European Business: Mr. Jantzen, JANTZEN & DEEKE has been around for more than 160 years. How did this long history begin?

Kai Jantzen: Our company was founded in 1859 in Hamburg and has been family-owned ever since – now in the sixth generation. I’ve been part of it for 30 years. What started as a classic colonial goods store is now a specialized supplier of pepper on a large scale. Our heritage isn’t just for show – it’s lived continuity. 

European Business: When you look at the company today: What has changed since those early days? 

Kai Jantzen: A lot – and yet not much. Pepper remains what it has always been: a staple spice. Our range is focused, but our processes are sophisticated. Today, we deliver pepper by truck or container to industrial clients. That means long-term contracts, precise planning and absolute reliability. 

European Business: How is your company positioned in today’s market? 

Kai Jantzen: In the pure pepper trade, we’re likely among the top 10 globally – even though hardly anyone knows us. We operate in the second or third row, so to speak. Our clients are brand manufacturers who make well-known products. Margins are tight, trust is high. 

European Business: What sets you apart from competitors? 

Kai Jantzen: Our customers value our consistency. While others buy directly from the source and take on risk, they pay us perhaps one percent more – and sleep better. We guarantee quality, delivery times, and replacements if necessary. Our job is to navigate the fluctuations of the global market – calmly and reliably. 

European Business: What role does internationalization play for JANTZEN & DEEKE?

Kai Jantzen: A central one. Today, we store pepper in Hamburg, Rotterdam, New York, Dubai, Vietnam, or Singapore – depending on where our customers are. Supply chains are global, and trust has to be too. Our supplier relationships span decades and even generations. Of course, challenges come with that as well: Tariffs, volatile commodity prices, political uncertainties. Take for example the current US tariff of 20% on Vietnamese pepper – that shakes up trade routes. In such situations, experience and reliability make all the difference.

European Business: You’ve kept your company deliberately small and concentrate on classical trade, without retailing via an online shop. What’s the reason for this?

Kai Jantzen: With three to four employees we handle 4,000 to 7,000 tons of pepper annually. Revenue fluctuates between 19and 30 million EUR – depending heavily on market prices. For us, this works out very well. An online shop, on the other hand, is a completely different business model – detailed, labor-intensive, with a very different logic. Frankly, Germany lacks skilled workers right now. Under current conditions, I don’t see a viable economic basis. We focus on large volumes with small margins – online retail is the opposite.

European Business: What motivates you personally? 

Kai Jantzen: My motivation is passion for the product, and a deep sense of responsibility for the company’s history – and for what’s yet to come. I see myself as a torchbearer between generations. My grandfather survived the war, my uncle opened up international markets. Continuing that story matters to me. 

European Business: Is there already a seventh generation who might somewhen carry things on? 

Kai Jantzen: I hope so. My son is 15 years old by now and I hope he finds his own path – whether or not that leads to the company. Succession only works if it’s driven by passion. Obligation alone isn’t enough. 

European Business: Where do you want the company to be in ten or fifteen years?

Kai Jantzen: Ideally right where it is today. We have a stable niche, a working business model, and the freedom to operate as we see fit. Growth is not a goal in itself. Our goal is independence – in business and in life.

European Business: How do you define entrepreneurial success?

Kai Jantzen: Not by numbers alone. Success also means meaningful work, strong relationships, and a balanced life. I’ve run four marathons – that’s how I view my work: as a long-distance race. Only those who think long-term remain in the market.