In October 2005, Urs Riedener, head of marketing at Swiss retailer Migros, is examining the organization's competitive position. Essentially a retailer for nourishments and close sustenances items, the agreeable Migros, with near 600 retail outlets in Switzerland (yet just four outside its residential market), is confronting stiffer rivalry, both from existing contenders, (for example, Coop) and fresh introductions, (for example, hard discounters Lidi and Aldi). Riedener and Migros administration have so far dependably had confidence in Migros' position in the commercial center, worked around its administration structure (the clients were likewise the proprietors, making a nearby connection between the retailer and the market) and its accentuation on failing to sell destructive items. Socially, naturally, and morally delivered items were key parts of Migros' item advertising. Riedener realizes that Migros profited from a one of a kind position- - and he needs to ensure that Migros protects it from both new and old contenders.
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