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Market review 2009 “you have to think out of the box and know where the consumer is” Roel van Neerbos, Heinz Continental Europe I believe that natural tension between A-brands and private label is healthy, because they need each other in the market. Creating variety of choice for consumers is a good driver for category growth.” Are price and promotion the key factors for success? “I would say promotions are part of the game, but they should, in my view, especially be aimed at creating added value to consumers as well as retailers, so do not just promote on price. The more you promote on price, the more consumers will get used to low prices and adapt their buying behavior to it. This might, in the long term, have a negative impact on how consumers value your brand.” Where does innovation come from in soft drinks and juices: A-brands or private label? “The major innovations come from A-brands. The intrinsic product innovations coming from A-brands should not be too easy to replicate. For the Dutch market, for instance, we market the fruit cordial brand Karvan Cevitam. The brand, packed in shaped can, now contains 75% fruit and is still non-perishable. This gives us a competitive edge versus competition or private label, making it a unique product. In the Netherlands, Heinz has a unique strategic cooperation with Refresco on multiple levels, from research & development, logistics, to procurement and account management. We jointly work on innovation and brought - under the brand name Roosvicee - a new RTD juice to market.” How do you guarantee your brand to stay preferred among consumers? “Next to having intrinsic product benefits, it is key for an A-brand operation to aim at, so to speak, the right brain value, meaning we focus on emotional value next to superior quality. Of course, we constantly innovate the intrinsic value of our products, but at the same time we add emotional value, to intensify the customer’s bond with the brand. Heinz, for instance, is positioned as the pure food company. We focus on sustainability of our products and processes. Our ketchup, for instance, is naturally grown, contains only natural ingredients, symbolized in our advertisements by bottles of Heinz tomato ketchup growing from tomato plants. In essence we do not touch this iconic product, because it has proven to be superb. We do have new product developments, but for ketchup they mainly focus on new packaging and in bringing variations in the flavor range, like Mexican or extra Hot tomato ketchup. Processed food should be presented as natural as possible. In our innovations we return to pure food, without any additives.” Have A-brands chased the consumer in the arms of private label? “No, you shouldn’t state it like that. It is better to speak of dynamics in the market that caused a movement between brands and private label. On the one hand, there haven’t been enough innovations from A-brands in some cases. The gap between an A-brand and private label became too narrow in terms of product performance and too big in terms of price. On the other hand, retailers increasingly want to distinguish themselves. Not only through price promotions or expanding their range of products, but also by offering alternative products carrying their name. This has driven their private label strategy. In some categories, retailers are also more innovative. The fresh category, in particular, is dominated by private label. But this is typically a category in which many retailers started their business and in which they invested in logistics and innovations. For a brand, the question is whether you want to enter this category.” Which sales channels do you explore? “The most important thing for A-brands is to be present wherever there are consumers, meaning next to the supermarket but also Out Of Home (OOH): at the gas station, snack bars etc. We also explore sales channels that the food industry has not entered before, such as in the UK where we sell our BBQ sauces in the BBQ section of gardening centers. you have to think out of the box and know where the consumer is. We focus on retailers that are less private label-minded to be able to win, together with our partners.”
How do you see the future for private label and A-brands? “I see private label steadily becoming retailer brands. But one of the differences with A-brands is that you can only buy these retailer brands from a specific retailer. Characteristic of A-brands is the wide-spread distribution, across many sales channels, from retailers to OOH, locally as well as internationally and even globally. Another characteristic of a brand is the focus. There is no one in the world with the 100% focus on ketchup that Heinz has. When A-brands manage to keep their added value and stay ahead in the market to avoid becoming a commodity, they will survive and be successful.” “Quality is to a product what character is to a man” Henry John Heinz page _ 56 / 57
Page 1 and 2:
2009 annual report
Page 3 and 4:
2009 annual report
Page 5 and 6: Contents Highlights 2009 6 Refresco
Page 7 and 8: 2009 Our strategic achievements Str
Page 9 and 10: Refresco at a glance
Page 11 and 12: Our locations in europe 1 The Nethe
Page 13 and 14: 606,001 Acquisition of Refresco by
Page 15 and 16: ecome Europe’s No. 1 manufacturer
Page 17 and 18: Strategic development Since its fou
Page 19 and 20: To expand our juice business in Spa
Page 21 and 22: 2009 revenue A focused, well-balanc
Page 23 and 24: Risks related to price fluctuations
Page 25 and 26: page _ 24 / 25
Page 27 and 28: Supervisory Board The Supervisory B
Page 29 and 30: Composition of the Supervisory Boar
Page 31 and 32: to the British Retail Consortium (B
Page 33 and 34: “In 2009 Refresco business units
Page 35 and 36: “We have a continuous search for
Page 37 and 38: in liters increased by 8% to 3.4 bi
Page 39 and 40: high quality and on an ambitious gr
Page 41 and 42: of its customers, no matter what co
Page 43 and 44: 160.000 140.000 120.000 100.000 80.
Page 45 and 46: These trends create constant demand
Page 47 and 48: The surrounding countries, Germany
Page 49 and 50: for retailers developing private la
Page 51 and 52: A-brands and private label to keep
Page 53 and 54: manufacturers taking up product dev
Page 55: is in driving ‘values’ as well
Page 59: enabling consumers to acquire quali
Page 62 and 63: financial review 2009 Business is n
Page 64 and 65: Financial review 2009 Consolidated
Page 70 and 71: Financial review 2009 Transactions
Page 72 and 73: Financial review 2009 2.6 Intangibl
Page 74 and 75: Financial review 2009 to the Group,
Page 76 and 77: Financial review 2009 if there is a
Page 78 and 79: Financial review 2009 concentration
Page 80 and 81: Financial review 2009 EUR’000 DEP
Page 82 and 83: Financial review 2009 4.2 Intangibl
Page 84 and 85: Financial review 2009 4.3 Other inv
Page 86 and 87: Financial review 2009 Tax losses ca
Page 88 and 89: Financial review 2009 Non-current l
Page 90 and 91: Financial review 2009 4.11 Employee
Page 92 and 93: Financial review 2009 Expenses reco
Page 94 and 95: Financial review 2009 5 Notes to th
Page 96 and 97: Financial review 2009 5.6 Finance i
Page 98 and 99: Financial review 2009 The major ite
Page 100 and 101: Financial review 2009 Ageing and im
Page 102 and 103: Financial review 2009 Foreign curre
Page 104 and 105: Financial review 2009 EUR’000 Dec
Page 106 and 107:
Financial review 2009 6.5 Contingen
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Financial review 2009 EUR’000 Rec
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Financial review 2009 EUR’000 Rec
Page 112 and 113:
Financial review 2009 Company balan
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Financial review 2009 Notes to the
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Financial review 2009 3.2 Sharehold
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Financial review 2009 Other informa
Page 123 and 124:
Ten years Refresco EUR ‘000 INCOM
Page 125:
Colophon This Annual Report is a pu
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