Torsten Friedrich, CEO of Denner, has confirmed a sharp escalation in the company's ongoing pricing dispute with Coca-Cola, announcing the retailer's decision to halt purchases from the Swiss bottler and instead source soft drinks through parallel imports from European suppliers. The move follows failed negotiations over what Friedrich called unjustified price increases amid an overall deflationary trend in Switzerland.
The conflict reignites tensions that first surfaced in 2014, when Denner similarly boycotted the US beverage giant's local 2-liter bottles in favor of imports. The company, a subsidiary of Migros, argues that Swiss consumers are being asked to pay disproportionately high prices compared to neighboring markets. Friedrich emphasized, “We left the negotiation table,” and reiterated Denner’s identity as Switzerland’s traditional price fighter.
Although Coca-Cola remained tight-lipped about the failed talks, the company stressed its long-standing partnership with Migros and its significant contribution to the Swiss economy. According to the group, over 80% of the beverages sold in Switzerland are produced locally in Brüttisellen/Dietlikon and Vals, with more than 800 million CHF (872 million USD) added to domestic value creation. The company also emphasized its use of Swiss ingredients and short transport routes — factors now at odds with Denner's strategy of importing lower-cost products from abroad.
Friedrich's hardline stance underscores his broader campaign to revitalize Denner's image and regain market share from competitors like Lidl and Aldi, especially as Migros itself has begun positioning low-price offers in direct competition. Despite increasing pressure from both inside and outside the group, Denner is expanding: it plans to add 120 stores to its current network of 880 locations and invest CHF 200 million in store modernization by 2028. Two new logistics centers and over 1,000 new jobs are also part of the expansion roadmap.
Even as some categories—like chocolate, orange juice, and coffee—see rising wholesale prices, Friedrich insists that Denner will absorb increases wherever possible and only pass on costs when necessary. He also teased a new proprietary customer loyalty app and expanded fresh food sections to drive traffic and sales.
The conflict with Coca-Cola is not isolated. Other brand suppliers demanding higher prices are under scrutiny, especially when their retail prices abroad are lower than their Swiss wholesale offers. For Denner, this is not just about margin—it’s a statement of values and legacy. “It’s not only about low prices,” Friedrich said, “but also about customer proximity, employee relations, and the in-store experience.”
