For DMK, the ice cream business has been considered non-strategic since 20919. According to DMK, however, this means that the ice cream business is to be positioned within the framework of “Strategy 2030” in such a way that an assessment of its strategic importance in terms of growth and profitability is possible. CEO Ingo Müller said at the time: “We have areas that are not strategic for us – i.e. that we will subsequently divest or set up properly.
The basic set-up concerns the production side with the concentration on a central ice cream location in Everswinkel in the future, where capacities will be built up from 2022 to produce the assortments from Prenzlau. A first step on this side was the relocation of the product ranges from the former Haaren site to Everswinkel. On the other hand, it is also about the assortment in which a profitable brand business is to be built up. With Ahoj-Brause, Baileys and Ehrmann, DMK has proven, says the head office, that DMK can also realise a successful transfer into the ice cream category for established brands. New cooperations this year with brands like Batida de Côco, Treets and Capri-Sun show that this approach has made DMK attractive to partners and that the strategic course is the right one.
DMK , with brands such as Milram, Humana, Uniekaas or Alete one of the largest suppliers to the German food retail trade, wants to continue to develop into a strongly market and consumer-oriented company. To this end, the company’s own production network is being optimised. The concentration of ice cream production that has now been announced is intended to create synergies and is another building block in the solid positioning of the ice cream business.
