Reflections from CEO Frans Muller on the merger, local brands and the next 10 years

July 2, 2026 – Ahold Delhaize was born 10 years ago this summer, when Dutch retailer Royal Ahold merged with Belgian Delhaize Group, crossing borders to create a strong, customer-focused omnichannel retailer that today spans 9 countries and 17 great local brands. 

As we celebrate this milestone, we’ll be asking people across the company to answer 10 questions about the business – with particular emphasis on the areas they’re most passionate about – starting with our President and CEO, Frans Muller.  

Frans was CEO of Delhaize Group at the time of the merger. During the first 2 years after the merger he was the deputy CEO, responsible for the U.S. business and the overall integration. In 2018 he took on the top role in the combined company. This front row seat to the merger and beyond gives Frans a unique perspective, which he draws on as he reflects on how we got to where we are today and what the future holds for Ahold Delhaize. 

1. If you think back to the start of the merger process, what was one moment that made a big difference to you and the team?

“I remember the start of the merger very well. I was sitting in my study in Dusseldorf, where I was living at the time, and I picked up the phone to call Dick Boer, CEO of Ahold. He took my call – and the rest, as they say, was history.  One of the most pivotal early moments for me was when Dick and I received immediate, strong support from both our Supervisory Board Chairs. This gave the process an enormous boost and truly energized everyone.” 

2. Can you name one thing that surprised you about the merger – something you didn’t realize ahead of time?

“We were surprised when we heard that it was the biggest ever cross-border merger in food retail! It was something we didn’t realize or even think about as we were working hard to deliver on our plan. But 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.” 

3. What have you been most proud of over the past 10 years?  

“During the merger process itself, I'm proud of how our teams – some of whom came from brands that had been competing as food retailers for decades – came together in a very pragmatic and disciplined way to form this great company. We saw strong collaboration between associates in stores, functions, head offices, distribution centers, online and offline – all with the right combination of skills and with everyone understanding their roles. I think that has been a powerful element of our success. Over the past decade, I’m proud of how we have always kept a clear focus on what matters most to customers, communities, associates and all our stakeholders – in particular, how our brands have supported customers through turbulent times, aiming to make shopping more affordable, healthier and sustainable.” 

4. Is that part of what makes Ahold Delhaize most unique today?  

“Yes, I think that our proximity to customers and communities is truly special. Ahold Delhaize is unique in that we have very distinct brand strategies, omnichannel propositions, own brands and a very comprehensive and competitive e-commerce offering for our local communities. And I'm very happy that we are a company that has invested well in our store fleet, in technology, innovation and data.  

But first and foremost, we are a company of great local brands with a high level of autonomy, accountability and ownership, that are close to communities and close to our people.” 

“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.” 

5. Looking forward, what excites you most about what's next for Ahold Delhaize?  

“I believe we have a strong foundation – strong teams, strong brands, leading market positions, and a solid balance sheet. Our high relative market shares combined with brand strength give us options to grow and develop the company, to further improve our already strong customer value propositions and to invest more in technology solutions that consumers are asking for and that our company will benefit from. So, I’m most excited by the fact that this solid foundation gives us a lot of freedom to create opportunities for the future.” 

6. Where do you see the company in 10 more years?  

“Well, first, I see myself as still being a very proud shopper at our brands. As for the company, hopefully we will have more brands and operate in more geographies, because I think scale through expansion is important. And I believe our omnichannel strategy, that we launched 10 years ago, will remain super valid and relevant – and I hope that we’ll get even smarter in meeting customer expectations. Technology will further fuel us here. 

I believe the food retail journey will change quite a lot in the next decade. Speed will be important, and sustainably sourced products will be an even bigger differentiator for customers. I hope we will still have a strong purpose and contribute to society, making sure people can find affordable, healthy, sustainably sourced food, helping them with their health and feeding families in an affordable way. That is the cornerstone of our company.

I believe we will also be an even better employer for young people, that our purpose will attract folks who want to be a part of it and that they will enjoy the diversity of the teams, that they feel welcome, that they can make an impact, and learn from each other. And at the same time, of course, continue to win in our markets, because I believe this is what happens when you bring people together with the right purpose and the right strategy.” 

“I believe the food retail journey will change quite a lot in the next decade”   

7. Will physical stores remain important in the future? 

“Actually, the combination of physical stores and online shopping will continue to be a very strong proposition for the future. While I believe that share of e-commerce will rise, people will still like to see what we have to offer, shop for themselves and get inspiration, new ideas and new recipes. Our convenient network of close to 10,000 stores not only provides that shopping experience but also has an important function in the community and society. 

While there will always be a part of our customer base that only shops online or only shops in the stores, in 10 years’ time, I think offering both - through omnichannel - will be an even more powerful proposition.” 

8. How do you see assortments changing?  

“We might see a reduction in center store assortments and expansion of produce and fresh products. While our large assortments, particularly in the U.S., are important, these changes will make it easier for customers to make choices. I believe our total store size in Europe will be more focused on smaller stores at a higher density. We will also have a higher own-brand participation, and it will be increasingly important to pursue efficiency in the supply chain that makes high-quality groceries more affordable to customers.”  

9. Personalization is very popular with our customers. What will this be like in five or 10 years’ time – and is Ahold Delhaize prepared? 

“Our customers expect us to understand them very well. They want to be addressed in a way that is relevant to them when it comes to promotions, inspiration, and recipes. This will only become more important – in the future, consumers will no longer accept irrelevant or middle-of-the road promotions.  

Ahold Delhaize’s brands can be a very, very good partner in catering to customers’ needs in this way because we have invested heavily in data, loyalty and personalization. We have all the tools we need – whether it is AI or predictive tools and predictive analytics – to make things hyper personalized for customers. And we have the opportunity to be even more precise and seamless in how we do it, while also taking the utmost care to protect customers’ privacy. So, I think there are more exciting things to come!” 

10. How important is the role of local communities for our local brands and Ahold Delhaize? 

“We sometimes get questions about whether it makes sense to operate our 17 great local brands. People wonder if it’s less efficient compared to having only one banner. But I'm convinced that retail is very local, and our great local brands enable us to be closely connected to our communities and understand local customers, farmers and vendors – a very important element in our strategy. Being close to communities and being that trusted partner for customers has only become increasingly important over the past 10 years.” 

11. Any final words for the Ahold Delhaize team?  

“I wish you all a great time in the coming 10 years. Let's look into the future with a lot of confidence because a good company with great people can do even more than we have already done in the last 10 years – and that makes me super hopeful and confident. All the best to you!” 

This article is part of a 10-part series celebrating 10 years of Ahold Delhaize. For a decade, Ahold Delhaize brands have been trusted partners in millions of customers’ daily moments, operating at the heart of local communities. We’ve built a strong foundation in those 10 years – but this is only the beginning. In this series, we look back at where we came from and forward to the future, through the eyes of the people who are making it all happen.