ZAANDAM, Netherlands – As Ahold Delhaize celebrates the tenth anniversary of the merger between Royal Ahold and Delhaize Group, President and CEO Frans Muller has reflected on the journey that transformed two established retailers into one of the world’s leading food retail groups.
Speaking about the company’s first decade, Muller described the merger not simply as a corporate transaction, but as the beginning of a shared vision built on strong local brands, customer focus and long-term investment.
Looking back to the earliest days of the merger, Muller recalled the phone call that set the process in motion.
“I remember the start of the merger very well. I was sitting in my study in Düsseldorf and picked up the phone to call Dick Boer. He took my call – and the rest, as they say, was history.”
He explained that the immediate support from both companies’ supervisory boards gave the leadership team confidence to move forward with what would become one of the largest cross-border mergers in the food retail industry.
Although the scale of the transaction would later attract international attention, Muller said the leadership team remained focused on integration rather than headlines.
“We were surprised when we heard that it was the biggest ever cross-border merger in food retail. It makes me even more proud of all the work our people did to put synergies in place and successfully integrate our teams and the underlying business.”
Ten years later, Ahold Delhaize operates across nine countries through 17 well-established local brands, serving millions of customers each week through both physical stores and digital platforms.
For Muller, however, the company’s greatest achievement has been its people.
“I’m proud of how our teams came together. Some of them came from brands that had been competing for decades, yet they worked together in a pragmatic and disciplined way to build this company.”
He added that collaboration extended across stores, distribution centres, online operations and corporate functions, creating a culture that continues to support the retailer’s long-term success.
Unlike many global retailers that operate under a single banner, Ahold Delhaize has maintained the identity of its individual supermarket brands. Muller believes this strategy has become one of the group’s greatest competitive advantages.
“Our brands deeply understand the needs of local customers and communities. I think that’s the secret sauce of our company, and among retailers of our size, it makes us unique.”
That philosophy has helped the company remain closely connected to local markets while benefiting from the scale and resources of a global organisation.
Looking ahead, Muller expressed confidence in the retailer’s future, pointing to its strong financial position, market leadership and continued investment in innovation.
“We have a strong foundation – strong teams, strong brands, leading market positions and a solid balance sheet. That gives us the freedom to create opportunities for the future.”
Technology will play an increasingly important role during the next decade, particularly in areas such as artificial intelligence, data analytics and personalised shopping experiences.
Muller believes customers will increasingly expect retailers to understand their individual preferences.
“Consumers will no longer accept irrelevant promotions. We have invested heavily in data, loyalty and personalisation, and I think there are even more exciting things to come.”
Despite rapid advances in e-commerce, Muller does not believe physical supermarkets will lose their importance.
“The combination of physical stores and online shopping will continue to be a very strong proposition. People still like to discover products, find inspiration and enjoy the shopping experience.”
He expects the grocery industry to evolve significantly over the coming decade, with greater emphasis on fresh food, sustainability, supply chain efficiency and smaller, more convenient store formats, particularly across Europe.
“I believe the food retail journey will change quite a lot in the next decade. Speed will be important, and sustainably sourced products will become an even bigger differentiator for customers.”
Muller also sees own-brand products playing a larger role in supermarket assortments while technology continues to improve operational efficiency and affordability.
Throughout the interview, one theme remained constant: the importance of local communities.
While some question whether operating 17 different supermarket brands is the most efficient approach, Muller remains convinced that retailing is fundamentally local.
“Retail is very local, and our great local brands enable us to stay closely connected to our communities, customers, farmers and suppliers. Being that trusted partner has become even more important over the past ten years.”
As Ahold Delhaize enters its second decade, Muller believes the company is well positioned for continued growth while remaining true to the principles that have guided it since the merger.
“A good company with great people can do even more than we have already achieved during the last ten years. That makes me hopeful and confident about the future.”
For the international supermarket industry, Ahold Delhaize’s first decade demonstrates how global scale and local expertise can successfully work together. Under Frans Muller’s leadership, the retailer continues to build on that foundation, investing in technology, sustainability and customer experience while ensuring its local brands remain at the heart of its strategy.