‘Swiss chauvinism nourishes us’
Is your company busy at the moment?
‘April, May and June are normally our best months. It was a little disappointing this year though: because of the rainy and cold weather, we haven’t sold just as much as earlier. July made up for this though and we haven’t had reason to complain in August so far either; it’s quite busy. A lot of Swiss do not go on a holiday this year, but stay at home because of the terror attack threat. This stimulates sales; people want to have a lovely garden or balcony.’
Is sales to private persons key pillar of your company?
‘It was in the last couple of years. Before, we mainly delivered to florists in Basel and its surroundings. However, the Swiss franc currency has become a lot more expensive in comparison with the Euro, so our flowers are no longer interesting for these purchasers. That’s why we expanded our sales to private persons over the past few years.’
So you’ve built up quite a good clientele?
‘That’s right; we have about 8000 private customers. Our most important asset is that we produce almost everything ourselves. The Swiss are chauvinist; they’d rather have products from their own country and want to pay more for it. Furthermore, we’re the only company in the area that has cutting roses all year; our greenhouse has 8000 lux of assimilation lighting. And the rose is still a flower that people drive some extra kilometres for. Besides, we’re trying to distinguish ourselves from our competing colleagues by doing things ‘differently than we used to’.’
Can you give some examples of that?
‘Yes, sure. We produce all our potted plants in stone pots; that benefits the look. And we try to keep our roses short and young, and we make bouquets in different price classes, so everyone can find something he likes. Furthermore, we continuously invest in quality and renewal, also regarding staff. Our staff does courses on a regular basis – as they are our most important asset. And we organise a spring, autumn and Christmas exhibition every year, only for our customers. That’s where we present the newest products and garden trends while enjoying treats and drinks. Thousands of customers attend these exhibitions every year.’
Is the next generation ready to start?
‘Yes, our son Rico and daughter Ursula have become part of the company some years ago. They also work on other horticultural companies now, for one in the Netherlands. It’s good to ‘have a look behind the scenes’ of other companies and build up an international network. Although I’m just 55 years old, the course of company acquisition has started last year. We reserved ten years for this so it’s financially attainable.’
About Rolf Alleman
Company: Gärtnerei Alleman, Witterswill, Switzerland
Job: CEO
Most important market: Switzerland, environment of Basel
Sales: 80% private sales, 20% via flower specialist shops and wholesalers
Assortment: cutting roses, expanded assortment of potted plants and bedding plants, primulas, cyclamen, poinsettia and several herbs
Staff members: 25
Surface: 1.5 hectares of greenhouse and 1 hectare of full ground and container field
Rolf Alleman: ‘A lot of Swiss do not go on a holiday this year, but stay at home because of the terror attack threat. This stimulates sales.’
