The long agony of the Cardinal brewery ends - Economy Most of the writing central distributing - Review
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Every day, twenty people still cross the portal Brasserie Cardinal Fribourg. Wednesday, June 22, the production may have ended, central distributing but the logistics will be provided until the end of this year. Parallel to this activity, begin dismantling central distributing the site was completed in May 2012. In a few years it will probably give way to a technology park. Researchers, entrepreneurs, engineers try to create new jobs with high added value which was since 1904 the high places of the cantonal industry. The process of creative destruction, formulated by the economist Joseph Schumpeter, will have done its work. Last year, the decision of the multinational Danish Carlsberg (the owner) to transfer production of the Cardinal, second national beer brand, Feldschlösschen (which also belongs) shocked the public and the Government central distributing Fribourg. Today, peace has returned.
While the authorities are preparing for the future is a page of the industrial history of the canton turns. To understand the disappearance of this brewery, it was in the 1970s marked by the first adventures of megalomaniac leaders. At this time, the Helvetii still drink a lot of beer. But the market is already starting to fall gradually. Founded in 1970 and listed on the Swiss Stock Exchange, Sibra Holding (the parent company of Cardinal) looking to expand abroad. In 1973, she chose to settle in Senegal, a Muslim country where alcohol is forbidden to sell in this country and elsewhere in Africa an alcoholic beer and other beverages. Failure is programmed. This costly expansion ends with a loss of 20 million francs. Faced with this situation, shareholders are private dividend in 1977.
A year later, back on track, former Federal Councillor Ticino Nello Celio, who chairs the board of Sibra, is a consultant which he is the vice-president: Hayek Engineering, a company boards created by Nicolas Hayek. The man, save the Swiss watchmaking, puts a condition before accepting the mandate. He demands that his brother Sam Hayek take the lead Sibra. In 1979, it arrived well in Fribourg (contacted by Bilan, he does not want to return to that time).
In one year, the new boss manages to leave the company of the rut. He sells buildings, and to reduce costs, central distributing farm Brewery Beauregard moving production to the site of Cardinal. Under his leadership, Sibra diversified into soft drinks with the acquisition of German Sinalco and the launch of Moussy beer and put on exporting it to the United States and Saudi Arabia. Sam Hayek thinks big, very big, too big. With the blessing of Nello Celio, he decided in 1983 to invest 90 million francs to massively increase capacity. In Fribourg and Rheinfelden (AG) where Sibra has another brewery in front of his enemy Feldschlösschen they double to 1.2 million respectively and 500,000 hectoliters. The company, central distributing which is the Swiss market central distributing leader for drinks and number central distributing two in the beer, however, does not succeed in achieving the objectives. Exports were down, so they had to grow strongly, and the Swiss market continues to decline. However, the full capacity is essential to make the investments.
It is necessary to react. In April 1988, Hayek Sam tries a gamble. He announced that Sibra out of beer cartel at the end of the year. It may therefore freely lower its prices in order to fight against imports of foreign beers that continue to grow. With this offensive Sibra account both increase sales and improve its financial central distributing performance. But it does not have the desired effect. "The output of the cartel cost more than our estimates due to the boycott of certain retail companies" recognize Sam Hayek in February 1991.
In the end, the strategy deployed by Hayek Sam turns to disaster. In 1990, the bottling beverages central distributing (Freiburg and Rheinfelden) reached 1.25 million hectoliters for a total capacity of 1.7 million hectoliters. If the turnover amounted to 440 million francs (the record is reached the following year with 446 million) and the number to more than 1,400 employees, the debts have doubled compared to 1982, climbing 136 325 million francs. Cash flow does not rise more than 36%, while cash flow p
Share on Facebook Tweet Button Widget Google Plus One LinkedIn Sharing Economy
Every day, twenty people still cross the portal Brasserie Cardinal Fribourg. Wednesday, June 22, the production may have ended, central distributing but the logistics will be provided until the end of this year. Parallel to this activity, begin dismantling central distributing the site was completed in May 2012. In a few years it will probably give way to a technology park. Researchers, entrepreneurs, engineers try to create new jobs with high added value which was since 1904 the high places of the cantonal industry. The process of creative destruction, formulated by the economist Joseph Schumpeter, will have done its work. Last year, the decision of the multinational Danish Carlsberg (the owner) to transfer production of the Cardinal, second national beer brand, Feldschlösschen (which also belongs) shocked the public and the Government central distributing Fribourg. Today, peace has returned.
While the authorities are preparing for the future is a page of the industrial history of the canton turns. To understand the disappearance of this brewery, it was in the 1970s marked by the first adventures of megalomaniac leaders. At this time, the Helvetii still drink a lot of beer. But the market is already starting to fall gradually. Founded in 1970 and listed on the Swiss Stock Exchange, Sibra Holding (the parent company of Cardinal) looking to expand abroad. In 1973, she chose to settle in Senegal, a Muslim country where alcohol is forbidden to sell in this country and elsewhere in Africa an alcoholic beer and other beverages. Failure is programmed. This costly expansion ends with a loss of 20 million francs. Faced with this situation, shareholders are private dividend in 1977.
A year later, back on track, former Federal Councillor Ticino Nello Celio, who chairs the board of Sibra, is a consultant which he is the vice-president: Hayek Engineering, a company boards created by Nicolas Hayek. The man, save the Swiss watchmaking, puts a condition before accepting the mandate. He demands that his brother Sam Hayek take the lead Sibra. In 1979, it arrived well in Fribourg (contacted by Bilan, he does not want to return to that time).
In one year, the new boss manages to leave the company of the rut. He sells buildings, and to reduce costs, central distributing farm Brewery Beauregard moving production to the site of Cardinal. Under his leadership, Sibra diversified into soft drinks with the acquisition of German Sinalco and the launch of Moussy beer and put on exporting it to the United States and Saudi Arabia. Sam Hayek thinks big, very big, too big. With the blessing of Nello Celio, he decided in 1983 to invest 90 million francs to massively increase capacity. In Fribourg and Rheinfelden (AG) where Sibra has another brewery in front of his enemy Feldschlösschen they double to 1.2 million respectively and 500,000 hectoliters. The company, central distributing which is the Swiss market central distributing leader for drinks and number central distributing two in the beer, however, does not succeed in achieving the objectives. Exports were down, so they had to grow strongly, and the Swiss market continues to decline. However, the full capacity is essential to make the investments.
It is necessary to react. In April 1988, Hayek Sam tries a gamble. He announced that Sibra out of beer cartel at the end of the year. It may therefore freely lower its prices in order to fight against imports of foreign beers that continue to grow. With this offensive Sibra account both increase sales and improve its financial central distributing performance. But it does not have the desired effect. "The output of the cartel cost more than our estimates due to the boycott of certain retail companies" recognize Sam Hayek in February 1991.
In the end, the strategy deployed by Hayek Sam turns to disaster. In 1990, the bottling beverages central distributing (Freiburg and Rheinfelden) reached 1.25 million hectoliters for a total capacity of 1.7 million hectoliters. If the turnover amounted to 440 million francs (the record is reached the following year with 446 million) and the number to more than 1,400 employees, the debts have doubled compared to 1982, climbing 136 325 million francs. Cash flow does not rise more than 36%, while cash flow p
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