Karei Vuursteen has been Chairman of the Executive Board since 23 April 1993. The IVorld ofHeineken wishes him lots of success in his new post. generation might be less inclined to look upon certain problems as an integral part of the overall business policy." "But when you get to around age sixty you tend to distance yourself a little from developments within the company. That brings a greater risk of hesitation when taking decisions. The company then needs the drive of a younger generation." Heart As Chairman of the Executive Board Mr Van Schaik was involved in all facets of the company. But his heart lies in marketing, above all in mar keting strategy: thinking ahead, keep ing closely in touch with market developments and taking action at an early stage. In a 1990 interview in The World of Heineken Mr Van Schaik left no doubts as to his goals: the Heineken brand ("the crown jewel of our com pany") was still a long way from ex ploiting its potential to the full in the world beer market. "I consider it as my personal objective to make the organisation even more flexible and more efficient so that even more attention can be devoted to our brand." Three years later Mr Van Schaik concludes that the Heineken brand is developing well. "I am satisfied with that. For many years we have built up the infrastructure in all parts of the world and the time has now arrived when we are deriving greater benefit from that network." Impulses The financial results of Heineken N.V. for 1992 clearly show that Mr Van Schaik's impulses to give the Heineken brand added value are now bearing fruit. Chiefly thanks to increased sales of the Heineken and Amstel brands, group profit before extraordinary income increased by 12.9% to 463 million guilders. "The Heineken brand is of essential importance for our compa ny. If we were to neglect the Heine ken brand, we would still have a big brewery but otherwise nothing spe cial. In volume terms we are a big brewery, but not if you look at our financial position. Thanks to the strength of our Heineken brand, how ever, we are the world's best known brewery. The reputation, the 'scale' of your business are also governed by the strength of the brand." And, adds Mr Van Schaik, the strength of the Heineken brand can be exploited to an even greater extent. "One of our objectives is 50% market share in the premium seg ment, so that still leaves us with suffi cient leeway for growth. We are con centrating these efforts on several corporate brands, with Heineken as our flagship." Closed down Ray van Schaik's legacy is a thorough ly healthy business, posting 1992 annual results which were also greeted with admiration in the finan cial world. "Good financial figures do not automatically mean that you are unassailable. Just one year of care lessness and you can pull down the shutters. 1 saw that happen to a busi ness which had existed for 25 years and was healthy. One year later it had closed down." For Mr Van Schaik his working life at Heineken has meanwhile also come to a close. He has no regrets, but looks back on those many years with a great deal of pleasure. "I always had a lot of fun. The chair manship, although not easy, was also a challenging and dynamic time. What Heineken now needs is that drive from a younger generation. Young people like to tackle new things, take risks. With the passing of the years, the hesitation in your timing increases. So it's good to know that a younger generation is there to take over." "I divide a human lifetime into four phases: playing, learning, work ing and enjoying. I'm now embarking on that final phase." THE WOULD OF HEINEKEN

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World of Heineken | 1993 | | pagina 6