The Netherlands
The beer market showed a decline in 1993, with per capita
consumption falling from 90.2 litres to 85.2 litres. This trend
was largely due to the economic circumstances and the bad
weather in the important selling months of July, August and
September. There was a considerable decline in the case of
non-alcoholic beer, a product of which the sales are relatively
sensitive to weather influences. Consumption of non
alcoholic beer fell from 7.3 litres to 5.3 litres per capita.
In these not very promising circumstances our beer activities
in the Netherlands developed satisfactorily. Our market share
remained virtually the same. Better margins were obtained
through price increases in the second half of 1992 and cost
savings achieved, but nevertheless earnings were lower as a
result of reorganization costs.
7000
6500
500
5500
5000
4500
3500
3000
2500
1500
1000
Oi O 04 CD
x c o~ O c?
Q\ Q\ o* c
Sales proceeds
Europe
in millions of guilders
The market trend also had its effect on the brands Heineken
and Amstel. Sales of Heineken Tarwebok, the wheat-based
bock beer, again did well.
In the non-alcoholic segment the market share of Amstel
Malt increased; the product is now also obtainable in barrels.
Towards the end of the year it was decided to take the
Buckler brand off the market.
The market share of Brand increased as sales remained
virtually the same in a declining market.
Sales of Wieckse Witte, the white beer from Brouwerij de
Ridder, again rose considerably during the year under review.
The course of affairs at De Brouwketel, in which our import
activities for special beers are incorporated, was also positive.
Two new products were marketed: the year-end special beer
'1994' and Kylian, a top fermentation special beer.
In the brewery at 's-Hertogenbosch a new storage shed for
export beer and a new filling line were taken into operation.
The reorganization of Heineken Nederland, started in 1991,
was continued in the course of the year under review. This
reorganization together with the accompanying Social Plan is
due to run until mid-1994. Substantial cost savings have been
achieved by this reorganization.
In conjunction with this, an organization development
programme for change was started under the title 'People
Make Heineken'. The programme aims to transform the
organization in such a way that, in particular, the quickness of
response and flexibility are improved. Partly as a result of
this, further productivity improvements can be achieved.
The adverse weather conditions also resulted in a decline in
the Dutch market for soft drinks and mineral water. The
market share of Vrumona was under pressure, mainly
through the keen competition from cheap brands. Earnings
were below the 1992 level.
A new variant of sugar-free cola was marketed: Pepsi Max.
In addition, various new packagings were introduced,
including one- and two-litre plastic returnable bottles for
Pepsi, Sisi and 7-Up, and a new glass returnable bottle with
plastic protective cover for Sourcy.
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