... and not an interchangeable supermarket, you could try the newly advertised chocolates from Frey Côte d'Ivoire and support this good project: https://www.migros.ch/de/content/frey-necaayo Everything in the conjunctive, because this new sustainable chocolate is only available in very few stores. However, there is more than enough space for the new Lindt Excellence bars in small and medium-sized stores. And so I continue to buy comparable Fairtrade organic chocolate in Gümligen in the same building, but from the other orange giant. MY Migros? No longer exists.
Your posts are really exhausting to read and understand😅
Yes, really. Charly should clean his/her keyboard .... or switch from the US keyboard to CH or at least D .... or go shopping at Migros, where there's no alcohol. 🤣
Guest
2 years ago
Migros wants to bundle its supermarket business throughout Switzerland. It's a revolution: behind the scenes at Swiss retail giant Migros, various forces are working on merging the core business. Migros managers keen on reform look with envy from Zurich to Basel, to the competition, which achieved a good 20 years ago what they themselves will probably never manage: a structural adjustment in the form of a major merger. In 2001, all 14 regional Coop cooperatives and the Coop Switzerland service center were merged into a single large cooperative. Migros, on the other hand, has been talking about mergers for years or even decades, but they are not realistic. The construct of ten autonomously functioning regional cooperatives and the Federation of Migros Cooperatives (FMC) is likely to remain in place for a long time to come. But doing nothing does not seem to be an option either. This is why Plan B is now coming to the fore, with Migros hoping for efficiency through more centralized processes. Behind the scenes, various forces are working on a project that could well be considered revolutionary in the Migros universe: They want to merge the supermarket business, which contributes around CHF 12.7 billion to Migros' total sales of CHF 28.9 billion, in other words: the actual core business. And that means everything, not just purchasing, which is currently mainly managed by FMC headquarters in Zurich, but the entire value chain, including logistics and IT. A single lean unit would increase efficiency, they say, and the newly bundled unit would then be located within the Migros universe "where there is the most expertise and the best people". At least that's how one person who sees great potential in the plan describes it. This is with the regional cooperatives, or rather with those cooperatives that have the best grip on the business. These are not necessarily the largest, but the most efficient, as they say. Migros Eastern Switzerland and Migros Lucerne are repeatedly mentioned in this context. The "outsourcing" of the supermarket business could well be read as a vote of no confidence in the FMC, says a Migros insider. After all, the head office would be significantly reduced to a pure service center. However, the time for reforms seems favourable now that FMC boss Fabrice Zumbrunnen is leaving after five years without fundamental reforms and some organizational issues are being discussed anew, such as the division of tasks between the individual departments at head office. The taming of the regional Migros cooperatives. With the planned pooling of forces in the supermarket business, the Migros cooperatives would be following a logic that they have already tried out with varying degrees of success in their ancillary activities: Recently, for example, they have merged the fitness business at Migros Zurich, the golf courses at Migros Lucerne and the specialist stores such as Micasa or Melectronics are now an independent public limited company in the Migros cosmos, presided over by Migros Zurich boss Jörg Blunschi. Bundling in the supermarket business would have other advantages: it would put unwelcome solo efforts by individual regional bosses in their place. Migros Zurich boss Jörg Blunschi's expansion into Germany with the Tegut supermarket chain, for example, is viewed with suspicion, and the founding of Mymigros by former Migros Aare boss Anton Gäumann even caused lasting anger. The delivery service, where Migros employees shop, pack and deliver for customers free of charge in an electric car, is currently in the red. "You can't do online retail any worse," says a Migros man who does not wish to be named. Gäumann's successor Reto Sopranetti had no choice but to optimize the business model: As an immediate measure, he restricted the delivery area somewhat and introduced delivery charges. Mymigros is not yet profitable, as Sopranetti admits in an interview with this newspaper, but it is a step in the right direction. It remains unclear when the company will break even. The Migros head office does not deny the possible structural reform plans with the merger of the supermarket business. The retail trade in Switzerland is facing major challenges, says spokesman Marcel Schlatter. Customer needs are changing constantly and sometimes very quickly. "As a cooperative, Migros is preparing for this in a future-oriented manner, and the regional cooperatives and the FMC are working together to address this. Source: Bündner Zeitung from 19.11.22 - 04:30, article by Florence Vuichard.
Migros wants to bundle its supermarket business throughout Switzerland. It's a revolution: behind the scenes at Swiss retail giant Migros, various forces are working on merging the core business. Migros managers keen on reform look with envy from Zurich to Basel, to the competition, which achieved a good 20 years ago what they themselves will probably never manage: a structural adjustment in the form of a major merger. In 2001, all 14 regional Coop cooperatives and the Coop Switzerland service center were merged into a single large cooperative. Migros, on the other hand, has been talking about mergers for years or even decades, but they are not realistic. The construct of ten autonomously functioning regional cooperatives and the Federation of Migros Cooperatives (FMC) is likely to remain in place for a long time to come. But doing nothing does not seem to be an option either. This is why Plan B is now coming to the fore, with Migros hoping for efficiency through more centralized processes. Behind the scenes, various forces are working on a project that could well be considered revolutionary in the Migros universe: They want to merge the supermarket business, which contributes around CHF 12.7 billion to Migros' total sales of CHF 28.9 billion, in other words: the actual core business. And that means everything, not just purchasing, which is currently mainly managed by FMC headquarters in Zurich, but the entire value chain, including logistics and IT. A single lean unit would increase efficiency, they say, and the newly bundled unit would then be located within the Migros universe "where there is the most expertise and the best people". At least that's how one person who sees great potential in the plan describes it. This is with the regional cooperatives, or rather with those cooperatives that have the best grip on the business. These are not necessarily the largest, but the most efficient, as they say. Migros Eastern Switzerland and Migros Lucerne are repeatedly mentioned in this context. The "outsourcing" of the supermarket business could well be read as a vote of no confidence in the FMC, says a Migros insider. After all, the head office would be significantly reduced to a pure service center. However, the time for reforms seems favourable now that FMC boss Fabrice Zumbrunnen is leaving after five years without fundamental reforms and some organizational issues are being discussed anew, such as the division of tasks between the individual departments at head office. The taming of the regional Migros cooperatives. With the planned pooling of forces in the supermarket business, the Migros cooperatives would be following a logic that they have already tried out with varying degrees of success in their ancillary activities: Recently, for example, they have merged the fitness business at Migros Zurich, the golf courses at Migros Lucerne and the specialist stores such as Micasa or Melectronics are now an independent public limited company in the Migros cosmos, presided over by Migros Zurich boss Jörg Blunschi. Bundling in the supermarket business would have other advantages: it would put unwelcome solo efforts by individual regional bosses in their place. Migros Zurich boss Jörg Blunschi's expansion into Germany with the Tegut supermarket chain, for example, is viewed with suspicion, and the founding of Mymigros by former Migros Aare boss Anton Gäumann even caused lasting anger. The delivery service, where Migros employees shop, pack and deliver for customers free of charge in an electric car, is currently in the red. "You can't do online retail any worse," says a Migros man who does not wish to be named. Gäumann's successor Reto Sopranetti had no choice but to optimize the business model: As an immediate measure, he restricted the delivery area somewhat and introduced delivery charges. Mymigros is not yet profitable, as Sopranetti admits in an interview with this newspaper, but it is a step in the right direction. It remains unclear when the company will break even. The Migros head office does not deny the possible structural reform plans with the merger of the supermarket business. The retail trade in Switzerland is facing major challenges, says spokesman Marcel Schlatter. Customer needs are changing constantly and sometimes very quickly. "As a cooperative, Migros is preparing for this in a future-oriented manner, and the regional cooperatives and the FMC are working together to address this. Source: Bündner Zeitung from 19.11.22 - 04:30, article by Florence Vuichard.
It's in every newspaper. No need to copy it in. I already read it at 03.00 😉
Guest
2 years ago
indios
2 years ago
It's in every newspaper. No need to copy it in. I already read it at 03.00 😉
1. just because you've already read it doesn't mean that others have. 2. not everyone has a newspaper subscription.
1. just because you've already read it doesn't mean that others have. 2. not everyone has a newspaper subscription.
I don't have a newspaper subscription.
Guest
2 years ago
Guest
2 years ago
Migros wants to bundle its supermarket business throughout Switzerland. It's a revolution: behind the scenes at Swiss retail giant Migros, various forces are working on merging the core business. Migros managers keen on reform look with envy from Zurich to Basel, to the competition, which achieved a good 20 years ago what they themselves will probably never manage: a structural adjustment in the form of a major merger. In 2001, all 14 regional Coop cooperatives and the Coop Switzerland service center were merged into a single large cooperative. Migros, on the other hand, has been talking about mergers for years or even decades, but they are not realistic. The construct of ten autonomously functioning regional cooperatives and the Federation of Migros Cooperatives (FMC) is likely to remain in place for a long time to come. But doing nothing does not seem to be an option either. This is why Plan B is now coming to the fore, with Migros hoping for efficiency through more centralized processes. Behind the scenes, various forces are working on a project that could well be considered revolutionary in the Migros universe: They want to merge the supermarket business, which contributes around CHF 12.7 billion to Migros' total sales of CHF 28.9 billion, in other words: the actual core business. And that means everything, not just purchasing, which is currently mainly managed by FMC headquarters in Zurich, but the entire value chain, including logistics and IT. A single lean unit would increase efficiency, they say, and the newly bundled unit would then be located within the Migros universe "where there is the most expertise and the best people". At least that's how one person who sees great potential in the plan describes it. This is with the regional cooperatives, or rather with those cooperatives that have the best grip on the business. These are not necessarily the largest, but the most efficient, as they say. Migros Eastern Switzerland and Migros Lucerne are repeatedly mentioned in this context. The "outsourcing" of the supermarket business could well be read as a vote of no confidence in the FMC, says a Migros insider. After all, the head office would be significantly reduced to a pure service center. However, the time for reforms seems favourable now that FMC boss Fabrice Zumbrunnen is leaving after five years without fundamental reforms and some organizational issues are being discussed anew, such as the division of tasks between the individual departments at head office. The taming of the regional Migros cooperatives. With the planned pooling of forces in the supermarket business, the Migros cooperatives would be following a logic that they have already tried out with varying degrees of success in their ancillary activities: Recently, for example, they have merged the fitness business at Migros Zurich, the golf courses at Migros Lucerne and the specialist stores such as Micasa or Melectronics are now an independent public limited company in the Migros cosmos, presided over by Migros Zurich boss Jörg Blunschi. Bundling in the supermarket business would have other advantages: it would put unwelcome solo efforts by individual regional bosses in their place. Migros Zurich boss Jörg Blunschi's expansion into Germany with the Tegut supermarket chain, for example, is viewed with suspicion, and the founding of Mymigros by former Migros Aare boss Anton Gäumann even caused lasting anger. The delivery service, where Migros employees shop, pack and deliver for customers free of charge in an electric car, is currently in the red. "You can't do online retail any worse," says a Migros man who does not wish to be named. Gäumann's successor Reto Sopranetti had no choice but to optimize the business model: As an immediate measure, he restricted the delivery area somewhat and introduced delivery charges. Mymigros is not yet profitable, as Sopranetti admits in an interview with this newspaper, but it is a step in the right direction. It remains unclear when the company will break even. The Migros head office does not deny the possible structural reform plans with the merger of the supermarket business. The retail trade in Switzerland is facing major challenges, says spokesman Marcel Schlatter. Customer needs are changing constantly and sometimes very quickly. "As a cooperative, Migros is preparing for this in a future-oriented manner, and the regional cooperatives and the FMC are working together to address this. Source: Bündner Zeitung from 19.11.22 - 04:30, article by Florence Vuichard.
Yes, I also find Migros cumbersome as a customer. Taking Migros Gastronomy as an example: Years ago, when I was in the M-Restaurant in Bern near Käfigturm with 2 coffees at the till, the saleswoman kindly pointed out to me that you get 11 coffees with a coffee booklet, but only have to pay for 10 and wanted to sell me one of these booklets straight away. Stop - I know this from Eastern Switzerland and wanted to take out 2 vouchers - but stop again: no, that wouldn't work, she could only accept vouchers from Migros Aare. I replied: then I'll pay in cash, it's not worth it for me - and since then I've known that I can buy them in Chur, Kreuzlingen and Wetzikon (all Migros Eastern Switzerland), but not in neighboring Uster (because Migros Zurich). I haven't tried out this anomaly between Uster and Wetzikon for lack of opportunity, but it would fit in with the logic of my experience in Bern.
Yes, I also find Migros cumbersome as a customer. Taking Migros Gastronomy as an example: Years ago, when I was in the M-Restaurant in Bern near Käfigturm with 2 coffees at the till, the saleswoman kindly pointed out to me that you get 11 coffees with a coffee booklet, but only have to pay for 10 and wanted to sell me one of these booklets straight away. Stop - I know this from Eastern Switzerland and wanted to take out 2 vouchers - but stop again: no, that wouldn't work, she could only accept vouchers from Migros Aare. I replied: then I'll pay in cash, it's not worth it for me - and since then I've known that I can buy them in Chur, Kreuzlingen and Wetzikon (all Migros Eastern Switzerland), but not in neighboring Uster (because Migros Zurich). I haven't tried out this anomaly between Uster and Wetzikon for lack of opportunity, but it would fit in with the logic of my experience in Bern.
That's right: Uster doesn't accept the GMO's coffee books because this branch belongs to the GMZ. However, I don't see this as being cumbersome. It's just that the regional cooperatives are independent companies that can offer their own product ranges and services in addition to the standard range. That's what makes Migros exciting. If this Migros uniqueness disappears and the same standardized mash is offered throughout Switzerland, Migros will finally be boring.
Guest
2 years ago
Nachtspalter
2 years ago
That's right: Uster doesn't accept the GMO's coffee books because this branch belongs to the GMZ. However, I don't see this as being cumbersome. It's just that the regional cooperatives are independent companies that can offer their own product ranges and services in addition to the standard range. That's what makes Migros exciting. If this Migros uniqueness disappears and the same standardized mash is offered throughout Switzerland, Migros will finally be boring.
Well, if the coffee booklets can't be used anywhere between Uster and Wetzikon, then I don't feel personally affected ;-) - just as I don't regret that I can't use my Eastern Switzerland coffee vouchers in Ticino... I save myself 70 Rp. I would just like to make the following objection to your argument ".... can offer its own product ranges and services in addition to the standard range": The standard range is increasingly products from branded goods and German discounters (see Alnatura, Rügenwalder Mühle) and I see this more as impoverishment . Logically - a certain minority is just loud and strong and finds access and great understanding at M-Infoline. The so-called "own product ranges" (= distribution of local products within Switzerland) are totally neglected (in contrast to Coop) because they are only available in their own territory. I'm thinking of "Züri-Kalbsgeschnetzeltes... available in Eastern Switzerland every 6 months or Ticino cream cheese and yoghurt (with dialect inscription - especially for us "Zücchin") = of course never available at all... But occasionally - even if it was only every year - Ticino products (with the exception of panettone) would be great ... but I forget about it. So we organize among our circle of friends and tell each other what we could bring home from another part of the country... But it's sad: even the German discounter Lidl offers more local products in this respect - also available in other parts of the country. I would like to mention something quite banal: carrots and "Buwärli" (=peas) - deep-frozen... Migros gets them in Belgium - Lidl in Switzerland (with manufacturer information) ... but just...
