About CTC
A privately held beverage group in the south of the Netherlands, built around owning brands and controlling how they reach the market.
CTC Management Holding was established in 2019 and has grown in every year since, so far without outside investors. The brands it owns are held privately. That is a deliberate choice rather than an oversight — we would rather be judged on how the operation runs than on a label.
We are based in Bergen op Zoom, roughly midway between the ports of Rotterdam and Antwerp. A good deal of what reaches Western Europe by sea passes within an hour of us, which has rather more to do with why we are here than the address itself suggests.
Europe’s two largest container ports, and us in between
A beverage brand is commonly owned by one company, stored by a second, cleared by a third and sold by a fourth, with a margin and a delay at each handover. The holding was arranged to reduce that. The brands, the customs desk and the commercial relationships all sit within one structure, which tends to show up in how quickly we can put a landed price in front of a buyer.
Our main channel is wholesale. We sell into networks that already serve thousands of outlets, and into HORECA — bars, restaurants, hotels and caterers — where a listing tends to rest on a relationship rather than a tender. It is a slower door to open, and a considerably harder one to close behind us.
Beverage supply is generally organised around full containers, which leaves smaller buyers without a practical route to stock — the independent retailer, the single café, the importer whose order runs to trays rather than pallets. One of the companies within the holding was set up with those buyers in mind, supplying from a single tray upward across the Benelux, and in the Netherlands and Belgium in particular.
Transport is handled by a carrier partner who works alongside us rather than at arm’s length. They keep their operation in part of one of our warehouses, and their schedule is built around our shipping calendar, with outside work taken in the gaps. It is an arrangement closer to a shared operation than a supplier relationship, and it is what allows us to commit to a delivery term across ten markets with some confidence.