How Does Heinz Create Its Own Food Kingdom?

If you ask Americans about Heinz's products, they will come to the same place: tomato sauce, canned tuna, canned green beans, vinegar pickles, mustard powder, pet feed...

Because Heinz's products have infiltrated every kitchen and dining table in the United States and become an integral part of American life.

Heinz branch and its factories all over the world are a super food kingdom with annual sales of up to US $6 billion.

The king of this food kingdom went into business from a vegetable field in Pennsylvania, even though he was only 8 years old.

His name is Henry John Heinz.

Heinz, born in 1844, is the biggest among several children in the family.

When he was 8 years old, he took his brothers and sisters to open a small vegetable garden on the open space of his father's brick factory, planting tomatoes, onion, potatoes and other vegetables.

During the harvest season, they sell vegetables to their neighbors and brick factories.

The younger brothers and sisters regard this as a fun game, but after a while they are tired of it, but Heinz is not tired of it.

At the age of 10, he peddled the wheelbarrow full of fresh vegetables and peddled it. By the time he was 16 years old, he had become a small boss, and several of his men had grown vegetables for him and sold vegetables.

This most elementary business activity has aroused Heinz's interest in business.

His father also wanted his son's business genius to help his brick factory, so he sent him to Duff business school for further study.

After Heinz graduated, his father gave him the position of the accountant in the brick factory.

During this time, Heinz became interested in bricks.

He often goes out with the workers and goes out of the kiln. He also discusses with the technicians the ways to improve the quality of bricks and reduce the production cost.

Later, Heinz became an expert in brick making. When he picked up a brick, he could tell its advantages and disadvantages. People thought he would play a great role in the brick industry.

Unexpectedly, in 1869, 25 year old Heinz and L.C. Nobel founded Heinz Nobel, who sold the peppers produced in Heinz's vegetable fields into bottled products for sale.

Later, the sales of pickles and pickles were added.

However, it did not last long. In 1873, there was a financial panic in the United States. Because of the lack of loans, the small company failed to go bankrupt.

But this short 4 years of operation has made Heinz realize the great potential of the food market, and he is determined to make a comeback.

In 1875, Heinz and a younger brother and a cousin jointly opened F&J Heinz company, and continued to work in condiments, pickles and other processed foods.

By 1888, Heinz was known as the "king of pickles", and the company also changed its name to H.J. Heinz.

57 changes "the secret of Heinz's rapid rise is that he is good at grasping the trend of the market and being good at advertising the customers.

Heinz gave up a large scale brick mill operation and pferred to the food industry, because he found that the three meals in the United States were too flat and monotonous, and people were eager to change and live too high quality.

He grasped the psychology of people and put forward a very short but very attractive sales advertisement -- "57 changes".

"57 changes" means that Heinz can provide customers with different foods in 52 weeks a year, plus holiday festivals such as Christmas, Thanksgiving, new year, independence day and Easter 5 holidays. Customers can enjoy 57 new kinds of table foods in one year.

There are far more than 57 products of Heinz.

At the 1893 World Expo in Chicago, Heinz's booth was the largest and most abundant among all food traders, with over 100 kinds of exhibits.

The slogan of "57 changes" is deeply printed in the minds of customers, so that once people want to change their tastes, they will naturally think of Heinz.

By 1900, Heinz had more than 200 kinds of products, ranking among the big American companies.

But Heinz still takes the "57 changes" as an advertising word, and has two huge billboards on the Fifth Avenue and twenty-third Avenue in New York.

One night, 1200 spotlights lit up the billboards with "57 changes", which became a great nightscape in New York.

In the business world, Heinz is called the "advertising freaks".

Another secret of Heinz's operation is to harmoniously labour relations.

Workers often see short and energetic Heinz coming and going among them, laughing and chatting with them.

He is very good at moving others with his enthusiasm and makes people very moved and excited.

Heinz once traveled to Florida. After returning, he placed a large glass box in the factory, which contained a 800 pound, alligator, 14.5 feet long and 150 years old.

Heinz said to the workers, "it is the most unforgettable memory of my trip to Florida. Please enjoy the rest of your work and share my happiness.

"Heinz's equipment and labor relations are regarded as models of American industry and have won many awards.

After visiting Heinz, Harry Schellmann, director general of the national brotherhood of American electric workers, said: "this is a paradise for employees.

In 1919, Henry Heinz died at the age of 75.

The Heinz company he started by now has 6500 employees, 25 branches and 100 thousand acres of vegetable bases.

Howard Heinz took over his father's duties and became the second president of Heinz company. In fact, as early as 1900, Howard worked for Heinz company. He served as the advertising manager of the company and benefited greatly from his father's advice.

In 1905 he was pferred to the sales manager.

In 1906, the United States government promulgated the food and drug hygiene Ordinance, which put forward very strict requirements for the hygiene and production of food and pharmaceuticals.

Many food traders and drugmakers are joining each other to prepare for the government's delay.

At that time, Henry Heinz, President of the company, was also prepared to stand on the side of those who opposed the regulations because of the lack of health requirements in some aspects of the company. But Howard thought it was a great opportunity to improve the credibility of Heinz.

Howard, on the one hand, urged his father to support the government regulations. On the other hand, he quickly organized manpower and financial resources to reform the links that the company could not meet the health regulations.

Then he held a press conference from Pennsylvania to Washington, D.C., to show that Heinz always put the interests of customers first and always responsible for the health of customers.

Heinz not only strongly supports the health regulations promulgated by the government, but also fully meets the requirements of the regulations.

This move has been a great success.

Heinz lost nearly $1 million in the month of its pformation, but sales continued to soar in the next few months.

Howard, President of Heinz company, has been successful for 22 years, making the company's annual sales exceeded 100 million US dollars.

But what people are more interested in is the story of Howard's strict demand for his son.

Howard, the son of Jack, was born in a rich family, but he lived the same life as a normal family boy when he was young.

In order to earn pocket money, Jack worked for Heinz every year on holidays and holidays. He could get $1 Salon every day.

Jack was admitted to University of Cambridge in England. His tuition fees were earned by cleaning up himself at Heinz branch, British branch.

The manager of the branch office found that the young man who majoring in economics at University of Cambridge had a good mind and hired him as a part-time salesman.

It was not until 1935 when Jack said goodbye to the manager before he returned to school that he revealed his identity and hoped to cooperate happily with the manager in the future.

The manager was dumbfounded.

When Jack returned to China, he worked in all the departments of Heinz.

From the first line of production to the company's management department, Jack is familiar with the operation of each link.

So Howard sent Jack to Australia to form Heinz Australia.

Jack did not have high hopes, and organized the branch of Australia branch in an orderly way and quickly opened up the situation.

Today, the company has become Australia's largest food processing company.

In 1941, Jack became the third president of Heinz after his father died.

The entrepreneurial process of Heinz (four), the second years after Jack took office, the United States participated in the Second World War.

Heinz not only provided a lot of food for us and domestic residents, but also provided relief food to war refugees in Britain.

Jack himself went to the UK for four times to organize his relief work.

Heinz's practice of not making war money is well known in Britain and America, and is more popular with customers.

After the end of the war, Heinz launched large-scale expansion through the western countries' economic reconstruction.

The company has been in Holland, Japan, Italy, Portugal, France, Federal Republic of Germany, Venezuela and other guxing office subsidiaries.

In addition, we have bought Ramer brothers, stark foods and Orr Ida foods in China.

In the 25 years since Jack became president, Heinz has undergone tremendous changes: from a Private Companies dominated by a family to a public stock company; the product of the company is no longer operated by a distributor, but through its own supermarket and marketing center, and its revenue from overseas accounts for 40% of its total revenue.

Jack, chairman of Heinz company in 1966, was succeeded by Bert Gudin.

In a chance, Anthony Reilly met with general manager of Irish sugar company.

Riley was a world-class rugby player. He was tall and energetic. When he was general manager, he worked well in the British business community for 14 hours a day and worked out a strong and efficient policy.

Riley is hired as the general manager of Heinz UK branch.

By 1973, Heinz British company became the most profitable one among Heinz's many subsidiaries. The board of directors agreed to hire Ao Riley as president of the company.

In 1976, Riley also served as chief executive.

After Jack Heinz's death, he served as chairman of the board.

Under the leadership of Riley, Heinz has started a new era of development.

Since 80s, more and more companies have entered the food market.

Although these latter companies can not shake Heinz's hegemony, their products are gradually squeezed into the previously exclusive domain of Heinz, resulting in a 10% decline in sales and a 15% drop in profits.

In the face of this situation of wolves fighting evil tigers, Reilly put forward the management idea of "one divides into one".

For example, Heinz has thinned the bottle wall of the glass bottle for packaging, reducing the packaging cost and reducing the pportation cost, removing the label on the back of the bottle, and reusing the heat and waste water discharged from the factory.

In the press, Heinz's practice was called "saving meat money from bones."

"No label on the back of the bottle only saved $7 million for the company.

In 1986, Austrian Riley's increase in profit by pressing costs increased Heinz's sales roughly the same as last year, and its profits increased by 20%.

Heinz has been named one of the five best managed companies in the United States.

Riley also turned his eyes to the third world countries with huge market potential.

Heinz was the first western company to invest in Zimbabwe, and it was also a joint venture with China.

At present, Heinz's income from the third world countries is approaching the income from western countries.

In 90s, Reilly put forward new requirements for Heinz's 36000 employees: "always ready to supply the services they need at the time and place the customer needs.

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