RZ-100-wt4-E-flipbook-240702 - Flipbook - Page 51
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59
Proloog
Spinach
Dutch catalogue, 1950-1951.
1953-1954 and 1956-1957 catalogues of partner Heeman & van Dok
in Unna (Germany), who sold only Rijk Zwaan seeds.
This quotation clearly expresses Rijk Zwaan’s
Based on the results of this analysis, a large
dislike of hybridisation. Whatever the case may be,
number of administrative and organisational
this is the reason why Rijk Zwaan missed a great
measures are taken. Most importantly, all of the
chance to make an impact on the cucumber
employees are given a very clear job description
market. The competition hijacks his breeding
specifying their responsibilities. Moreover, with
work! But it still doesn’t cause him to repent, and
this reorganisation Rijk Zwaan aims to organise the
he carried on doing things in the old way. He
company in such a way that if he were to leave for
would only change course in the late 1960s.
any reason, his successors could continue on the
path he has taken.
Initially, this missed opportunity in the cucumber
market doesn’t lead to a drop in sales. On the
And Rijk Zwaan is not just busy aligning everything
contrary, Rijk Zwaan knows he is assured of an
on an organisational level – the nursery itself
increasing turnover and the accompanying
also needs to be adapted to modern breeding
expansion. Halfway through the 1950s, Rijk Zwaan
methods. In 1962, the Board decides to have new
now has around 50 employees, who together
greenhouses built in Bergschenhoek, but even
realise a turnover of 1.5 million guilders.
then it is clear that land will have to be sought
The rapid growth of the earlier years leads to
elsewhere in the country for further expansion at
organisational problems by the end of the 1950s.
the breeding station.
That is why Rijk Zwaan decides to appoint a
renowned research bureau to analyse the efficiency
1958-1959
of the organisation.
1945-1960 | Reconstruction | A bitter pill
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