Quick recovery Management during this process. As a result, volumes started to decline at the moment when Heineken took over management responsibilities. The main competitor in Poland went through a similar period of restructuring, but with a headstart of two years on Zywiec. The fast development of modern trade boosted the segment for low-priced beer. Against the background of the continuing restructuring activities, Zywiec reacted with remarkable speed. By the end of 2000 all key brands had new bottles and crates, new marketing campaigns were launched and the pricing strategy was adjusted. The volume of all brands was maintained, except for EB. In the meantime the restructuring operation was kept on track and the various sales organisations were integrated. Two breweries were closed, the remaining breweries were expanded and modern ised. ICT systems and Heineken quality standards were implemented throughout the Zywiec Group, brand images were reinforced and the portfolio optimised. The efficiency of the company has been substantially improved. There was also another important achievement, less visible from the outside. Within one year a system of functional management had been introduced. This helped to break down internal barriers. Employees were given extra training and also encouraged to acquire on-the-job experience. Grupa Zywiec can be proud of the result: a motivated organisation that is ready for a fight. Alle Ypma, General Manager of Zywiec S.A., explains: "It was not easy. The urgency to turn around the company fast forced us to integrate, to develop management and to cut costs at the same time. In fact we have built a complete new company in less than two years. I am proud of what our people have achieved."

Jaarverslagen en Personeelsbladen Heineken

World of Heineken | 2001 | | pagina 33