Dutch Flower Group reaches 1 billion-Euro turnover
In the highly fragmented sector DFG currently has a market share of 16%. This makes it market leader, albeit one with a low profile. DFG now consists of more than 25 relatively independent trading companies, which evolved over the years and joined the group. DFG seeks to reduce costs by improving logistics, reuse of materials and energy savings. The company tries to maintain the atmosphere of a family company through diversified share ownership and active personnel policy.
Acquisitions generally follow a fixed pattern. To prevent DFG paying for an empty shell, managers often remain in service and receive shares. This keeps their specific knowledge and network intact. The acquired companies often keep their names and are assigned to a specific market segment.
This approach has been successful. By putting considerable responsibility on the subsidiaries and keeping the holding company small, they space for local entrepreneurship.
The group has cooled processing areas in Aalsmeer, Naaldwijk, Kenya and England. Of the 1,850 employees, half are active in the Netherlands. In the late 90s, DFG came into existence through a merger of Van Duijn and Van Zijverden (OZ Group).
Source: Financieele Dagblad
