McKinsey: Our research shows the collaboration between CMO, CFO, and CEO is vital for marketing effectiveness. How do you think about this at Lindt & Sprüngli? Daniel Studer: We always have been a consumer- and marketing-driven company, and marketing is central to our success. Many of our leaders come from commercial roles like marketing or sales. So, there is strong alignment and all functions agree that it starts with the consumer. Also the Group CEO is deeply involved in product innovation and brand communication matters. We regularly travel together to subsidiaries to discuss growth plans. In short: Marketing isn’t just a support function at Lindt & Sprüngli. Rather, it’s at the core of what we do. McKinsey: What would you say are the key success factors in the setup of your marketing function? Ricardo Azenha: A key enabler is the close collaboration between marketing and sales, which we call our “demand team.” A shared growth framework aligns both functions on certain growth levers and makes them aware of each other’s KPIs, some of which are even shared. Daniel Studer: Another unique factor is our own retail presence and stores, which are expanding rapidly. They not only drive sales but also build brand equity. For example, our new flagship store in London and our dedicated Lindor room in the “Lindt Home of Chocolate” museum create memorable brand experiences that resonate globally, strengthening both our retail and wholesale performance. Ricardo Azenha is Lindt & Sprüngli’s global head of marketing. Daniel Studer is a member of the company’s group management responsible for global marketing and development of specific markets. Comments and opinions expressed by interviewees are their own and do not represent or reflect the opinions, policies, or positions of McKinsey & Company or have its endorsement. 37 State of Marketing Europe 2026