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."
