The problems are not yet over whenthreatens to run into trouble in 1989Not smooth sailingthe oil crisis breaks out, makingwith the proposed sale of Rijk ZwaanOne year after the managementlife very difficult for the marketto Asgrow. However, the directorbuyout, the two parties decidegardeners. Grootscholten also facesremains firmly behind Rijk Zwaan into integrate their far-reachinga number of setbacks as a result.its fight against Asgrow and says hecooperation into the organisationalOn top of this, the company haswill think about looking for anotherstructure. After almost 40 years,been compelled to focus on thepartner if the sale goes ahead.Grootscholten sells his business topropagation of hot plants, whichRijk Zwaan, which means that it nowhad previously been handled byhas access to its own plant nursery.the partner. This requires invest-In addition, Rijk Zwaan’s turnoverments that are hard to come byfrom the sale of plants rises sharply.1992Mazurka RZSweet pepper1993Magno RZCarrotsdue to the unfavourable economicconditions. To still be able to makethose investments, Grootscholten isobliged to sell part of its business in1993GredosMelonNaaldwijk and the branch that it hadset up in Germany.1993DeltastarMini cucumberThe measures have the right effect:the investments pay off and thecompany is growing again. After 1985,1993FlandriaLettucethe company gradually develops andeventually has 150 employees.The collaboration between Rijk Zwaanand Grootscholten is now acceptedas standard, but that ‘marriage’1993Launch ofRZ Hungary1992-1993Press release on the acquisition ofGrow Group by Rijk Zwaan.1990-2000 | Employees first | A new beginningIntroductory visit of Rijk Zwaan employees at the Grow Group.103TurnoverFTE34.751387
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