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The Dutch florist approach
27-5-2011
Copenhagen
The Dutch florist approach
VBW:- Dutch Florist Association- Location: Ede, centre of Holland- 1.400 florist-members
- > 50% of turnover in plants/flowers- store and/or digital store (internetshop)- freelancers
- Yearly budget: € 2.500.000,--- Contributions: € 500.000,-- (€ 400,--/year)- Commercial margin + advises: € 500.000,--- Projects/subsidies: € 1.500.000,--
The Dutch florist approach
VBW-organisation-structure:
General assembly
Board (3)
Advisory council (12)
Internal organisation (13)
The Dutch florist approach
VBW-organisation-structure:
VBW Centrale Vereniging Bloemendetailhandel
VBW Service & Advies b.v.
VBW
Facilitaire diensten b.v.
The Dutch florist approach
Dutch market:- 3.000 florist- 11.500 employees- Turnover: € 1.000.000.000,-- (flowers/plants)- Average turnover: € 350.000,--- Average number of employees: 3,75
- Buying-behaviour: 25% auction, 75% wholesale
- Marketshare in plants : 30% (-)- Marketshare in flowers : 61% (+)
The Dutch florist approach
Strategy VBW till 2000:
- VBW in close cooperation with Fleurop- Related memberships VBW-Fleurop: required
- Limited added value- Focus on lobby and external position florists
- Small organisation- 2/3 employees: lobby/administration/secretary
- 2000: end of required membership Fleurop- VBW should prove its real added value- Real decline in members to be expected …. or?
The Dutch florist approach
Strategy VBW 2000-2008:- Strong focus on services, no special lobby- Rebates ands discounts
- Flowers/Plants- Hardware- Insurances, employee-support, legal support- Telephones, taxes, software, hardware, computers- Garbage-collection, fuel
Results:- Profit for VBW- No growth in members- Declining image
The Dutch florist approach
Strategy VBW 2008 - ….:- Reballancing VBW-activities + positioning - Focus on:
- Create real Added Value = WHAT - Find ways to realize = HOW- Tell and Sell = COMMUNICATION
- For the bennefit of florist + VBW- Future-proof (long term vision + budget)
- Build VBW up again !!!
The Dutch florist approach
Basic elements for a succesfull florist-organisation:
- Balance in:- collective florist profile and position - individual support
- Create & show added value (florist + chain)
- €€€ (budget/profit)
- Suitable and flexible organisation, future-proof
- Representativeness: > 55% (SER-level in Holland)
The Dutch florist approach
Strategy-development:
- SWOT
- Strategic alternatives
- Strategic plan (3-5 yrs) + goals
- Operational plan (yearly) + goals
- Execution + results
The Dutch florist approach
Strategy-development SWOT:
Florist
Supermarket
Wharehouse
Patrol-station
WholesaleBrewer
Other suppliers (hardware)
AuctionGrower Consumers
Companies
GovernementOther clients
Trade-Unions
CAO
Governement
Legislation
Flowercouncil
Promotion
PT/HBD
Semi-govern. +
NGO´s
Other retailer
Internetsales
Other gifts
Green special education
MKB NL Lobby-organisation
Collegue Brancheorganisations
The Dutch florist approach
Strategy-development (SWOT):
Florist:
Purchase (?) Communication
Calculation/Margin Costs
Administration HRM
Shoprouting Sustainability
Assortment Environment
Presentation Calculation
Marketing Transport
Internet Flowers/Plants
Instore-communication Hardware
Fleurop Euroflorist
Turnover Management
Etc.
WholesaleBrewer
Other suppliers (hardware)
AuctionGrower Consumers
Companies
GovernementOther clients
Trade-UnionsGovernementFlowercouncil PT/HBDNGO´s
The Dutch florist approach
Strategy-development (SWOT & Strategic plan):
Themes of policy = WHAT:- Marketing- Management (calculation, margins, costs, logistics)- MVO = Sustainability- P&O/HRM- Skills/ Craftmanships
ADDED VALUE: ease, profit, time, distinction
The Dutch florist approach
Strategy-development (SWOT – Strategic plan):
Activities/Instruments = HOW:- Information: digital, personal, brochures, magazine- Advise: personal, specialists, BvB- Services (added value, ease and costreduction)- Events: productworkshops, championships, regio-tours, small businessclubs- Coaching/personal contact: accountmanagement, BiB, BvB- Lobby: government, green education, supply-chain, trade-unions
=> Do it Yourself or Outsourcing (own label)
The Dutch florist approach
Strategy-development (SWOT – Strategic plan):
Tell and Sell = COMMUNICATION:- Digital: website, mail (members only)- Print: magazine, brochures (members only???)- Events- Social Media- Personal contact
=> Do it Yourself or Outsourcing (own label)
The Dutch florist approach
VBW
Florist
Florist
FloristFlorist
FloristFlorist
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FloristFlorist
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The Dutch florist approach
VBW
Marketing
Management
HRMMVO
Skills/
craftman
Florist
Florist
FloristFlorist
FloristFlorist
Florist
Florist
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Florist
Florist
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WHAT
The Dutch florist approach
VBW
Service
Advise
CoachingLobby
Info
EventsMarketing
Management
HRMMVO
Skills/
craftman
Florist
Florist
FloristFlorist
FloristFlorist
Florist
Florist
Florist
Florist
Florist
Florist
Florist
Florist
FloristFlorist
Florist
Florist
Florist
Florist
Florist
WAHT + HOW
The Dutch florist approach
VBW
Service
Advise
CoachingLobby
Info
EventsMarketing
Management
HRMMVO
Skills/
craftman
Magazine
Events
Website
Personal contact
Businessclubs
New Media
E-mail Florist
Florist
FloristFlorist
FloristFlorist
Florist
Florist
Florist
Florist
Florist
Florist
Florist
Florist
FloristFlorist
Florist
Florist
Florist
Florist
Florist
Brochures
The Dutch florist approach
Florist
Service
Advise
CoachingLobby
Info
Events
Marketing
Management
HRM
MVO
Skills/
CraftmanMagazine
Events
WebsitePersonal contact
Businessclubs
New Media
Brochures
VBW
VBW
VBW
VBW
VBW
The Dutch florist approach
Strategy-development (SWOT – Strategic plan):
The Dutch florist approach
Strategy-development (Yearplan):- Productdevelopment (with partners in supply-chain)- Planning and calendar- Activities, events, communication- Make partnerships in a commercial way
- Communication-fee- Fee on turnover- No cure no pay- Longterm
- Realise budget (€€€)- Partnerships (supply-chain)- Extra support governments/Europe/Florint
The Dutch florist approach
Strategy-development (SWOT – Strategic plan):
Marketing MVO Management Skills P&O/HRM
Information VBW VBW VBW VBW VBW
Advise Ext. Ext. VBW + Ext. VBW VBW + Ext.
Services Ext VBW + Ext VBW + Ext VBW VBW + Ext
Events VBW VBW + Ext. VBW + Ext VBW VBW + Ext.
Coaching VBW VBW VBW VBW VBW
Lobby VBW VBW VBW + Ext VBW
Other
Only for members, unless …..
The Dutch florist approach
Flexible organisation (future-proof):
Internal:- Administration : 3- Secretary : 1- Accounmanagement : 4 (external) + 2 (internal)- Florist-advisor : 1- Policy : 1- General Manager : 1
13 = 10 FTE
External employees :27
Working for/in name of VBW :40 employees
on Dutch florists
The Dutch florist approach
- Dedicated personal partners working on VBW-florists:- Insurances : 6 fte- HRM-advise : 4 fte- Legal advise : 2 fte- Marketing advise : 3 fte- Shop-routing-specialist : 1 fte- Administration/Financial : 3 fte- Florist – for – Florist : 6 florists- New: subsidie-advise : 2 fte (ncnp)
The Dutch florist approach
How te realize budget?
Market yourself to your florists:- Let pay for special advises + information- Subscriptions (small-medium-large)
- Fee for entrence for events
- Contribution-system
The Dutch florist approach
How te realize budget?
Budget from external partners:
- Representation of …. companies
- Use your name and communication as a brand- Be interesting for other companies/suppliers- Good communication-programm/instruments- Start small = good practice- Long term partnerships- Communication-fee + bonus on turnover (10%)
The Dutch florist approach
How te realize budget?
Other financial possibilities:- Find grants (subsidies) (National/Europe/Florint)
- No cure no pay-partnerships
The Dutch florist approach
Results in Holland:
- Huge programm of activities, events and added value
- Position of florist in supply-chain is growing
- Strong cooperation with partners
- Improving relationships with florists
- Growing to less independent of projects/grants (subsidies)
- Increase of members 2010/2011: + 300
The Dutch florist approach
VBW-organisation-structure:
VBW Centrale Vereniging
Bloemendetailhandel
VBW Service & Advies b.v.
VBW
Facilitaire diensten b.v.
- Fuel-company- Outsource- Yearly net margin € 125.000,--
- Fuel-company- Outsource- Yearly net margin € 125.000,--
- Service/Advise/Projects- Staff- Yearly net margin € 350.000,--
- Service/Advise/Projects- Staff- Yearly net margin € 350.000,--
- Memberships- Lobby- Owner of building- Stakeholder - Yearly net margin € 25.000,--
- Memberships- Lobby- Owner of building- Stakeholder - Yearly net margin € 25.000,--
Yearly net margin € 500.000,--Yearly net margin € 500.000,--
The Dutch florist approach
New activities 2011/2012:
- Marketingcommunication to consumers
- Florist-label- Advertising TV/Radio/Internet/Print
- Florist of the year competition
- VBW Employee-trainingsprogramm
+ ESF-grant (subsidie) € 1.300.000,--
The Dutch florist approach
New activities 2011/2012:
- VBW Grant (subsidie) advise (ncnp)
- Floriade 2012
- VBW Annual-report advise- Analysis of figures- Dedicated advice
The Dutch florist approach
Conclusion:
WHCM-model
WHAT
HOW
COMMUNICATION
MARGIN
The Dutch florist approach
Conclusion:- Be real interesting for florists
- Be real interesting for florist-partners
- Develop your business with your florist
- Balance collective/individual, lobby is basis
- Be commercial, realise margin (communication/turnover)
The Dutch florist approach
Conclusion:- Use your name as a brand
- Do it yourself or outsourcing (€/ncnp)
- Make partnerships (supply-chain)
- Communication
- Personal contact (in Holland)
- If possible: work together with collegue-organisations
The Dutch florist approach
Conclusion:
VBW is building the future for florists in Holland ……
(we also build our business ….)
The Dutch florist approach
The Dutch florist approach
1 Januari 2012
The Dutch florist approach
Holland wishes you a
flowering and growing business