Whole Foods in Switzerland


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  • Saint Gothard Pass
  • WF buys globally, March Whole trade program, criteria for developing countries, quality, money for producers, wages, environmental practicesDeveloping market, before the competitorsCore value- ongoing win-win relationships with suppliers
  • Borders to Germany, Austria, France and Italy
  • Crucial to take into consideration if launching a marketing campaign
  • Dont cross the red light, dont litter, dont be very loud in the evening etc.Do surname until invited to do first name
  • Leading the country since 2008 but has been member of the council since 1998Free Democratic Party (FDP/PRD)
  • Whole Foods in Switzerland

    1. 1. Oscar LenningsKsenia Tyutrina
    2. 2. Motivations for expansionLeader position Economies of scaleSecure key suppliersOur new flagship store in London set new opening-day and first-week company sales records.
    3. 3. The companyFounded in 1980Leading chain of natural food supermarkets in the USStores average 28,500 sq. feetFoods that are free from artificial preservatives, colors, flavors, and sweeteners276 stores = 263 stores in 37 U.S. states + 7 in Canada + 6 in the U.K.
    4. 4. Swiss organic market
    5. 5. Location
    6. 6. Lanaguage Distribution
    7. 7. Business Behavior Say grüezi (S.German), bonjour (French) or buon giorno (Italian) when meeting someone for the first time (depending on language-area) Follow laws rigidly, keep your posture and be polite No hands in pockets, don’t sit with ankle resting on knee Meetings are always by appointment Punctuality is extremely important Professional or courtesy title followed by their surname You should dress well, but conservative. Wear small signs of wealth.
    8. 8. The Swiss Federal CouncilPresidentPascalCouchepin
    9. 9. Subsidiary Role IMPLEMENTER Swiss market represents a somewhat different culture in food Deliver the value added activities of our company Perishable food products manufactured or supplied locally, others - imported Marketing and development from HQ Center of excellence will be located in the HQ
    10. 10. Subsidiary Positioning
    11. 11. Managing human resources Expatriates and local managers. Staffing for coordination and control: top management team is a mix of expatriates and local managers Managers will need to “wear a pioneer hat”. With time and experience, we look to change the role of our subsidiary and expect our managers to have entrepreneur, innovative and executive skills.
    12. 12. Negotiation with host country nationals Very long time to establish personal relationships They value privacy, responsibility and honesty Organization, procedure and planning are very important, meeting follow the agenda Get the best possible deal from opponents without ever appearing aggressive or demanding Their primary goal is an equal partnership and mutual benefit We will use MGA
    13. 13. Cross-cultural three-party negotiations Negotiations between Whole Foods, the government, suppliers and alliances Involved in organic trade organizations BIO SUISSE - is the umbrella association of more than 30 organic farming organizations and about 6300 farms engaging in organic production in SwitzerlandBio Suisse is committed to a form of agriculture with a promising future.
    14. 14. General recommendations With growing demand and the purchasing power, Swiss customers present a lucrative market Most difficult barrier – 3 different languages Stable country with a great concern for health and organic produce Build presence in Europe, starting at the heart of it Great opportunity to secure a leadership position in the developing trend in the European countries Copy the success model of the US team, develop into a strategic leader
    15. 15. SwitzerlandThank you!