Last year, convenience fruit manufacturer mirontell fein & frisch AG used the lowered demand from the hospitality industry to reorganize and optimize structures within the company: "We used the lockdown situation to deal with issues for which we simply didn't have time otherwise," Rick Marwitz reports.
The key word is change management: the ongoing modification of an organization's structures to adapt to changing environmental and general conditions. Rarely have environmental and business conditions changed as rapidly and fundamentally as they will in 2020.
The mirontell team at Fruit Logistica 2020.
"During the first lockdown in the spring, our situation changed completely. That's when we noticed what could be changed, so we would be better prepared for the future," Marwitz continued. On the one hand, this includes product development and the search for new sales channels, but also the insight into the daily work of colleagues: "If you also do the work of colleagues or participate in the daily routine of other departments, you can learn something and gain a better overview of the processes in the entire company. That's the only way we can improve our processes as a team."
Thanks in part to the conversion of the merchandise management program and the improvement in digital communications last summer, he says, they can now work much more calmly and with greater concentration throughout the company as a result of the lockdown. "Up until now, we've always been very focused on the restaurant business, but in the future we want to diversify. For example, processors, such as bakers, or out-of-home delivery services would offer themselves as customers. Online retailing has also seen significant growth in the last year. We've been working with Amazon Fresh for years, so we see great opportunities there in the future."
"Nothing is more constant than change - instead of rigidly holding on to old lines of business, we choose to take the opposite step and adapt to change," Marwitz said.