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UPDATED: 19.10.2026

JENS BERGERMANN

A distributor is well-suited for market validation with low entry risk. Setting up your own Swiss company only pays off once you have predictable, recurring Swiss revenue and the need for full control over pricing, brand, and customer data. Choosing the right form of distribution depends on three variables: sales volume, degree of control, and time to market presence. In between lies marketplace sales via a local partner, which combines control with low fixed-cost risk.

The starting situation is identical in most cases. A Swiss retailer reaches out and asks for exclusive distribution rights. Parallel to this, resellers are already listing your items uncontrollably on Galaxus, sometimes with markups of 30 percent, sometimes with outdated product images. Shipments from the German warehouse take three to five days instead of one, and every return crosses back over the customs border, where it costs a multiple of what it does within the EU. At this point at latest, the question arises as to the right structure for distribution in Switzerland.

A widespread misconception should be cleared up early on: neither your own company nor a subsidiary is required to sell in Switzerland. What matters are VAT obligations, clean customs clearance, and a functioning warehouse solution with reliable fulfillment. Legal form follows economic viability, not the other way around.

What makes the math more demanding than in Germany is market size. Above-average purchasing power and high basket sizes are countered by around nine million inhabitants distributed across three relevant language regions. Fixed-cost models therefore amortize significantly slower than in a market with 84 million consumers. In our practice, brands with Germany as their home market generally achieve at least ten times their Swiss revenue there, while established brands with a strong presence in online and brick-and-mortar retail often achieve significantly more. For a brand with €1 million to €10 million in annual revenue evaluating Switzerland as its next expansion step, different benchmarks apply than for an industrial corporation with an existing country organization. There is no one-size-fits-all correct answer. It varies depending on revenue expectations, product category, margin structure, and time horizon, and it differs fundamentally based on whether Switzerland is intended to be a test market or a scaling target market.

What Three Paths into the Swiss Market Exist?

When choosing the appropriate form of distribution for market entry in Switzerland, three paths are relevant in practice, which can be ordered by degree of control and capital requirements: from the low-capital partner solution to marketplace distribution to fully integrated proprietary structures. The differences are evident in the following dimensions.

The three models at a glance:

1. Distribution via a Swiss distributor: A wholesale buyer purchases your goods at their own risk, imports them, and resells them in their own name.

2. Own Swiss company: You establish a subsidiary—a legally independent entity under your control—and manage all distribution independently.

3. Marketplace sales via a local partner: A specialized Swiss partner handles import, warehousing, and marketplace listing, while pricing sovereignty—meaning the decision on retail prices and promotional logic—remains with you.

Alongside these, other models exist, though they rarely provide the right answer for consumer goods brands in online retail: A joint venture ties up capital and management resources disproportionately for a market of this size; franchising requires a standardized store or service concept; a licensing agreement relinquishes production control; and a commercial agent merely brokers business without covering warehousing, customs clearance, or fulfillment. Also important: the three practical paths are not mutually exclusive. Combinations are standard practice, such as a distributor for brick-and-mortar specialized retail and a marketplace partner for the online channel.

1. Distribution via a Swiss Distributor

A distributor in Switzerland buys the goods at the wholesale acquisition price (the net price you supply to commerce), imports and clears them through customs, stores them in their own inventory, and resells them in their own name to retailers or end customers. Thus, you deliver to a single major customer rather than directly into the market. Typical contract components include minimum purchase quantities, territorial protection (the assurance that you will supply no other buyers in the defined territory), contract term, notice periods, and marketing subsidies. Anyone looking for a suitable sales partner in Switzerland should negotiate these points prior to the first delivery.

We give a clear answer regarding exclusivity for Switzerland: in a market of this size with a manageable number of retailers and resellers, a single, exclusive distributor is generally the right choice. Multiple distributors in the same small market compete on the same sales channels and trigger a price war that ends in a downward spiral. In geographically large markets with pronounced regional differences, splitting among multiple partners can make sense; in Switzerland, hardly.

Also noteworthy is the orientation of many Swiss distributors: they are often heavily focused on brick-and-mortar specialty retail and handle the online channel more as an afterthought. For brands looking to grow primarily via marketplaces, this is a relevant selection criterion.

Pros:

• No inventory, customs, or debtor risk (default risk on open customer receivables) in the target market

• Immediate access to existing trade relationships and channels

• No capital deployment and no ongoing structural costs

Cons:

• No control over retail prices and promotional planning

• No direct access to sales and customer data

• Assortment maintenance and brand presentation lie outside your control

This model is suitable for products that require explanation, specialty retail ranges, and phases of pure market validation. One point simplifies preparation: Via the Cassis de Dijon principle, products lawfully marketed in the EU may generally be sold in Switzerland without technical adaptation. Exceptions are regulated on a negative list by SECO. A special rule applies to food and dietary supplements: if they deviate from Swiss regulations, such as differing threshold values for vitamins, a general ruling (Allgemeinverfügung) from the Federal Office for Food Safety and Veterinary Affairs must be obtained prior to placing them on the market.

2. Own Swiss Company

Anyone wanting to establish a subsidiary in Switzerland typically chooses between a limited liability company (GmbH) with share capital of CHF 20,000 and a corporation (AG) with share capital of CHF 100,000, of which at least CHF 50,000 must be paid up. Alternatively, a branch office (Zweigniederlassung) can be considered—a legally dependent operational part of the foreign parent company with its own commercial register entry. Formally, each variant requires a commercial register entry, at least one authorized signatory resident in Switzerland, a domicile address, bookkeeping, and, depending on size, an audit. Operationally, VAT registration, in-house customs clearance, a warehouse or fulfillment partner, customer service in German and French, and ongoing administration are added.

Pros:

• Full control over prices, brand presentation, assortment, and customer data

• Local legal personality and Swiss point of contact vis-à-vis platforms and authorities

• Value creation in the target market instead of ceding margins to intermediaries

Cons:

• High capital requirements and ongoing fixed costs regardless of revenue

• Incorporation and setup time spanning several months

• Profit and capital taxes at federal, cantonal, and municipal levels, with the effective profit tax burden varying significantly by canton, from around 11.85 percent in Zug to over 21 percent in Bern

In addition to the tax burden, fixed structural costs apply: basic bookkeeping runs about CHF 2,400 to 6,000 per year, a limited audit costs CHF 3,000 to 8,000 (unless an opt-out is possible), domicile costs CHF 1,200 to 3,600, plus the fee for the mandatory board of directors or management mandate with Swiss residency of around CHF 2,750. Even with a lean setup, this adds up to roughly CHF 10,000 to 20,000 per year before a single hour of operational work is performed. Added to this is the effort for customer service and marketplace management, the scale of which depends entirely on the chosen staffing model, ranging from outsourcing individual functions to part-time roles up to full-time employment at Swiss wage levels. You should quantify this block using real quotes rather than estimates, as it generally dominates the fixed cost base.

This model is suitable for brands with predictable, recurring Swiss revenue and a long-term market strategy.

3. Marketplace Sales via a Local Partner

In marketplace sales in Switzerland via a local partner, a specialized Swiss service provider lists, warehouses, and ships your products on the relevant platforms without you having to found a separate legal entity. Customs, warehousing, returns, fulfillment, and marketplace onboarding are handled by the partner, while pricing and brand sovereignty—as well as largely access to sales data—remain with you. This model is primarily aimed at brands that already have experience in online retail, are sometimes even built as marketplace-first brands, and want to develop Switzerland as an additional online market.

Pros:

• Market presence within a few weeks without building fixed costs

• Price, assortment, and brand management remain in your hands

• Access to multiple platforms through a single connection

Cons:

• Dependency on the partner's performance and marketplace integration capabilities

• Lower data depth than with a fully integrated proprietary structure

• No own legal entity in the market, which imposes limits for brick-and-mortar ambitions

How much the partner's technical integration counts is demonstrated by the market leader: the Digitec Galaxus retailer program is aimed exclusively at professional retailers and completely excludes manual product entry. Automated electronic connection via interface or ERP is a prerequisite for the four-step onboarding process. An established local partner with validated interface infrastructure and proven product data mapping bypasses this IT hurdle. This model is suitable for brands wanting to be rapidly present on Swiss marketplaces without building fixed costs.

What Market Entry in Switzerland Actually Costs

The model question can only be answered once three cost blocks are quantified. Geographic proximity is deceptive regarding the fact that Switzerland is a third country (a non-EU country with its own customs border) with its own VAT logic and a marketplace landscape that has little in common with Germany's. Experience from the EU single market is therefore only transferable to a limited extent, and real market entry barriers lie not in distribution law, but in these three areas:

1. Customs, VAT, and platform taxation: Every shipment crosses a customs border; from CHF 100,000 in annual revenue with small consignments, a Swiss tax obligation arises. Since 2025, platform taxation additionally shifts this logic for marketplace sales.

2. Logistics and warehousing: Direct shipping generates costs per shipment, while a Swiss warehouse generates fixed costs. The tipping point determines the unit cost calculation.

3. Effort per marketplace: Each platform requires its own contracts, data formats, and processes. This effort scales with the number of channels, not with the revenue generated through them.

1. Customs, VAT, and Platform Taxation

Every shipment of goods into Switzerland crosses a customs border and must be cleared through customs, meaning declared and assessed under customs law. This applies regardless of whether the goods go to a distributor, a proprietary warehouse, or directly to an end customer. A specific feature of customs clearance in Switzerland distorts calculations based on EU logic: customs duties are assessed by gross weight, meaning the weight of the goods including packaging, rather than the value of the goods. Lightweight items with high value are thus favored, while heavy items with low value are penalized.

Foreign shippers become liable for VAT in Switzerland as soon as they exceed CHF 100,000 in annual turnover with small consignments. From this point, registration with the Federal Tax Administration and a representative based in Switzerland are required, making the fiscal representative for VAT in Switzerland a fixed cost item. The standard rate is 8.1 percent, while the reduced rate for food, books, and medicines is 2.6 percent.

Additionally, since January 1, 2025, platform taxation applies: if an online platform acts in its own name vis-à-vis the buyer, it is considered the service provider for VAT purposes and remits Swiss VAT on the goods deliveries. The marketplace withholds the VAT and pays out the net amount to the retailer. For brands selling exclusively via such platforms, the tax obligation shifts accordingly. However, anyone operating their own channels alongside this—such as a D2C webshop—and exceeding the CHF 100,000 threshold with small consignments via those channels remains strictly obligated to register and be represented themselves. The registration obligation is therefore not automatically eliminated. Added to this are product-specific conformity and declaration regulations that can delay market entry and should be checked prior to the first delivery.

2. Logistics: Direct Shipping or Swiss Warehouse

Total costs per shipment consist of six items, almost none of which most companies know before entering the market:

• Transport: Cross-border postage is significantly higher than domestic Swiss rates.

• Carrier clearance fee: Parcel service providers often charge CHF 11.50 to 20 for customs clearance in cross-border direct shipping, sometimes plus goods value surcharges.

• Customs duties: Assessed by gross weight; for typical e-commerce assortments, often zero since the abolition of industrial tariffs in 2024.

• Handling: Picking, packaging, and labeling per shipment.

• Storage fee: For a local solution, as slot or volume rent, independent of sales volume.

• Returns processing: Return transport, restorage, inspection, and in cross-border cases, a second customs movement.

The difference between the models is a difference between unit costs and fixed costs. Direct shipping from abroad generates variable costs per individual shipment, along with longer transit times and more expensive returns. A Swiss warehouse in fulfillment instead generates monthly fixed costs plus a one-time consolidated customs clearance upon inbound receipt, where the entire delivery is imported in a single operation. Subsequent B2C shipping runs at domestic prices without surprise costs for the recipient. The tipping point lies where the saved customs clearance fees and cross-border postage surcharges per shipment exceed the monthly warehouse fixed costs. Returns are the most commonly underestimated block here, because each return crossing the customs border costs a multiple of an intra-European return. If the original export customs clearance MRN is missing during re-import, customs classifies the own goods as a new import and levies EU import duties all over again.

3. Effort per Marketplace

Marketplace sales in Switzerland encounter a fragmented platform landscape. Most relevant are Galaxus and Digitec, alongside Brack, Microspot, Manor, and Interdiscount, each with their own onboarding processes. Each platform demands its own contracts, product data formats, image guidelines, and accounting processes. The effort thus scales with the number of platforms utilized rather than the revenue generated through them. On the fee side, however, the barrier is low: Digitec Galaxus waives basic or setup fees for retailers and operates purely on a success basis. Variable sales commissions vary greatly by category and typically sit between 1.5 and 15 percent for electronics, 9 to 14 percent for furniture, and 7 to 18 percent for fashion and accessories. This structure lowers financial entry risk, but requires precise upfront calculation of margins per assortment.

Added to one-time onboarding are ongoing duties: inventory reconciliation across all channels, price maintenance, product data upkeep, customer communication in German and French, and returns processing per platform. In teams of 5 to 50 employees, this ties up staff hours that are subsequently missing for growth tasks. The decisive factor is the structure of the effort: each additional platform generates its own baseline effort from contracts, data maintenance, accounting, and return processes, which is largely independent of the revenue generated. Whether another channel is worthwhile can therefore only be judged with concrete effort and sales data per platform and assortment.

At What Revenue Does Which Model Pay Off?

The decision can be pinned down to four metrics: expected Swiss annual revenue, gross margin, monthly shipment volume, and number of relevant marketplaces. Your own company only pays off when the recurring contribution margin (revenue minus all variable costs) covers the ongoing structural and personnel costs, and not when revenue crosses a threshold once. The most frequent mistake when expanding into the Swiss market is therefore an either-or logic. For most brands, the answer to the model question is a sequence: first validate, then expand control, and finally establish your own structure. This phased market entry—meaning the step-by-step evolution from the partnership model to the proprietary solution—is standard practice.

Which Metrics Decide?

Four variables form the quantitative basis of the decision. Universally valid threshold values do not exist because they depend on category, margin, and cost structure. What matters is the direction indicated by these four variables:

• Expected Swiss annual revenue: The deciding factor is not an absolute height, but the ratio between the contribution margin achievable from it and the annual fixed costs of a proprietary structure. As long as revenue is neither recurring nor predictable, no fixed-cost model will sustain itself.

• Gross margin: The higher the margin after customs, fulfillment, marketplace commission (1.5 to 18 percent depending on category), and returns, the more room remains for structural and personnel costs. Calculate your margins specific to product groups rather than as a blended average across the total assortment.

• Monthly shipment volume: High, stable volumes speak for a local warehouse and proprietary processes. Fluctuating or seasonal volume speaks for a model that keeps costs variable.

• Number of relevant marketplaces: A single channel can be managed internally. With each additional platform come separate contracts, data formats, and accounting processes, meaning the coordination effort grows with the number of channels rather than revenue. This favors a partner with an existing multi-platform connection.

Alongside these hard metrics are soft factors that often prove decisive when choosing the appropriate distribution system: the actual need for control over price and brand, the time horizon until planned market presence, and available staff capacity within the existing team.

Where the Threshold for Your Own Company Lies

The math follows a simple logic, yet demands your own figures. On the cost side are the annual structural costs of a Swiss company: bookkeeping at CHF 2,400 to 6,000, any limited audit at CHF 3,000 to 8,000, domicile at CHF 1,200 to 3,600, and the mandate fee for the authorized signatory resident in Switzerland of around CHF 2,750. Even with a lean setup, this totals roughly CHF 10,000 to 20,000 per year before a single hour of operational work is performed. Added to this is the effort for customer service and marketplace management, the scale of which depends entirely on the chosen staffing model, ranging from outsourcing individual functions to part-time roles up to permanent in-house employment at Swiss wage levels. You should quantify this block using real quotes rather than estimates, as it generally dominates the fixed cost base.

On the revenue side stands not the top-line revenue, but the additional contribution margin compared to the distribution model—the margin you retain instead of ceding to the intermediary. The equation goes: the annual fixed costs of the proprietary structure divided by the margin difference between both models yields the recurring Swiss revenue at which the company sustains itself. Both values must stem from your real terms: the negotiated wholesale price on the one hand and the calculated net margin after customs, fulfillment, commission, and returns on the other.

This yields no fixed threshold, but a range shifted by four factors: a high gross margin lowers the required revenue, an above-average return rate raises it because each cross-border return triggers two additional customs processes, capital-intensive categories with high inventory value tighten the calculation, and if a Swiss warehouse is needed anyway, the tipping point shifts downward. As a practical guideline: From several hundred thousand francs in recurring Swiss revenue, your own company can begin to sustain itself.

„Below 300,000 to 500,000 francs in Swiss revenue, establishing your own company with all the administrative effort is difficult to justify. There is no exact figure, because it depends heavily on the margins of the product you want to sell.“ — Founder, SURS AG

Below this range, a proprietary company ties up capital and management attention without generating incremental yield. Fixed cost coverage (the point where the contribution margin fully covers fixed structural costs) is the only reliable benchmark, not revenue alone.

Why Phased Market Entry Is Usually the Right Answer

The usual path unfolds in phases, and phased market entry is not a compromise, but a method of risk reduction. In phase one, the brand validates demand via a local partner without tying up capital. In phase two, it expands control, such as through independent price management, proprietary marketplace reporting, and a local warehouse. Only in phase three, once demand is proven and recurring, does a proprietary structure emerge. The advantage lies in reliable data: after two to four quarters in the market, real sales, return, and margin figures are available. With these figures, the company question can be calculated rather than estimated based on assumptions from the German market.

What is crucial is how phase one is structured. Contract terms, territorial protection, and data access determine whether phase two is possible at all. A five-year contract with exclusive territorial protection and no obligation to release sales data blocks any transition, regardless of how good the numbers look. Transitioning also incurs switching costs (all one-time expenses for the model change). In practice, two steps cause the greatest effort: inventory must be moved from the previous distributor or manufacturer to the correct warehouse, and correct, high-quality listings must be created for the marketplaces. Both steps take the longest and determine the success of the restart. Actual costs fall primarily in the form of time—namely for the one-time, clean setup of supplying Switzerland.

The effort becomes higher than expected typically when the previous distributor is allowed to continue selling off remaining inventory while the new partner is already receiving goods. Two providers then sell the same items in parallel and undercut each other on prices. Added to this are existing listings with old images, outdated product descriptions, or poor customer reviews, which are ideally replaced by new ones or at least heavily revised. Marketplace accounts must be transferred or rebuilt, and product data migrated. Plus, there are potential severance claims from the previous distribution partner. For the entire transition, allow at least one month, but realistically plan for two to three months. Anyone who quantifies these items prior to contract signing and contractually regulates the sell-off of remaining inventory keeps the path to the next phase open.

How Do You Know Your Distribution Model No Longer Fits?

An ill-fitting distribution model reveals itself through four measurable signals, each of which directly impacts margin, growth, or brand perception:

• Delivery time over two days: Swiss customers compare with local providers who deliver the next day. The conversion rate drops before price even plays a role. On platforms with a delivery time filter, slowly delivering offers also disappear from visibility.

• Price dispersion on marketplaces: Identical items appear at significantly differing prices because various resellers list independently of one another. In a small market with few relevant channels, this quickly spirals into a downward price war. Resale price maintenance is prohibited in Switzerland, and parallel imports (imports by third parties outside your authorized distribution channel) are generally permissible under antitrust law. Moreover, the dispersion doesn't remain local; it spills back into the DACH neighboring markets via price comparison portals.

• Return rate above category average: This usually points to process errors rather than the product: missing French language versions, incomplete product data, or overly long delivery times. Crossing the customs border makes every return cost a multiple because two additional customs processes occur: export from Switzerland and re-import into the EU. If the original export customs clearance MRN is missing during re-import, customs classifies the own goods as a new import and levies EU import duties all over again.

• Administrative effort growing faster than revenue: When additional staffing effort per further channel exceeds the contribution margin generated from it, the model no longer supports scaling. This signal is measurable via revenue per staff hour deployed in the Swiss business.

No single signal justifies a model change on its own; duration is what counts. Delivery times and return rates can frequently be fixed within the existing model, such as through a local warehouse or complete product data in both languages. Price dispersion and disproportionately growing administrative effort, however, point to a structural problem in the chosen distribution form. Anyone observing two of these signals for more than two quarters should recalculate the model question.

How Do You Implement Market Entry?

Market entry proceeds in five steps regardless of the chosen model. The model choice merely determines who executes the individual steps and who bears the respective risk. The order is not arbitrary: without validated demand, the model question cannot be calculated, and without clarified tax and customs obligations, marketplace onboarding cannot be completed.

1. Validate demand in the Swiss market: Check category demand and competitive density on the relevant platforms before committing.

2. Determine the model based on metrics: Decide on the basis of revenue expectations, margin, shipment volume, and channel count, and define the transition condition right along with it.

3. Clarify customs, VAT, and logistics: Establish who clears customs, who is tax-liable, and whether a local warehouse is economical.

4. Secure brand and price control contractually: Regulate term, territorial protection, data access, and product presentation before the first pallet rolls.

5. Execution with a local partner: Bundle import, listing, warehousing, and customer service through a single point if there is no proprietary Swiss structure.

1. Validate Demand in the Swiss Market

Check category demand and competition on relevant Swiss marketplaces before defining a model. Specifically: how many providers list comparable items on Galaxus, what price points do they set, what do their review profiles look like, and are third parties already listing your own brand? Swiss sales figures cannot be extrapolated linearly from German ones. The population ratio of roughly 1 to 9 is partially offset by higher purchasing power and higher basket sizes. At the same time, some of the major marketplaces driving sales in Germany are missing in Switzerland, which is why brands with Germany as their home market generally achieve at least ten times their Swiss revenue there.

The division into German-speaking Switzerland, Romandie, and Ticino also distributes demand across language regions with differing purchasing behavior. In our experience, German-speaking Switzerland is the largest sub-market, closely followed by Romandie, while Ticino trails at a clear distance. Galaxus as the largest marketplace is strongly represented in all three language regions, making French product data mandatory from the outset. Separate demand validation in the target market is therefore indispensable, and forecasts only become reliable with real sales data from the market.

"Thinking simply that the Swiss market operates just like Germany's just because it is partly German-speaking is wrong. Switzerland has different marketplaces, different retailers, different shipping service providers and delivery methods, different payment methods, a different currency, and a different price level. What sells well in Germany is an indicator for Switzerland, but the success does not transfer one-to-one." — Founder, SURS AG

2. Determine the Model Based on Metrics

Set the model based on the four metrics and define in the same step the condition under which you would switch. This transition condition should be formulated quantitatively, such as: three consecutive quarters in which the contribution margin from the Swiss business exceeds the calculated structural and personnel costs of a proprietary company with a safety margin of your choosing. Formulating the condition in advance leads to data-driven rather than situational decisions—meaning not triggered by a competitor's inquiry or dissatisfaction with a single quarter. Record the condition in writing and review it on a fixed rhythm.

3. Clarify Customs, VAT, and Logistics

Clarify three points bindingly before the first sale: who clears customs and acts as importer, who is tax-liable in Switzerland, and whether a local warehouse is economical for your expected shipment volume. For marketplace sales, a fourth check is added: whether the platform taxation rules effective since 2025 apply or whether a separate registration must run in parallel because you are operating a D2C channel alongside it. This clarification belongs before contract negotiation, not after, because it directly determines which costs accrue under which model and for whom.

4. Secure Brand and Price Control Contractually

A distribution contract for Switzerland should explicitly regulate term, notice periods, territorial protection, data access, and product presentation requirements. Swiss law does not feature a statutory codification of the dealership contract. It is determined by party agreement and analogously applied rules of the Code of Obligations (the Swiss civil code for contract and commercial law), giving the wording in the contract appropriate weight. For agency contracts, the agency contract rules of the Code of Obligations apply, including potential customer compensation, i.e., a severance payment for the customer base built up by the partner upon contract termination.

This point deserves special attention if a later transition to a proprietary structure is planned. The Federal Supreme Court applies the mandatory claim for customer compensation under Art. 418u CO not only to agents, but under certain constellations analogously to exclusive distributors as well. If you tightly integrate the distributor into your distribution system and demand that the customer base be transferred to you upon contract termination, they can sue for compensation of up to one net annual earning. Also note: an exclusive distributor is economically sensible in Switzerland most of the time, but absolute territorial protection clauses intended to suppress even passive sales by third parties, as well as resale price maintenance, are problematic under antitrust law. An individual review by legal counsel specializing in Swiss distribution law is advisable prior to contract signing. Furthermore, regulate now how remaining inventory and existing marketplace listings are handled upon contract termination.

5. Execution with a Local Partner

For brands without a Swiss structure, execution via a local partner is the fastest path to market presence because warehousing, customs clearance, marketplace onboarding, and customer service run through a single point. The effect is also visible on the compliance side: anyone generating over CHF 100,000 in annual Swiss revenue via small consignments through direct shipping must order a fiscal representative, costing CHF 1,800 to 6,000 annually, plus a security deposit of 3 percent of revenue, at least CHF 2,000. If the partner acts as the formal importer instead, these items are eliminated.

SURS is a Swiss distribution partner for international e-commerce brands and handles import, listing, and sales on relevant Swiss marketplaces. Brands thereby gain market presence and a Swiss point of contact without founding their own company, while pricing and brand sovereignty remain with the brand. Product listing, warehousing, shipping, and customer management run through SURS, with the Swiss warehouse in fulfillment replacing cross-border shipping and shortening delivery times accordingly. Together with our shipping partner DSV, we already handle exports from the EU area, imports into Switzerland, as well as complete customs clearance and transport for multiple brands. This eliminates the most time-consuming part of the setup for the brand. Entry occurs without upfront costs or service fees.

Important for context: SURS specializes in marketplaces and online distribution. For brands selling primarily via brick-and-mortar specialty retail, already bringing experience in the marketplace business, and wanting to develop Switzerland as an additional online market, this model is designed. If the focus lies instead on physical retail, a classic distributor is the more fitting contact.

Conclusion on Distributor vs. Your Own Swiss Company

The choice between a distributor and your own Swiss company is a cost question, not a question of legal form. What dictates the outcome are recurring Swiss revenue, gross margin, shipment volume, and the actual need for control over price and brand. Entering via a local partner delivers precisely the data with which the subsequent decision can be calculated, and it does so without tied-up capital. A proprietary structure, by contrast, only sustains itself once the incremental contribution margin permanently covers ongoing structural and personnel costs—in practice rarely below CHF 300,000 to 500,000 in recurring Swiss revenue. For most brands with €1 million to €10 million in annual revenue, the answer is therefore a sequence rather than an either-or.

Three steps bring you to decision maturity: calculate the four metrics for your category, quantify the three cost blocks of customs and VAT, logistics, and effort per marketplace using real quotes rather than estimates, and formulate the transition condition before signing the first contract. For entry in phase one, implementation via a specialized Swiss partner that already operates marketplace integration and the local warehouse offers a compelling fit. SURS accompanies brands taking precisely this path.

Frequently Asked Questions About Distributors or Your Own Swiss Company

At what revenue does your own Swiss company pay off?

There is no universally valid revenue threshold. What matters is whether the additional contribution margin compared to the partner model permanently covers annual structural costs of roughly CHF 10,000 to 20,000 plus personnel expenses. Arithmetically, the required revenue results from fixed costs divided by the margin difference between both models. In practice, your own company is difficult to justify below CHF 300,000 to 500,000 in Swiss annual revenue; gross margin, return rate, warehousing requirements, and staffing model shift the result considerably.

Do I need a subsidiary to sell in Switzerland?

No, market access functions completely without a proprietary legal entity in Switzerland. What matters instead are the VAT obligation from CHF 100,000 revenue with small consignments, clean customs clearance, and a warehouse solution that enables competitive delivery times.

When do I become liable for VAT in Switzerland?

The tax liability arises from CHF 100,000 in annual revenue with small consignments into Switzerland and requires registration along with a domestic representative. Since 2025, platform taxation can additionally apply to sales via marketplaces and shift the tax liability.

How long does market entry in Switzerland take?

Via a local partner, brands achieve market presence in a few weeks, whereas incorporating and building your own company takes several months. In both cases, marketplace onboarding and product data quality determine the critical path. When switching from an existing distributor, you should plan for two to three months for inventory relocation and new listings.

Can I sell on Swiss marketplaces without a Swiss warehouse?

Yes, selling is possible via cross-border shipping from an EU warehouse. However, longer delivery times and significantly more expensive returns across the customs border degrade conversion rates and margins compared to competitors who store their goods locally.

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