Co De Heus 德赫斯集团CEO


编辑: Co De Heus 德赫斯集团CEO 来源: 发布时间: 2015-05-20 17:18:25 浏览: 5368 字体大小:大号 中号 小号

Ladies and gentleman, 

It is an honour to me to tell you the story about our participation in Wellhope. 


The Dutch agricultural development between 1970 and 2000 has been a real success story.  In this period, De Heus has been the most successfull compound feed factory in the Netherlands. 

1970到2000年是荷兰农业成功发展的30年,而在这个时期,De Heus 企业也成为了荷兰最成功的一个饲料企业。 

Four generations ago, my great-grandfather founded the company in 1911. Since then, my grandfather and father gradually built the company bigger and bigger. Gradually, because all technology that we use today had to be developed step by step. After World War II, it took us 60 years of continuous innovation to reach the current level of development. This development has brought great wealth to our country and also to my family. 

1911年,我的曾祖父于荷兰创建了De Heus 企业,经过曾祖父、祖父及我父亲三代人的努力,De Heus 企业从小到大,逐渐发展起来。二战后,大家大概用了近六十年的时间进行持续的技术创新而最终达到现有的技术领先水平。当然,这种持续创新与发展也给荷兰以及我的家族带来了巨大的财富。 

But today, we are encountering problems in Western Europe. The production is controlled by the government and cannot be increased any more because of ecological reasons. Our competitive position is weakening against countries like Brasil because of the high costs of labour and the excessive amount of regulations which are increasing our cost price.  


There is also no more growth in the consumption of animal products, we already eat more than is good for us, many people become too heavy. 


By the turn of the Century, De Heus was facing these problems and we were concluding that growth would be very hard to realise in the Netherlands. However, De Heus has always had a growth strategy, and we have been quite successful at implementing this strategy, so now we  are facing the challenge to find new ways to achieve growth in the international market. 

世纪交换之际,De Heus 企业就不得不面对这些问题,而且大家也意识到在荷兰想保持增长将是非常之难。但是,De Heus企业一直以来就有增长战略,而且大家在推行增长战略方面还算成功,所以大家决定正视挑战,设法在国际市场实现企业经营业绩的增长。 

And we have found this growth in several directions, the most important of which is Poland. I will tell you some more now about our Polish strategy, because I think many aspects of this strategy can also apply to our cooperation with Wellhope. After the former communist countries in Eastern Europe had opened up in the 1990’s, we had started to export concentrates to these countries, especially to Poland. 


We decided to invest in a factory in Poland in 1999. Poland was the biggest country of the former Eastern European countries and it had a structure of many small families owned farms, similar to the Netherlands. We appointed our Polish agent to become our director. 

And we appointed a talented young nutritionist from the Netherlands, Rinus Donkers, who is also present here this morning, to  become responsible for the transfer of knowledge to our Polish business. The factory that we build was designed by the people who are responsible for the production in the Netherlands. The recipes of the feedproducts that we produced were formulated by our Dutch nutritionists, all educated at the agricultural university of Wageningen. 


We send our salesforce to school to learn English and than educated them in the field of animal husbandry, in order to advise our clients in all aspects of modern farm management: which feedproducts are used in which circumstances, how to recognise deseases and how to keep the animals healthy, how to build new stables (houses for the animals), how to supply sufficient ventilation, how to produce a good quality of roughage (cornsilage, grass etc.) in the dairy sector, how to organize the work on the farm efficiently to reduce labour costs etc.  


Very soon we discovered that our products were better than those of the competitors, that our prices were lower and that our sales force could sell more than we could produce. So we build and acquired new factories, and today we are the second largest feed producer in Poland. In Poland, we experienced the power of our know-how and we learned how to implement this know-how in a foreign country. 


Encouraged by our success, we began to search for other opportunities. At first we looked at many countries, but not at China.  

We didn’t know anybody in China, so where to start? Moreover: China seemed to be too far away, too complex because of the language barrier, too foreign.


My great-grandfather, who founded the company in 1911, always used to say: far from home is close to your loss. But the world has changed. We realised that we should search for opportunities in growth markets and everybody knows that China is the biggest growth market in the world. So we went to China and conducted a market investigation. We met several feed producers and became very impressed by a company by the name of Wellhope.  


This was a highly successful enterprise. They were not integrated but focused on feed, just like we do. They spoke good English which made it easy to communicate. They had implemented modern management techniques in the field of marketing, Human Resource Management and others. They were very ambitious and confident. They were thinking and acting like well educated and responsible entrepreneurs. We believed in this company. 


At the same time, Wellhope was also conducting market research in Europe and the United States, looking for interesting companies to cooperate with. We visited each others companies several times and got very excited about the idea of cooperation. 


Although there are differences in language, culture, management and technological development, to name a few, we managed to find consensus about our way of cooperation and mutual trust developed. In this respect I must make a big compliment to the Board of Directors of Wellhope who have showed deep understanding of our way of doing business in Europe. 


Now that we have become a shareholder in Wellhope, it is our ambition to make this company stronger wherever we can.It took our company many years to gradually reach the level of development that we now have in our company. Wellhope and their customers can reach this same level in the coming years. 

现在,大家已经成为了博狗游戏的一个股东,大家的理想是要竭尽大家所能让这家企业变得更为强大。De Heus 企业用了很多年而逐渐达到现有的规模,博狗游戏也必将在不远的将来达到与De Heus 同等规模。

I have told you about our achievements in Poland. How we transferred our knowledge and competencies to our company there. We will start up the same process of transferring knowledge and competencies to Wellhope and this will make Wellhope stronger and even more competitive. We will also advise Wellhope in all their future developments on the basis of our experience in the Netherlands and Poland, which will mean that Wellhope can develop much faster and with less mistakes than we did in the past decades in the Netherlands. 


Wellhope has been looking for a strategic partner and they chose De Heus. They chose us. This is a personal honour for me and I want to express my personal loyalty to this company. I and my family have invested in Wellhope for the long term. We are not looking for a quick win, we are here to stay. That’s a promise. 

博狗游戏一直在寻找合作伙伴并最终选择了De Heus,选择了大家。对于我来讲这实在是一个荣幸至极的事情 ,今天我想在这里表达我对这个企业的忠诚。我及我的家族已经准备与博狗游戏团队长期合作,大家不寻求快速的短期回报,大家要与博狗游戏长久地并肩作战。这是一个承诺。 

I also want to express my gratitude to the wise decisions of the Chinese government to make this investment by De Heus possible. We will do whatever we can to make Wellhope and Chinese agriculture benefit from our presence in this country, which is full of opportunities. 

我还想向中国政府的各位领导表达我的敬意,是你们使大家的合作成为了可能。大家De Heus企业将竭尽所能使博狗游戏及中国畜牧业因大家的到来而受益。 

Thank you for your attention. 


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