Issue 7 Spring 2025 WIR The magazine of the ANWR GROUP Diversity in retail Stories from the colourful world of retail

WIR Issue 7 Spring 2025 1 Diversity in retail: A Key to Vibrant City Centres Our city centres are the heart of urban life. They are places of encounter, exchange and cultural diversity. In order to maintain these vibrant and pulsating centres, retail diversity is essential. Retail diversity does not just mean the coexistence of different business models, products and services. It also creates a varied and appealing cityscape that attracts people and invites them to stay. A diverse offer meets a wide range of needs and interests. That’s what customers want. Diversity in retail also plays a key role in job creation. Different business models and sectors offer a variety of employment opportunities. It also promotes social interaction and cultural exchange. City centres that offer a wide range of shops and ser- vices become meeting places for people from different back- grounds and with different interests. This strengthens commu- nity spirit and promotes social cohesion far beyond the city centre itself. In this issue of WIR magazine, we explore diversity in retail from a variety of perspectives, including diversity of people, products, data and industries. What all the stories have in common is that they show that diversity in retail benefits everyone. And they show that diversity is a key factor in maintaining vibrant city centres. It contributes to attractiveness, economic stability and social cohe- sion. It is up to all of us to promote and celebrate this diversity. Enjoy the read! Ullrich Lüke

WIR Issue 7 Spring 2025 3 56 Successful city centre planning is not based on uncontrolled growth, but on long-term planning involving all stakeholders. Maastricht shows how it works. 30 “ Diversity Is Not a Bonus – It’s Essential” Antje von Dewitz, CEO of Vaude, talks about the changes she has made to highlight and leverage the value of di- versity in her company. 36 ‘Kauf Lokal’ For diverse city centres, retailers need to work together and with other stake- holders. Find out how the Buy Local initiative can help. 50 Diverse Product Ranges Offering variety is a balancing act between choice and overload. Three retailers explain how they manage it. 56 Why Maastricht’s City Centre Is Thriving The Dutch city is popular with locals and tourists alike. Urban planning plays a key role. What makes Maastricht different? 62 Training? Not That Important At Schuhhaus Berg in Trier, many employees are career changers. Why this isn’t a disadvantage and how newcomers are integrated. 64 Tips & Tricks Vlogs are everywhere these days and 30 Vaude boss Antje von Dewitz wants to make women visible in her company and integrate them better. 42 Success Factor: Data Diversity Retailers need to make better use of data to thrive. Which tools can help them do this. 48 Where Did That Come From … ? Today, jersey sponsorship is ubiquitous a recipe for social media success. How retailers can make them work and in football, but it wasn’t always this what to avoid. way. How the idea started and became a success. 41 Imprint

WIR Issue 7 Spring 2025 5 Vadsø Working and living in the far north: Ina and Arne Leikvoll-Grønaas run their shoe shop ‘Lyxs sko’ in the small Norwegian town of Vadsø. January to plus 31 degrees in July. The brands sold in the 200 square metre shop are very similar to those that are in demand in central Europe: Rieker, Skechers, Legero, Tamaris and Ecco. So what do 41-year-olds Ina and Arne, who live with their children Elisabeth and Sebastian, dog Nova and cats Findus and Leo, do when they are not selling shoes? They also run an organic food shop and a fitness studio. And: “Like most Norwegians, we like to be out in nature and enjoy all kinds of outdoor activities.” There’s plenty of space for that!

WIR Issue 7 Spring 2025 7 Experiences with a Diverse Workforce 2 in percent Comprehensive knowledge & expertise Faster filling of job vacan- cies Broad under- standing of target groups More creative & innovative Personal enrichment Greater potential for conflict 25 26 27 36 60 17 When women are well represented in management, profits can be almost 50 % higher.4 20,4 pairs of shoes were owned by the average woman in Germany in 2017. This is around twice as many shoes as the average number of shoes owned by a man.3 Integrative teams make better business decisions up to 87 % of the time, and they make those decisions twice as fast in half as many meetings.5 35 % of city centre visitors use a bicycle/pedelec as their main mode of transport, followed by car (29.8 %), public transport (22.9 %) and ‘walking’ (7.5 %).1

WIR Issue 7 Spring 2025 9 For entrepreneurs, diversity is not a burden but a success factor. But how do you translate this rather vague concept into business practice? An introduction. The Untapped Resource Text: Lars-Thorben Niggehoff Illustrations: Chrissie Salz

WIR Issue 7 Spring 2025 11 According to a study by consulting firm McKinsey¹, companies with diverse work- forces are more likely to have above-aver- age profitability. According to human resources consultancy Michael Page², different perspectives and thought processes lead to new ways of sol- ving problems. This makes teams more creative and productive.. A survey conducted by the Charta der Vielfalt showed that employees are more satisfied in a diverse work environment. 1 2 3 The QR codes shown above will take you to the studies listed in the left-hand column. A survey by the Institute for Human Resources (IHR)3 selected. If you always use the same channels and look in the same place, you will always find showed that younger people – the same CVs and personalities, which does not the much-needed workforce mean that a quota system is necessary. But it is of tomorrow– are particularly advisable to move out of your comfort zone. A interested in how companies good approach is not to interview candidates and are positioning themselves on make hiring decisions alone. Why not involve em- this issue. ployees who have their own ideas about what the company needs? So diversity brings more profit, more satisfaction and helps in the war for talent. So much for the theory, but many companies – especially smaller ones – are right to ask: what does it look like in practice? If you want to reap the benefits of diversity, you need to do more than just pay lip ser- vice to it on your company website and give a fancy PowerPoint presen- tation once a year. It’s not a magic trick either, because diversity has so Companies should simply give the applicant who stands out a chance in times of skills shortages. many different dimensions that virtu- Another important step is to move away from ri- ally every company can use it to its gid job profiles. It doesn’t always have to be x ye- advantage in one way or another. ars of work experience, a certain level of educati- Your own company diversity on and more or less up-to-date IT skills. Especially in times of increasing skills shortages, companies should simply give applicants who stand out a Every entrepreneur has the leverage chance. It doesn’t have to be a permanent con- to do this: after all, you have a free tract, a day or two of trial work is a good start. hand in your own company and can This will give you a much better idea of how well decide who is employed and who someone will fit into the team and how commit- works with whom. But first you have ted and willing they are to learn – aspects that are to look at yourself. A lack of diversity often much harder to improve on the job than is usually due to the way people are pure expertise.

WIR Issue 7 Spring 2025 13 find that they don’t work nearly as well as a certain amount of co-operation makes sense, they thought. Such mistakes can happen, they and coopetition (see WIR Magazine 6) is common must be accepted, and should not be used as practice in most sectors of the economy. an excuse to fall back into the ‘we’ve always done it this way’ rut. Diversity in the industry Cooperative groups such as the ANWR Group have a long tradition, particularly in the retail industry. In a sector with many companies, diversity is already built in. Small companies However, smaller companies in particular have different experiences from large ones, quickly reach their limits when it comes to di- retailers in big cities face different realities from versity: if you only have three employees, those in villages. you can only combine four perspectives at best. It is fortunate that hardly any entrepreneur stands alone and that there are a large number of companies in each sector with which they can exchange ideas. After all, these companies differ in size, location, focus, philosophy, etc. The list goes on and on. Of course, companies in the same sector are first and foremost com- petitors, but it should be clear to everyone that It is also a good idea to look to other sectors for inspiration. Some trends reach one sector and then another, and the more you talk to people in other sectors, the more likely you are to pick up on something.

WIR Issue 7 Spring 2025 15 Taking risks means trying new things , even when it is not 100 % clear that they will work or produce the desired result. There are usually enough forums for this: the ANWR GROUP’s network forums, in particular. The Chamber of Commerce and Industry, town centre interest groups and business asso- ciations are others. And if these don’t exist or are too dry, there’s no harm in inviting entrepre- neurs from other sectors for a coffee. Especially when it comes to solving concrete problems, anyone can organise a meeting: if a solution to a problem does not appear here, it may be found in France, the UK or Poland. Diversity in Europe and beyond In a united Europe, one’s own interests should stop at the borders of one’s own city, not even at the borders of one’s own country: if a solution to a problem does not appear in this country, it may be found in France, Great Britain or Poland. Let’s remember the debate about whether department stores still have a future And it should not be used as an excuse to carry in city centres: Internationally, there have on as before. After all, the next attempt might been, and still are, many examples that confirm work, but being prepared to take risks does not exactly that (whether the right conclusions have mean putting all your eggs in one basket. Un- been drawn for department stores in this coun- tested measures in particular should be carried try is up to you). It has never been easier to find out within a controlled framework. If you want out what is happening in other countries. The to try out new management processes, you can internet works wonders. And it has long since do so in a team or department first. New tech- become easier to organise international exchan- nologies do not have to be rolled out across the ges. Setting up a video call is much quicker whole organisation, and not every different per- than organising a conference. spective, not every idea from outside is neces- Courage and prudence sarily good or suitable for your own organisation. Embracing diversity and being open to new ideas does not mean chasing every trend with- Entrepreneurs can therefore use many dimen- out thinking, or taking every new buzzword sions of diversity to their advantage. However, from the world of consultants and coaches as this requires courage, curiosity and a certain an opportunity to throw your own strategy over- willingness to take risks. Anyone who exposes board. Good entrepreneurs know exactly what themselves to new perspectives and ideas their identity, their brand, is (see issue 6). And always runs the risk of discovering that they that must remain the same – despite all the have been wrong. Nothing is more uncomfor- willingness to try new things. table for people than to admit their own falli- bility. But that’s exactly what’s needed, because This balance between courage and prudence if you’re doing everything right, you don’t need is the fine art of effectively utilising diversity for any suggestions for improvement. Above all, your own entrepreneurial success; it is not easy risk-taking means trying new things, even when to find and is different for every entrepreneur. it is not 100% clear that they will work or pro- But one thing is clear: Just stewing in your own duce the desired result. Failure must be accep- juices is not enough, it prevents progress. And ted, as must one’s own fallibility. nobody really wants that – quite unideologically.

WIR Issue 7 Spring 2025 17 by designers alone. Instead, they are much more Where to find inspiration? often created on the street and through social At the international designer shows in Paris, media. What’s more, digitalisation has us Milan, New York and London. But also on Image below: Dr Claudia Schulz knows the inter- national footwear industry in all its facets. firmly in its grip. E-commerce has not only changed the way we consume. Manufacturing and marketing are also in- creasingly embracing the opportunities of digitalisation. Yet our industry is still cha- racterised by im- mense creativity. I notice that young, up-and-coming ta- lents are (once again) having more fun making shoes and de- signing. The creativity is almost limitless, as you can see at the HDS/L Junior Award, where young, creative de- signers are honoured every year, but the street and, of course, at trade fairs, starting with fabric fairs such as Première Vision in Paris, followed by Linea- pelle in Milan, which is indispensable for our industry. The latest materials, leathers and accessories for the season after next are on show here – a must for all footwear and bag designers. Armed with new ideas and materials, footwear designers then set about creating their new collections. Which is Europe’s top brand for men and women? also at top-class international design awards. There is no such thing as a brand. The world of For example, the International Footwear Design fashion is constantly changing. Trends come and Competition in Guangzhou, China, where I am a go, but some designer brands always manage to member of the jury: Dr Claudia Schulz knows all come out on top and set the tone. When we think the facets of the international footwear industry. of trainers, we’re probably thinking of brands like

WIR Issue 7 Spring 2025 19 in terms of clothing, even if in most cases it is trainers are considered cool, but they have to not officially defined. It defines how you should look neat. In other words, clean to maintain the clean look. I also like hybrid trainers from typi- cal men’s shoe brands, which are a mixture of street shoes and trainers, and are therefore perfect with a classic suit. Dark colours and a mix of materials, such as nappa leather and high-tech materials, usually create an interes- ting look. I wouldn’t wear overly colourful trainers to the office; office trainers tend to be more discreet, cleaner and monochrome in colour, and the soles are also more moderate and not as voluminous. Dress codes are not just a form of dress code, but also an expres- sion of respect and appreciation. dress in certain environments. “White trainers are considered cool, but they have to look neat ” But dress codes are not just a form of dress code, they are also an expression of respect. They signal that the norms and values of an organisa- tion, a particular situation or the customs of a country should be recognised and respected. For example, a woman should not dress too feminine or even disrespectful, especially in Islamic or Arabic cultures. As a rule of thumb, the higher you are in the hierarchy, the more important the dress code. A few more words about trainers: Who can wear trainers and on what occasions? Are there any no-gos? In the office, I would always opt for a discreet look. But at the moment there are a lot of styles that are literally socially acceptable. White

WIR Issue 7 Spring 2025 21 times of rigorous anti-corruption campaigns, you but also because people in these countries tend to be modest, at least officially. Extra tip: often sit very low or on the floor. Tight clothing Don’t point the sole of your shoe at is unflattering. people. It is very rude! In England, people like it classy. Arab countries: The dress code in Arab countries is even stricter than in China. Women must wear a headscarf, even if they are visiting from Europe. There is a risk of not being taken se- riously if you are dressed too feminine. Men should ideally wear a black or dark grey suit and a white or light blue shirt. Extra tip: Short, close- fitting jackets and tight trousers may be fashiona- ble in this country. They are simply impractical in England: In England, people like it classy. A woman can be feminine in her Arab countries. This is partly because of the heat, choice of clothing, so a suit or business dress may even be preferable to a trouser suit. Open shoes, skirts and dresses without tights are taboo. As a general rule, don’t show too much skin and keep jewellery to a minimum. In India, a certain level of formality is expected. India: When in India, it’s best to dress conservatively and avoid anything too casual. A certain level of formality is also expected when it comes to footwear. Interes- tingly, some Indian businessmen find it inap- propriate for European women to wear a sari. However, clothing can certainly be more colourful – too muted a palette can appear too conservative to Indian eyes.

WIR Issue 7 Spring 2025 23 From shopping to experience Text: Isabel Fisch It is becoming increasingly difficult for retailers to lure customers into their shops and encourage them to buy. Deniz Baysoy and Bülent Türün have succeeded in doing just that with a store concept that reflects their passion for sport. are making consumers reluctant to A n uncertain economy and rising costs spend. This has left its mark on many retailers, including Deniz Baysoy and Bülent Türün. But the two would not be sportsmen if they were discouraged by defeat. Near the Dutch border in Nordhorn, Bülent Türün has been in the sports business since 1993 and owns three lifestyle and fashion stores with his business partner, a former top footballer. Never- theless, the economic uncertainties gave them food for thought: “We wanted to be able to survive in the long term,” says Bülent Türün. And we wanted a broader base.

WIR Issue 7 Spring 2025 25 Baysoy and Türün have been focussing on four themed areas with their new concept since 2024. It has been well received so far.

27 Instead of just product presentations, customers now want experiences, even in Nordhorn. want to sell your customers something, you have to offer them real added value, an experience they want to have again and again, that appeals to all their senses. Many major brands are now doing this. And there is no better place to do it than sport, which brings people together: Adidas organises outdoor film screenings, Salomon invi- tes people to running meetings, and a hip bike shop can hardly do without a café where like- minded people can talk shop and plan their next ride. Such networks and communities create loyalty to the brand by generating emotions that are automatically linked to it in the brain. And if these experiences can be captured in a product, so much the better for the customer, the brand and the retailer.

WIR Issue 7 Spring 2025 29 29 i Bert Verdijck, 53, started his career in the diamond industry and fulfilled a child- hood dream by joining Adidas in 2001. Since then, he has held various positions in the sports industry. He joined ANWR in 2019. Since 2025, he has been General Manager of the Sport and Footwear divisions in the Netherlands. In Belgium, he is responsible for the Sport division. When he’s not working, he competes in triathlons.

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WIR Issue 7 Spring 2025 33 i About the person: Antje von Dewitz (52) has been at the head of Vaude, the outdoor outfitter founded by her father 50 years ago, since 2009. As CEO, she is committed to equality, diversity and family-friendly career opportunities, both inside and outside the company. She has received numerous awards for her social commitment and her eco- nomic policy positions, most recently in 2024 with the Federal Cross of Merit. About the company: Since its founding in 1974, Vaude has grown from its base in Tettnang, Germany, to become one of Europe’s leading mountain sports outfitters, with a particular focus on sustainability. Its head- quarters in Tettnang are carbon neutral, and the company has re- ceived numerous awards for its sustainable business practices and transparent supply chains. In 2018, it was one of the first companies to be awarded the Green Button label. Vaude not only cares about the environment, but also about its nearly 500 employees in Germany, especially women and refugees. Vaude today stands for sustainability and social responsibility. What matters is thinking differently and taking responsibility. How do you achieve that in practical terms, and do you see yourself as a role model for your employees? It is all about organisation. I’ve learnt that it’s not about working round the clock, it’s about being efficient and focused. I also go home early sometimes. It is important for me to show that it is okay and important to find a balance between work and private life. Managers have a strong influence on our culture. What they model and change has a big impact. It is import- ant to me that Vaude offers a working environ- ment where combining family and career is not only possible, but a matter of course.

WIR Issue 7 Spring 2025 35 would certainly have been the more com- especially frightening for women. The party fortable path … promotes a backwards-looking view of wo- … but I wanted to shape and drive forward po- men and families and wants to abolish gender sitive change. We are convinced that companies quotas – can companies even remain apoliti- should take responsibility for their actions and cal in this context? find solutions to global challenges. That makes Those who stand for equality, diversity and an them more innovative and resilient and creates a open society cannot remain silent. Companies are better working world for everyone. an important part of society and must take a stand – especially in times when our fundamen- tal values are being called into question. Cultural diversity in Germany was another major issue during the election campaign. There was intense debate about how to deal with migrants. What role do they play in your company? Our ‘Made in Germany’ products are manufac- tured in our workshop by employees from 22 different nations. And we want to continue offering ‘Made in Germany’ in the future. I do not understand why urgently needed workers are being deported. And beyond that, diversity is our strength. At Vaude – like in so many other companies – we draw our strength from a team made up of people with and without migration backgrounds, from their diverse ideas and perspectives. That’s why it’s especially important to me that Germany remains an open and outward-looking country. As a co-founder of the business initiative ‘Right to Stay Through Work’, you’re In 2024, only two women stood at the top committed to integrating foreign skilled of the 100 highest-revenue German family workers into the labour market, not just businesses. Family businesses in particular at Vaude. Why is that such a personal still struggle with diversity, as shown in a cause for you? study by the AllBright Foundation. How do Not just for us, but for Germany as a business you explain that? location as a whole, it is vital to remain attractive Many family businesses are still strongly shaped to foreign skilled and unskilled workers. Already, by traditional structures. The idea that a leader there is a glaring labour shortage in many areas must dedicate their entire life to the company is in Germany. By 2030, due to demographic change deeply rooted. That’s why we need courageous alone, this gap is expected to grow to five mil- role models who show that things can be done lion people. Through our initiative ‘Right to Stay differently, that diversity is not an additional fac- Through Work’, we support people who work tor, but the essential foundation for a competitive here and have integrated. We need immigration economy in the long term. for our industry, for our prosperity, and for the well-being of all of us. We are hurting ourselves These are highly political times, and with the most if we demonise immigration and hinder the growing popularity of the AfD, they are integration.

WIR Issue 7 Spring 2025 37 Retail diversity: the foundation of vibrant city centres Text: Christine Reichmann Photos: Andreas Wiese To ensure that city centres remain diverse, retailers, administrations and customers must work hand in hand, and the ‘Kauf Lokal’ (ger. Buy Local) initiative aims to play its part. O ur city centres are more than just places to shop – they are social hubs, cultural centres and identity generators. A vibrant city centre thrives on the diversity of its retailers: from traditional family businesses to innovative start-ups, from specialist shops to household names. But in an age of online retailing and chan- ging consumer habits, this diversity is coming under increasing pressure.

WIR Issue 7 Spring 2025 39 i How can we maintain diversity in city centres? Everyone is involved in keeping city centres vibrant: retailers, councils and consumers: • Retailers should form collabora- tions, actively participate in city initiatives and develop modern concepts to differentiate them- selves from online retailers. • City authorities need to create an environment that strengthens owner-managed businesses, for example through flexible rental models, attractive events or impro- ved infrastructure. A mix of offers must be ensured, not only in the retail sector, but also in other rele- vant areas such as gastronomy and culture. • Consumers have the opportunity to make a conscious contribution to diversity through their shopping behaviour. Those who choose to support local businesses help to maintain the attractiveness of the city. Customers love it. They are delighted when they come across a good mix of shops as they stroll through the city. marketplace, providing information about local businesses and the goods they offer. After all, only a city centre where business people support each other and network to implement new ideas can be successful in the long term. And that benefits everyone. The ‘Deutschland Kauf Lokal’ (ger. Germany Buy Local) campaign, which has been working in this direction since 2020, aims to create visibi- lity for local retailers, raise awareness of local shopping and unite retailers throughout Germany under one roof. Every year, more and more companies join the campaign to use it to their advantage and attract more attention to their business. A strategic alliance for a strong city centre Recently, some of the entrepreneurs who took part in the ‘Kauf-Lokal’ (ger. Buy Local) campaign 2024 met to share their experiences and transfer knowledge at the ‘Retailer as a Brand’ workshop in Cologne*.

41 Imprint Publisher ANWR GROUP eG, Nord-West-Ring-Str. 11, 63533 Mainhausen, anwr-group.com Editor-in-Chief (responsible according to press law) Ullrich Lüke Editorial management Christine Reichmann, .brandcom Köln, brandcom.de, Lars-Thorben Niggehoff* Editors Jenny Bleilefens, Isabel Fisch*, Nils Heck*, Lukas Homrich*, Inge Kurczyk, Julia Post, Jan Schulte* (*Freier Mitarbeiter.) Design Sylke Janetzky, .brandcom Köln, brandcom.de Images without individual attribution Adobe Stock, iStockphoto, Pexels, Pixabay, privat, unsplash, Vecteezy, Freepik Icons by afitrose, Aldo Cervantes, amoghdesign, Flat Icons, GeekClick, iconset.co, juicy_fish, Kathelynnexx, Khadija Arif, Kiranshastry, Xinh Studio Printing Druckstudio GmbH, druckstudiogruppe.com WIR, the magazine of the ANWR GROUP, is published with a print run of 3,000 copies. All articles are protected by copy- right. All rights reserved. For improved readability, we predo- minantly use the masculine form (generic masculine), such as ‘the customer.’ All gendered terms are intended to be inclusive of all genders. The shortened language form is used solely for editorial reasons and carries no value judgment. This magazine is 100 % alcohol-free, printed with mineral oil-free organic vegan inks and Blue Angel-approved dis- persion varnish. The paper used was made from materials that come from well-managed, FSC®-certified forests and other controlled sources. The entire production process was climate-neutral. natureOffice.com |

WIR Issue 7 Spring 2025 43 43 How data diversity becomes a success factor Text: Julia Post Every retailer has a wealth of data at their fingertips, and analysing it could make their lives easier. But many don’t know where to start. What tools the ANWR offers and how they can add value for retailers. W hen shoe retailer Christian Bode starts work in the morning, the first thing he does is look at the previous day’s sales data: “I’m sure everyone is the managing director of ANWR Data GmbH. The team of 14 people at ANWR Data processes, prepares and visualises data from trade, industry and the market on a daily does it differently, but I still like to look at basis. The team’s vision is to make all relevant the data on an item-by-item basis,” he ex- information (data) available to the right people plains with a smile. “I enjoy it! It fascinates at the right time so that they can make the me to see what shoes we sold yesterday. right decisions. It gives you a good feel for what fashion is in The benefits of the data are as individual demand at the moment.” Bode, who as mana- as the data itself, explains Schwabe: “For ging director of 25 stores and an online shop example, POS data on sales and stock levels, is responsible for purchasing goods himself, which, as in Mr Bode’s example, helps to opti- immediately puts the knowledge he gains into mise your own range in terms of popular practice by placing repeat orders. “If you are brands, models, sizes and colours – or to iden- close to the goods, you can be one of the first tify slow sellers.” Customer data, in turn, pro- to contact the suppliers.” Diverse data. Diverse solutions. vides important information about buying be- haviour and possible touch points with the end customer within the customer journey. “It helps retailers put the end customer at the “This is just one of many examples of how centre of their day-to-day activities, whether in useful data can be for retailers,” says Mathias terms of product range or targeting.” The busi- Schwabe. Together with Michael Decker, he ness analysis of the financial data, such as

4545 “I think it’s important to have a benchmark for needs of the retailers and to optimise our other retailers too. If a brand is perhaps weak brand ranges in cooperation with the industry.” for me that is very good for others, I have to Schwabe’s eyes light up when he talks about take a closer look, I think that’s very important the data triad. and valuable.” However, these benchmark analyses are only possible if many retailers share their data A triad of success with ANWR so that it can be visualised in the The industry side also has its own data-driven Retail Cockpit. “Thanks to the shared data, ANWR analysis tool: the Brand Cockpit. It we can continuously improve our data-driven provides industry partners from the footwear products,” explains Mathias Schwabe. “The and sports sectors with valuable information retailers’ data helps us as a trading group to and analysis such as market development optimally adapt our product range to the figures and their own market shares, bestseller The data triad Retail Industry Association 1 Retail, industry and associations provide data 2 Data analysis and processing. 3 The processed data is used to fill the ‘Retail Cockpit’ for retailers, the ‘Brand Cockpit’ for the industry and the association cock- pit. 1 2 3

WIR Issue 7 Spring 2025 47 47 “ Data may seem complex, but that’s what our products and technologies are for.” very intuitive and kept as simple as possible. For example, we use a traffic light system that visualises a need for action as an initial impul- se.” Trader Bode continues: “I am currently working on my own customised approach to the tool. The filters and analyses available allow me, as a retailer, to use the tool in the most beneficial way for my own business and in my day-to-day work. Performance Consul- ting offers a wide range of selection and filte- ring options, for example at item, store or sup- plier level.” Once the groundwork has been laid, however, Bode sees one thing in particu- lar in the new data-driven technologies: “It is a great time-saving lever for us retailers if tasks that are still very often done manually today can be increasingly supported by modern data technologies or AI in the future. The new ANWR performance consulting service is an- other big step in this direction.” Ready, set, data! That is why Christian Bode wants to encoura- ge his retail colleagues to work with data and to look beyond their own data. “Get involved,” he urges. Use the comparisons and share data with colleagues. It helps – whatever the size of your business! A good and relaxed introduc- tion to the topic is also the verbal exchange in the Erfa groups. Mathias Schwabe adds: “Data may seem complex, but that’s exactly what our data-driven products and the techno- logies we use are there for: to make the pre- sentation and interpretation as user-friendly as possible. And if there are any questions, our team is always happy to provide support and expertise!” The verbal exchange in the Erfa-Groups is also a good and relaxed intro- duction to the topic.

WIR Issue 7 Spring 2025 49 simply a means of differentiation. The first Foot- elements such as collars and wide cuts were ball Laws of 1858 stipulated coloured caps for now part of the style of sports fashion. The Jäger- this purpose. This was followed by cotton sashes meister scandal was followed by other scandals and shirts, often with different colours depending involving shirt sponsors such as condom manu- on the opponent. Today, some club colours are facturer London and sports betting and gambling iconic: royal blue for Schalke, purple for Erzgebirge companies. Aue, black and white for Juventus. Some colours Jerseys have also been at the centre of politi- have become synonymous with the clubs them- cal debate: Jerseys bearing the number 44 of the selves, such as FC Barcelona and the ‘Blaugrana’. German national team, which were bought by Whoever says CR7 today means Cristiano Ronaldo. neo-Nazis because of their resemblance to SS runes, had to be withdrawn from sale, and the pink away shirts of the German national team sparked a nationwide debate about images of masculinity. The logos of punk bands such as St. Pauli and Fortuna Düsseldorf or rainbow colours now adorn the shirts. Designs are also used for special occasions with carnival and charity kits. Many The 1930s saw the introduction of shirt numbers, shirts are a throwback: clubs release vintage initially based on fixed positions: Goalkeeper (1), editions of shirts from the nineties and the origi- Striker (9), Centre Half (5). Later, they became nals from that era change hands, sometimes for brands – if you say CR7 today, you mean Cristiano hundreds of euros. Today, fans await the release Ronaldo. In the USA, numbered players are even of a new kit as eagerly as a Champions League retired and no longer awarded. In the seventies, final. If the design is successful, millions are on new materials such as polyester were introduced offer. If not, they gather dust in the warehouse alongside sponsorship. The commerciali- and become junk. sation and customisation of sporting goods slowly gained mo- mentum. Creative colour combinati- ons and patterns,

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53 “ Everything has to change all the time, you have to be ready to adapt the range.” Kathrin Genth (Managing Director), Leder Spahn, Saarbrücken We have been selling other pro- ducts for more than 25 years. There was a time when we sold Joop homewear, another time we sold fixie bikes. The important thing is that everything has to change, you have to be prepared to adapt the range. Because just because somet- hing has gone well, it doesn’t mean that a product is justified in being in the future. It always de- pends on the overall curation. We believe that tar- get buying also offers opportunities for additional offers. We like to take our customers on a journey to fashion themes and trends that reflect the spi- rit of the times. Always with the necessary re- spect for the fact that one or two customers may not want to join us on this journey. The diversity of our range also gives us plenty of opportunities for sales dialogue: For example, we look at how much the bag changes a customer’s look when we add a Twilly. This could be a scarf that we tie around the handle of the bag. “Can I show you this on this bag?” our sales assistants ask. Picture above: Schuh Mücke in Kulmbach invites its customers to stroll and linger in the various areas. Picture left: Scenically staged. Impulse items and bags at the BAG&ORDER by GOLDKRONE order fair. i Leder Spahn is the top address in Saarbrücken for high-quality bags, suitcases and accessories. Kathrin Genth runs the business with her husband. In addition to the core range, she and her buying team focus on young designers and brands, as well as sty- lish accessories.

55 Thematic, colourful and event- related decoration in Kulmbach at the Mücke Group and at the BAG&ORDER order fair in Mainhausen. This is what makes a bricks-and-mortar store a place that inspires and makes you want to try something new. And the presentation plays a very important role in this: setting the right scene for the articles, in terms of colour and theme, and always in such a way that you can look at the articles at your leisure, well-lit and lovingly deco- rated. With themes such as summer, sun, beach and Christmas, we want to whet your appetite for more. The right ‘user moment’ We were supported by Kathrin Fischer from GOLDKRONE and Thomas John, who represents many of the brands we offer through his trading agency. They both gave us very intensive advice. Thomas with his enormous product knowledge and sales experience and Kathrin with her exper- tise in the area of concept suppliers. We started with an unconventional, broad-based buy to test what would appeal to our customers. The team was immediately excited and the choice was easy. We asked ourselves: “How trendy is the pro- duct and when do people look for such products? I call this questioning the ‘user moment’. Every- body knows it. You’re happy when you know where to get a little birthday surprise for a collea- gue, candles for your best friend or a cool men’s gift like gin, a barbecue book or an apron.” These products are really popular with our customers, we’ve sold several hundred in just one store in the first few months, and because it’s going so well, we’re going to gradually roll out the concept to the other Mücke stores, with product extensions such as cosmetics, perfume and scen- ted candles planned in the medium term.” i Felix Schmuck is Managing Director of the Mücke Group. He is responsible for the purchasing of shoes, textiles, acces- sories and sports for the twelve stores in Bavaria, as well as for the entire merchandise management process. The desire to think outside the box is what drives this manager with experience in retail and brands.

WIR Issue 7 Spring 2025 57 Few cities manage to combine retail, tourism and living as well as Maastricht. Although not everything is perfect, there is much to learn from the Dutch city. ect is Maastricht actually?

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WIR Issue 7 Spring 2025 61 Politicians just need to have the courage to take action. city centre. There are only underground garages for cars, no multi-storey car parks. According to Hoorn, this is ‘terrible architecture’. Furthermore, one can’t drive through the city centre. Every- thing has to go around the ring road, including buses. But the city’s measures also have their drawbacks. “Because we are limited in size, rents in the city centre are rising,” explains Hoorn. Retailers sometimes have to pay up to 1,500 euros per square metre per year. And that’s without hiring staff or using water or electricity. The fact that there are hardly any vacancies in Maastricht is due to the fact that expensive branded re- tailers are squeezing out smaller, owner-managed people will come to a single shopping street or shops. “If there’s one thing we have enough of, shopping centre and then leave the city immedia- it’s shoe and fashion shops,” says Hoorn. The dan- tely,” says Hoorn. ger, as Hoorn sees it, is that Maastricht may In fact, these are familiar images from many become more beautiful, but it will be overrun by German cities. Cologne’s Schildergasse, for ex- tourists and the locals will no longer feel at home. ample, is a prime example: packed during the The Venice phenomenon, if you will. But these day and deserted in the evening. “People shouldn’t are problems that other cities can only dream of. come to shop, they should come to experience “In Göttingen, for example, there are 600 buses in and meet other people,” says Hoorn. That’s why the city centre, which is terrible,” says Hoorn. the city makes sure there are plenty of restaurants Politicians just need to have the courage to push with good food. And it organises events. André through measures like pedestrian zones and be Rieu, for example, comes 13 times a year and prepared to invest. But convincing people seems plays to 12,000 people a night, says Hoorn. “And to be difficult. Hoorn, who has also advised local some of the guests come from as far away as Aus- authorities in Germany, recalls a visit to Maast- tralia, stay for a few days, bring money and, of richt by the mayor of Duisburg. “The delegation course, buy things.” German municipalities seek inspiration was enthusiastic about our city, but on the way back he probably told his fellow travellers that he found Duisburg much nicer than Maastricht,” says Hoorn. As a local patriot, you might think One change in particular makes Maastricht so that’s great, but in a city that’s friendly to traders popular today: traffic is largely banned from the and people, it’s not going to work.

WIR Issue 7 Spring 2025 63 At Schuhhaus Berg in Trier, Germany, they don’t pay too much attention to qualifications and experience when hiring new employees. This may sound like a risk, but it is a tradition in the family business. And it pays off. In 1925, life paths were often even clearer. After Candidates are also given a chance if they fit in leaving school, there was an apprenticeship, then with the team on a personal level. Professional or the right job, and then retirement. Peter Berg educational experience is less important. What followed the same path in the Eifel: he learned matters is the work trial, during which both the the shoemaker’s trade before going off to war, applicant and the team find out if they are a good became a master craftsman in 1948 and opened match. “Together with the team, we decide who his first shop in 1953, which is still an institution will fit in,” says Jana Berg. in Trier’s retail trade.Not surprisingly, the situa- tion is different today. Career changers are the norm in all sectors of the economy, and this has long been the case in retail. Nowhere is this change more evident than at Berg Shoes and the family that owns it. Jana Berg and her brother Tim are the third generation to run the business. But Jana, like her brother Tim and her parents A diverse workforce brings benefits. Josephine and Rudolf Berg, originally learned so- The experienced team members can then pass mething else. “Apart from her grandfather, almost on the real expertise, such as brand and product all of them are career changers,” she explains. knowledge, to the newcomers ‘on the job’. Inter- “We Bergs learned something else first, but our nal training courses organised by brand suppliers love for the company and our passion for the pro- and the German Shoe Institute, as well as lear- ducts eventually led us step by step into the ning content compiled in-house and adapted to business.” internal needs and, more recently, the ANWR The rest of the Berg sales team is also an knowledge world (see also WIR Magazin 06/2024) eclectic mix of cultures, educational backgrounds help to close knowledge gaps. A diverse work- and ages: a horticultural technician, an office ad- force also brings benefits. In a city like Trier, for ministrator, geography, education and marketing example, which is located in a border region, students and high school students. The team versatile language skills are useful, not least be- also includes retail salespeople with no previous cause of the many tourists who come to see experience of the footwear industry. There is a the world-famous sights such as the Porta Nigra. method to Berg’s diversity. “Because it is often “Especially with our temporary student staff, time-consuming to find people who combine we always have new languages in our team that traditional retail skills such as customer service are unusual for us, such as Turkish, Dutch, Persian and product knowledge, we take a pragmatic or Italian. This makes customers who speak the- approach to new hires,” says the junior manager. se languages particularly happy,” says Jana Berg.

WIR Issue 7 Spring 2025 3 Online- Akademie Digitales Lernen Qualifizierung Überall & Jederzeit B r a n c h e n - ko o p e r a t i o n Das sind die Partner der ANWR Wissenswelt, der digitalen Lernplattform für den Schuhfachhandel!