" It all start in the 1980 ’s when my uncle established the first peak farm in Ecuador " , enunciate José Ricardo Dávalos , the President of the United States of Florisol & Co. In the year that followed , the Ecuadorian flower farm enlarge while being face with various challenge and change . Now , 40 days later , the company is still phratry - owned and consists of three farms : Florisol , Piaveri & Clarivel , growing 21 efflorescence categories on 45 hour angle . In improver , it has its own factor division ( Marvel Flowers ) and its own tissue lab . In this clause , Dávalos , tell us more about Florisol ’s history , the obstacle that they have get the better of and their vison for the time to come .
The second generation of Florisol owners . From left to right : Verónica Dávalos , Piedad Díaz , José Ricardo Dávalos , Ricardo Dávalos , and María Piedad Dávalos .
An earned run average of pioneeringSo how did it take off ? Dávalos : " In 1984 , floriculture in Colombia already had a history of around 25 eld . My uncle Mauricio saw that the Tabacundo and Cayambe region had a clime which resembled that of the Colombian savannah . He and my father had an challenging idea : to bring that experience to Ecuador and start growing roses because it was already a well - established industry . This lead to the institution of Agroflora , Ecuador ’s first flower farm . "
Despite the challenges , the undertaking took off successfully , and six months later , his forefather along with his uncle , resolve to corrupt another piece of land to plant yield Tree . However , the adviser from Agroflora suggested , ' This land would be perfect for chrysanthemum ' . Inspired by this theme , his father decide to embark on the adventure and opened Florisol farm .
The construction of Florisol farm .
It was a prison term of honest beginnings , Dávalos continues : " I remember those daylight clearly . I was just twelve years quondam . Back then , the floriculture industriousness was just starting in Ecuador , and Florisol was the third flower farm in the country . The lack of infrastructure was unmistakable ; Florisol had no bathrooms , dining expanse , or warehouse ; simply nothing . There were no cold memory board elbow room or options for air cargo ; we were doing everything from chicken feed . "
The yield of their laborFlorisol farm began with three hectares of chrysanthemums , today it consists of 45 hectare of different flowers . Dávalos describes how Florisol step by step lucubrate over the course of time , saying : " My male parent was always a cautious man , his school of thought is reflected in Florisol ’s gradual growth . Unlike many who chose to extend rapidly , doubling or triple their cultivation field overnight , we preferred to move forward dance step by whole step . I recall around the class 1992 , we had the opportunity to acquire the 10 - hectares neighboring place named Caucaso . In 1996 , we purchased a prop in Cotopaxi which allowed us to establish our roseate farm , Piaveri . We expanded it from four hectare to approximately ten hectares . Later on , we evolve another property adjacent to Florisol , adding another fifteen hectare to our operations . The skill of Clarivel in 1999 - 2000 , our filler farm , was another pregnant footstep in our gradual but unfaltering growth of 10 % per year . “Today , Florisol has a portfolio of 21 bloom categories : Football Mums , Spider Mums , Cremons , Disbud Balls , Oriental Lilies , OT Lilies , Roselilies , Alstroemerias , Delphinium , Solidago , Lepidium , Sunflower , Gypsophilia , Roses , Garden Roses , Spray Roses , Callas , Mini Callas , Eryngium , Gladdies , and tinted products .
He also underscore that the success of Florisol lies in the quality of their merchandise , the legacy that they seek to uphold , and their client . " Few producers in the world can lay claim that their merchandise is the undecomposed , but my father achieved this milepost , and we proudly uphold it . We have the good chrysanthemum in the world . However , our winner goes beyond product excellence . We are also one of the few farm certified Fairtrade . It certify us not only for our commitment to the environment but also for the comprehensive protective cover and development of our worker , physically , intellectually , and professionally .
Chrysanthemums being grown in a Florisol greenhouse .
We take pride in seeing how we have positively bear on the lives of our 700 employees in the retiring four decades . Moreover , we could n’t have achieved these achiever without the trust and reenforcement of our customer . We wish to continue these relationships for many decades to come , benefiting both company . We want our company to be much more than just a profitable job . We attach big value to the social duty that we apportion as a team . We want to be a caller that is recognise for its social - employment , resiliency , and trustworthiness . These economic value are intrinsical to our party and define us as an organization . This ism was inherited from their Father-God , and it ’s something they desire to blow over on to future generations . "
The Florisol team
Challenging timesHowever , throughout the years , Florisol has also been confronted with various challenge pasture from suit , blossom death rate , fiscal expiration and pests . Dávalos yield some good example of the caller ’s most thought-provoking moment : " My father was confronted with a cause from American producers who accused him and other Ecuadorian raiser of dumping practices , that is deal below toll in the US market . While rise growers had numerous assistant , we , as single chrysanthemum producers , were forced to defend ourselves alone . My founder , at the helm of Florisol , use up the responsibility of preparing all the information along with our lawyer in the United States . Thanks to a unanimous presentation in the three suit , we emerged unhurt from penalties . "
Dávalos ' father , the founder of Florisol faced and overcame multiple legal and agronomical challenges .
In selecting new form they also face challenging time . " I commend when Florisol started producing pompoms , a miscellanea of spray chrysanthemum , and we had to kibosh their product at one point . We have encountered setbacks , include the deathrate of our blossom , such as gypsophila and hypericum , and we have been forced to desert product we antecedently create , leading to financial losses , as was the showcase with kalanchoe a few years ago . "
And , of course , they faced several agronomical challenges , but one of the most terrific was an attack from the leaf miner in 2013 . " This insect lays ball on the leaves , and its larva destroy them from the inside , forming mined tunnels . This problem menace our access to important marketplace such as the United States , Chile , and Japan . We have implement a variety of solutions , from the intensive use of vacuum cleaners to suck up the insect to cetacean mammal that expelled them with a plastic screen and glue . We also used traps , cautiously selected infected foliage for shaft of light , apply fumigation , and burned waste to forbid pupae survival . These result not only required considerable investment but also saved our harvest in critical moment . "
José Ricardo Dávalos , the president of Florisol & Co
Times of changeDávalos points out that the current commercial-grade landscape is changing , which number along with both chance and challenges . He explains : " Nowadays , we are at a truly unequaled bit due to the changes we are witness in the market place . The continuous growth in demand from supermarkets present us with a windowpane of opportunity that we can not afford to miss . However , we also confront the weakening of the sweeping sphere , which has always been our independent customer . We are in a marketplace full of challenges that make this minute exceptionally crucial for our line . But we do not shrink from these challenge ; on the contrary , we face them with determination . We have take a first tone by entering the fragrancy market , a decision of gravid importance to us . We have a unequalled position in this regard , as we produce a wide range of products ideal for bouquets . Additionally , we have the advantage of purchasing flowers from legion producer with whom we do not directly compete . "
A Florisol bouquet
Future plans and strategic decisions"Our strategic range has always been aimed at serving regional wholesalers worldwide . Despite shift in the commercial-grade landscape , our military strength continues to lie with these primal married person . We will preserve our committedness to them by bring home the bacon exceptional services , consistently improving the quality of our products , and expand our range . However , we can not overlook the opportunity presented to us by supermarkets , an opportunity we are addressing and will continue to strengthen . Balancing these two strategic pillars is indispensable to ensure sustainable growth and a lasting presence in the world market . "
Florisol aims to serve both middleman and retail customers
For more information : Florisol & Co[email protected]www.florisolandcompany.com
