Hillenraad100 edition 2015 English

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

Offering consumers - all over the world - the most colourful selection of flowers, bouquets and plants: that is what we do with our family of specialised trading companies. After all, our goal is to bring a smile to consumers’ faces, to move them, to give them encouragement and to surprise them.

And we aim to do so in a sustainable manner working together with all parties in the chain, from breeders, growers and logistics specialists to our customers within wholesale and retail.

Together we make life more colourful!

More information: www.dfg.nl

WATERDRINKER

WE R W At Incotec we have a motivated team of almost 500 who

we develop contribute to solving global food problems.

spend each day working on new and sustainable ways to

A growing number of people and animals depend on

enhance seeds for vegetables and field crops.

the produce of a declining expanse of agricultural land.

We do that in Enkhuizen (The Netherlands) and at

Our mission is to optimize the harvest using seed

our other locations, now in 13 countries, across

enhancements in the most sustainable way possible.

all continents of the world. The technologies that

And it’s working. Incotec is growing!

Y U R W Our success comes not only from what we do with seed. It’s

Pooling our collective strength, knowledge and experience is

more about what you want us to do with your seeds.

essential and determines our future growth and development.

It’s only through clear and close cooperation with our

Incotec delivers solutions: from pelleting, encrusting, film

customers that we can take the steps that result in improved

coating and priming to analytical quality testing. Rely on

and uniform emergence of a healthy crop.

Incotec and grow with us!

Contributing to feeding the world, by getting the utmost out of your seed

involved in seeds

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

Advertisement bookings Princetown Media +31 6 536 301 20

Translation Tekom Vertalers BV

Production realisation ANIQ Projectorganisatie

© Copyright

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

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www.dlvplant.nl

ENGINEERS

BROKERS

Top 100 |

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| 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.

47 (43)

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 |

44 (47)

| 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.

43 (44)

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.

Share promising developments

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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