Although the Dutch companies are almost all active internationally, the common conviction is that there is still much room for improvement. Cooperation with the government for a consistent approach of specific countries or themes is one of the envisioned benefits. Another conclusion is that cooperation with other companies in the supply chain (and crossovers) is essential to compete for big orders from investors and foreign governments.
Export
Dutch export of horticultural products, technology and knowledge is of great value for the Dutch economy. 24% of the global trade of horticultural products is from the Netherlands and the Netherlands is a leader in the production of seeds and greenhouse technology, among others. However, the contribution of Dutch export to the Dutch national income is only 30%. Compared to countries such as Belgium and Denmark, considerable growth is still possible. To achieve further internationalization two main conclusions were drawn:
Large scale investors
Global horticulture is increasingly tied to large scale investors. This target group does not ask for specific crops or greenhouses but wants everything delivered turnkey (from product range to production and marketing), preferably with a guaranteed profit. The Dutch companies (mostly SMEs) cannot handle this adequately so cooperation and being an interlocutor at an appropriate level is something that needs to be further developed. Cooperation in the chain and with companies from other sectors can offer a solution. In addition, the companies themselves have to carefully consider their revenue model and strategy.
Commitment
A second conclusion is that the role of the Dutch government is important in many countries to really get a foot in the door and obtain the commitment for (public-) private projects. Generating structural commitment is vital to open markets and eliminate trade barriers in the areas that are of interest for the sector. A long-term agenda of the relevant issues and appropriate instruments are required to lay a good foundation for business. A one-time trip to a country with a number of companies, signing an MoU and then be off again is often not enough. A thorough preparation for Dutch USPs, a long-term partnership and coordination are essential to be able to make a fist in a particular country. The sector should be much clearer about these matters towards the Dutch government.
Holland Horti International
The sector is renewing the image of the collaborative association applying these objectives. The Dutch Horticultural Trade Board will continue under the name Holland Horti International. With this new name and appearance the sector aims to better reflect its ambition and dynamics. As they describe it: "Holland Horti International is business oriented. It acts only pre-competitively and stimulates, facilitates and coordinates business. It represents the unified sector towards (Dutch) governments and foreign stakeholders."
The new name will soon be further implemented in the corporate identity and external communications. The old initiatives will therewith be lifted.
