With Heart, Hand, and Attitude
Interview with Jochen Saacke, Managing Director of Höhenberger Biokiste GmbH
More and more people are placing importance on healthy eating, sustainability, and local sourcing — at the same time, shopping should be as convenient as possible. Organic boxes combine these demands: fresh fruits, vegetables, and many other organic products are delivered directly to your home. What started as a niche idea has developed into a solid component of modern supply in recent years. One of the pioneers is Höhenberger Biokiste GmbH from Velden.
Wirtschaftsforum: Mr. Saacke, how did Höhenberger Biokiste actually come about?
Jochen Saacke: I grew up in Munich and studied horticulture. At the end of the 1990s, I – more or less by chance – ended up in the Höhenberg community, a facility for people with disabilities. There, I helped to establish the gardening department. Soon the question arose: How do we market the products? Another company in the region had already introduced the concept of a 'Biokiste' (organic box). When it moved to Munich, it presented us with the opportunity to start one ourselves. This led to the creation of Höhenberger Biokiste GmbH in 2001. The unique aspect: the shareholder is still today the Höhenberg community, a non-profit association. We operate economically, but the profits do not go to private owners, instead they are reinvested in the association. This is also only to a limited extent. For me, this is coherent – I am employed like everyone else and see myself as part of a community that fulfills a social mission.
Wirtschaftsforum: How has your company evolved?
Jochen Saacke: Over many years, we have grown steadily – annually by up to 20%. With the onset of COVID, there was a boom: Because we could deliver contactlessly, demand exploded. In a very short time, we grew from 80 to nearly 150 employees. However, following the boom came a period of sobering reality: With the end of the pandemic, increasing costs due to war and energy crisis, and growing competition in retail, demand significantly decreased. We had to downsize to a healthy level and today we stand with almost 100 employees. On average, we serve 2,400 customers weekly – up to 2,800 in the winter and significantly less than 2,000 in the summer. Among these are over 300 kindergartens and schools, as well as an equal number of companies. In terms of revenue, we are above the pre-COVID level with about 6 million EUR in delivery services and 1.5 million in the organic market, but the unchecked growth is over. This phase was not easy but was also enlightening. We've learned to pay even more attention to efficiency, lower costs, and focus on essentials. Some events and even the cooking courses have been discontinued – they were enjoyable, but unfortunately not economical. What's vital is that we retain our core clientele and keep our structures sustainable for the future.
Wirtschaftsforum: Many customers might wonder why they need an organic box at all, when organic products can also be found in supermarkets. What advantages do you see?
Jochen Saacke: Organic has become mainstream, and that is essentially a success of the movement. But it also means that we need to assert ourselves. Our advantage lies in the combination: We guarantee 100% organic to the highest standards, work closely with local producers, deliver mostly unpackaged and conveniently to the doorstep – reliably and without much effort. The biggest advantage is the combination of convenience, quality, and transparency. In the region, we work exclusively with producers whom we know personally. And there are several. This provides a security that one does not have at the supermarket. Furthermore, we adhere strictly to the highest organic standards like Bioland or Demeter and save a lot of packaging through our reusable systems. Those who order an organic box not only get healthy food but also support local agriculture, short transport routes, and sustainable structures. Organic means more to us than just 'without chemicals'; it represents a holistic approach that includes soil, animals, people, and the environment.
Another unique feature is inclusion. We also employ people with disabilities, for example, those with Down syndrome or epilepsy. This is not a PR strategy for us, but a lived conviction. It brings challenges, but above all a great enrichment. Inclusion is part of our DNA.
Wirtschaftsforum: How do you see the future of Höhenberger Biokiste?
Jochen Saacke: I don't count on much revenue growth initially. If we manage 2 to 3% annually, that would already be a success. Our business model works if we are efficient and retain our customer base. The food market is fiercely competitive, margins are low, and pressure is increasing. But we have something that supports us: a loyal customer base that appreciates our work and even supports us financially – such as through silent partnerships. This shows that we are more than just a company. We are a joint ‘project’ of producers, employees, and customers.
Wirtschaftsforum: You have been with Höhenberger Biokiste for almost 25 years now. What still motivates you every day in your work?
Jochen Saacke: I am personally motivated by exactly that: We are not doing this just for ourselves. We do it for the region, for agriculture, for the people who work here, and for the families who rely on us. If we can continue this, I am satisfied.