Swiss companies focus on expansion in challenging times
Zurich/Flawil/Kreuzlingen - Growth is key for the Swiss companies Maestrani and Data Migration International – especially in challenging times. This is a strategy that their managing directors, Christoph Birchler and Thomas Failer, have now explained in a UBS video talk.
(CONNECT) Internationalization and growth are key – especially in economically challenging times, Maestrani CEO Christoph Birchler and IT entrepreneur Thomas Failer from Data Migration International conclude in the latest Growth Talk, from a series of videos published by the Swiss bank UBS. In the video, the two managing directors discuss the paths their companies have taken to achieve success in international business, advocating a measured approach to their respective markets and industries.
“The best recipe is to keep moving forward,” says Christoph Birchler, highlighting that growth is part of the solution when it comes to issues such as the raw materials crisis and political uncertainties. He reasons that it is much easier to deal with these challenges when a company is growing than when it has to consolidate and cut costs. Since 2020, Birchler has been CEO of the family-owned company Maestrani, which is based in Flawil in the Swiss canton of St.Gallen but operates internationally, and owns well-known chocolate brands including Munz and Minor.
Thomas Failer goes so far as to describe internationalization as a necessity in his sector. As soon as a company offers products that compete with international companies, he explains, there is no alternative but to grow beyond national borders. Failer is the founder and Group CEO of the IT service provider Data Migration International (DMI) from Kreuzlingen in the Swiss canton of Thurgau. Its most important market is now the USA, accounting for a third of its sales.
For Failer, a fundamental market analysis is a prerequisite. He cites potential key questions, such as which markets are important or what the competition is like there. Other questions to ask might concern how your own product fits in, or why it should be preferred over a competing product in the local market. Unlike consulting firms, internationalization is easier for product-oriented software companies, says Failer, because they are positioned in the middle of the market.
He also emphasizes the importance of contacts. After starting with 50 employees in the USA, DMI now has over 300, and the company invests specifically in trade fairs and events. “The human being is what matters – in terms of the customers,” says Failer.
Maestrani is also moving closer to the US market. This year, it started distributing its chocolate products directly, without the support of distribution partners. Birchler explains that the closer the company is to the consumer, the better and more directly it can respond to them. A physical presence on site is also strategically important for decisions about new innovations or promotions, he says. With regards to further expansion, he mentions market analyses. Unlike China, where savory tastes dominate, he says growth is expected in countries that already have a sweet dessert culture. The industry is reportedly currently focusing on India. ce/yvh