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Swiss parent company puts Hotelplan Group up for sale
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Hotelplan has been put up for sale by Swiss parent Migros as the group looks to refocus on its core retail, financial services, and health businesses in Switzerland. Migros has said the sale will “take some time” and has reassured staff and customers that ”no significant changes are expected” during the sale process.
Hotelplan’s Future Amid Parent Company sale
The recent declaration of Hotelplan’s sale has raised questions about the future of its brands. Despite this, Joe Ponte, the CEO of Hotelplan UK, assures that operations will continue seamlessly.Source
Hotelplan sale: a long test of patience
Migros CEO Mario Irminger aims to complete the sale of the entire Hotelplan Group to a buyer by the end of the year. But is this timetable still realistic? The longer the search for new ownership drags on, the greater the likelihood that the Hotelplan Group may ultimately be divided, with individual business units—Hotelplan Suisse, Volume …
2500 employees of the Hotelplan group taken up
The 2,500 employees of the Hotelplan group, spread over 238 sites in 20 countries, will be taken over, notes the Migros press release. Hometogo wants to integrate Interhome into its own group. Turnover and profitability should thus improve “significantly”.interhome presents itself as the second largest provider of rental and management services of holiday homes in Europe.
Last year, Hotelplan, one of the oldest units in the Migros group, garnered 1.78 billion francs in 2024, and Interhome approximately 389.6 million over the same period.
Great transformation for migros
Now lightened by its tour operator, the orange giant must still find a buyer for Micasa furniture stores and those of gardening and DIY Do IT + Garden. Negotiations are underway for the manufacturer of cosmetics as well as Mibelle care and hygiene products, of which the South korean subsidiary has been taken up by the French giant L’oréal.
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Interview with Migros Group on Recent Transformations
Editor: Migros group has been undergoing notable changes recently. Can you provide an overview of these transformations?
guest: Certainly. Migros Group, one of Switzerland’s largest retail companies, has been streamlining its operations. Last year, Hotelplan, one of the oldest units in the Migros group, achieved impressive revenue figures, garnering 1.78 billion francs. Similarly, Interhome, another unit under the group, managed to accumulate approximately 389.6 million over the same period.
Editor: What prompted these changes within the Migros Group?
Guest: The recent transformations within Migros are part of a strategic move to focus on core competencies and enhance profitability. The group has decided to divest some of its non-core businesses. For instance,they have already lightened their load by selling their tour operator division.
Editor: Can you elaborate on the divestment process and the units that are up for sale?
Guest: Currently, Migros is in the process of finding buyers for several of its units. This includes Micasa furniture stores, as well as the gardening and DIY stores under the Do IT + Garden brand. Additionally, negotiations are underway for the sale of their cosmetics manufacturer, along with Mibelle care and hygiene products.Notably, the South Korean subsidiary of Mibelle has been acquired by the french giant L’Oréal.
Editor: How do these divestments align with Migros’ long-term strategy?
Guest: These divestments are part of Migros’ long-term strategy to concentrate on their core retail operations and enhance their market position. By focusing on their main business activities, Migros aims to improve efficiency and profitability. The proceeds from these sales will likely be reinvested in core competencies and strategic growth areas.
Editor: What are the expected outcomes of these transformations for both the company and its stakeholders?
Guest: The expected outcomes include a more focused and streamlined business model, which shoudl lead to improved operational efficiency and profitability. For stakeholders, including shareholders and employees, these changes could result in increased shareholder value and job security within the core business units. Additionally, the divestments allow Migros to allocate resources more effectively to growth opportunities.
Editor: Thank you for sharing these insights. What are the next steps for Migros as they continue this transformation journey?
Guest: Moving forward, Migros will continue to evaluate its portfolio and explore strategic partnerships or divestments that align with their long-term objectives. The focus will be on optimizing their operations and enhancing customer experience within their core retail and service sectors.
Editor: Thank you for your time and insights. we appreciate your detailed responses.
Guest: You’re welcome. It was my pleasure.
