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    SJU Skincare by Mibelle
    Mibelle Group

    Validate FMCG business model through innovation processes

    Home All Case Studies

    In the fast-moving consumer goods (FMCG) market segment, numerous successful direct-to-consumer (DTC) business models have been growing for years. This is also the case at the Mibelle Group. Alongside the classic business models between manufacturers and retailers, merged models are increasingly developing in the DTC area. Within these, manufacturers reach their consumers directly through their own sales channels and direct customer acquisition, thereby gaining valuable data. At the same time, margins are optimized via this channel. Find out how we implemented one of these innovative models together with Mibelle and what had to be taken into account here!

    As a wholly owned subsidiary of the Swiss retail group Migros, Mibelle AG traditionally manufactures products from the Personal Care & Beauty, Home Care and Nutrition business areas. Sales are primarily made through Migros’ own brands. Mibelle AG is one of the largest and most important private label manufacturers in Europe. 

    The company offers its customers innovative concepts and high-quality solutions along the value chain. It is number three in the European private label market. The Group employs around 1,250 people spread across six sites in Switzerland, France, the UK and South Korea and generates sales in the region of CHF 650 million..

    SJU Skincare by Mibelle

    Successful market establishment


    As part of the company-wide transformation and innovation processes, Mibelle AG developed a new direct-to-consumer business model in the Beauty segment. The aim was to tap additional sources of revenue and address new customer segments in Germany and abroad. To successfully implement and establish such a model in the market requires good planning and digital expertise. In the FMCG sector in particular, it is important to always keep a close eye on the competitive environment.

    In close coordination with the marketing and development department of Mibelle AG, a project plan had to be created first. It was essential to discuss the resulting tasks in terms of requirements and timeframe with all the people involved. The main focus of our work was on the creation and optimization of marketing measures, as well as the further development of the user experience (UX) and the user interface (UI).

    The key points summarized briefly:

    • Creation of image and text content for the website and promotional activities. 
    • Which marketing channels/placements should be used, with which focus and in which rhythm?
    • Organic and paid search results must be aligned and able to generate an appropriate ranking
    • Determine UI/UX requirements for the target audience. How should the page be structured? What trends are there on the market? How can we pick up on these trends and use them for ourselves?

    In total, our consulting services/support for the project lasted 9 months. A few weeks of this were spent on the development and implementation of the project (innovation sprints). The remaining time was spent on the support and continuous optimization of the social media channels/ads and Google Ads.


    In order to create a coherent web presence and suitable advertising materials, regular exchanges were held with experts from the fields of digital transformation, web design and marketing. Since our target market was in the United Kingdom, a deep market and target group analysis was carried out, among other things, in order to optimally match the website and advertising materials to the potential customers. Special country-specific restrictions were also taken into account. In case of doubt, these can bring down entire projects.

    To keep the implementation as transparent and efficient as possible, the Digital Transformation team developed a 5-point plan with the following contents:

    • Implementation of 2-week sprints for iterative optimizations
    • Comprehensive restructuring of Google and Facebook Ads accounts
    • Implementation of KPI tracking and definition of key performance indicators
    • Best Practice Implementations
    • Selective UX/UI adjustments

    The implementation of this content was checked at regular intervals and evaluated with the customer.
    Likewise, the following measures were implemented in a 2-week sprint mode:

    • Implementation of Google Optimize for the implementation of A/B tests
    • Adaptations along the user journey (funnel)
    • Advertising material changes for targeting female customers

    Thanks to the constant dynamic optimization of the project and the regular monitoring of all key figures, it was possible for us to react quickly to changes and feedback and to adapt measures directly. These constant optimizations led, among other things, to a significantly increased conversion rate and a high level of user interaction on the target page.

    Conclusion: Particularly in the case of larger, international projects, it is of the utmost importance to consult specialists from different areas of expertise. When implementing measures, a certain degree of flexibility should be available in order to react dynamically to changing market conditions, trends or target groups. The constant control of all relevant key figures is essential, especially when starting a new project. 
    If you need help for the implementation of your project, we are happy to assist you with words and deeds!

    SJU Skincare by Mibelle
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