trade. One of the great advantages is that the client need only maintain
with local talent and seeks broad partnerships. In terms of technology and R&D,
minimum stocks. That technology enables Noviflora to get as close to the client
the business is able to get new software to market quicker than any competitor
as possible. In the quest for new markets, channels unrelated to the sector,
thanks to Agile and Scrum methodology. This methodology is illustrated with the
such as pop-up stores, concept stores and design markets are being exploited.
iSii greenhouse management computer, to name but one example. The product
And Noviflora is titillating consumers with new concepts like Ogreen, in which
can be modified very quickly according to the wishes and capabilities of the
the plant is positioned as a ‘Clean Machine’. Add to all this the way in which
client. The use of ‘story mapping’ is a textbook example of customisation: a
clients are evaluated on reciprocal added value and it is obvious: Noviflora is
product based entirely on user requirements. It would seem that the sky is the
stepping up a gear.
limit.
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Royal Pride Group
Category production Total turnover 34,018,000 Employees TOT 78 Employees NL 58 International branches 2 www.royalpride.nl
45 (48)
Jiffy Group
Category supplies Total turnover 75,133,000 Employees TOT 213 Employees NL 132 www.jiffygroup.com
Jiffy Group employees must have been delighted to see virtually the whole of the
The photo could not have been more apt. Against an orange backdrop and under
Netherlands participate en masse in Albert Heijn’s vegetable-garden campaign.
the watchful eye of King Willem-Alexander and Queen Máxima, Royal Pride
The fact that not all the seeds matured was not down to the substrate.
signs an agreement regarding local production in Illinois, USA. The photo fits
For young people it was simply a lesson that horticulture is a very challenging
perfectly with Royal Pride Group’s wider strategy for the future. The business
field. Last year, Jiffy Group was also in the spotlight; then it was for the launch
aspires to be active in at least ten countries across multiple continents within
of its co-creative easyGrow concept. It won the Corporate Social Responsibility
ten years. These include regions that cannot be supplied, or can only be
Initiative of the Year Award in the UK for its business partner B&Q. Another
supplied with difficulty from the Netherlands, thus Royal Pride will become
impressive innovation is the bio-degradable R2 pot. The speed of degradation is
truly multinational. In 2015, great strides were made in that respect by entering
determined by arrangement with the client. And then there is the development
into partnerships in America and China. That includes the establishment of
of the Preforma Orchid Plug, intended to better automate the processing of
the Horticultural Business School, where overseas talent is trained to manage
orchid plant material. It all shows the degree to which Jiffy Group looks beyond
local sites. In our own country too, efforts have been made to support the
raw materials and thinks from the client’s perspective. An in-house seminar was
professional development of employees. The complex business processes
held with external partners to look at market developments and social solutions
make that essential; operational excellence demands exceptional talent and a
to key topical issues: shortages, urbanisation, biodiversity and population
business with such high aspirations requires a great deal of talent to excel on
growth. Now that a strategy aimed at greater efficiency and returns has been
many fronts. We wonder whether the scope is not too broad. Participation in
achieved, the ideals can be too. In addition, three production facilities will be
the BoereGoed trading initiative is a development of a completely different kind.
added in the Netherlands in due course, and reorganisation of international
In participating, Royal Pride is responding to the demand for pure, local products.
sites is underway. Everything and everyone is being mobilised to achieve further
Customers can collect their BoereGoed Boxes from participating garden centres.
growth.
The project is partly resourced by individuals with learning disabilities, which demonstrates social engagement.
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www.nunhems.com
Top 100 |
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| Hillenraad100 | 2015 | 37
Bunnik Plants
Category production Total turnover 64,700,000 Turnover H100-Q 58,230,000 Employees TOT 144 Employees NL 142 www.bunnikplants.nl
42 (40)
Van VLIET Flower Group
Category trade Total turnover 115,000,000 Turnover H100-Q 84,690,000 Employees 201 International branches 22 www.jvanvliet.com
In 2014, Bunnik Plants was trying to achieve a difficult balance: responding to
‘In the last year, some markets proved they could suddenly change completely.
the volatile demands of day trade while providing optimal service to retailers
We are determined not to be too influenced by that.’ Van Vliet Flower Group
via long-term programmes. Day trade demands a broad and deep range;
recognises that the world is more dynamic than ever and it is therefore better to
many varieties in smaller consignments. However, the big box retailers want
drive changes than be at their mercy. The business is continually focusing on the
promotion-driven consignments, they are not interested in breadth and depth.
shortest possible lines between grower and florist in order to gain and maintain
What to do? Answer: ‘simply’ do both. Bunnik Plants has achieved excellent
a hold on the market. For example, there is hefty investment in new Cash &
product innovation for both the day trade and retail trade. In both segments,
Carrys. Three were opened recently in Lithuania. In South America, in-house
the clock has now become far less important and volume and profitability
procurement departments are used to source directly and clients are supplied
have increased. One of the significant changes in 2014 was a shift in focus to
with the freshest products in the shortest time. Social media and the new
PMCs that are unattainable for other growers, because it requires a complex
webshop app are essential for delivering fresher products more frequently and
infrastructure; producing and packing very large mixed orders at multiple sites
quickly. Meanwhile, Van Vliet Flower Group connects growers and clients directly
with short lead times. The clever and innovative Display Box plays an important
to each other. Since there is always room for improvement, it is also looking
part in that. In addition, the organisation has been completely revamped.
specifically at what does not sell and why. A stable entry.
The thinking was that if you want to be able to respond to client demands more quickly, people need the freedom and information to make what they consider the best commercial decisions. It is also impressive to see how retail is included in efforts to reduce waste. A dedicated employee has been appointed to manage this by working with clients. Bunnik Plants undertook precisely the actions required for further growth and for remaining on this list. A number of consecutive years of loss can be problematic, but we now look forward to next year.
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BVB Substrates
Category supplies Total turnover 92,317,000 Employees 221 www.basvanbuuren.nl
41 (41) Category trade Total turnover 194,530,000 Employees 285 www.wbe.nl
Westland Bloemen Export (WBE)
Westland Bloemen Export has well maintained its position on the list. That is largely down to the impressive growth in turnover being experienced by this business that started out as a specialist in decorative foliage. Meanwhile WBE has developed into a fully-fledged contender, partly thanks to acquisitions. In 2010, WBE was generating a turnover of 60 million euros; turnover now stands at 200 million euros. The expert committee has nothing but praise: ‘WBE is becoming a formidable player.’ Critics can no longer claim this is purely down
BVB Substrates’ new website is an exhilarating breath of fresh air. This is the
to autonomous growth. We would argue that it is no mean feat to hold down
image you expect for a business that is a leader in substrates. It is clear that
a position so firmly in such a consolidating market. The relationship between
this is a dynamic business, because we are observing rapid growth again.
results and growth in turnover reflects this. The former is not rising nearly as
It was already doing well in 2013, and in 2014 the upward curve in turnover
quickly as the latter. We do not have much more to go on than the publicly
was nicely maintained. There has been some refining on the market side and
available figures. The improved website does not provide much information
more flexibility on the procurement side, and that is producing results. There
either. It looks good, but does not offer enough for potential clients. One would
is space to explore new boundaries. The little word ‘again’ in BVB Substrates’s
expect more from a contender of this stature.
annual report speaks volumes: ‘BVB is again investing in employees and talent to assure continued growth of the business.’ Growth also stems from two acquisitions: Veenbaas Potgrond and Florasan GmbH. And: in Estonia, the business has plans for its own production facility in the Baltic States. Now that the organisational structure is more closely aligned with core business, the activities are easier for us to evaluate. Previously, the picture was marred by activities unrelated to the sector. All activities related to substrate production and sales have now been neatly brought together in an intermediate holding company. It is clear to see that this is a business that is trading in eighty countries and is slowly becoming worthy of the Royal predicate.
40 (37) Greenco Category production Total turnover 35,671,000 Employees 89 www.greenco.nl
Clearly, Greenco is taking the next steps in developing the business. It was the frontrunner in the exodus from bulk production, and it conquered a new market with its snack tomatoes. This product is now copied so frequently that moving quickly is essential to keep ahead of the competition. In that race, Greenco explicitly chooses direct contact with the consumer, for example in the Markthal in Rotterdam, where Greenco is co-located with Koppert Cress and Best Fresh Group. In 2014, it joined forces with a consultancy it hopes will assist
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Royal Brinkman now global specialist in seven themes!
Specialist in 7 themes The new strategy adopted by Royal Brinkman transforms the organisation from ‘a supplier with more than 30.000 products’ into a one-stop-shop company specialised in seven themes: crop rotation, crop care, crop protection & disinfection, packaging & design, mechanical equipment, technical projects and service products. Within these themes, Royal Brinkman aims to provide customers throughout the world with round-the-clock service.
Royal Brinkman | ’s-Gravenzande | The Netherlands
Top 100 |
| Hillenraad100 | 2015 | 39
Greenco in reaching the ‘next level’ in the business. Under the motto ‘Healthy
Fruit and Vegetable market. Here, the Bio World, Eminent, Fresh World, Fruit
Happiness’, consumers are targeted with a message brimming with fun, health
World, FV Select, Yex and Vogel AGF flagships are showcased. Not forgetting
and product experience. We see that experience reflected in the clever Pick&Mix
Valstar’s comprehensive range of greenhouse vegetables. Best Fresh Group
concept rolled out at Jumbo. Customers can fill a bag with mini tomatoes,
strives to reflect its values: Engaged, Reliable, Better. The brand strategy is
cucumbers and peppers that they select themselves. Since the end of 2014,
intended to encourage increased and more conscious demand for the group’s
Greenco has been serving its customers directly and that way, the business is
products. For the time being, commodities generate the highest turnover.
increasing its grip on the chain. The business is not only achieving success in the
Brand strategy and commitment require endurance. But this wonderful family
Netherlands, Greenco has a firm foothold in the UK and the USA too. Perhaps
business has time on its side.
the Brits have fallen for the name Tommies. With a new commercial expert who reports directly to the board, we are certain to see more new market initiatives. The establishment of a nursery in Wieringermeer is of note. We wonder whether that investment leverage would not have been better applied to marketing rather than aluminium and glass. Pressure on performance generally leads to a cost–price reflex. We are curious to see how that pans out.
39 (49) Sion Category youngplants Total turnover 32,500,000* Employees 130 www.sion.eu
37 (36) Vezet Category processing Total turnover 225,805,000 Employees 673 www.vezet.nl
A Google search for Vezet returns the following: ‘Vezet is the largest vegetable processing business in the Netherlands and a market leader in the field of freshly prepared fruit and vegetables.’ To which the expert committee would immediately add: ‘But that market leadership is in fact facilitated by the slipstream of another market leader, Albert Heijn.’ It is certainly true that Vezet ‘only’ has one large client, but it is hardly an insignificant one. No doubt they
Perhaps we were too harsh on Sion last year. Its profitability is unquestionable;
keep one another as sharp as the knives of Vezet itself. Together, they meet the
perhaps we expected more of a business that shows so much initiative. Growth
relentless demand for new meal concepts and convenience food. Consumers no
in Europe is limited, the New World beckons, and there is still a sea change
longer want to spend much time in the kitchen, so it is down to Vezet to take
required there. Sion recognises an abundance of opportunities in North and
care of the preparation. That aspect is highlighted well on the appealing website.
Central America and Canada. For example, a nursery for young plants is being
We see the complexity involved and that makes it easier for us, of course. In any
established in Brazil. The potential for growth that Eric Moor and co. see in Iran is
event, we have nothing but admiration for the growing turnover and resounding
also surprising. Given the latest developments, that could prove a very lucrative
performance figures. Vezet’s processes function perfectly and it simply gets on
market. As far as Sion goes, Dutch colleagues are not trying hard enough.
with it. So much so, it could not find the time to provide us with information.
Increased cooperation is intended to result in exploitation of international
That is the only negative.
opportunities. For that reason, Sion and Florpartners took the initiative to establish a knowledge group on international commerce. That may provide Dutch growers overseas with a kick-start. Sion actively seeks collaboration with partners with whom knowledge can be shared throughout the entire chain. And: Sion has long abandoned the ‘mass production’ maxim. More than ever, segments are being defined in which growers and clients can be amalgamated. The new website is an expression of that alternative approach. In respect of technology, there are high expectations for plug trays. If any doubt should remain: Sion just keeps ‘plugging’ away with conviction.
38 (32)
Best Fresh Group
Category trade Total turnover 223,500,000 Employees TOT 247 Employees NL 241 International branches 6 www.bestfreshgroup.com
36 (39)
Hordijk Group
Category supplies Total turnover 75,000,000 Turnover H100-Q 38,250,000 Employees TOT 261 Employees NL 255 International branches 1 www.hordijk.nl
Modesty is a great virtue. However, one can also be too modest. Under the ‘news’ heading on Hordijk’s website, only last year’s Hillenraad100 listing is to be found. Under ‘projects’, only the long completed single-trolley project for FloraHolland is mentioned. This is not a criticism, but rather a tip. To quote an old advertising consultancy: ‘Be good and tell it’. You see, there are a great deal of innovations and good news stories to report from the Hordijk Group. For example, the striking A-PET packaging and thermoform packaging for (ready-made) salads. The single-trolley project spin-off in the Middle East.
It is noticeable that Best Fresh Group regularly associates with Rob Baan.
The expanding solar greenhouse activities. The recyclable EPS propagation
For example, Natuurlijk!, the store in the Markthal in Rotterdam in which
tray. Or, the increasing demand for greenhouses with Alcomij components.
Koppert Cress and Greenco are also involved in addition to the Best Fresh Group.
Feedback from Hordijk’s clients is that it does not communicate its innovations
Clearly, Best Fresh Group is busy making overtures towards the professional
clearly. The number of regular clients is relatively small and relationships with
chef. With the new Sous Fresh brand, the chef de cuisine is joined by a sous chef
them intensive. Therefore, one should cherish them and share more with them.
as it were. Vegetables no longer play second fiddle in catering, that is Best Fresh
A solid, solvent Dutch family-run business such as this should actually produce
Group’s reasoning. This highly specific strategy aligns with the aspiration for less
spotlights and shine them on itself. That is what the Hordijk Group deserves.
bulk and more of a niche focus. With its involvement in Food Center Westland
Perhaps new director Eric Liebers will be more forthcoming.
too, Best Fresh Group seeks to attain a unique position within the challenging
Top 100 |
40 | Hillenraad100 | 2015 |
35 (21)
Syngenta Seeds
Category youngplants Total turnover 291,897,000 Employees 846 www.syngenta.com
Syngenta appears to have become the object of speculation. A recent offer by Monsanto was turned down, upon which the latter curtailed its advances (for
33 (26) Afriflora Category trade Total turnover 80,915,000 Employees TOT 9,059 Employees NL 9 International branches 2 www.afriflora.nl
now). A report in the Financieele Dagblad (Dutch financial newspaper) that
The committee of experts warned about this last year: ‘Afriflora’s openness
Syngenta’s flower seed division is up for sale was also notable. For the time
will be short-lived.’ Last year, transparency was necessary to position the
being, Syngenta appears to be the only player in Seed Valley in the Netherlands,
business favourably to attract potential buyers. American private equity firm
but its course is not entirely clear. In addition, it is somewhat difficult to
KKR took the bait. This investor is now developing the business with the young
separate Syngenta’s Dutch activities from the rest of this Swiss multinational’s
generation of Barnhoorns and there is no need for too big an audience. In any
global activities. In terms of its position on our list, we looked purely at relevance
case, we were not sent any corporate information. However, we were recently
to the Dutch horticulture cluster, particularly (greenhouse) vegetables and
able to ascertain online that IFC, a World Bank subsidiary, is to lend Afriflora up
ornamental horticulture. Syngenta does not qualify for the 500+ listing, because
to 90 million euros. These funds are intended to expand production in Ethiopia.
Syngenta Seeds has almost 900 employees in the Netherlands and achieves
Companies like Afriflora are essential to the local economy, therefore, such an
a turnover of around 300 million euros. In respect of 2014, turnover for all
NGO is happy to oblige. We also know from a press release from teleprovider
product groups worldwide dropped according to the global report. The turnover
ZyXEL that thousands of employees in Ethiopia had been taking advantage of
for Vegetables and Lawn and Garden business is particularly under pressure.
the company’s wifi network for personal use. The network which is essential for
In the Netherlands, bedding plants, supplied as seeds or young plants, are doing
business communications between Africa and Aalsmeer. That problem has now
especially well. However, looking at the bigger picture, we note the Swiss parent
been taken care of; order and logistics information can once again be exchanged
company is engaged in reorganisation, which is expected to be completed in
at great speed. The same does not apply to provision of information to our
2018. We hope the mist will have lifted somewhat by next year.
committee of experts. That lack of transparency loses points, but we suspect the
34 (31)
Barnhoorn family and KKR are unlikely to be too concerned.
Porta Nova
Category production Total turnover 23,000,000* Employees 40 www.portanova.nl
If we were to award a prize for best product photography, Porta Nova would probably win. You can virtually feel the velvet ‘touch’ of the successful Red
32 (33)
Koppert Cress
Category production Total turnover 22,333,000 Employees 142 International branches 1 www.koppertcress.nl
Naomi on the homepage of the attractive new website. Coupled with the
Koppert Cress is all about the F for Food, and the F for its three company values:
sophisticated photography of models, you appreciate the essence of this
Fun, Fair and Fier, the Dutch word for pride. Oh, and for Festival. Because
product: rose = emotion. Speaking of the website: at the time of writing, the copy
Koppert Cress is regularly to be found at festivals where predominantly young
still required refining, because there is a line on every page that reads: ‘insert
visitors are made aware of the exceptional taste of the Koppert cresses.
text here’ – not very in keeping with Porta Nova’s aspirations for the very best in
That tirelessly communicated message continues to be well-received worldwide.
quality. It works with top designers to ensure its annual production of 30 million
Even Angela Merkel cannot get enough. Koppert Cress understands that
top-quality roses reaches the right target groups. It also applies a strategic
teamwork produces success and good relationships with business associates.
approach to market innovation, breeding innovation and maximum flexibility of
That Family (another F!) is cherished, indeed Koppert Cress was recently
supply. An impressive, quintessentially Dutch business that reaches clients far
nominated by Intermediair and Effectory as Best Employer of 2015. All that
across Europe and knows how to win hearts. It achieves excellent results. Other
enthusiasm produced double-digit growth figures in 2014 and the expectation is
businesses on this list would be delighted to achieve such impressive profits.
for that impressive growth to be maintained. The strategy has been somewhat
It could be even more effective if the website truly became a platform for sharing
modified to facilitate even greater success. It is now quickly reaching even more
experiences. It is on the right track. Now it needs to follow through. Or are we
users (and ambassadors) via hotel chains, catering, and the wholesale (hotel
too impatient?
restaurant and catering) segment. Koppert Cress is no longer to be found just at the better restaurants, but also at Sligro and Albert Heijn. Salvation for a growing army of home chefs. Meanwhile, there is now a Koppert Cress USA and alliances have been established in Turkey and Japan. A whole new world awaits Koppert Cress.
Top 100 |
31 (–)
| Hillenraad100 | 2015 | 41
Harvest House
Category trade Total turnover 613,000,000 Turnover H100-Q 300,000,000 Employees 110 harvesthouseinternational.nl
Unleashed, Harvest House storms onto the Hillenraad100. It all starts with the
29 (34) Category youngplants Total turnover 51,300,000 Employees 100 www.plkwvreugdenhil.nl www.klugt-delier.nl
Vreugdenhil Klugt Combination
crops of some 70 affiliated fruiting-vegetable growers that collectively supply
If consumers learned anything from Albert Heijn’s herb garden campaign, then it
the market with 350 million kilograms. To facilitate that, the three commercial
is how difficult it is to grow a good, edible product from a seed. Suddenly, there is a
firms operating under Harvest House International, together with Harvest
great deal more appreciation for clubs like Vreugdenhil and Klugt, which every year
House BV, work shoulder to shoulder with retailers. TNI focuses on European
deliver hundreds of thousands of plants bearing edible fruit. With the Pick-&-Joy
retail, Global Green Team focuses on trade outside the EU, and Rainbow
series, this successful combination introduced a real blockbuster to the market:
International concentrates on the European foodservice segment. Harvest
plants sold carrying fruit that is ready to be plucked. There is no fussing with pots
House International wants to get as close to the retailer as possible. In its own
of soil, just instant satisfaction. The series fully meets the need for authentic
words‘Via category management, we work closely with clients on the optimal
products that give the feeling of perhaps having green fingers. Those who
offering.’ As quoted on AGF.nl: ‘However, in terms of pricing, we intentionally opt
already have Pick-&-Joy in the kitchen will soon be surprised with even better
for a two-sided approach; somewhere between the exporter and retailer.’ The
innovations. Those are still secret at the moment, but we know that this business
objective is as clear as day: to serve different market segments optimally via
has its (green) fingers in more than one pie. The Vreugdenhil Klugt Combination
the sales organisations and to obtain the best returns for growers. However,
is a synonym for growth. This is driven by the smart combination of crops, which
notwithstanding all these impressive activities, there is something lacking in the
allows the greenhouses to be used optimally. To reduce the lease fees, three
long-term vision for European positioning. To quote again: ‘We don’t make plans,
hectares of new buildings have been added to the already impressive acreage.
we just get to work.’ Harvest House is an extension of sales and marketing for
This new addition is GSPP certified and thus free of the dreaded Clavibacter. All in
its members and its goal is to achieve the best possible prices for growers. In our
all it is enough to break into the top 30.
assessment, we focused mainly on Harvest House International, which operates for its own account and risk. Organising market power via a cooperative model may still be the best solution to provide a counterbalance to the huge scale of retail operations. We are curious to see how this innovative cooperative model develops in the coming years.
30 (35) Opti-flor Category production Total turnover 26,508,000 Employees 162 www.optiflor.nl
28 (29) Eosta Category trade Total turnover 88,400,000 Employees 64 www.eosta.com
‘We can only speak of profiting as long as there is no-one who is losing. If there is, then we have not calculated the costs properly. If we do not include the damage caused by our profits in the final price, we can never truly profit,’ said Volkert Engelsman, CEO of Eosta. His words reflect this company’s unique world view. Where we look at the bottom line, Eosta is looking at the big picture and
Even today, there are precious few businesses in the Hillenraad100 that truly
this speaks to large groups of consumers; Eosta has a rock-solid position in the
understand how to introduce a consumer brand to the market and keep it fresh.
growing organic products market. In the Netherlands, this market is developing
Opti-flor is one of them. Its consumer strategies are really coming into their
slowly, but it is booming business in Germany and Scandinavia. The Save Our
own. Consider the concept store – an addition to the Creating Center where
Soils campaign is clearly bearing (organically produced) fruit and refined, specific
business relations are introduced to the newest products and concepts. They are
product lines such as Wild Wonders, Tropical Wonders and Taste Wonders enjoy
brought face to face with the most promising of the hundreds of new varieties
high consumer popularity. With its constant stream of product innovations, Eosta
developed by R&D each year. Consumers are also invited to come to Monster
keeps surprising and tempting both consumers and social partners, including
and provide their feedback. Additionally, Opti-flor approaches consumers
WWF Germany and Oxfam Novib. The company’s remarkable workweek for its
itself, for instance to act as ‘orchid doctor’ and listen to what clients have to
staff, from Marvellous Mondays to Freeking Fridays, keeps the mind sharp, and
say. It was a great move to establish a presence in the Markthal Rotterdam as
the fact that it invited Monsanto to a discussion on GMOs shows an open mind –
KAS, which created a direct line of contact with a highly-valued target group.
and guts. After 25 years, it is just as enthusiastic as it was on day one in 1990.
We were pleased by the initiative to stimulate staff to contribute structurally to innovative solutions and new concepts, which has already resulted in an idea that is being developed for the market. Abroad, the Singolo, which is now being produced for Opti-flor under licence by a grower in the US, is performing well. In the Netherlands, the Formidablo promises to score big with a cascade of Japanese style. Opti-flor knows the way to major growth.
Makes precision irrigation possible
Precision Growing with GroSens® With Precision Growing, GRODAN focuses on the plants’ roots. After all, crop uniformity begins with a uniform distribution of roots throughout the slab. The key to a successful crop is then to control the root environment as precisely as possible. The innovative wireless GroSens MultiSensor meter is the ideal instrument for making precision irrigation possible. Combined with GRODAN’s stone wool substrates and advice, it enables growers to optimise their production and save costs. More information about GroSens can be found at www.grodan.com/solutions/tools www.precisiongrowing.com www.linkedin.com/company/grodan www.twitter.com/grodan
Top 100 |
27 (27)
| Hillenraad100 | 2015 | 43
Harting Zijtwende Group
Category trade Total turnover 151,000,000 Employees 20 International branches 1 www.hartingholland.nl
Harting Zijtwende Group is well on top of things in three areas at once. Harting
25 (17)
Royal Hilverda Group
Category youngplants Total turnover 29,198,000 Employees TOT 200 Employees NL 138 International branches 5 www.royalhilverdagroup.nl
Holland is concerned with the production of three types of tomatoes, Zijtwende
Koninklijke Hilverda Group takes a significant step backwards in comparison to
International successfully trades in the complete package of Dutch vegetables, and
last year. That is because in our ranking, the results of Hilverda de Boer are not
Fruit Conneqt does profitable business in fruit. On behalf of Harting Holland, Fresh
consolidated in the Koninklijke Hilverda Group. The structure of Hilverda Plant and
Conneqt – the name for the collaboration with Seasun – keeps the lines to clients
Hilverda de Boer has changed and thus revealed an essential change in the nature
as short as possible. In them, European retailers have found a highly reliable,
of the business. This year, we therefore look exclusively at the activities performed
lean, mean supplier who issues no pompous marketing concepts; it just keeps its
under the Hilverda Plant banner. Similarly to last year, a great deal of effort was
promises, has no 9-to-5 mentality and is there for its clients 24/7. In addition to all
required to get even the smallest glimpse of what is going on. What we do know
this, it still finds the time to look for new ways of saving energy and together with
is that the combination of improvement for the floriculture sector and marketing
its ‘neighbour’ De Bruijn, it has successfully drilled for geothermal power. We wrote
the end product clearly did not result in the desired synergy. The activities were
about this last year and now it has also caught the attention of, among others,
therefore split up. Both observations have resulted in a great company losing
Ed Nijpels, who is charged with keeping the Energy Agreement on track. He was
points. However, the absolute profits have increased, albeit in tandem with
impressed with the energy with which the industry is implementing sustainable
a sharp turnover decrease as a result of the split. We will keep following the
innovations and that is a great compliment for Harting Zijtwende Group.
strategically sound move closely and hope for more steps forward next year.
26 (18) Emsflower Category production Total turnover 43,671,000 Employees 378 International branches 3 www.emsflower.nl
Emsflower’s drop in the ranking since last year is mostly due to the start-up
24 (28)
Van den Berg RoseS
Category production Total turnover 43,831,000 Employees TOT 1,712 Employees NL 27 International branches 2 www.bergroses.nl
losses caused by the realisation of its new garden centre. It is no reason to
After 40 years cultivating roses, Van den Berg RoseS is as solid as a rock. This is
panic, but still, we could not just ignore it. Emsflower also saw the competition
a huge achievement, especially when we consider that the acreage on which
beating them with lower prices. Its response was appropriate: leasing less land
roses are grown in the Netherlands has shrunk by 75% since 2000. Van den Berg
and improving its use of the combination greenhouse. This wilful business is
RoseS’ vitality is thanks to its successful two-track strategy. In the Netherlands,
on top of things and as always, it blazes its own trails. It remains fascinating
Van den Berg RoseS is devoted to exclusive types of roses, 50% of which are sold
how Google gives one the impression that Emsflower’s core business consists
via direct trade, resulting in improved service and margins. In the handling area
above all of day trips, Christmas markets and children’s parties. Its recreational
at ABC Westland in Poeldijk, the roses from the nursery in Kenya are prepared
side draws a lot of attention from both search engines as well as physical
for large-scale retail, with which Van den Berg RoseS is working increasingly
visitors. The chain here could not be shorter; every day it has direct contact with
closely. For its import products, this business is no longer even a member of
thousands of visitors and clients. Its multifunctional garden centre is a great
the auction. In his own words, Arie van den Berg has mixed feelings about the
earner and a rich source of information. While the costs have initially outstripped
African activities. It had counted on high returns, but ‘there is always something’
the income, this investment will certainly pay for itself. Regarding Emsflower’s
happening in the region. The other track leads to China, where business is truly
true core business: by negotiating well, it was able to keep the pricing of its early
booming. Here, Van den Berg RoseS has fully adjusted to the local market.
vegetables at a great level. The way it switches between vegetables and bedding
Its local business partner knows a hawk from a handsaw and it has appointed
plants is smart. We wrote about this last year and now we know the concept
locals to the management. The company’s Cash & Carry locations provide a
works. But we expected nothing less from these courageous visionaries.
direct connection with the market and deliver to approximately 60 high-end florists in China. Receiving the Cathay Pacific China Business Award was great recognition for its pioneering work. Van den Berg RoseS is developing fully in line with the rapid internationalisation of the market.
Taste more than 60 years of expertise, knowledge and innovation.
Poortcamp 10, 2678 PT De Lier T +31 174 531000 F +31 174 531010 E info@redstar.nl I www.redstar.nl
As a specialist in the production of tomatoes, RedStar has a clear focus: taste. Using only the very best varieties, we are continually striving to produce only the finest of tomatoes. At each growing location we use the most innovative methods to create the optimum conditions for our fruit to flourish, meaning we are able to grow tomatoes for 12 months of the year. And thanks to our automatic tracking system, we are able to trace every tomato from harvest to customer, allowing us to stay at the forefront of food safety, sustainability and efficiency. Meanwhile, RedStar continues to explore new uses for our tasty tomatoes, whilst keeping abreast of changes in customer perceptions and tastes. So you’ll be hearing a lot more from us!
Celebrate the taste. With RedStar.
For food. For flowers. For sure.
www.certhon.com
Top 100 |
23 (11)
| Hillenraad100 | 2015 | 45
Red Star Group
Category production Total turnover 87,136,000 Employees TOT 113 Employees NL 103 International branches 5 www.redstar.nl
Red Star Group is down several places in our list. The company that was hailed
21 (23) Priva Category supplies Total turnover 61,233,000 Turnover H100-Q 28,780,000 Employees TOT 403 Employees NL 315 International branches 10 www.priva.nl
Best Tomato Grower of the World for two consecutive years is going through
Priva, market leader in growth and climate technology, is alive and kicking. It is
a difficult time. In 2014 it experienced a dawn raid by the Netherlands Food
broadening its horizons beyond De Lier to take in current major issues like
and Consumer Product Safety Authority (NVWA), in connection with certain
urbanisation, population growth, and shortages of space and water. Acting as
irregularities in the financing of a greenhouse. But it was also the year that
an ambassador for the Dutch horticulture sector, CEO Meiny Prins travels the
Russia closed its borders for European products – the Russian market was
world to spread the word on ‘Sustainable Urban Delta’. She thus creates a new
one of Red Star Group’s biggest expansion markets. Fortunately we can also
earning model for her business as well as the rest of the business community in
report good things. The implementation of the new company and leadership
the Netherlands. As far as the new earning model is concerned, Priva is moving
structure is progressing very well. A Works Council was established as well as a
towards a more customer-oriented organisation, as demonstrated by its growing
Supervisory Board; both steps that are essential for creating a family company
number of international sites. The customer is also more actively involved in
under professional management. This thorough process is led by interim CEO
the innovative solutions that Priva offers, from co-creation to online interactive
Kees van Oostenrijk and should at the least lead to positive results. In addition,
training for customers all over the world. This method was used to develop its
the introduction of the Lean Startup methodology is expected to generate fresh
latest innovation, the TopCrop Monitor, which monitors the climate ‘around the
ideas and brands. The focus on category management was intensified and Red
plant’ and ‘in the plant’, to create optimum growth conditions. In a dedicated
Star Group strengthened the ties with its international customers. In Japan, a
online community, customers can share and exchange experiences, so as much
great achievement was realised: thanks to the massive export of the RedStar
as possible can be gained from its skills and knowledge. In the Californian soft
Passion and the RedStar Romantic, the group is now the largest Dutch exporter
fruit sector, this collaborative innovation has led to big steps forward for several
to the land of the rising sun. Will Red Star Group be on the rise itself next year?
important customers. Due to their drive to deliver Dutch solutions for global
22 (30)
issues, Priva was awarded the title of ‘De Nieuwe Kampioen van Nederland’ (the Netherlands’ New Champion) by the Dutch financial newspaper Financieele
SO natural
Category production Total turnover 51,597,000 Employees 60 www.sonatural.nl
Simply put, the transition that SO natural rapidly, and successfully, made was one of supply to demand. Its ambition to remain market leader in the dynamic field of orchids was illustrated by the appointment of two new directors, one for Sales & Strategy, the other as Client Manager Europe. These are not minor appointments; the Sales & Strategy director has been tasked with further professionalising the sales team while the Client Manager Europe will
Dagblad. We see good things in Priva’s future.
20 (20)
Van der Windt Group
Category supplies Total turnover 142,000,000 Turnover H100-Q 71,000,000 Employees TOT 185 Employees NL 152 International branches 3 www.vanderwindt.com
concentrate on acquisition and relationships with leading European clients.
Following the takeover by Paardekooper, Van der Windt Group has been using
In order to give form to European growth, the business is working hard to
the name Pacombi Group internationally since June 2015 in relation to group ac-
establish strategic and innovative collaborations in the chain and primarily major
tivities. For the purposes of our assessment, we only considered Van der Windt’s
exporters are essential to closing the distance between growers and consumers.
activities. A big push is underway to mesh with the client and the client’s needs.
Thanks to market and consumer research, SO natural is able to optimally meet
That is evident in the new platform that offers clients real-time access to the pro-
current consumer demands. For instance, the Twist orchid is a successful niche
duct range and to administrative processes. Speaking of customisation. When it
product that is quickly dominating Europe. The result is success. In order to
comes to packaging, the focus is increasingly on sustainability/ecology. Certainly
keep up with it in peak periods, a new branch has been established in Harmelen,
in the horticulture sector where everything revolves more and more around
bringing this grower 20 hectares of Phalaenopsis! On this enormous parcel
being ‘green and sustainable’. It was logical that the group establish a special
of land, plants can be individually selected thanks to an innovative post code
Life Cycle Assessment Centre. Here, the environmental impact of packaging and
system. The losses are minimal and consumers receive maximum quality.
disposables can be analysed precisely. And: the Bright sustainability concept, a
We are not the only ones impressed. Earlier this year, SO natural won the
five-star system, which indicates the Eco Rating of packaging, was developed with
Ondernemersprijs Midden Holland 2015 (entrepreneurial award for the Midden
Natuur & Milieu (Dutch nature and environment charity). For a ‘beneficial to the
Holland region of the Netherlands). Its private investors must also be satisfied;
environment’ rating, innovations in format, style and functionality are assessed.
SO natural has put the pedal to the metal.
That resulted in clever disposable boxes and plant crates. The group has its own procurement division in Germany and China, thus sufficient control over raw materials. Meanwhile, the business is bursting out of its own packaging. In Harnaschpolder in Den Hoorn, a new (and indeed sustainable) home base is being built. Olsthoorn Verpakkingen will be located there too. The group is well placed for continued sustainable growth.
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Top 100 |
| Hillenraad100 | 2015 | 47
19 (24) CombiVliet Category production Total turnover 59,000,000 Employees 77 www.combivliet.nl
‘A little bland’, the expert committee said of CombiVliet. However, there is also another side to the business: ‘They pretty much invented the concept of
17 (22)
Looije Tomaten
Category production Total turnover 42,529,000 Employees TOT 91 Employees NL 31 International branches 1 www.looijetomaten.nl
operational excellence.’ Now the question is to what extent a tomato producer
‘We chart our own course and we do that in a visible way.’ Signed: Looije
should be sexy or swinging. For consumers, it is about the product and product
Tomaten. For years, this business has been synonymous with a club that
satisfaction. If a specific tomato appeals, that logically leads to a repeat purchase.
has transcended the product and thus achieved a unique connection with
And that is CombiVliet’s goal. Internally, everything is geared towards an optimal
the market. No more tomatoes in bulk, but rather brands that people actively
production process. Those efforts produced the innovative ‘co-cultivation’
request. What more could an entrepreneur ask for? Well, Looije Tomaten still
system, which enables CombiVliet to deliver consistent, home-grown quality all
has a few things on its wish list. For example, the ambition to achieve contact
year round. In order to take the already tightly run ship to new heights, a High
with one million visitors by 1 January 2022, either via the website, social media,
Performance Organisation strategy has been implemented. In terms of external
or face-to-face. Looije Tomaten aspires to occupy a Top-of-Mind position
activities (read: providing optimal service to consumers), Harvest House was
with its target audience: clients who appreciate an exceptionally palatable
established in collaboration with other leading growers. This is the springboard
tomato and who will gladly fork out a higher price for it. The Honey Tomato
to the retailer and the retailer’s clients, namely the consumer. Thus, CombiVliet
at specialty shops, the Looije Subliem tomato at Albert Heijn: they are selling
aims to find out exactly what consumers want. In partnership with Harvest
well. The growth that has been achieved with these unique products also has
House, that is leading to concepts intended to deliver distinct added value.
a flip side. Looije Tomaten is experiencing classic growing pains and there was
Such a concept can then be based on the new breeds being developed with Axia
some organisational discord in 2014. That led to the arrival of new director Arja
Vegetable Seeds. We are very taken with this passionate tomato producer and its
Hilberdink, who leads mainly on the operational side of the business. The fact
excellent ability to identify clients looking for the best value for money.
is, Jos Looije is an innovator rather than a manager. It demonstrates self-
18 (38) Category supplies Total turnover 41,785,000 Turnover H100-Q 28,581,000 Employees TOT 241 Employees NL 223 International branches 5 www.ridder.com www.hortimax.nl
knowledge to recognise that. A healthy step up for this business that has truly mastered this year’s theme.
Ridder Drive Systems/ HortiMaX
16 (25)
Ter Laak Orchids
Category production Total turnover 28,031,000 Employees 49 www.orchidee.nl
Ambition, respect and simplicity. Those three pillars are the foundation of Ter Laak Orchids; its entire business philosophy expressed in three words. That ambition and respect for people and planet resulted in Ter Laak Orchids
The evolution of HortiMaX, part of the Ridder Group, is a striking example of
becoming perhaps the most sustainable Phalaenopsis grower in the world.
customisation. Prior to the takeover, HortiMaX produced exclusively for a high-
That exceptional position is thanks in part to the development of the
tech target group in the Benelux. In keeping with the Ridder Group’s strategy,
revolutionary Daylight Greenhouse, completed in spring of 2014. As far as
there has been a switch to technology that seamlessly merges with markets in
simplicity: it strives to be flexible above all. In Italy, for example, robust growth
different stages of development. It refers to it as ‘best fit growing technology’.
was achieved ‘simply’ by optimising the relationship between the trade and
The technology develops seamlessly and fluidly with the local grower. And it
the client. Better information provision leads to better sales. In Turkey too, Ter
has come up with a term for that too: ‘adaptive technology’. An innovation like
Laak Orchids responded quickly to the specific demands of that country. Result:
Synopta 4 is perfectly in keeping with that approach; growers only pay for the
business is booming. However, those successes cannot disguise the fact that
functionalities they actually use. Another outstanding addition to the range is
the Phalaenopsis market in Europe is displaced. Hence the upscaling in Central
the introduction of Ridder Climate Screens. Ridder is now going to manufacture
America; a site is being established in Guatemala. On the marketing side, Ter
and sell the screens itself. A new segment for this business, which consolidates
Laak Orchids is finding that its own unique varieties score far better than the
much of the expertise within Ridder. All in all, the enhanced strategy is now
‘generic’ varieties. In that respect, the successful shop-in-company is a source
really starting to bear fruit. The business simply needed time to analyse in which
of insight into what clients want and what they are buying. Those clients want
countries its key customers were located and to subsequently establish sites
something different, Ter Laak Orchids responded masterfully with Specially
there. Particularly in Canada, the USA and Mexico, growth looks good. The first
Made 4 You. The aspiration to become a High Performance Organisation is also
steps have been taken in China and things could suddenly pick up speed there
admirable. The leap forwards is more than justified.
too. The business is on its way up.
Only eyes for you
The Netherlands | info@hillfresh.eu | hillfresh.eu
The Expert in Taste is a quality label of:
Top 100 |
15 (19) Category youngplants Total turnover 650,000,000 Turnover H100-Q 340,000,000* Employees TOT 3,100 Employees NL 713 International branches 21 www.monsanto.com
| Hillenraad100 | 2015 | 49
Monsanto Vegetable Seeds
13 (15)
Royal Brinkman
Category supplies Total turnover 134,156,000 Employees TOT 276 Employees NL 203 International branches 12 www.brinkman.nl
Royal Brinkman has a delightfully clear mission statement: ‘At home in global horticulture.’ A few words that convey the essence perfectly. Royal Brinkman
The name Monsanto generates mixed feelings. Activists associate it with GM
aims to serve clients globally and does that with a highly personal touch.
crops and ‘Frankenstein food’. As far as Vegetables go, GMO is not an issue
Clients are welcomed to the sophisticated webshop, can chat live if desired, can
in Europe, but there is criticism of patents. Monsanto seeks to express its
order via the app, and are served from local sites. In short, this is the bol.com/
own vision of this sensitive topic more clearly, hence a dedicated Reputation
Coolblue of the horticulture sector. Royal Brinkman has responded with verve
Management division. Indeed, there are different views of the only organisation
to the challenges presented by the new world: ‘I want it all, I want it now.’ The
in the Hillenraad100 to win a Nobel Prize. Monsanto is diligently searching
business has become so much more than a full-service provider of 30,000 items.
for solutions to global food security. We need to feed more people despite
It is a specialist in solutions. The focus is on convenience, availability, application
decreasing land acreage and a growing shortage of water. According to
and reliability of delivery. Exactly what today’s clients want, wherever in the
Monsanto, the answer lies in organic cultivation, increased sustainability and
world they may be located. Royal Brinkman also knows its clients personally.
crop optimisation through analysis of climate data. For the purposes of our list,
With nine sites in the Benelux and thirteen located further afield (including
developments in relation to the De Ruiter and Seminis brands are of particular
Australia), it shares the closest possible relationship with growers. It is also
interest. The market is being served more efficiently with new breeds, which
working on exclusive relationships with suppliers. The acquisition of some of
according to Monsanto, are proven to provide better yields. Moreover, to serve
the former Arend-Sosef’s clients in 2014 was a real coup. It was a lucky break
market parties better in other ways too, three web tools have been launched.
and worth all the extra effort, because it produced double-digit growth figures in
Notably, welovetomatoes.nl and rootmap.nl help retailers and growers/breeders
turnover and profits. This is a business with its finger on the pulse of the current
make appropriate selections from the vast range more quickly. These are
trend: customisation.
textbook examples of personalised client strategy. Rather than thinking from the inside out, it thinks from the outside in. Well done. Very smart. We just need to see what the attempts to acquire Syngenta will produce in the world of big capital.
14 (4)
INCOTEC Group
Category supplies Total turnover 62,977,000 Employees TOT 493 Employees NL 248 International branches 15 www.incotec.com
12 (6) FleuraMetz Category trade Total turnover 294,100,000 Employees TOT 1,159 Employees NL 427 International branches 18 www.fleurametz.com
FleuraMetz drops out of the top 10. Not because it is performing much worse, but because other businesses are doing so much better. It loses points for the fact it refined unprofitable concepts in 2014 and that cost reduction is now a key factor. Cuts do not signify growth. There are changes underway in relation to
‘New CEO Douwe Zijp is off to a flying start’, we reported last year. Back then
Cash & Carry locations. In Europe, a number were closed and elsewhere others
Incotec Group jumped to fourth place. Now it is faltering and finds itself in
were opened. In 2014, a site was opened in Miami, an important new foothold
the red. The business describes 2014 as ‘a turbulent year’. Turnover fell for
on the American continent. One of FleuraMetz’s strongest points remains the
the first time in years. The product range has been modified, as have R&D
mix of online ordering, the ‘on tour’ lorry, and the Cash & Carrys. The webshop
projects and client strategy. The business is regrouping. Evaluating its position
offers online contact between growers and florists and is thus evolving into a
in a tumultuous world where market conditions change more rapidly than a
trading platform. The relatively large body of small clients is characteristic for
politician changes views. Those are the classic growing pains of an organisation
FleuraMetz. That reduces credit risk and unreliable debtors, but adds to the
that is entering a new phase. We look forward to it with just as much confidence
logistics challenge. Above all, there is a great deal of face-to-face client contact;
as Incotec Group. Douwe Zijp is no stranger to reform; he gained experience
chatting beside the lorry or in the Cash & Carry. At FleuraMetz, florists are very
at Nunhems (another strong contender in the Hillenraad100). In 2014, Incotec
much in the spotlight. It is fascinating how all those ‘small’ clients add up to a
Group struggled with the large stocks of its clients in North and South America.
vast entity, because a turnover of 300 million euros is already in sight. A fine
In Europe, it suffered a setback following a ban on the use of certain crop
milestone to work towards. Initial results for 2015 suggest the business is
protection agents on seeds. Conversely, there is good news from Asia; a growth
headed in the right direction.
rate of 50% in China and 30% in India. Internally, Incotec Group is adopting lean methodology. Because when you are no longer performing at your peak, processes need to be more tightly managed. The arrival of a new Director of Operations is in keeping with that strategic reorientation. The Incotec Group is fully focused.
Partners with Nature Koppert Biological Systems contributes to better health of people and the planet. In partnership with nature, we make agriculture healthier, safer and more productive. We provide an integrated system of specialist knowledge and natural, safe solutions that improves crop health, resilience and production.
Phone +31 (0)10 514 04 44 info@koppert.com www.koppert.com B I O L O G I C A L S YS TEMS
www.partnerswithnature.org
Unlimited in varieties
Offering unlimited possibilities
www.anthura.com
Anth_Hillenraad500_Adv215x152mm.indd 1
17/08/15 13:26
Top 100 |
| Hillenraad100 | 2015 | 51
11 (13) Waterdrinker Category trade Total turnover 186,148,000 Employees 216 www.waterdrinker.nl
‘Help!’ Although Waterdrinker’s clients might not be shouting it out literally, that is certainly how they feel. The world is a complex place, consumers are
9 (14) Florensis Category youngplants Total turnover 82,462,000 Employees TOT 1,192 Employees NL 179 International branches 9 www.florensis.nl
fickle, swayed by the issues of the day. So what is the sensible option for
A photo of the 2015 Tuinbouw Ondernemersprijs horticulture entrepreneurship
florists, garden centres, wholesalers, and chain stores? Against that backdrop
awards depicts the jubilant reaction of Florensis top men Herman Hamer
of chaos, Waterdrinker offers clients security and maximum unburdening.
and Leo Hoogendoorn. They have every reason to be wildly enthusiastic
They are supported in terms of store layout, market introductions and training.
about this impressive family-run business. Florensis is unperturbed by large
Alternatively, they are educated with scientific research into the health benefits
financial entities looking to buy market leadership in the world of breeding
of (green) plants in the home. In the same vein, there is support for growers
and propagating. This business remains fiercely independent within a close
struggling to meet sustainability criteria. Thus, the business specifically
partnership with Ball, Graines Voltz and P. van der Haak, among others.
considers clients’ clients, namely consumers. Hence participation in the
That network has recently expanded, thanks to a number of definitive
‘VoorKeur’ concept store. Waterdrinker recognises that product customisation is
acquisitions and new strategic alliances. Florensis’ acquisition of Growing Green
a mega-trend. VoorKeur makes it possible to conduct quick, small-scale testing
instantly made it one of the largest producers of Skal-certified herbs. A 50%
of the market potential of new products and concepts. Naturally, an advanced
stake in Austrian Renner GmbH and the takeovers of Florensis Polska, the
webshop is part of the omni-channel strategy and the aspiration to provide total
commercially significant genetic portfolio of Fred Yates, and German primula
unburdening. The way in which chain partners are aided in keeping their stocks
breeder Gütcher also represent impressive additions. The strategic partnership
as low as possible while still offering a wide range is very smart. Waterdrinker
with Gediflora in Africa, in which labour and capital will be better utilised, is a
holds that broad range in stock and it can be offered directly via the client’s own
considerable feat. The latter, in addition to reduction in waste and increase in
webshop. ‘Sharing is the new caring’, is the motto. Waterdrinker does that very
capacity utilisation, is one of the organisation’s three primary KPIs. Florensis
well; the traditional trading partner is becoming a leading trading platform.
is going from good to better to best. In keeping with that, reliability of delivery
10 (8)
has been further improved to 97.3%. Impressive, when you consider that this amounts to 4,000 items for thousands of clients. And there is still plenty to
Royal Lemkes Group
Category trade Total turnover 230,336,000 Employees 152 www.lemkes.nl
One of our expert committee members was of the opinion our top 10 included relatively few trading entities. ‘And that while it is they in particular who are experiencing the most difficult conditions, and are actually doing very well.’ It certainly is difficult, for Royal Lemkes too. Nevertheless, this business has succeeded in maintaining its position within the highest levels. That is no coincidence. In the past year, good results and pleasing growth in turnover was achieved; however, there was a small drop in respect of the long-range average
come, because it appears to have no shortage of ‘disruptive innovations’.
8 (12) Category youngplants Total turnover 355,300,000 Turnover H100-Q 172,106,000 Employees TOT 1,939 Employees NL 503 International branches 43 www.nunhems.com
Bayer CropScience Vegetable Seeds
in the last year. Growers are increasingly claiming their own role within the chain
Serving the whole world is complex and challenging. That is evident when we take
and Royal Lemkes needs to find a solution to that. At the other end of the chain,
a closer look at Bayer CropScience Vegetable Seeds. This business unit supplies
retail is learning that consumers are increasingly difficult to please: the fall from
vegetable seeds worldwide under the Nunhems brand name. At least 23% of
‘hot’ to ‘not’ happens with increasing speed. The offering needs to be varied
turnover is invested in R&D and that produces a constant flow of new products.
constantly. Therein lies the great challenge for the successor to commercial
For example, Pink Tomatoes for greenhouse production in China, spinach breeds
director Chris Houbolt, who is joining the Advisory Board after seven years.
with enhanced resistance, and sweet cherry tomatoes and snack-sized carrots.
Even under these conditions, there are no concessions in terms of CSR activities
In marketing its products, Bayer CropScience Vegetable Seeds seeks to find the
and that is a credit to managing director Cees van der Meij and his employees.
balance between the ‘push’ from its in-house R&D developments and the ‘pull’ of the market. In that dynamic, the art is to respond to clients’ needs with a tailor-made approach. Those clients are situated in divergent geographical locations and are in different stages of development, so it is no cakewalk. To achieve the optimal balance, Bayer CropScience Vegetable Seeds is working with specialist crop teams and the local embedding of these. Strategic crop teams provide clients with tailor-made service; European clients have different needs to those in India. Strategic alliances have been established with key customers in different countries. That has proved successful, because Bayer CropScience Vegetable Seeds has demonstrated steady growth in turnover for the last three years. Amidst that economic success, there is ample focus on social issues such as child labour in India. Special teams monitor the situation on the ground. That is particularly relevant for a business gaining an increasing foothold in that vast country.
PRIDE
IS IN OUR NATURE
At Nature’s Pride we don’t particularly focus on ranking. We consider our partners to be our greatest asset all year round. Together we make a difference every day. The high quality of our exotic fruit and vegetables is the result of many factors. Starting with the passion of the grower, the commitment from the employees, our unique expertise in the ripening process of fruit, to the final presentation on the shelves of our customers. This way, we know for sure that we can present the best possible quality and our consumers can enjoy these products without limits.
Want to find out more? Read the assessment of the jury or have a look at naturespride.eu
Nature’s Pride - Maasdijk, Holland T: +31 (0)174 525 900 - E: info@naturespride.nl www.naturespride.eu
Top 100 |
| Hillenraad100 | 2015 | 53
7 (10) Anthura Category youngplants Total turnover 79,912,000 Employees TOT 776 Employees NL 176 www.anthura.nl
There are two ways of looking at flowers: from the perspective of the
5 (9)
Dümmen Orange
Category youngplants Total turnover 164,725,000 Employees TOT 4,468 Employees NL 168 International branches 17 www.dummenorange.com
professional and from the perspective of the consumer. Anthura knows how to
‘To be a global leader in floriculture’ and ‘To connect the world through the
differentiate between those. It organises professional Flower Trials and open
language of flowers and plants.’ Clearly, the new name Dümmen Orange has
days, among other things, for professionals. Here, it comes face-to-face with
unleashed a new zeal. Everything exudes marketing; the ‘For You’ slogan
the latest potential blockbusters. Exporters are invited to masterclasses where
and sponsoring of the Van Gogh Museum. Dümmen Orange seeks to convey
they are informed about the latest orchids and anthuriums. For consumers,
unequivocally and in all possible ways that the client is welcome under the big
it produces films that primarily highlight the emotion of this product. A clever
new umbrella. The new name encompasses familiar corporate brands such as
medium, because now that Anthura is expanding its international operations,
Lex+, Bartels, Dümmen Group, Agribio China, Agribio Colombia, Oro and PLA.
the images speak a universal language. In China, Anthura Kunming’s success
Later, established brand names such as Fides will follow. Plus: Terra Nigra and
in supplying top growers in that immense country continues unabated. Closer
Rijnplant. Terra Nigra was acquired in January, Rijnplant in March. To the delight
to home, a laboratory has been opened in Macedonia and a production facility
of CEO Biense Visser, the spectrum of breeders keeps getting more colourful.
in Germany. These are signs that Anthura is enjoying the luxury of growing
The geographic spread of the group is also gaining ground. The route to China
demand. But one size certainly does not fit all. Some growers specifically prefer
has become ‘shorter’ thanks to Rijnplant. In America, refinement is underway
an exclusive breed; Anthura provides them with breeds perfectly suited to
on the marketing side. In all that marketing and product innovation – use of
the market they seek to serve. Those breeds are delivered “just in time” and
breeding techniques such as marker assisted breeding, among others – we see
that process is tightly managed with advanced ERP software. It explains why
the tight rein of the private equity investors. It wants the business to blossom
Anthura supplies to the crème de la crème of anthurium and Phalaenopsis
and grow and that is exactly what it is doing.
growers in our country. A resilient business that is firmly nestled within our top 10.
6 (16)
Agro Care
Category production Total turnover 54,784,000 Employees TOT 125 Employees NL 50 International branches 1 www.agrocare.nl
4 (5)
Beekenkamp Group
Category youngplants Total turnover 121,715,000 Employees TOT 2,410 Employees NL 410 International branches 3 www.beekenkamp.nl
Three times three equals: Beekenkamp Group. This solid family run business effortlessly retains its position in the highest echelons of our list. For years,
Agro Care’s motto says everything about the mindset of Kees van Veen, Philip
the three different businesses have been excelling in three fields of expertise
van Antwerpen, Bas Eilander and Nic van Roosmalen: ‘No limits, no nonsense’.
and serving three areas of activity. The propagation and breeding of
The gentlemen vigorously pursue their own course entirely and that pushes it
chrysanthemums is the absolute mainstay. Growth has been maintained
right up our list. Last year, it moved up eight positions, this year, ten. And that
since Deliflor become the global market leader in 2010. A constant stream
while competition higher up the list only gets tougher. Harvest House, the sales
of new varieties keeps the market enthusiastic about this flower. Indeed,
organisation of Agro Care and others, was an important strategic development.
over a billion Anastasia stems have been sold. That enduring popularity is
Harvest House International acquired a 100% stake in TNI. That also shortens the
thanks in part to intensive marketing and presentation. Less expressive but
chain for Agro Care, something that was strongly desired by the entrepreneurial
effective nevertheless is the way in which the Beekenkamp Group nurtures the
quartet. Anyway, Agro Care very much enjoys getting close to the consumer.
relationship with growers, traders and retail. A BK Pedia has been developed
For example, the outstanding Crick’s initiative. E-free tomatoes are sold under
under the motto ‘growing means sharing’. Business partners are closely involved
that brand name. It can barely keep up with demand in specialty shops and
in cultivation results and via mutual cooperation; they look at achieving optimal
the Rotterdam Markthal. Tazed is another successful brand from the Agro
sales and increased demand. Thus, Beekenkamp Plants was able to achieve
Care ‘workshop’. Remarkably, Agro Care’s packaging activities deliver a greater
a 4% increase in turnover for ornamentals in a declining market. The two-
contribution to operating income than bulk tomatoes. Proof that it is all about
in-one TomTato (tomato and potato in one) was a resounding success and
marketing. For that reason, it actively seeks exclusive niches and different
200,000 have already been sold this year. Beekenkamp Group’s impressive pool
marketing concepts. Add to that the way in which employees are nurtured with
of expertise will undoubtedly translate into stronger products and an even
a (shares) participation plan, the geothermal energy initiatives, and fairtrade
stronger market position next year.
production in Tunisia. No wonder we rate Agro Care so highly.
the power of
healthy teamwork
Added value is the key. At every link in the chain.
Teamwork with all partners in the chain plays an important role in this. Thanks to good communication and sharing knowledge and experience with each other, we come up with creative and innovative solutions for the market’s wants and needs. Healthy teamwork is the basis of collective success.
the power of healthy teamwork the power of Enza Zaden
Maarten van den Heuvel, Crop Sales Manager
enzazaden.com
That’s why at Enza Zaden we are strongly committed to creating added value in the development of our new vegetable varieties. Value like increased productivity, better resistance to disease, longer shelf life, and authentic, natural flavours.
Top 100 |
3 (3) Category supplies Total turnover 139,000,000 Employees TOT 955 Employees NL 327 International branches 38 www.koppert.nl
| Hillenraad100 | 2015 | 55
Koppert Biological Systems
‘Structure follows vision’ is the crux of the motto at Koppert Biological Systems. That vision is articulated in a new English language mission statement.
(2)
Enza Zaden
Category youngplants Total turnover 213,000,000 Employees TOT 1,604 Employees NL 598 International branches 38 www.enzazaden.nl
We found it somewhat lengthy, but it’s not about words. Ultimately, actions
It was bound to happen at some point: Enza Zaden at the helm of the
speak louder and in this case, they speak volumes. Turnover growth is
Hillenraad100! This is a business that focuses on optimal performance in all
in double-digits and that is achieved via a broadening product portfolio.
respects. Enza Zaden is a prime example of internationalisation through its
Diversification is proving a robust strategy. Where the greenhouse was
specific ‘multilocal’ approach. Enza Zaden has fanned out across 38 overseas
the crown domain, the focus now extends to open ground vegetable crops,
sites from where it actively develops products for the market from within the
agriculture and fruit production. Those new markets are served via subsidiaries
market. That highlights the fact that mature markets (such as Western Europe
(some new) and through joint ventures. The local strategy is crucial in that
and America) require a different strategy to developing and emerging markets.
respect. Local business units get up close to the client and enjoy a great deal
That significant mature market is continually inspired with products that meet
of independence. Also essential: listening to the client, translating that into an
the needs of the demanding consumer through increasingly sophisticated
R&D strategy and rolling out the results in specific market segments. It refers
customisation. For example, the market launch of the cheerful red and yellow
to it as the ‘marketing-R&D-model’. This exemplary multilocal strategy keeps
striped paprika, the Eazy Leaf salad and the sunshine yellow cocktail tomato.
the multinational on track and it can now step up a gear. Koppert Biological
In mature markets, the focus is increasingly on own brand projects for specific
Systems, with its (micro) organic products, tells a good and credible story
consumers. That led to the successful introduction of the TomAzur tomato brand
in a world that is becoming more vociferous in its demands for sustainable
and the Tribelli paprika brand. That success in brand development has not been
solutions. New product Panoramix ticks all the boxes and is a hit in the world of
lost on clients; increasingly, clients approach Enza Zaden to develop a brand
‘row crops’. Around the edges of the organisation, there is scope for even more
product specifically for them. It is thanks to that excellent insight into market
initiatives and ideas. The attribute of a top business and justifiable winner of the
developments and the strong emphasis on far-reaching, highly innovative R&D
EY Entrepreneur Of The Year Award.
that Enza Zaden was able to achieve a growth rate of 8% worldwide, despite
2 (7)
a stabilising to slightly shrinking Western European market. Obviously, other countries on other continents are in completely different stages of growth and
Nature’s Pride
Category trade Total turnover 249,610,000 Employees 290 www.naturespride.nl
development. For example, India, where Enza Zaden is gaining an increasing foothold. Enza Zaden recognises great potential for future growth and wants to be at the heart of it. A number of peripheral start-ups have been established in order to fully exploit all opportunities presented by the different markets. Structurally, employees are given the opportunity to devote some of their time to ‘experiments’. And: talent is nurtured and developed to the highest level at the Enza Academy. To best utilise that talent, entrepreneurialism is devolved to the
Shawn Harris hails from the country that invented the term ‘business as
lowest possible level within the organisation. In the context of all that growth and
usual’. Here in the Netherlands, the first lady of Nature’s Pride speaks a
dynamism, Enza Zaden actively retains a long-term vision. Initiatives such as Fair
different language. The business as usual concept is alien to her organisation.
Planet and Vegetable Village illustrate that the new number 1 is engaged in the
The dynamics of this club is dizzying. It focuses on market needs exceptionally
big challenges of our time.
well. It started with the introduction of ripe and ready avocados and mangoes. In 2014, we witnessed the launch of a second exploit: The provision of high quality soft fruits to consumers under the Nature’s Berries brand. In addition, Nature’s Pride was first to succeed in bringing pre-cut ripe and ready mangoes to the market. Convenient for the consumer as well as the grower. Mangoes that would otherwise never reach the store are now sold this way. Thus, yield per tree increases sharply. A good example of the way Nature’s Pride combines earning money with caring for the environment. Corporate social responsibility is deeply embedded in the DNA of Nature’s Pride. Over half of turnover is generated by IMO certified products. Moreover, all producers must meet the guidelines of the Ethical Trading Initiative. This train is not about to slow down, because the organisation employs lean methodology to facilitate continual innovation. There will be many more market initiatives along the lines of ‘exotic product of the month’. It will be exciting to see what next year brings.
Interview
56 | Hillenraad100 | 2015 |
Royal Brinkman combines digital and human interaction Royal Brinkman increasingly focuses on digital business. Indeed, in most mature markets webshops are growing in both size and value. Will this business become the next bol.com or even Amazon.com? ‘Yes and no’, says General Director Ton van Mil. ‘It’s not just about the transaction, but also about the relationship. Our ambition is to become the bol.com+ of international greenhouse horticulture, including fast deliveries, personal advice and expert knowledge.’ That combination explains the strong growth of this digital front-runner. Every day, Ton van Mil is thankful that he worked at Royal Brinkman in the 1980s, long before he became General Director. ‘Of course, nothing was digitised at that time, because automation was minimal. There was already a lot of export business going on, but that was all done the old-fashioned way, by hand. Like attending the NTV in Bleiswijk, to meet the best foreign growers and then driving
‘Online shopping should work in the horticulture business too, shouldn’t it?’
in the boss’ car to France, Scandinavia or Bulgaria to literally and figuratively get to know each other.’ We now fast-forward to approximately six years
by the level of development in a specific country or
ago. As Ton van Mil recalls, ‘That was when online
region. For example, in the Netherlands the use of
shopping really took off because consumers were
the webshop is in a far more advanced stage than
not no longer afraid of it. At Royal Brinkman we
in, say, Australia, where building a personal network
thought: ‘That should work in the horticulture
is much more important. In short, we are replacing
business too, shouldn’t it?’ We were entering what
export with internationalisation.’
was for us uncharted territory. How does a webshop work? How will people find us? But probably the
Skype working overtime
most important question was: How does it compare
The new way of working and the strong focus on
to our traditional way of working? We operate in
assortment and customer groups has significantly
over one hundred countries and have sites in twelve.
changed the way Royal Brinkman is managed.
Our account managers have their own customers,
‘Everyone must adhere to the seven themes we
networks and targets all over the world. How do
selected for the assortment,’ explains Tom van
you combine that with your new digital ambitions?
Mil, ‘and understand how we wish to shape the
All this forced us to seriously reconsider the
multi-channel approach in each country or region.
question of what kind of company we wanted to be.’
We have also formalised our processes, while
From strategy sessions to Lean Startup
keeping a European mentality. We confer a lot with our colleagues abroad, visit them a lot, and
Royal Brinkman’s management team initiated a
Skype with them all the time. Our annual event,
major project in order to determine the new course.
the Horti Experience, brings together all foreign
This resulted in a number of clear choices in the
employees in the Netherlands. These occasions are
assortment. The company went from having thirty
a true hotbed for ideas, as everyone understands
thousand products in several product groups to
what we are working towards. We want to be close
being a specialist in seven themes, creating clarity
to our customers and offer a customised digital
for customers in the various countries. What’s more,
environment at the same time. This entails more
during the Lean Startup innovation programme,
than just ordering and shipping. The transaction
Royal Brinkman encountered the never-ending
must always be based on a personal relationship.
flow of ideas bubbling up from the mind of Yuri van
All of us think global, act personal.’
Geest. Ton van Mil: ‘It took me a while to be able to see the big picture, but then all the pieces started to fall into place. Suddenly it was obvious what was going on around us, and what we had to do.’ The epiphany ultimately resulted in the multi-channel strategy Royal Brinkman follows today. ‘We use a mix of local sites, personal account management, websites, a Quick Quotation Service and the webshop. The optimum combination is determined
| Hillenraad100 | 2015 | 57
Ton van Mil, Royal Brinkman
‘We want to be close to our customers and offer them a customised digital environment. This entails more than just mail ordering and shipping.’
| Hillenraad500+
58 | Hillenraad100 | 2015 |
Zooming in on the Hillenraad500+ category Scaling-up and globalisation in the horticulture industry are fast-paced. In 2013, that was reason enough for us to remove large-scale, international businesses from the ‘classic’ Dutch Hillenraad top 100 and collect them in a separate list: the Hillenraad500+. With this list, we examine a global playing field for large international businesses in the horticulture industry dealing in fruit, vegetables and ornamental plants and flowers. How are they doing? An extraordinary category
Assessment
Top 500+ legend
Having their own category not only does the largest
The businesses in the 500+ category are evaluated
Since 2013, the Hillenraad500+ has provided
leading businesses more justice, it also allows the
using the same criteria as those in the top 100.
an overview of the five leading national and
companies from the top 100 to better come into their
We employ a multi-disciplinary business model
international companies. Businesses listed in the
own. After all, every company wants a level playing
based on a wide-ranging assessment of 19
500+ category meet either the criteria of 500 million
field. In this category, we focus on businesses whose
quantitative and qualitative factors. The evaluation
euros in turnover, or have 1000 employees. Just one
Dutch entity/entities report turnover in excess of
mainly focuses on performance trends for the
of these criteria is enough. The company profiles
500 million euros. Research has shown that this
key figures over time. For a number of figures, a
have been carefully compiled by our editorial team
limit is a good measure for differentiating between
progressive average is applied. The qualitative
using a variety of sources. A short description of the
the type, structure and management of companies.
assessment is primarily based on the principles
company is accompanied by various figures on its
Companies of this size are organised, structured
for High Performance Organizations (Michael Beer,
size. In formulating its evaluations, the editorial team
and financed entirely differently and have a broad
Harvard Business School).
used information provided by the companies and
international market approach. That warrants a separate category.
A new criteria: 1000 employees
Committee of Experts
gained from public sources, and took developments into account up to mid-August 2015.
This same careful procedure is used to draw up the 500+ category. The point of departure for the
Category Category within the
Research into management and organisation has
assessment is the research by the editorial team
shown that, in addition to turnover, the labour force
of Hillenraad100 and the consultants of Hillenraad
is also a distinguishing factor. Effectory, the market
Partners. The results are then combined with a
leader in employee research, sets the limit at 1000
committee of experts’ analysis. It is an intensive
employees. We are happy to adopt their thinking.
process of balancing the scales. The final listing is
We are adding a new criteria to this year’s 500+ and
the combined result of facts, noteworthy information
promoting to the list businesses with more than
and the experts’ opinions. This makes the list vital
1000 employees on the payroll in the Netherlands.
and distinctive. In composing the list, we limited
(assuming there are no
We specifically look at the number of employees
ourselves to the five leading businesses in this
employees outside the
on the payroll in the Netherlands, because this is a
category.
defining characteristic of the size of an organisation.
Broader view – the international horticulture cluster counts
World League There is only a small gap between the Dutch 500+ list and international players of comparable size.
Our emphasis is on businesses in the knowledge and
In order to draw this comparison we have included
capital-intensive greenhouse industry with a strong
an additional list of international 500+ companies
international perspective. In this edition of the 500+
that we have simply classified in terms of sales
list, we intentionally look beyond just (greenhouse)
turnover. This provides an indication of the global
horticulture products and examine companies that
players which the Dutch companies measure up
are active in the global horticulture cluster, including
against in this international playing field. The 500
improvement businesses, propagation firms, global
million euros limit might still seem distant to many
producers of fresh vegetables, fruit and ornamentals,
Dutch businesses, as may having 1000 employees.
and companies trading these products. This list
Nevertheless, within ten years, several Dutch players
concerns fresh greenhouse products carefully
will enter this World League or be taken over by
cultivated for the consumer and with a high product
global players. Eat or be eaten. We are very curious
value so that they are traded per item, kilo or
about which national entities will grow into global
package.
players. The Dutch horticulture industry up against the World League: it promises to be exciting.
horticulture cluster Total turnover Total group turnover (in euros) Turnover, H100-Q Turnover relevant to the Hillenraad100 assessments (in euros) Employees Total number of employees
Netherlands) Employees, TOT Total number of employees on the payroll Employees, NL Employees on the payroll in the Netherlands International branches Number of branches outside the Netherlands Figures marked with * Estimates by Hillenraad100 due to lack of public sources
Hillenraad500+ |
1 (2)
Category trade Total turnover 1,284,714,000 Employees TOT 2,170 Employees NL 1,252 International branches 17 www.dfg.nl
| Hillenraad100 | 2015 | 59
Dutch Flower Group
Dutch Flower Group’s corporate brochure overflows with happy people, from CEO Marco van Zijverden, a grower in Africa and a florist, to an auction employee. For everyone who either works for or at this impressive group, there certainly is a reason to smile, not the least of which is that Dutch Flower Group is our #1 again. The group’s stable growth and impressive results are also almost without peer, and that while it is active in a fairly challenging market, with constant pressure on margins, powerful retailers and volatile sales markets like Russia. Despite this, its turnover has grown again, this time reaching almost 1.3 billion euros. The group’s success is the result of its apparently unique mix of unity in diversity (a custom solution to any question in any market), recognition and appreciation for growers’ expertise, the ‘family feeling’ held by employees and the intense collaborations throughout the chain. That last aspect in particular is currently the major driving force behind the operating income. Each of the group’s 30 companies has its own strategic focus to optimally serve its own market segment. The same goes for Vida Verde, which was hauled on board from a state of bankruptcy in 2014. In addition to acquiring traditional market players, online activities have been prioritised and the group wants to be one of the best the Internet has to offer. Congratulations on achieving first place in the 500+ category.
2 (–)
Category youngplants Total turnover 311,510,000 Employees TOT 2,269 Employees NL 1,004 International branches 28 www.rijkzwaan.nl
Rijk Zwaan
Rijk Zwaan’s primary objective and raison d’être is extraordinary: provide employees with a pleasant and sustainable job. Where other businesses see the product as the be all and end all, Rijk Zwaan first considers its people’s happiness, loyalty, involvement and motivation. The results of this can be seen in the company’s slipstream: active contributions to global food provision. Objectives such as profit and turnover are never discussed, but Rijk Zwaan indubitably keeps a close eye on them. Still, its unique and certainly likeable world view has led to growth, both in terms of sales and in workforce, and now that it has offered its 1,000th colleague a permanent position, Rijk Zwaan is one of the 500+. And it has of course shot straight to the top three. This major player’s directed growth is not thanks to acquisitions (which would disturb its treasured company culture), but by opening new locations in South Africa, Vietnam and others. The flames of growth are fanned by its strong focus on R&D, which leads to a continuous stream of new varieties, including its newest product line ‘Sensational Traditions’. Rijk Zwaan is also extremely interested in the opportunities offered by smart farming. As a market leader should, Rijk Zwaan has a clear position where the patent discussion, breeders’ rights and open innovation are concerned. It was one of the initiators of the International Licensing Platform (ILP) Vegetable, assuring the breeders’ right and with it open innovation. Rijk Zwaan’s great debut has won them a solid place in the 500+ category.
3 (1)
Category trade Total turnover 3,129,000,000 Turnover H100-Q 781,000,000 Employees TOT 4,500 Employees NL 4,050 International branches 26 www.totalproduce.com
Total Produce
After years of constant growth, this healthy business is treading water for a bit. The world in which Total Produce is active is turbulent and can take unexpected turns. If it is not the door to Russia closing, then it is problems with Citrus Black Spot or a sudden supply excess due to weather conditions in the countries of origin being too good. To keep shareholders happy, Total Produce increased the dividend somewhat. Nevertheless, this is a business that, year in, year out, excels in a highly competitive environment and it expects the competition to only increase. In order to stay ahead of the competition, which is primarily wielding the weapons ‘production’ and ‘price’, the difference is increasingly being sought in pull-strategies: what moves customers? The answer is more specialities – more specific products for specific markets. Among other things, this has led to re-introducing exotics to the market under the Ready to Enjoy brand. In doing so, Total Produce seems to be following in the wake of e.g. Nature’s Pride. Another great example is its ultra-modern experiments with very sustainably grown strawberries in Kent, a movement we will be following closely, especially since we have seen in the annual accounts that the share of Healthfood & Consumer Products in the Fresh Produce turnover is growing strongly. Is this a sign of change?
4 (3)
Category trade Total turnover 3,300,000,000 Turnover H100-Q 1,500,000,000* Employees TOT 6,264 Employees NL 714 International branches 40 www.univeg.nl
UNIVEG
You cannot say ‘Univeg’ without saying ‘Hein Deprez’, a man with an endless supply of strong visions and powerful quotes, and head of the Univeg, Greenyard Foods and Peatinvest business group. He is watching with sorrow as the European consumption of fruit and vegetables steadily declines. Contrary to what others think, he sees little value in sprucing up brands to create distinctiveness, or consumer interest. The breakthrough will have to come from selling fruit and vegetables – fresh, canned or frozen – online and Univeg, together with retailers, wants to invest heavily in this. Univeg has an extensive network of retail contacts and claims to have 19 of the 20 largest European supermarkets in its client base. Univeg is working to create ‘clusters of strength’, in which the road from grower to consumer can be travelled as quickly and efficiently as possible. Here, Hein Deprez and his business are avoiding a classic mistake: it does not feel that its current market position gives it any priority over any new (online) competitors. Everything it is doing shows that Univeg is ready to be and stay frontrunner in a new world. Rumours about it entering the stock market abound and perhaps that will be next year’s headline.
5 (4)
Category sales cooperative Total turnover 4,537,000,000 Turnover H100-Q 393,000,000 Employees 2,617 International branches 7 www.floraholland.com
FloraHolland
Slowly but surely, the first signs of the new FloraHolland can be seen. Its ‘FloraHolland 2020’ strategy was announced at the end of last year and it has been presented to many growers and in customer sessions to get as many stakeholders on board as possible. Internally, the new course has resulted in a major reorganisation of departments, people and positions. Externally, the first signs of the changes take the form of terminated projects that did not make the grade for the new core business. In total, approximately half of all current projects have either been put on hold indefinitely, or scrapped. Active acquisition with retailers has stopped, Flower Chain Services has closed and, perhaps most striking, its share in the Decorum growers association has been disposed of. FloraHolland wants to focus on its role as marketplace, that much is clear. A clear indicator of what the new FloraHolland hopes to achieve is its ambition to get more consumers to spend more on flowers and plants. Its philosophy is clear: if the market is larger, everyone will benefit. That General Director Lucas Vos is serious about making flowers and plants more visible was reflected in the flower boat that was part of this year’s Gay Pride parade. His message not to be afraid to approach the consumer and the public at large has been given a new look at this restructured cooperative.
We share Roy’s ambition to achieve success through collaboration
Roy Steegh is a tomato grower based in Wellerlooi with a keen eye for detail, and thanks to artificial lighting and an energy-efficient production system he has maximum control over every aspect. Despite being a modern and ambitious entrepreneur, Roy is not afraid to share his knowledge. On the contrary! He regards it as a sector-wide responsibility to produce high-quality products using as little energy as possible. That calls for honesty and openness, not only about the opportunities but also about the challenges. He forms part of a successful chain along with Rijk Zwaan, fellow growers and his customers. They work together to ensure the year-round supply of a uniform product in a way that is profitable for each link in the chain. It is Roy’s ambition to achieve success by collaborating with others. Rijk Zwaan – a global specialist in vegetable breeding – shares that ambition. We are working together towards a healthy future. Learn more at rijkzwaan.com.
Hillenraad500+ |
| Hillenraad100 | 2015 | 61
Global players in horticulture worldwide For the third year in a row, we have compiled a list of international businesses operating in the international horticulture and fresh produce sector. The companies in this ‘World League’ have a turnover of over 500 million euros. The list is based on this single criterion – no consideration was given, and therefore no value is attached to, the companies’ overall performance. The one with the highest sales figures is at the top of
company name
country
product
turnover
1
FloraHolland
Netherlands
floriculture
€
4,537,000,000
2
Dole
USA
produce
€
3,380,000,000
3
Univeg / Greenyard Foods Group Belgium
produce
€
3,300,000,000
4
Total Produce
produce
€
3,129,000,000
Ireland
5
Fresh Del Monte
USA
produce
€
2,780,000,000
6
Chiquita / Sucocitrico Cutrale
Brazil
produce
€
2,260,000,000
the list. We have set a strict limit of 500 million euros.
7
Landgard
Germany
vegetables & flowers
€
1,752,000,000
The number of employees was also not taken into
8
Dutch Flower Group
Netherlands
floriculture
€
1,284,714,000 1,210,000,000 *
account.
9
ITOCHU International Food
Japan
fresh food
€
The list includes companies that improve, cultivate,
10
The Greenery
Netherlands
produce
€
1,087,000,000
11
Fyffes
Ireland
fruit
€
1,082,246,000
process or market fresh horticulture products. The distinction between horticulture and agriculture is based on whether the products are carefully cultivated for the consumer and with a high product value to be traded per item, kilo or package. Companies that produce or trade agricultural bulk products are not included. This World League is an indication of the playing field in which the Dutch 500+ businesses can prove their worth. The concentration of horticulture-related companies
12
Bayer Seeds
Germany
seeds
€
974,000,000
13
Agrial -Floréal
France
vegetables
€
936,240,000
14
Zespri
New Zealand
fruits
€
910,000,000
15
Pomona TerreAzur
France
produce
€
882,000,000
16
OGL Food Trade
Germany
produce
€
729,605,000
17
APO Coperno
Italy
produce
€
723,000,000
18
Groupe Compagnie Fruitière
France
produce
€
700,000,000
19
Vilmorin
France
vegetables & garden
€
674,100,000
in Europe is striking, which may result in a somewhat
20
Syngenta Seeds
Switzerland
vegetables & lawn
€
670,000,000
distorted view. It is simply easier to determine a
21
AMC Group / Antonio Munoz
Spain
vegetables & flowers
€
669,000,000
22
GF Group
Italy
produce
€
652,000,000 650,000,000
company’s size in the English-speaking part of the world than in more closed economies. Furthermore, the list is incomplete on the basis that we do not have reliable turnover figures for several companies. The list is also subject to global product prices and monetary exchange rates, which may result in a 500+ company not being included in the list due to currency fluctuations.
23
Monsanto Vegetable Seeds
USA
breeding & vegetables
€
24
Harvest House
Netherlands
vegetables
€
613,000,000
25
Anecoop
Spain
produce
€
593,000,000
26
Baywa Obst
Germany
fruits & seeds
€
532,600,000
27
Fresca
United Kingdom produce
€
290,150,000
28
Golden Wing Mau Group
China
produce
>€
500,000,000
29
Capespan
South Africa
produce
>€
500,000,000
30
Costa
Australia
horticulture
>€
500,000,000
Interview
62 | Hillenraad100 | 2015 |
Out with the old, in with the new Looking back, Richard and Eduard ter Laak can hardly remember the situation not so long ago when they had no idea what was going on at their customers’ and why. Now that customers and their ideas are being embraced fully, growth is unstoppable. At a certain point in the conversation with Richard
tested the Meander, a new Phalaenopsis variety.
and Eduard ter Laak, the passionate entrepreneurs
You can immediately see what has potential and
relate an anecdote that explains why Ter Laak
what does not.’
Orchids changed course so dramatically a few years ago. ‘We had a pilot project with Decorum at a supermarket. We asked the purchaser, ‘How do you determine what ends up on the shelves?’ Upon which he answered, ‘Whatever is cheap at the clock’. Well, we thought, why is a product cheap at the clock? Because there is a lot of it and not enough people want it. And that seemed to us to be the best approach: filling the shelves with products that are there more or less by accident.’ Later on, we get another eye-opener. ‘In the past, a shipment would be ordered and the exporter handled it.
‘We welcome customers from abroad almost daily now.’
We would occasionally ring the customer to check if all was well. And sometimes that was not the case, usually because of the exporter’s earnings model, which was not transparent and primarily focused on transactions. We hardly knew anything about
Lean Start-up
what our customers wanted and order continuity
This final remark by Eduard fits his motivation
was limited. Nowadays, we prefer to deliver only
to participate in the Lean Start-up programme.
if we know to which customer it goes! Times have
‘Keeping track of Yuri van Geest’s insights took some
changed, and our collaboration with the exporters is
getting used to. You feel overwhelmed by the idea
much closer and more transparent. In preparation,
that the world is going to change more drastically
we carefully researched what role we wanted to
than you can imagine. When that dust had settled
play in the various markets. You need to make
we could see what it would mean for us. Now, we
choices, especially when it comes to products such
create a certain chemistry between sales, marketing
as Phalaenopsis. You need to be a specialist and
and R&D. We ask our customers and employees
stake out your place in the market. Otherwise you
completely different questions and the further you
will not be able to excel technically. What’s more, you
question, the more specifically you can personalise.
need to cherish your customer, know what drives
The realisation has grown that the digital world
him. Specialisation and relationships are what count
contains a lot of people who are willing to try and
the most. First of all you need to know what the
answer our questions in creative and sometimes
customer needs, and then you decide what to offer.’
surprising ways.’ In addition to the turnaround
Fine-tuning
the two brothers still found the time and energy to establish a new site in Guatemala, together
The turnaround in their way of working explains
with two partners. ‘We took a good look at the
the successes Ter Laak Orchids has achieved in for
markets outside of the Netherlands, where the big
example Turkey and Italy. ‘We welcome customers
opportunities lie. We chose Central America because
from abroad almost daily now,’ says Richard ter
we can add real value there. The market is still
Laak, ‘And talking to them is great. They get to
small and the quality of produce offered is meagre.
see products and quality that they never would
We will primarily focus on growers in the countries
otherwise. It also leads to less focus on the price
surrounding Guatemala and North America. At the
discussion, as their insight into what we do grows.
same time we will make efforts to develop the
I even heard a customer say that he thought the
regional market. We have a good idea of what our
price was surprisingly low, after I had shown him the
customers need and will be delivering just that.
complete production process.’ ‘Now that Decorum
The contacts are there; now is the time to surprise
sends us the cash register scans we can operate
them with extraordinary varieties and top quality.’
based on sales and shelves,’ adds Eduard ter Laak. ‘We can clearly see where the losses are and which product does well or not. Essential information that we previously never had. We also receive a great deal of input from Specially Made 4 You, our own shop at the nursery here in Wateringen. There we
| Hillenraad100 | 2015 | 63
Richard and Eduard ter Laak, Ter Laak Orchids ‘Now, we create chemistry between sales, marketing and R&D. We ask our customers and employees completely different questions.’
64 | Hillenraad100 | 2015 |
European horticulture Each year, we take stock of the top 10 players from one continent. Previously, we looked at Africa and last year, it was South and Central America’s turn. This year, we will be examining our own continent: Europe. For many on the Hillenraad100, Europe, with its 742 million inhabitants, is their home market. The European Union has a population of 514 million people, far outstripping the more than 300 million inhabitants of the United States. Europe is enormous, both as a sales market and a production location. The companies listed on the Hillenraad100 do the
and successful international companies with high
AZ Kempen and OGL, two dedicated suppliers for
majority of their business with EU partner countries,
positions in the Hillenraad100 and 500+. Europe
Lidl who, together, represent sales of about 1.5
regardless of whether they are active in food
certainly has top fruit and vegetable companies that
billion euros. In addition to the retail purchasing
agriculture or floriculture. The Netherlands plays a
fall less within our scope, as they are firmly rooted
organisations, two other types of organisations
significant role within the floriculture industry, with
in their home markets, from where they serve
have been omitted: wholesalers in associations such
an export value of 2.7 billion euros in a global export
Europe. Most EU top businesses are linked to the
as Creno (France) and Fruchtring (Germany). Often,
market worth approx. 5.8 billion. In the European
Netherlands, as the following EU top 10 shows.
only a small portion of their products are purchased
floriculture market, the Netherlands is the leader by
centrally and their sales are always decentralised.
far, but its share of the European vegetable market
Interwoven
is more than 10 times smaller. Major fruit and
The numerous connections and dependencies are
BelOrta, Belgium) or those organised along the
vegetable players such as Spain, Italy and France
rather overwhelming for those trying to produce
lines of the Italian Apo Conerpo have also been
have dominant positions and wide selections of
an overview of European players, due to the often
excluded. After all, this top 10 is primarily reserved
fresh produce to offer.
cooperative relationships and retailers who have
for businesses independently producing and selling
established their own, independent purchasing
their products.
Hub
Grower cooperatives with an auction system (e.g.
organisations. For this list, we primarily focused on
Within Europe, the Netherlands plays an essential
businesses that are independently producing and/or
Fragmentation in floriculture
role as a hub for overseas import of vegetables,
trading products. However, Spain’s largest exporter,
The truly large European players in the floriculture
fruit and flowers. Large logistics flows converge
Somoco, is absent from this top 10 because it is
industry can be counted on one hand: FloraHolland
in Rotterdam and Schiphol before winding their
a part of Carrefour. Retail companies that utilise
and Dutch Flower Group (the Netherlands); Landgard
way across Europe. This position is under pressure,
their own purchasing office are also excluded from
(Germany) and Gasa (Denmark). Alongside these
however, due to increasing numbers of direct
the list, but they should not be underestimated,
large international players, there is an abundance
connections, physically and online. The Benelux
as increasingly, they are directly connected to
of mid-sized players and regional heavyweights.
in particular plays a large role in the European
producers. Edeka Fruchtkontor for instance has
Here too, the role of retailers is increasing under the
import of fruit and vegetables from outside the
sales of approx. 2 billion euros, making it a major
influence of large purchasing parties, such as DIY
EU and together with the availability of Dutch
player on the European market. Other giants include
centres, garden centre chains and large European
greenhouse vegetables, the Netherlands is an
IPL, which purchases for Walmart UK (i.e. Asda), and
supermarket chains.
interesting domicile for multinationals looking to
Tesco GFS, which was created to establish direct
realise European sales. These are often significant
relationships with growers. We also must not forget external trade
Figure 4
Size The Netherlands as a hub for the trade in fruit and vegetables (source: Fresh Produce Centre)
Intra-European exchange of fresh cut flowers Imports 2013* in EUR, provisional data
The European floriculture market (bron: AIPH Statistical Yearbook 2014) from Latin America
FI
to CH to ES
to GB to NL
to DE
NO EE
SE
RU
LV DK LT BY GB
PL
NL DE
BE
UA
CZ SK
FR
AT
CH
SI IT
HU RO
HR BA
CS BG
ES
to GB
to BE
to NL
to CH
to DE to NO
AL to BE
from Africa
MK GR
to EU
from Asia
from Israel
* imports > 10 million EURO Scale: 1cm width represents about 500 million EUR
≈ 500
≈250 ≈125
≈50
≈10
Mio EUR
© AIPH
101
European horticulture
| Hillenraad100 | 2015 | 65
Top 10 players in Europe Who are Europe’s outstanding players? Here is a shortlist and description of 10 large players on the European market. The ranking is based on turnover and impact in Europe. It is a mix of floriculture and fruit and vegetable businesses.
1
Total Produce Ireland
2
Greenyard Foods Group Belgium
3
Dutch Flower Group The Netherlands
4
FloraHolland The Netherlands
5
Agrial Frankce
6
Landgard Germany
7
AMC group Spain
8
Fresca Group United Kingdom
9
Gasa Group Denmark
10
SanLucar Spain
Total Produce’s current form is the result of the Fyffes de-merger. The group turnover is now 3.2 billion euros, 25% of which is realised in the Netherlands. The company has over ninety sites throughout the EU. Because of its decentralised approach, Total Produce has the flexibility to adjust to individual markets while still being able to operate globally. It manages to maintain the important balance between wholesale and supermarket delivery. In addition to the country focus, the importance of category specialisation is increasing, which can be clearly seen in exotics and soft fruit. Outside of the Netherlands, Total Produce offers well-known brands such as Hortim, Lembcke, Everfresh and Peviani. Univeg Group has been part of the Greenyard Foods Group since mid-2015. Ever since the takeover of Bakker Barendrecht and Bocchi, the Netherlands has played a major role in the group, with regard to both fresh vegetables and flowers. Univeg was bought by CVC in 2007, but later sold back to Hein Deprez with the help of South-African investors. Thanks to the merger with Greenyard Foods, it is now part of a public company with a total turnover of 3.7 billion euros. The customers are mostly continental retailers, including Albert Heijn and Rewe, who act as true service providers. The group offers well-known brands including Happy Tree, Katopé and 1X1 – all originating from various takeovers. This group of companies contains strong European players including Intergreen, Green Partners, Van Dijk Flora, OZ Export, Hamifleurs and many more. Despite the difficult conditions in the European floriculture market, its turnover increased yet again to 1.3 billion euros. Its success is the result of a unique mix of unity in diversity. The Dutch Flower Group companies are dedicated suppliers for specific niche markets, which is combined with a high level of grower’s expertise, the ‘family feeling’ among employees and the strategic collaboration throughout the chain. The group has its own sourcing partners such as Green Connect and OZ Import. In combination with smart logistics this leads to excellent returns. FloraHolland witnessed changes in the market – digitisation and increasing direct sales – and altered its course accordingly. The result? Product turnover of 4.4 billion euros, representing 1.2% growth in 2014. Last year, also marked the first time in history that sales through intermediaries (FloraHolland Connect) were higher than traditional auction clock sales. This is without doubt a turning point in the history of the cooperative of over one hundred years. The new FloraHolland is fully focused on its role and its ambitions as a global marketplace, and changed its strategic course rather strikingly by aiming efforts at consumer-oriented marketing in an attempt to increase consumer spending on flowers and plants. With the Florette brand of ready-made salads Agrial presents a recognisable face to the market. In the United Kingdom, Florette is the only producer-brand product on the fresh-cut shelves. The salad production facilities are located in Spain and Italy. The group turnover of the original Normandy farmers’ cooperative now exceeds 4 billion euros and is achieved with the sales of not only salads, but also machines, meat and even cider. Since last summer, the Dutch Van Oers United has been a part of the group. As a result, the vegetable share of the turnover has increased to 1 billion euros. Priméale has been the leading fieldgrown vegetables brand for many years and sets a quality packaging example for the entire EU sector. Two-thirds of the turnover of the German cooperative Landgard, amounting to 1.8 billion euros, is realised with flowers and plants. Its main cause for concern in recent years was vegetable sales. Godeland suffered significant losses and also lost several vegetable suppliers. Now, after a large-scale overhaul and restructuring, Landgard is once more on track. Flower sales are achieved via the regional Cash & Carrys, Bloomways and Veiling Rhein-Maas, a joint venture with FloraHolland. As a result of the high level of fragmentation, there are no trading parties in Almería, Spain, with a turnover exceeding half a billion euros. For that, we turn to the citrus trade. AMC-Antonio Muñoz Citrus Group leads with 3,000 hectares of citrus fruit. The company puts a lot of effort into good relationships with retailers. It is no surprise that the United Kingdom is a primary market. Fruit juice is also part of the portfolio, as are – surprisingly – flowers, marketed to customers in the United Kingdom via MM Flowers. Fresca Group was established as a holding for Mack Business in 2005. Including the 50% of shares in Thanet Earth, Manor Fresh and MMG Citrus, the group turnover is more than half a billion euros. Thanet Earth is the well-known greenhouse project in Kent, in which Dutch partners, such as Red Star Group, also participate. Fresca Group operates almost exclusively in the United Kingdom, where trading is done via stands at wholesale markets, with a strong focus on English retail. The group’s power is in the sourcing, ripening and packaging of a very broad fruit and vegetable portfolio. Retail services include category management analyses based on sources such as the Kantar Worldpanel. The Danish Gasa Group was established in 2004, following the merger of three companies: Gasa Aarhus cooperative, Gasa Odense and Exposa. In 2011, Bøg Madsen was added to the group and since early 2015 it operates under the name Gasa Group as a subsidiary of DLG. Gasa Group’s European ambitions are obvious as they continue to expand into Germany, the Netherlands and Poland. In 2014, the group realised 281 million euros in sales. Even though turnover is less than half a billion euros, SanLucar is still awarded a place in this top 10 because it is exemplary for modern branding practices in the fresh produce sector. The company originates in Spain but now holds to a German marketing philosophy, in which taste and health play the leading roles. SanLucar guarantees its customers quality by making selections in the field, carefully selecting varieties and supervising the sales in the stores. In Germany, SanLucar’s premium price is often higher than that of a biological product. Dutch tomatoes are also sold under this brand.
Interview
66 | Hillenraad100 | 2015 |
‘P’ is for ‘Price’, but also ‘Passé’ ‘Regardless of what they produce, all Dutch horticulture entrepreneurs have a hard question to ask themselves: ‘Where do I want to end up?’ Literally and figuratively.’ This is the firm belief of Erik Gipmans, general manager of the eponymous family business in Venlo. As a company, Gipmans is currently reaching its limits, but plans to surpass them soon. Erik Gipmans still has a hard time understanding
is something we do very well.’ ‘Mijn Keukentuintje’
it. Not so long ago, he was standing in the produce
is another consumer product with which Gipmans
section at a German supermarket. ‘They had two
is involved via the growers association. ‘In terms
types of vine tomatoes: German, priced at 1.99
of money, it isn’t even particularly profitable,’ says
euros for 650 grams; and Dutch, priced at 1.00 euro
Gipmans. ‘However, it delivers a great deal of insight
per kilo. There were piles of the Dutch tomatoes
into consumer behaviour. Information on how
and it spoke volumes. Consumers are interested
consumers respond is always valuable. If Especia, our
in many more aspects than just the price. So what
brand of herbs, isn’t delivering that information, then
is it exactly that you want to do more of, better
perhaps the development of crossovers between
or differently than your competition? Every one
the world of consumers and the B2B world will.
of us should ask ourselves every day: What am I
Right now, we are on top of the rising urban farming
producing? Who is it meant for? How? And especially
trend. Entrepreneurs have to decide for themselves
– where? Previously, we hardly ever had to ask
with which developments they can and want to get
ourselves that last question. Now that we’re all
on board. It’s all about a certain way of thinking.
looking to internationalise, however, it’s become
We have successfully introduced a herb concept to
more important than ever.’ Erik Gipmans is a
a retailer. You have to ask: what can I do better than
compelling speaker. Passionate, to use a cliché.
someone else? If I offer my expertise to my contacts
His company produces 500 million young vegetable
among growers, how can I use it to help them
plants for professional growers together with herbs
enter the market wielding maximum added value?
for retails. In answer to whether it is difficult to play
And such that we can also profit from it? After all,
on two pitches at the same time: ‘No, not really.
this has gone wrong in the past.’
In the end, it’s all about that wonderful moment when a seed begins to germinate. That is the core
No longer willing to share everything
of our business. I sometimes say to people from
‘Not everyone is prepared to share their success,’
outside the sector: you have to enjoy it, otherwise
continues Erik Gipmans. ‘And I think that’s a
you’re better off stopping. And you have to be
shame. For instance, we used to reveal the exact
flexible, both in your thinking and your actions.
composition of an additive that improved crop yields
You have to be on the lookout for better business
and we would receive thank-you notes by e-mail.
models.’
But thanks aren’t going to pay the bills, are they?’ For this reason, Gipmans is now more careful with
‘Not everyone is prepared to share their success’
their expertise, more so now that there are plans to establish a new branch ‘somewhere in Europe’. Customisation is clearly one of this business’s strong suits, but internationalisation is another thing entirely. ‘We will have to change our production methods and we’ve already begun. In a completely new greenhouse, we will be raising the quality of the initial cultivation phase as high as possible.
Trial and error
The very young and extremely small plants will then be transported to the new production location
Gipmans found one of those better business models
outside the Netherlands. Thanks to their small size,
in a rich assortment of herbs, which, by closely
we can transport a great many more plants, which
collaborating with retailers, they have been able
can then be further cultivated locally into the young
to market to consumers. The new ‘Sprout of the
seedlings that are sent to the growers. This keeps
Box’ concept is an extension of this. It is a product
all our expertise here in Venlo. It’s a method that
that meets the demand from, among others, chefs,
allows us to meet an increasingly audible demand
restaurants and consumers for personally grown
for local products produced locally. All in all, we
fresh ingredients for cooking. ‘The great thing about
follow both consumer trends and major international
Sprout of the Box is that we’re actually still wrestling
movements. It sounds complicated, but again, it isn’t,
a bit with the exact target group. That’s not to say
really. You can get a long way just by keeping your
we’re just acting randomly. We’re observing trends
eyes open and staying flexible.’
and keeping an eye on the technical possibilities. This lets us move forward and gives us a general idea of when to adjust course. And in my opinion, that
| Hillenraad100 | 2015 | 67
Erik Gipmans, Gipmans Planten ‘This new method allows us to meet an increasingly audible demand for local products produced locally. We follow both consumer trends and major global movements.’
68 | Hillenraad100 | 2015 |
Horticulture in perspective
TOP 10
countries w
(x 1 milion €)
The Dutch horticulture industry is globally leading in its assortment, productivity, quality and food safety. However, we are a relatively small industry when compared to the top 10 horticultural countries worldwide. Despite our small scale, we can be justifiably proud of the crème de la crème of the Dutch horticulture industry. In this aerial view of the horticulture industry, we have provided an overview of the relative global position of the Dutch horticulture industry, together with the composition and characteristics of our ‘Premier League’: the Hillenraad100.
TOP 10 COMPANIES BY TURNOVER
COMPOSITION TOP 100 BY CATEGORY
from the top 100 (x1 million €) 1
Staay Food Group
2
Bayer CropScience Vegetable Seeds
3 4 5 6 7 8 9 10
355 Monsanto Vegetable Seeds 340* Harvest House 300 FleuraMetz 294 Syngenta Seeds 291 Vroegop Ruhe & Co. 252 Nature's Pride 249 Royal Lemkes Group 230 Vezet 225
Source: Hillenraad100 research
3
431
5 19
846 777 713 673 600 598 503 448 427 410
Hessing Supervers
4
Vezet
5
Floricultura
6
Enza Zaden
7
Bayer CropScience Vegetable Seeds
8
Vroegop Ruhe & Co.
9
FleuraMetz
10
Beekenkamp Group
Source: Hillenraad100 research
COMPOSITION TOP 100 by region
Barendrecht e.o.
6/6
Westland
Rijnland
Oostland
Zuid-west Nederland
44/45 14/13
5/6 5/5
Aalsmeer e.o.
10/11
Venlo
West-Friesland
Overig Nederland
8/6
(1)
4/4 4/4
Source: Hillenraad100 research
4,434 Colombia
1,012 Brazil
1,747
The Nether
26
(25)
4,130 France
954
100 (22)
TOP 10
24
1
(24)
Source: Hillenraad100 research
Syngenta Seeds
Monsanto Vegetable Seeds
2
1
•Production •Supplies•Trade•Youngplants•Services•Processing •Sales organisation•Sales cooperative•Number of last year
in The Netherlands on the payroll in The Netherlands from the Top100
3
(3)
(3)
(20)
20
TOP 10 COMPANIES BY NUMBER OF EMPLOYEES 1
(2)
United Stat
TOP 10 COMPANIES
by number of employees worldwide from the Top100
Tomato
644
Source: divers, edited
TOP 10
with branc
15 17 18 9,059
1,271
4,468
1,712
3,100
1,604
Afriflora
Dümmen Orange
Monsanto Vegetable Seeds
Royal Van Zanten
Van den Berg RoseS
1/Bayer Cro
Biological S
Vegetable S
Group 9/D
Source: Hillenraad10
Enza Zaden
TOP 10
2,410
1,192
(in hectare)
1,939
1,159
Beekenkamp Group
Bayer CropScience Vegetable Seeds
Florensis
FleuraMetz Source: Hillenraad100 research
80
8 CombiVliet
Source: Hillenraad10
Horticulture in perspective
| Hillenraad100 | 2015 | 69
TOP 10 HORTICULTURAL
TOP 10 HORTICULTURAL COUNTRIES WORLDWIDE IN SALAD VEGETABLES (x 1 billion €)
countries worldwide in floriculture (x 1 milion €)
ing
esearch
nten
RoseS
esearch
United States
Spain
4,434
880
Colombia
Italy
1,012
1,330
Brazil
Germany
1,747
1,319
The Netherlands
China
4,130
5,095
France
Japan
954
2,512
Source: AIPH statistical yearbook 2014
la
United States
China
Spain
13.8 4.7
Turkey
2.5
2.5
Japan
2.4
Mexico
1.8
The Netherlands Brazil
India
Italy
1.2 1.1 1.0
1.3
Source: divers, edited by Hillenraad
TOP 10 CULTIVATED TE HORTICULTURAL PRODUCTS IN THE NETHERLANDS (x 1 million €) 1
2
Tomato
3
Phalaenopis
644
499
4
5
Chrysanthemum Rose
368
6
Capsicum
330*
7
Tulip
332
Cucumber
266
199
8
9
Lilium
10
Gerbera
152
Strawberry
140
117
Source: divers, edited by Hillenraad
TOP 10 COMPANIES FROM THE TOP 100
with branches outside the Netherlands
12
13
15
TOP 10 HORTICULTURAL COUNCILS IN THE NETHERLANDS
43
(in hectares)
17 18
Westland Lansingerland Pijnacker- Nootdorp Peel en Maas Horst aan de Maas Zaltbommel Zuidplas Midden-Delfland Venlo Hollands Kroon
Source: CBS
38 21
COMPOSITION TOP 100 BY OWNERSHIP Family business 78 (80)
38
22
2379 783 357 291 262 241 214 185 180 158
Stock listed company 6 (6) Management 6 (6)
1/Bayer CropScience Vegetable Seeds 2/Enza Zaden 3/Koppert
Cooperative 5 (4)
Biological Systems 4/Van VLIET Flower Group 5/Monsanto
Investors 4 (4)
Vegetable Seeds 6/FleuraMetz 7/Dümmen Orange 8/INCOTEC
Foundation 1 (0)
Group 9/DLV Plant GreenQ 10/Royal Brinkman Source: Hillenraad100 research
Source: Hillenraad100 research
TOP 10 GREENHOUSE SURFACE IN THE NETHERLANDS OF THE TOP 100 COMPANIES (in hectare)
58
80 73 80 CombiVliet
72 Agro Care
Source: Hillenraad100 research
58 58
Red Star Group
53 43
4Evergreen
50 53
Royal Pride Holland
44 42
Gipmans Planten
43 40 44
Vreugdenhil en Wayland Klugt Combinatie Plants
43
30 40
Beekenkamp Group
30 Plantenkwekerij Van der Lugt/WPK
DegraDable Durability
TM
Degradable Durability
Hillenraad100_JiffypotR2_2015.indd 1
www.jiffygroup.com 9/1/2015 11:47:29 AM
| Hillenraad100 | 2015 | 71
The 10 best websites from the Hillenraad100 No self-respecting business can do without an online presence anymore and the businesses listed in the Hillenraad100 have certainly got the message. A website can be the perfect means of communicating with a large (international) audience. We say ‘can’ because this is still not always the case... Electronic brochure
Eosta/Nature and More
RedStar
Many businesses use their websites not so much
Here we will mostly be looking at Nature and More, a
What a breath of fresh air. No greenhouses, just
as a means of communication but rather as an
sub-site belonging to Eosta, which has successfully
delicious products and their food shots immediately
electronic brochure. This won’t satisfy the average
visualised their added value. The products and
show what makes RedStar different. The site
web user, however. Relevant content is key and it
the website make it possible for consumers to
navigation also speaks volumes: the links start
could consist of:
practically contact the overseas growers. This gives
with recipes and the ‘About Us’ can be found at
zz Information on the products’ uses
the company’s sustainable image form and vastly
the far right. This site is surprisingly different and
zz Direct ordering systems and lines of
increases their credibility.
consumers always enjoy seeing the people behind
communication zz Images to give consumers a good impression of
JEM-id
their delicious tomatoes.
One can certainly expect that JEM-id knows how to
Royal Brinkman
build a good website, complete with all the bells and
This website may not win any prizes for beauty,
communications broadcasted by Facebook or an
whistles. Their site is easy to navigate, is of course
but a dominating design would only distract from
app, for example
hip, and features short to-the-point texts and clear
its function, i.e. funnelling visitors to the catalogue,
propositions aimed at different target groups.
webshop and live chat. This is one of those sites
the products zz Information that is connected to other
Using these guidelines, we have reviewed the
that growers or breeders could check daily. Not for
websites belonging to the businesses from the
its looks, but because of its directed, transaction-
Hillenraad100 and asked ourselves the following:
oriented functionality.
zz Was the website designed with its value for
Sion
visitors in mind? zz Does its layout reinforce its message?
Name, colour, pot size and go! Sion’s website is
zz Does it act as an interactive platform for
straight to the point. Its functional message is combined with an elegant design and the products
communication?
are the absolute stars of the show. The single page From these criteria, the following 10 websites stood
navigation per component is great, and the entire
out. The following top 10 is not a ranking. Instead, it
look of the website radiates quality and market
is more a study in personalisation, which is why we
leadership. The link with Twitter is also nicely done.
have listed the companies alphabetically.
Tulpen.nl
BVB Substrates
This site just shines. It is full of tips, news and
BVB Substrates’ completely revamped website
relevant product information. Primarily consumers
uses several large images to show the essence of
visit this site and they are just not interested in core
their business. This combined with several solid
values or key figures. They are, however, interested
headers successfully communicates their message.
in hip tulip costumes, flower arranging tips and
The routes to the various product groups have been
videos of the bulb fields.
well-designed visually. It is a modern website that
Waterdrinker
immediately takes visitors where they want to go.
Dümmen Orange
Waterdrinker presents their products in a setting that inspires and shows just why you should buy
The renowned Big Red Rooster firm (US) developed
Nature’s Pride
Dümmen Orange’s corporate image, which gave rise
What you see is what you get. You can almost smell
visitors can quickly determine where they want to
to a website, among other things, that succinctly
the freshness from their images, which make text
go. News items are frequently updated, so there
shows the world what Dümmen Orange has to offer.
almost unnecessary. Those who do choose to read
is always a reason to quickly pay the site a visit.
The images say more about the product quality
the words will find a wealth of product information,
The link with Pinterest is great. After all, pictures say
than any words about core values or production
fun (relevant!) facts, the exotic product of the month
more than corporate blather.
facilities could. This is a business that people want
and a recipe to go with it. This site will satisfy both
to belong to.
corporate visitors and consumers.
them. The navigation on the homepage is clean and
Premium quality in everything we do A supplier for whom a wink is as good as a nod when it comes to getting things done. Isn’t that the type of partner we’re all looking for?
Three generations who are surrounded by top quality greenery every day, with passion. Together with a group of experts dedicated to their profession. That is Fachjan, with a 45,000 m2 of greenhouse complex full of tropical and subtropical plants, flowering and fruit-bearing trees and shrubs from 10 cm to 14 metres tall. We can always be found at suppliers’ nurseries all over the world, consulting with architects and landscapers, and at clients’ premises on virtually all continents. Thanks to more than fifty years’ experience in the midst of the international greenery sector, we know exactly what we’re doing. We enjoy sharing that expertise. You’re welcome to join us in the Fachjan Sky box, at the top of our sixteen-metre high greenhouse.
www.fachjan.nl
DÜMMEN ORANGE represents a legacy of floricultural excellence more than a century in the making. By uniting the world’s top breeders under one distinctive brand, we blend traditional techniques and emerging technologies to provide the largest selection of superior flowers and plants on earth. With deep rooted committed to our people, our values and our unsurpassed passion for excellence, DÜMMEN ORANGE is uniting the world through the language of flowers.
We kindly invite you to learn more about us. Please visit DummenOrange.com