Migros is very special and very Swiss. Gottlieb Duttweiler's legacy is great. In every respect: alcohol, tobacco and also the huge range of own brands.
In recent years, seemingly sacred Migros cows have been slaughtered time and again, such as the introduction of a central procurement office, the sale of the specialist stores or the shift in power from laos rcs data Zurich to the new supermarket AG. Migros' business model has been adapted to the present - usually after fierce trench warfare.
According to many studies, Migros is the strongest brand in Switzerland. And that is precisely why the boundaries are so important here. How much tradition does the brand need, and how much change is still good? This requires sensitivity, a positive attitude to the future and self-confidence. The low-cost competitors such as Aldi and Lidl make things even more difficult.
Yes, Migros got bogged down, wanted too much and all at the same time. Consciously crossing boundaries is important and good, but acting too much and too quickly is never good, even when times and the retail landscape are changing rapidly. If you act too eagerly and too quickly, you make mistakes, lose your focus, neglect your profile and risk your relevance on the market.
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