Description per competitor Procurement: including procurement power, relation management with bulb growers Sales force: including account management, knowledge, markets Marketing: presentation of product and company Innovative: new/own varieties Image: prestige of company, long term stability Service: logistics, after sales Quality: bulb, preparation, storage, quality management Price/Margin: price level, fix/variable margin, operational costs SH: access to bulbs of Southern Hemisphere Van den Bos – 180 milj lily bulbs Strong procurement position, operation world wide with own subsidiaries that have been profitable over the past years. VandenBos has a solid financial and equity position although the receivables could be better. The business model is based on achieving the highest possible margin in any market situation. VandenBos team is seen as modest hardworking guys that are reliable. Communications throughout the organisation can be improved as it is not always clear the outside world who is responsible for what. VandenBos wishes to be innovative with new varieties though marketing and account management in this respect are insufficient to achieve the anticipated success. Average bulb quality is good, but customers always remember mistakes longer, more open communication should be part of the road to excellence. VandenBos has a strong position with Southern Hemisphere bulbs of good quality, logistics and clarity on internal responsibilities should be top priority to maximise benefits. P.F. Onings – 180 á 200 milj lily bulbs Onings is often seen as the benchmark within the lily trade as the most reliable supplier of top quality bulbs. This is a financially solid family business with a very strong position in the trade to Japan and other Asian countries that gives the them a stable base to operate in the world wide market. Onings excellent account management is largely targeted to importers, operating as a procurement organisation with fixed margins this makes them less vulnerable when market conditions change. Onings does not take risks in new varieties but follows their customers demands only. There is a very high level of detail to logistics and bulb quality (both NH and SH) giving Onings a very professional image that is amplified by their facilities and website. Over the last couple of years Onings has placed some non-family members on strategic positions, not always changing for the best. Royal van Zanten Royal van Zanten Flowerbulbs is part of a very large group that compensates for the losses incurred over the last 7 years. Formerly a worldwide player, positions have significantly dwindled and main focus shifted to Japan and Asia, leaving other markets under serviced. Royal van Zanten keeps focus on entire chain (breeding – growing – trade) and relies on several good varieties of their own breeding programme and their New Zealand production. ZABOplant – 80 á 100 milj lily bulbs ZABOplant has a stable share in the lily trade market worldwide. The business model is similar to VandenBos with a focus on margin. Their financial position is not overly strong but they do have loyal and good clients, recent successes in the pot lily market in the US which might have strengthened their position. ZABOplant does not shy away from taking risks with new varieties and markets. Good marketing and full commitment of ZABO’s compact team has brought them several successes in this respect. Bulb quality and access to SH bulbs are
good, service is good though this might be more related to overall company size as to specific company policy. C. Steenvoorden – 70 á 90 milj lily bulbs Steenvoorden is mainly a procurement and logistics service provider for several large customers. Account management is focussed on a high level of attention for these customers. 60% of turnover is generated here providing a high risk profile as the customers are located in Russia, Mexico, Iran and Italy. A lean organisation allows them to work with small margins. Procurement and sales are done by the same person with evident benefits of market knowledge etc, but also evident weaknesses as no separation of market and customer pressure. Bulb quality and service are ok, Steenvoorden also sells other types of bulbs and have the knowledge available to support this wide range. Access to SH bulbs is limited. De Jong Lelies De Jong has a loyal group of customers and steady growth worldwide, a subsidiary in Australia and contract growing in New Zealand. De Jong’s selling points are the varieties (mainly LA) from their own breeding programme as well as reliability in both quality and security of supply. Since all main tasks (procurement – sales – management) within De Jong are carried out by Marcel Kroeze overhead is low and the financial position is good. Reliability for the customers and early payment for direct procurements with growers seem to compensate for lack of social skills. VWS– 70 á 90 milj lily bulbs VWS is a relatively little know company, probably underestimated. Used to operate in a limited number of countries but is now working worldwide. Excellent sales team with good knowledge on their wide range of products. VWS has used low margins to break into new market but they are now working on ‘normal’ margins after some payment problems. Are known for good quality but access to SH bulbs is limited. Still showing growth potential. P.Aker - 40 milj lily bulbs Company revolves around Peter Aker who enjoys the trust of his customers up to a level where they give him a desired cropping plan with the message to take care of everything. Aker aims at specific markets such as Australia (50%) , Italy and some other nice markets. Financially strong even tough sales price in general is low thanks to strong procurement and low costs. G.A. Verdegaal & Zn Relies largely on 3 customers in England, Italy and Kenia redering them in a financial very weak position. Account manager with a lot of product knowledge. J. de Wit & Zn First company specialised on the Chinese market which is both the main strength as well as the main weakness as de Wit relies heavily on the Chinese importers. De Wit has a broad product range. CNB The CNB is in a position where it will have to make a move because even tough grower still prefer to transfer their bulb through the CNB, more and more direct deals and direct contracting is done. On the other side large scale flower growers from abroad are looking more and more to do business directly with bulb growers avoiding exporter margin, the CNB has a huge network that could potentially serve these companies. Whether CNB is able to manage the associated (financial and product) risks especially in a supply market (as opposed to current demand market) is questionable.