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Two Swiss companies, two approaches and one common goal: to successfully tap into international markets. The long-established , which is known for its chocolate brands Munz and Minor, represents more than 170 years of Swiss chocolate tradition.

comes from the technology sector and supports global companies in navigating their digital transformation with an innovative software platform.
In the latest Growth Talk, the two entrepreneurs discuss their different strategies on the path towards internationalization – shaped by the opportunities offered by global markets and the challenges they pose.

Watch the talk directly as a video or listen to the conversation as a podcast:

For both DMI and Maestrani, international business has long been a central component of their strategy. DMI generates the majority of its revenue outside Switzerland. Since the sale of the consulting arm of its business in 2021, the company has focused entirely on the software platform JiVS IMP, which allows businesses to manage the entire life cycle of company data independently of systems and applications. The solution helps companies to replace legacy IT systems, archive historical data in compliance with legal requirements and modernize their IT landscape. Users can thus reduce their operating costs by 80% and cut migration efforts when moving to new software generations in half.

“This scalable technology, which can be adjusted flexibly in line with customer needs, was practically made for international use,” says Thomas Failer. Today, the US is the most important market for DMI, followed by Germany, Austria and India.

Maestrani now also generates almost half of its revenue via exports. As a relatively small player on the global chocolate market, the company focuses on selected niches: a strong presence in neighboring countries, duty-free products at airports, kosher ranges as well as organic and premium offerings. “Chocolate is not a staple food – it is either an impulse buy or a gift. That is what we tailor our product ranges to,” explains Christoph Birchler.

Our scalable technology was practically made for international use.

Thomas Failer, Group CEO, Data Migration International

Both entrepreneurs are convinced: careful planning is essential, but so is a willingness to seize opportunities. Maestrani combines organic growth with targeted acquisitions. Following the takeover of the Swiss brands Avelines and Chocolat Ammann, the Belgian praline producer Delafaille was added in 2025. Preserving the identity of the products is important to Birchler: “Belgian chocolate will continue to be produced in Belgium, and Swiss chocolate in Switzerland.”

DMI also pursued a targeted expansion of its international business: first off in culturally and legally familiar markets such as Germany and Austria, then in the US. To ease the market entry there, DMI initially relied on Swiss employees on-site who acted as a bridge between the two cultures. JiVS IMP also works with use cases, which help customers around the world to immediately understand the added value the solution provides.

The takeaway: planning creates security, and flexibility opens doors. Successful companies combine a clear roadmap with an openness to spontaneously seize opportunities without losing sight of their course.

Another key success factor emphasized by both entrepreneurs is knowing the unique characteristics of different markets in order to adapt your offering accordingly. Maestrani has learned a lot abroad: “You need to know what role chocolate plays in each country,” says Birchler. In the US, consumers prefer more intense flavors and greater variety. In Dubai, sporty packaging and playful approaches resonate well with customers. “If the local food culture already includes a sweet component, market entry is much easier,” says Birchler. India is therefore a comparatively easier market, as sweet desserts have always been popular there. In China, on the other hand, a preference for salty foods makes entering the market more difficult. In addition to a keen sense for local preferences, however, proximity to consumers also plays an important role: Maestrani started in the US with a local partner firm, but later decided to distribute its products directly in order to maintain greater control over its recipes and marketing.

Adapting to local conditions is also a key part of DMI’s international business – both culturally and from a regulatory perspective. In Europe, data protection is a top priority, in Asia data often has to be saved locally and in the US different rules apply. “These differences are part of our everyday business and also part and parcel of internationalization,” says Failer. DMI responds with solutions including regional servers and a modular platform architecture. “This way, our offering remains usable worldwide and also meets local regulations,” he explains.

The takeaway: only those who put themselves in consumers’ shoes and stay willing to learn can truly succeed – even if this sometimes means adapting tried-and-tested products and embarking on new paths.

You need to know what role chocolate plays in each country.

CEO, Maestrani Swiss Chocolates Ltd

Success abroad not only depends on understanding the local market, but also on personal interaction with customers, partners and employees. This is especially true in a highly digital environment. “At DMI, customer acquisitions often begin with meetings at trade fairs, conferences or our own ’Digital Lounge’ format at the WEF,” explains Thomas Failer. These physical platforms make it possible to bring DMI’s technological solutions to life and establish trust.

Maestrani also relies on personal encounters: “The Chocolarium in Flawil – Maestrani’s experience center – is not just a tourist attraction for us, but rather an opportunity to gather feedback and fresh ideas,” explains Birchler. Around 230,000 visitors come to Flawil every year – and help to strengthen the brand in the process.

The takeaway: digitalization is no substitute for human relationships, but rather a catalyst for them. Trust is built through real encounters.

Both entrepreneurs know that internationalization is no easy ride. Maestrani is grappling with sharply rising raw material costs, especially for cocoa. Poor harvests, diseases, political instability and speculation on the stock markets have seen prices increase fivefold. “We have to adapt if we want to stay competitive,” says Birchler. Nevertheless, the company continues to produce in Switzerland – driven by its commitment to quality, brand proximity and sustainability. Maestrani offsets higher costs by boosting efficiency and opting for a clear niche strategy. “For us, growth is part of the solution,” explains Birchler. And innovation is necessary: together with partner firms, Maestrani is working on the development of climate-resilient cocoa varieties.

As an IT service provider, DMI not only faces data protection, national data storage and complex compliance requirements, but also the explosion of data volumes within companies. DMI is therefore continuously developing its platform and increasingly drawing on artificial intelligence. “AI will not change the business model itself, but it will accelerate processes and help to manage the growing volumes of data more efficiently,” explains Failer.

The takeaway: crises and changes do not have to represent obstacles, but can rather be drivers of innovation.

AI will not change the business model itself, but it will accelerate processes and help to manage the growing volumes of data more efficiently.

Thomas Failer, Group CEO, Data Migration International

International expansion requires a balance of structure and flexibility as well as of standardization and targeted local adjustment. The two entrepreneurs are proof that Swiss SMEs can succeed on the global stage with a clear strategy, a solid understanding of local markets, courage and personal proximity to their customers. For companies contemplating internationalization, Thomas Failer offers the following advice: “If a product only works locally, the company should also stay local. However, if it is suited for international competition and the necessary capacity is in place, expanding abroad becomes inevitable.”