The Future Needs the Past

A conversation ab out tradition and innovation, history and perspectives,
people and brands

Dr. Robert Hartel und Dr. Andreas Buske

Tthe owners and chairmen of Zwiesel Kristallglas:
Dr. Robert Hartel and
Dr. Andreas Buske

“Change is a vital elixir that we consciously encourage. As owners and chairmen, we live this philosophy by continually bringing new goals to the business and constantly searching for new solutions.” Dr. Robert Hartel	“We revolutionised the market with an unprecedented technology. We want to achieve that not only today, but also tomorrow, with new developments that continue to set new standards.” Dr. Andreas Buske

Dr. Buske, Dr. Hartel, we would like to ask you to comment on the following scenario. Let us suppose your plans for the future are achieved and the markets develop as you predict. What do you believe Zwiesel Kristallglas will be like in 2030 and in which markets will the company be active? Dr. Buske: I am glad the markets do not always behave as we might expect. This creates challenges and we thrive on those opportunities. Realistically we are being confronted by growing production from South-East Asian producers, whose merchandise will increasingly appear in the world’s markets. However, because we are focused at the premium end, our buyers are not price dependent and recognise the value our brands provide. Therefore we believe we will ride above this market development. Our Schott Zwiesel brand is rightly perceived as the innovator and global market leader in crystal glass. This is because we hold a clear technological advantage. So our leadership comes about, not because the market obeys us, but because we are better than our competitors. It is not our goal to manufacture products for the masses, we are focused on catering for the premium end of any market. When people hold our glasses they feel they own something that is special. We want to help shape trends at this end of the market, especially with our Zwiesel 1872 and Jenaer Glas brands. We are pleased that since taking control of Zwiesel Kristallglas, we have been able to turn the company around so successfully. Now we are taking the next steps forward to reinforce our achievements.	The role of mastermind and forward thinker has been ascribed to you from the start. What did you envision when you took over Zwiesel Kristallglas in 2001? Dr. Hartel: We began with the challenge of saving the company and safeguarding the jobs it has created. But when a ship is leaking severely, you do not stand on the bridge indulging in visions. You are much wiser to hurry below deck and plug the leaks. We understood the company’s strengths and weaknesses and we knew how to repair those leaks. We commenced by responding to the most urgent issues and solving the most pressing challenges. So we rolled up our sleeves, eliminated the challenges and then our strategy evolved from that process. That was why we could not connect are start in 2001 with a fully articulated strategic vision. In fact, right at the start we had to battle with actual flood waters. I can remember working in our warehouse in the middle of the night as we tried to sweep out the water. Our co-workers saw us there, working beside them, and they appreciated the fact we were on site and working with them. That became the source of our coworkers loyalty and motivation – two qualities which have proved invaluable in subsequent years. Dr. Buske: We knew our staff would share our passion. This is a company that has built its competence across generations. We could rely on a unique technology and a brand that despite suffering a setback, had genuine value. We also had the Hotel, Restaurant and Catering markets as a secure bedrock to build on
	the whole interview

Dr. Buske, Dr. Hartel, we would like to ask you to comment on the following scenario. Let us suppose your plans for the future are achieved and the markets develop as you predict. What do you believe Zwiesel Kristallglas will be like in 2030 and in which markets will the company be active?

Dr. Buske: I am glad the markets do not always behave as we might expect. This creates challenges and we thrive on those opportunities. Realistically we are being confronted by growing production from South-East Asian producers, whose merchandise will increasingly appear in the world’s markets. However, because we are focused at the premium end, our buyers are not price dependent and recognise the value our brands provide. Therefore we believe we will ride above this market development. Our Schott Zwiesel brand is rightly perceived as the innovator and global market leader in crystal glass. This is because we hold a clear technological advantage. So our leadership comes about, not because the market obeys us, but because we are better than our competitors. It is not our goal to manufacture products for the masses, we are focused on catering for the premium end of any market. When people hold our glasses they feel they own something that is special. We want to help shape trends at this end of the market, especially with our Zwiesel 1872 and Jenaer Glas brands. We are pleased that since taking control of Zwiesel Kristallglas, we have been able to turn the company around so successfully. Now we are taking the next steps forward to reinforce our achievements.

The role of mastermind and forward thinker has been ascribed to you from the start. What did you envision when you took over Zwiesel Kristallglas in 2001?

Dr. Hartel: We began with the challenge of saving the company and safeguarding the jobs it has created. But when a ship is leaking severely, you do not stand on the bridge indulging in visions. You are much wiser to hurry below deck and plug the leaks. We understood the company’s strengths and weaknesses and we knew how to repair those leaks. We commenced by responding to the most urgent issues and solving the most pressing challenges. So we rolled up our sleeves, eliminated the challenges and then our strategy evolved from that process. That was why we could not connect are start in 2001 with a fully articulated strategic vision. In fact, right at the start we had to battle with actual flood waters. I can remember working in our warehouse in the middle of the night as we tried to sweep out the water. Our co-workers saw us there, working beside them, and they appreciated the fact we were on site and working with them. That became the source of our coworkers loyalty and motivation – two qualities which have proved invaluable in subsequent years.

Dr. Buske: We knew our staff would share our passion. This is a company that has built its competence across generations. We could rely on a unique technology and a brand that despite suffering a setback, had genuine value. We also had the Hotel, Restaurant and Catering markets as a secure bedrock to build on

the whole interview