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SPORT 2000 ORDERMESSEN 2026 ORIENTIERUNG FÜR DIE BRANCHE – AUTHENTISCH UND PERSÖNLICH. FÜR ECHTE EXPERTEN. Klare Strukturen und neue Messenamen sorgen für Überblick, gezielten Austausch und ein starkes Messeerlebnis. FS/SS 2027 | 17. – 19. Mai 2026 HW/AW 2027 | 22. – 24. Nov 2026 HW/AW 2026 | 18. – 20. Jan 2026 FS/SS 2027 | 14. – 16. Jun 2026 HW/AW 2026 | 22. – 23. Feb 2026 Sei dabei, wenn sich die Sport-Community trifft: auf den SPORT 2000 Ordermessen 2026
WIR Issue 8 Autumn 2025 1 The Right Dose of Me: How Self-Interest Strengthens Cooperation Self-interest tends to have a negative connotation in modern so- ciety. This is a pity. When exercised in moderation, it can be highly beneficial to society, a cooperative or an association. This issue is therefore dedicated to this often-misunderstood trait, taking a clo- ser look at why a healthy dose of egoism can be a good thing, and exploring how to determine the right amount. To explore this idea, we look at Austria, the United States and, of course, the German retail landscape. We highlight how effective lobbying helps make one’s voice heard in politics. We show that genuine cooperation can be worthwhile, even when driven by self- interest. We meet five retailers whose seemingly ego-driven motives have propelled an entire group forward. And we tell the story of a company that became world-famous for its commitment to charity. We also speak to Stephan Hagenbusch, Patagonia’s Marketplace Director, about the company’s remarkable approach. Together with an expert, we finally tackle the question of how much participative leadership a business really needs, and how this can be put into practice. As always, this issue provides useful insights and practical advice, this time focusing on the use of artificial intelligence. Wishing you an enjoyable read Ullrich Lüke
2 WIR Issue 8 Autumn 2025 8 How a community can benefit from self-interest. The cover story. Why pursuing one’s own interests forms the foundation of a successful community. Contents 16 How Participative Leadership Works Markus Haslinger explains which leadership styles are appropriate in dif- ferent situations and what retailers 4 A retailer in ... should bear in mind. Murten. In the picturesque Swiss lake- side town, Heinz Egger demonstrates the success of a four-day working week in retail. 6 Facts and figures Is self-interest a good thing? These striking numbers provide an initial in- sight. 22 Football, beer and retail Three projects demonstrate why coope- ratives remain a valuable model even in the 21st century. 30 Five Experts You Need to Be The Leading Austrian Partners demon- strate the power of mutual exchange. 8 Focus: Self-interest 34 How SPORT 2000 Puts Commit- It’s a shame that the egoist has a bad reputation. Having the right amount of ment into Practice The managing directors talk about self-interest can strengthen any com- trust, reliability and why these values munity. are becoming ever more important.
3 30 The Leading Austrian Partners met at Sport Mitterer in Leogang, Austria. Initial successes have already been achieved. 22 Great joy for the winners of this year’s August Blanke Prize. We say: Congratulations! 38 How Lobbying Works Although the term may sound tech- nical, the work behind it is vital. We explain how it works and why it matters. 46 Mindset as a Business Model In an in-depth interview, Stephan Hagenbusch from Patagonia talks about the distinctive nature of the outdoor company. 62 And Then the World Becomes a Little Better 54 Mission: Revitalising Town Centres Two towns in the Sauerland region TOMS became famous for its charitable work, and the ANWR Children’s Aid demonstrate how town centres can be initiative is also part of this story. revitalised. Their approach could pro- vide a blueprint for others to follow. 72 Artificial intelli - gence: ANNI is always ready to help. All you need to know is how to use it. 68 A Word With … … Thomas Tiefenbacher, who talks about his work as an honorary member of the ANWR GROUP’s executive board. 70 Where does it come from? The cooperative idea originated in Germany and is more relevant today than ever before. 72 Tips & Tricks The ANWR network intelligence tool supports planning, research and idea generation. Find out how ANNI works. 45 Imprint
4 WIR Issue 8 Autumn 2025 A RETAILER IN … Murten: Welcome to the Swiss Lake Paradise! Text: Jan Schulte Heinz Egger of Mondo Sport is something of an exception in north-western Switzerland. Despite only opening four days a week, he runs a remarkably successful retail busi- ness. But can his business model be replicated?
WIR Issue 8 Autumn 2025 5 Anyone running a shop in the picturesque town of Murten, with its eponymous lake just a few hundred metres away, must occasionally pause to take it all in. This Swiss town, which is home to around 9,500 people, was voted the most liveable place in the country a few years ago. So it seems fitting that Mondo Sport opera- tes a four-day working week. The store, which is owned by Heinz Egger, remains closed on Mondays, Thursdays and Sun- days. It opens only from 8 a.m. to 4 p.m. on Saturdays, and stays open until 6.30 p.m. on the remaining days, with a daily lunch break from 12 to 1.30 p.m. The roughly 30 employees still receive their full pay. But is that not too much free time and too little work? The four-day week has been a success! At Mondo Sport, customers can find sportswear and fashionable clothing. When a customer Thirty-eight years ago, Egger founded the busi- walks in on a Tuesday ness with his wife. At the time, he was only morning, they should nineteen. His dream of a career in handball never receive the same high materialised, so he started selling sports equip- level of service as they ment instead, reinventing himself along the way. would on a Friday eve- The range grew steadily to include fashion items, ning. Egger is convinced bicycles and ski equipment. Today, the store that if employees were even includes a bicycle and ski workshop. ‘It is overworked and cons- important to move with the times,’ says Egger. tantly under pressure, In that context, the four-day week no longer that would not be pos- Heinz Egger, founder and managing director of Mondo Sport seems so radical. There were, of course, doubts sible. And he knows about his plan. Too little working time and too what he is talking much leisure? ‘That’s what people might think,’ about. He still works on the shop floor, selling says Egger, ‘but the results speak for themselves. sports and fashion items. According to Egger, Since introducing the four-day week, we have customers appreciate this. Most of the visitors been able to hire new staff and increase our turn- to his 2,000-square-metre store are regulars, over.’ Even the initial sceptics, including Yannis, with only a few tourists. The ski department is Egger’s son who is responsible for purchasing particularly popular, despite the fact that Murten and personnel at Mondo Sport, have since been lies just 400 metres above sea level. The bicycle convinced. section, or ‘velo department’ as it is called in Switzerland, was introduced in 2016 and is also Heinz Egger has therefore succeeded in imple- performing well. Egger has so far had a good in- menting his idea. ‘I would rather open four days stinct for spotting trends. It will be interesting a week and do our very best in terms of sales,’ to see what the next big thing will be for Mondo he says. Sport in beautiful Murten.
66 WIR Issue 8 Autumn 2025 No We Without Me Are we all egoists? 22 million members belong to cooperatives in Germany.1 50 80 % li % m i t e c o o p e r a t i v e d c o m p a n y Five-year survival rate of cooperatives and limited companies 3 50% of donation decisions are driven by a personal sense of doing good.4 80 percent of employees support community projects when they see personal benefits, too.2 Sources: 1 Deutscher Genossenschafts- und Raiffeisenverband (DGRV), 2024. 2 Deloitte (2019). 3 CIRIEC-Studie. 4 Andreoni (1990). 5 Lakhani & Wolf (2005). 6 Eigene Recherche. 7 https://www.offiziellecharts.de. 8 Nowak (2006). 9 Bundesministerium des Innern, Freiwilligensurvey 2019.
WIR Issue 8 Autumn 2025 77 20 weeks Falco’s song ‘Egoist’ remained in Germany’s Top 100 charts.7 Appx. 40% of people aged 14 and over are involved in voluntary work. This equates to 28.8 million people.9 Number of cooperative banks that had to be rescued following the financial crisis of 2008: 6 0 Percentage of contributions to open-source projects that are driven by self-interested motives, such as building a reputation:5 30 % individual benefit is needed within projects for a cooperation to remain stable.8 70 %
WIR Issue 8 Autumn 2025 9 Why egoism strengthens a community Text: Nils Heck Illustrations: Chrissie Salz The egoist has a bad reputation. Yet a positive form of self-interest can actually strengthen a community. From Me to We to More.
10 WIR Issue 8 Autumn 2025 I can still vividly remember the words of my years old at the time, and we were losing at half-time. Then our coach said two things old handball coach. We were seven or eight I’ve never forgotten: ‚Be selfish! Pass the ball!’ What didn’t make much sense to adults sounded like higher mathematics to us juniors. We looked at him in confusion. What did he mean? Seeing our puzzled faces, he explained: ‘If you want to score, you have to pass the ball. Only then can you move freely again, get the ball back, and score.’ His meaning was clear. We could only win as a The self-interest of the individual is the foundation on which a community can not only survive but grow stronger, and this is some - thing that should be encouraged. team if we all played selfishly. others were not also pushing themselves. True What our coach described on a small scale individual strength only emerges through inter- also applies to the wider society. Self-interest is action with others, whether as opponents or often considered a social vice, being seen as the training partners. You challenge each other and opposite of solidarity and community spirit. At improve together. The Christian proverb ‘iron school, it is the egoists who are avoided. Parents sharpens iron’ encapsulates this idea perfectly. tell their children to think of others as well as What could benefit a community more than a themselves and their family. The story goes that group of people striving to become the best they egoists are the villains, those who want to help can be? only themselves, whatever the cost. You challenge each other and improve together. This is particularly important in times of crisis. For a community to be able to support its mem- bers, it must be strong and cohesive. Otherwise, the hardship of one becomes the hardship of all. Air travel provides a fitting example of this: in the event of a loss of cabin pressure, passengers are instructed to secure their own oxygen masks before assisting others. The same logic applies to the economy. The self-interest of the individual is the foundation on which a community can not only survive but grow stronger, and this is some- thing that should be encouraged. Egoists are team players Adam Smith and the ‘invisible hand’ However, this common perception is too simplistic. In retail, where countless actors interact every In fact, under certain conditions, pursuing one’s day, the complex relationship between self-inter- own interests can benefit the community. In fact, est and the common good can be observed par- it often forms the very foundation on which a ticularly well. When a shoe retailer in Düsseldorf community’s success depends. This can be seen opens their shop in the morning, they do so pri- in team sports such as handball or basketball, marily out of self-interest. He wants to earn a where a well-timed pass between two players is living, support his family, and perhaps build some far more effective than one person trying to drib- prosperity. Yet this seemingly selfish act has far ble their way through alone. greater social value than might appear at first The same is true for so-called individual glance. By creating jobs, offering customers high- sports, such as tennis and boxing. Every athlete quality shoes, paying taxes and contributing to naturally strives to be the best in their discipline. the local economy, the retailer creates far greater However, no one would ever reach that level if social value.
WIR Issue 8 Autumn 2025 11 This insight is nothing new. As early as the 18th Of course, this eighteenth-century theory cannot century, the economist Adam Smith described be applied directly to modern life. However, the how the pursuit of individual gain in free markets underlying principle still holds true today: self- could serve the common good through an ‘invi- interest leads to prosperity for many while creating sible hand’. Smith explained that the individual personal benefit in return. Consider, for instance, actor does not consciously aim to promote the well- a leather goods retailer. When they expand their being of society. Yet, through their own ambitions, online presence, invest in digital infrastructure, or they foster competition and innovation, and indi- develop new services, their initial goal is simply rectly promote economic growth. to improve their own business. A society can only support individuals when it is strong itself.
12 WIR Issue 8 Autumn 2025 Yet these innovations, born of self-interest, set new standards and challenge competitors to evolve, gradually raising the level of the entire industry. Self-interest drives progress. Communities are strengthened by self-interest Positive egoism can manifest itself in various ways. The simplest form can be seen in ‘coopeti- tion’ efforts. This portmanteau of ‘competition’ and ‘cooperation’ refers to situations in which competitors temporarily join forces to improve their position in a market. Progress is driven by self- interest.
WIR Issue 8 Autumn 2025 13 They recognise that, for selfish reasons, it is better at fair prices, his employees enjoy job security, to join forces with their competitors than to battle and the local community benefits from an attrac- them. Such deals usually only last for a limited time, tive retail offering. but they demonstrate that selfish motives can re- sult in a positive outcome for all involved, provided that selfishness is not rigidly defined as ‘elbowing your way to the top’. Initially, the motives of retailers and partners are driven by self-interest. Motive: self-interest. Outcome: community. Taking the idea of positive self-interest to its logi- cal conclusion makes it clear why most retailers choose to join a cooperative. By becoming a mem- ber, a retailer gains access to better terms, pro- fessional expertise, and a network of like-minded partners. Their ‘selfish’ motive to improve their own business automatically benefits the collecti- ve. The more members a cooperative has, the stronger its negotiating power becomes and the better the conditions for everyone involved. This system works to everyone’s advantage when each member recognises that it is in their best interests to strengthen the community. This mechanism comes naturally to the ANWR community. Retailers share best practices, market insights and innovations with one another. They do this not out of pure altruism, but because they understand that a strong community benefits every- one. This enlightened form of self-interest drives In the twenty-first century, positive self-interest everyone forward. Returning to the handball ana- is expressed far more sustainably through coope- logy, only those who appear selfless enough to ratives and associations. Let’s be honest: hardly pass the ball can move freely, regain possession anyone wakes up one morning thinking they and score. For the team. want to support retailers across Europe and join . a cooperative like the ANWR GROUP. Retailers’ and partners’ motivations are, first and foremost, Free riders and lone wolves rooted in self-interest. More precisely, each retai- But doesn’t ruthless behaviour or the use of short- ler pursues their own economic goals. Yet, within cuts sometimes lead to faster personal gain? This a structure that channels and amplifies these in- is precisely the key point. Positive self-interest does dividual ambitions, they are able to strengthen not entail harming others or growing at their ex- themselves and the wider community. The real art pense. In the long term, this approach would be lies in directing self-interest towards long-term both unethical and self-defeating. While such tac- objectives rather than squeezing every last bit of tics may deliver short-term benefits, entrepreneurs profit out of customers, employees, or suppliers. fare far better by cultivating partnerships, operating Every individual must act like a homo oeconomi- sustainably, and building a loyal customer base cus, thinking rationally about what will bring them step by step. the greatest long-term benefit. Consider the sporting goods retailer in a me- A retailer that runs a profitable business, invests dium-sized town. He joins a cooperative to benefit in its employees and treats its partners fairly cre- from better purchasing terms, professional mar- ates a sustainable model from which everyone in- keting support, and proven business concepts. volved benefits. The same principle applies to a His primary motive is to increase his own success. thriving town centre. Even from a self-interested However, the effects extend far beyond that: His point of view, it makes little sense to push others customers benefit from a stronger product range aside if you’re left standing alone in the end.
14 WIR Issue 8 Autumn 2025 Think of your- selves. For that very reason, sup port the com- munity around you. Remember that you are part of something bigger. vice, stock high-quality products, and maintain fair prices. The retailer does this not out of sel- flessness, but because their business depends on it. This market-driven form of self-interest fosters healthy competition to provide the best possible customer experience. Retailers who exploit their stakeholders in the short term will disappear from the market. Those who recognise that long- term success hinges on effective collaboration are the ones who will endure. Sustainability also emphasises the productive side of self-interest. Today, a leather goods retailer focuses on sustainable production not only out of ecological conviction, but also because they have realised that environmentally conscious custo- mers are willing to pay more for sustainable pro- Here, too, one could say: Think of yourselves. For ducts. The higher margins and greater customer that very reason, support the community around satisfaction that result from this focus lead to a you. Remember that you are part of something socially desirable outcome: reduced environmen- bigger. Taking this line of thought further, self-in- tal impact. The future of retail belongs to those terest could help solve one of the major problems who understand and embody positive self-inter- faced by cooperative communities: free riding. est. In an increasingly connected world, one thing It is something that everyone is familiar with and becomes clear. dislikes. Consider data sharing, for example. For Sustainable success does not come from ru- many companies and retailers, it would make per- thlessly pursuing one’s own interests, nor does it fect sense to share their data within the coopera- come from complete self-sacrifice. The key is to tive. However, the process is time-consuming and pursue personal goals in a way that strengthens unfamiliar, and worst of all, it offers no immediate the community and oneself indirectly. At a time personal benefit to those who start first. In theory, when individualism is often criticised, it is import- the benefit is far greater once others have shared ant to remember that a strong community needs their data and you can join in. The problem is strong individuals. Strong individuals do not that nobody wants to take the first step; everyone emerge through self-denial, but through the intel- waits for the opportunity to be a free rider. How- ligent and responsible pursuit of their own inter- ever, if all participants were to think in genuinely ests. self-interested terms, they would realise that sha- ring data would give them a significant long-term advantage. They would therefore do it. If everyone thought this way, the benefits would quickly multiply for each individual and many oth- ers, as well as for the community as a whole. In this case, too, it would be fair to say: be an egoist. Pass the ball — or rather, share the data. The customer is the winner What applies among peers also applies to custo- mers. They benefit most when retailers consist- ently act in their best interests. To succeed in the long term, a shoe store must offer excellent ser- Productive self-interest is not a threat to society; it is its lifeblood.
WIR Issue 8 Autumn 2025 15 The key is to find the right balance and direction. Successful cooperatives and associations achieve this particularly well, combining self-interest and the common good to create something greater than the sum of its parts. Before I forget, I should mention that our handball team pulled itself to- gether after the coach’s speech, started passing the ball, and won the match. How selfish of us! A strong community needs strong individuals.
16 WIR Issue 8 Autumn 2025 Participative leader - ship in everyday life. Directive leadership in emergencies. Interview: Lars-Thorben Niggehoff As a consultant and coach, Markus Haslinger explores the leadership styles that make organisations successful, and the qualities that leaders need to thrive in demanding environ - ments. Here are his insights.
WIR Issue 8 Autumn 2025 17 i Markus Haslinger is a board member at consultancy firm Hutner. He has worked there as a consultant and trai- ner since 2002. He studied textile business management and completed training as a retail salesperson and business assistant.
18 WIR Issue 8 Autumn 2025 Mr Haslinger, what qualities make a So leaders should be empathetic and good leader? decisive. Anything else? The ability to make decisions is undoubtedly the Adaptability is more important today than ever most important quality. It is only through making before. The circumstances in which we operate the right decisions that goals become achievable. are constantly changing due to social, political Decision-making is a task that leaders cannot and technological developments. It is crucial to outsource. Empathy is also essential. This starts keep track of these shifts and adjust strategies with actively listening to employees and col- and goals accordingly. Goals are a key part of good leagues. How are they doing? What ideas do they leadership. They must be clear to everyone, and have? This is not about standardised annual re- each person must understand their role in achie- views, but about providing regular, honest and ving them. I believe that many of the challenges open feedback. Empathy should also extend to leaders face today stem from a lack of clarity in customers and the organisation itself. Anyone this area. who wants to lead with purpose must understand and balance the needs of the company, its em- A company’s primary objective is typically to ployees, and its customers. generate profit and revenue. It’s a bit more complex than that. While some companies may prio- ritise profit over everything else, most do not. They also have eco- logical and social objectives, as well as the desire to achieve high levels of employee and customer satisfaction and to be innovative and develop new products. It is essential to decide which of these goals to prioritise and to what extent, and this should provide the framework for all managerial decisions. However, many com- panies today either lack clear goals or have none at all, which makes effective leadership ex- tremely difficult. What would be an example of such a clear goal? The first step is to identify which metrics truly reflect a company’s success. In the retail sector, for example, the question is whether the number of items sold per customer or the revenue per cus- tomer is more relevant to our goals. Many companies have used the same performance in- dicators for years without ques- tioning whether they are still meaningful measures of success today.
WIR Issue 8 Autumn 2025 19 “ In my opinion, people can learn and un learn all the leadership skills they need.” Even when goals are clear, not everyone is personal lives, yet find it much harder to do so naturally decisive or empathetic. Are some at work. This is often because they lack a clear people simply born leaders, while others understanding of their goals and the criteria on are not suited to the role? which their decisions should be based. In my opinion, people can learn and unlearn all the leadership skills they need. The same What you are describing sounds like a partici- applies to empathy. Those who are curious, en- pative leadership style, which actively involves gage in dialogue with others, and strive to employees. Do you think this approach is bet- understand different perspectives will develop ter than traditional directive leadership? a greater sense of empathy. This, in turn, opens Both leadership styles have their place. The key up new ways of thinking and paves the way is knowing which one to use when. Directive lea- for fresh ideas. dership is most effective when quick decisions are required and lengthy consultation processes So, how does one learn to make decisions? would be obstructive or risky. Participative lea- Of course, it is possible to improve your decision- dership, on the other hand, involves employees in making skills. Interestingly, many employees problem-solving, goal-setting and implementation have no problem making bold decisions in their in a structured way.
20 WIR Issue 8 Autumn 2025 Maintaining constant dialogue is important, as is discussing what is and isn’t working.” of returns accepted be dictated from above? Staff scheduling could also be handled by the em ployees themselves. However, certain matters relating to the overall business strategy, such as product range, pricing strategies and the selec- tion of brands to be sold, should remain the respon - sibility of management. Many retailers who currently handle every- thing themselves might read this and worry that their business would collapse. How would you ease their concerns? I can assure them that this kind of leadership has many advantages. Processes on the shop floor become simpler when the team can make its own decisions instead of having to ask for approval Can directive leadership be useful in other every time. Customers notice the difference, and situations, as well as in exceptional ones? this is what enables truly personalised service. A classic example would be quality standards. Employees who can actively contribute also find It should be management’s responsibility to defi- more joy in their work. Young people in particular ne this framework and ensure clarity around it. are not interested in rigid structures; they want However, improvements and optimisations based to experiment and take responsibility. Anyone who on these standards can be achieved more effecti- goes shopping knows how much of a difference vely through a participatory approach. it makes to be greeted by a cheerful salesperson. How can the retail sector, in particular, achieve this balance? In order to answer that, we first need to establish the starting point. In retail, directive leadership has a long tradition. This is partly because it is difficult to incorporate participative processes into every- day business activities. Consider team meetings, for instance, where people exchange perspectives and ideas. While they are important, they can be difficult to organise in the fast-paced world of sales. So is it harder for retailers? But what if something goes wrong during the In some ways, yes; in others, no. Of course, there shift towards greater participation? is pressure to change and many challenges to face, Then so be it. A healthy attitude towards mistakes but retail has always been a fast-paced industry. is an essential part of participative leadership. If You can immediately see whether something works you allow people to make decisions but then criti- or not, and retail is much closer to the customer cise them when things go wrong, they will stop than most other sectors. We simply need to trust taking the initiative and the collaborative approach the team and its potential. will fail. Naturally, such changes take time. After all, we are talking about a cultural transformation, How can a retailer create more participation? and corporate culture is as slow to change as By setting clear goals, allowing employees to take honey. This is why it is important to maintain an ownership and encouraging them to take personal ongoing dialogue and discuss what is and isn’t responsibility. Many decisions can ultimately be working. It is better to make adjustments than to left to the team. For example, why should the value abandon the change altogether. A healthy attitude towards mistakes is an essential part of participative leader-ship.”
WIR Issue 8 Autumn 2025 Jetzt schon vormerken: Sondersaisonlinie zu Top-Konditionen! 1 Dekade um bis zu 60 Tage verschieben. Zeitraum 09.02. – 09.04.2026 Zeit ist mehr wert als Geld. Man kann mehr Geld bekommen, aber man kann nicht mehr Zeit bekommen. Oder irgendwie doch? Die DZB BANK Saisonlinie* für Händler der ANWR Unternehmensgruppe: Jetzt handeln und dennoch den finanziellen Spielraum flexibel und einfach gestalten, ohne Skontoverlust. Informieren Sie sich gerne bei Ihrem DZB-Berater. * Die Saisonlinie ist ein Finanzierungsprodukt, mit welchem Sie saisonal bedingte Liquiditätsspitzen jederzeit überbrücken können.
WIR Issue 8 Autumn 2025 23 Football, beer and retail: where the cooperative idea is thriving Text: Lars-Thorben Niggehoff The number of cooperatives in Germany has been increasing steadily for several years. Outdoor retailers, local pubs, and football clubs are among those rediscovering the model. Here are three examples.
24 WIR Issue 8 Autumn 2025 1 Basislager Karlsruhe: When regular customers come to the rescue N early forty years of tradition were at lager Karlsruhe decided to step back. stake when one of the owners of Basis The outdoor store is a well-established presence in the city of Baden, with around 30,000 regis- tered customers, plus many more who are not on record. Would they all soon have to shop else- where? Stefan Krickeberg, one of the owners, came up with the idea of founding a cooperative to preserve this unique store and its roughly forty jobs. Inspiration came from an organic supermarket in Karlsruhe that had recently taken a similar ap- proach during its succession process. The new owners asked their customers whether they would consider becoming cooperative members. They
WIR Issue 8 Autumn 2025 25 Almost forty jobs were pre- served at Basislager due to the transformation. The Basislager team received the August Blanke Award in recognition of their successful establishment of the cooperative. could, indeed. Within just a few months, more than a thousand loyal fans came together to become part of the project. ‚Our philosophy of treating customers as guests in our home has paid off,’ says co-managing director Oliver Scheib. This approach requires more staff than many other outdoor retailers employ, but it has certainly been worthwhile. Customers loved Basislager so much that they were willing to invest in it. The idea was unconventional and, at first, nobody knew quite how to deal with it.” The transition to a cooperative structure worth it. Basislager was preserved and its loyal was, of course, not easy. ‚The idea was unusual. customers became even more faithful. Day-to- Courts, lawyers and tax advisers didn’t quite day operations are managed by a team of four, know how to handle it at first,’ recalls co-founder led by Tobias Denda and Stefan Scheib. They Tobias Denda. Consequently, the change in legal report to the cooperative assembly once a year. form was delayed by around two years, despite ‚This way of working suits us perfectly,’ says the necessary funds already being in place. The Tobias Denda. ‚I am sure that other businesses managing directors agree that the wait was could benefit from such an approach too.’
26 WIR Issue 8 Autumn 2025 2 Trink–Genossin: The pub as a school of demo cratic instincts experience democracy in an accessible way,’ he explains. The project is also intended to counteract widespread disillusionment with democracy and the belief that democratic processes are ineffective. Of course, not all 280 members joined for the same reasons. ‘Some just think it’s cool to have their own pub,’ says Berthold. But that is precisely the charm of a cooperative. Everyone can contri- bute in whatever way they wish: as a simple share- holder; as a regular attendee of the monthly members’ meetings; or as an active participant in running the place. From the outset, Trink– Genossin had a core group of regulars. It was this community spirit that kept the pub alive during the pandemic, which hit just a week after its soft opening. The members’ commitment helped the project survive the first two years under lockdown conditions, and continues to help fill the pub week after week. Many members naturally bring friends along, as everyone loves to show off ‘their’ pub. Members also receive a generous 20 percent dis- count, giving them one more reason to come back often. Despite legal hurdles, the initiators want to expand the bar concept further. After a long night out, most people have probably had the same thought: wouldn’t it be great to own a pub? You could choose the drinks, enjoy good company every evening and have friends drop by. You could be in a place where everyone knows your name, just like in the American cult series Cheers. Nowhere is this easier than in Cologne’s trendy district of Neuehrenfeld. Since 2020, it has been home to Trink–Genossin, a pub that anyone can own a share of. Organised as a cooperative, Trink-Genossin now has 280 mem-bers. Members get to vote on many things, from the drinks menu to whether a brewery sponsor-ship fits the spirit of Trink-Genossin.Kai Berthold and Jan Buckenmayer first came up with the idea in 2015. ‘It took quite a while for every thing to come together, in terms of the ne-cessary capital and the right location,’ recalls Berthold. In fact, their main focus at first was not on opening a pub, but on setting up a cooperative. ‘We wanted to create a space where people could It took quite a while for every-thing to come to gether, in terms of the necessary capital and the right location.”
WIR Issue 8 Autumn 2025 27 Dank der Genossenschafts - struktur ist die Trink–Genossin auch in schwierigen Zeiten voll. * * No one has any intention of building a bar. Walter U. Some just think it’s cool to have their own pub.”
28 WIR Issue 8 Autumn 2025 The first-division club’s stadium is soon to be fan-owned. Trink–Genossin also faced challenges because many authorities did not know how to handle a cooperative acting as a pub operator. One practical example of this was the issue of the liquor licence, which had to be registered to an 3 Football Coope rative Sankt Pauli: we’re buying a football club individual. Initially, the Trink–Genossin mem - It always feels a little surreal when FC St. Pauli bers wanted to rotate the licence among them- finds itself back in Germany’s top league once selves on a regular basis. ‘That would have again. Unlike most other clubs in the hyper-capi- involved considerable effort and expense each talised world of professional football, the Ham- time, including notary fees,’ explains Berthold. burg-based club simply operates by its own rules. Now, the licence changes hands only every two The Millerntor Stadium still embodies the spirit years. The motivation was to create a blueprint that others could use. Berthold and his fellow members hope that their model will inspire others. One of their motivations was to create a blueprint that others could use to open their own cooperative pubs. ‘Perhaps one day we’ll turn that into our own consultancy,’ says Berthold. of the 1960s, forming a stark contrast to modern multifunctional arenas. Its fan culture is openly political and distinctly left-leaning. Rather than relying on outside investors to take the club to the next level, last year FC St. Pauli turned to its own loyal supporters through a cooperative initiative. The Football Cooperative St. Pauli is not buy- ing into the club itself. Instead, it is focusing on the Millerntor Stadium. The fan cooperative aims to acquire a majority stake in the stadium opera- m o c . e b o d a . k c o t s – 7 7 n n a m n
m o c . e b o d a . k c o t s – r a t a l s u ting company, using its members’ capital to pay off construction loans. To achieve this, the coope- rative has set itself the ambitious target of raising around 30 million euros in equity. The cooperative’s members come from 44 countries. Among them, is a certain Uli Hoeneß, honorary presi- dent of FC Bayern Munich. 29 Guest article by Frank Schuffelen A very modern idea Cooperatives are outdated? Quite the opposite. They are more vibrant than ever. The world is chan- ging rapidly, with shifts in markets, technologies and customer needs. And yet, some prin- ciples withstand the test of time. For me, the cooperative mo- del is one of these enduring principles: achie- ving more together than one could alone. The strength and importance of this model is par ticularly evident today. We talk about sus tainability, the future viability of physical retail and new business and societal respon- sibilities. Cooperatives can make a valuable contribution to all of these issues. Why? Because they focus not only on maximising profits, but also on the well-being of their members and the community. Cooperatives have always been willing to change or even reinvent themselves, and this has made them particularly successful This goal was reached surprisingly quickly. in achieving their high-level goals (such Subscriptions for cooperative shares opened in as Basislager Karlsruhe, the winner of our November 2024, and the target amount had August Blanke Prize). They have found the been met by the end of March 2025, the coopera- answer to their succession question in the tive’s members come from 44 countries. Among cooperative model, together with their them, is a certain Uli Hoeneß, honorary president customers and supporters. I hope that this of FC Bayern Munich. They will now use the special legal form will become even more funds raised to buy into the Millerntor Stadium. widely recognised as a model that combines economic strength and social responsibility.
30 WIR Issue 8 Autumn 2025 The power of the group Text: Nils Heck The ‘Leading Austrian Partners’ initiative unites specialised SPORT 2000 retailers in Austria, creating a robust network that generates tangible value for all stakeholders. After the first joint meeting, it was clear that the concept worked. F ive retailers met in Leogang. This may industry joke, but a few weeks ago it mar- sound like the beginning of a niche ked the launch of one of SPORT 2000 Austria’s most exciting projects. The initiative, called Lea- ding Austrian Partners (LAP), unites specialised sports retailers facing similar challenges and targeting similar groups, enabling them to form a network and act as sparring partners for SPORT 2000 Austria. One key question is how we can ease retailers’ workload when it comes to digitalisation. Which collaborations make sense? How can we support them in brand co- operation? SPORT 2000 Austria wants to ask these kinds of questions of the five tourism ex- perts in order to tap into their opinions, expe- rience and expertise, and focus on what truly matters. All of the Leading Austrian Partners are specialised in the tourism sector.
WIR Issue 8 Autumn 2025 31 i Leading Austrian Partners (LAP) The Leading Austrian Partners initiative, founded by SPORT 2000 Austria, connects retailers who share a similar focus. It is a net - work created by retailers, for retailers. Happy together: Leading Austrian Partners Tourism meet up
32 WIR Issue 8 Autumn 2025 Ski rental is a key focus for several of the retailers. Anna Kraupatz, who co- ordinates the project at SPORT 2000 Austria, ex- plains the idea behind it in practical terms. ‘At headquar- ters, we can come up with plen- ty of ideas and develop concepts, Roland Un t e r l e r c h e . r e l i a t e r e at n r i s a p a ssio tal software and merchan- dise management sys- tems, and joint purchasing terms. After the first mee- ting, Sebastian Mader-Erhart, COO at Sport Nenner and one of the five parti cipating retailers, reflec- but in this project, it is the retailers who ted, ‘We have already made real progress tell us whether our proposals are feasible or not.’ on several topics.’ The newly formed group serves as a sounding board for new ideas and filters out less effective concepts in the field of tourism. From now on, it will meet regu larly. During these sessions, the pro- ject team, which consists of Anna Kraupatz, Vere- na Sowa, Jakob Rieser and Christian Teschl, will present ideas and seek feedback from the retai- lers. If an idea is well received, it will be imple- Everyone brings different strengths to the table. mented, benefiting all SPORT 2000 Austria retai- Even if an initial idea aimed at a specific target lers. ‘This is a project by retailers, for retailers,’ group, such as the tourism sector, does not work, says Kraupatz. The emphasis is on digitalisation, services, and brand collaboration the Leading Austrian Partners are there to iden- tify that. This approach already proved successful during the very first meeting. The SPORT 2000 team presented a digitalisation module, which the retailers then discussed in detail. During the At their first joint meeting in Leogang, they dis- conversation, it became clear that the tool offered cussed a wide va riety of topics. The topics covered little real benefit for them. The project leaders tangible improve ments such as website analysis, immediately decided to drop the idea. For Mader- new partnerships, better interfaces between ren- Erhart, this was an important signal.
WIR Issue 8 Autumn 2025 33 p r o j e c t. e g t h atz is lea di n p u a r K a n n A ‘This clearly shows that we, as retailers, can use our advisory role to help SPORT 2000 Austria focus on what really mat- ters.’ By getting in- volved, the retailers are supporting SPORT 2000 Austria and benefiting them- selves. In the long term, Mader-Erhart hopes the in- itiative will lead to higher margins and greater efficiency. Roland Unterlercher of Sport Unterlercher adds: ‘I hope that, in areas where we are small as individual retailers, SPORT 2000 Austria can help us play a bigger part.’ The exchange among participants is already proving valuable. Kraupatz and her team carefully selected the group mem- bers: Hannes Mitterer (Sport Mitterer), Kurt Lar- cher (Larcher Sport Mode Rent), Roland Unterler- cher (Sport Unterlercher), Sebastian Mader-Erhart (Sport Nenner) and Martin Steger (SPORT 2000 ‘They display a much broader range of products in their shop. Customers come in, browse at their leisure, and end up with lots of items in their hands,’ says Ma- der-Erhart. ‘We are now considering doing the same to boost our sales.’ We can genuinely make a difference.” Herzog). Everyone brings different strengths to The LAPs were seeing positive results after their the table. ‘One is more advanced in digitalisation, very first meeting. Initially, however, they were another in service and another in cooperation somewhat sceptical when approached by SPORT with industry partners,’ Kraupatz explains. ‘That 2000 Austria. ‘We retailers in the Alps are espe- means they can learn a great deal from one anot- cially individualists. Things can vary from valley her.’ Retailers inspire each other to valley, and we often find it hard to collaborate,’ admits Mader-Erhart. After the pandemic, many retail initiatives had also fizzled out or turned into little more than self-praise. ‘SPORT 2000 Austria One example is Sport Nenner, which has six stores. quickly convinced me that this would be different Five of those focus on high-end products and perso- and that we could genuinely make a difference,’ nalised advice, while the sixth runs more like a life- says Mader-Erhart. Roland Unterlercher shares style outlet. Mader-Erhart had recently been strug- this view. ‘All the retailers and the project team gling with declining sales at that are highly committed and actually getting things S e b a stian Mader-Erh particular shop. However, du- done.’ ring an exchange with art w a n t s t o m a k e a d i ff e r e n c e . Sport Mitterer, another Anna Kraupatz acknowledges the initial scepti- LAP member, he cism of the participants and is therefore all the had an eye-ope- more pleased with the positive feedback. At the ning realisation. next LAP Tourism meetings, the focus will be He realised that on putting the first ideas into practice. Looking their approach ahead, Kraupatz also plans to expand the suc- to work was cessful format and establish additional groups. completely dif- Later this year, they will launch ‘LAP Bike’. ferent.
34 How committed collaboration can succeed Text: Ralf Kerkeling SPORT 2000 is focusing on commitment, trust and partner- ship. Managing directors Margit Gosau and Dominik Solleder explain what opportunities this approach offers for retailers and industry alike.
WIR Issue 8 Autumn 2025 35 At SPORT 2000, commit- ment and trust are highly valued. This is emphasised by managing directors Margit Gosau and Dominik Solleder in their interview.
36 WIR Issue 8 Autumn 2025 A nyone looking to gain insight into Margit Gosau and Dominik Solleder. the future of retail should speak with The two SPORT 2000 managing directors think deeply about which values will be decisive in the years ahead, and what this will mean for retailers, partners, and cooperatives. Right at the beginning of the discussion, both emphasise that commitment is one of the key values for the future of retail. According to Gosau, trust is far more than just a management buzzword; it can only grow through commitment. ‘It is a value that cannot be prescribed. It develops over years by consistently proving that we keep our promises.’ Trust is a value that cannot be prescribed. It develops over years.” She has seen, especially in times of crisis, She believes that the strength of SPORT 2000 how trust keeps partners together. For the lies in its diversity and the balance it strikes SPORT 2000 CEO, trust is a genuine competitive between collective impact and individual advantage. Those who demonstrate reliability character. Standardisation where necessary; earn loyalty. Solleder highlights the practical freedom where possible. Drawing on his ex- aspect: ‘In every partnership, there are grey perience working with retailers, Solleder also areas that contracts do not cover. That is ex- emphasises this point. Through many con- actly where commitment is needed for trust to versations, he has witnessed the meticulous grow.’ This is particularly true within a coope- way in which some retailers plan their assort- rative structure, where independent retailers ments. In those cases, there is no need for cen- and the central organisation must work closely tral guidelines. However, others benefit great- together. This makes commitment not only ly from standardised concepts, particularly reasonable, but also necessary. It may even be in team sports. ‘The key is that everyone has vital for survival. a choice. Our formats are designed to offer advantages, but no one is forced to follow them,’ SPORT 2000’s strength lies in its diversity. says Solleder. Leverage data Commitment is particularly important in prac- tical collaboration, especially when it comes to sharing data. Some retailers fear that sha- In practice, commitment means being reliable ring data will make them vulnerable or reveal and trustworthy, and maintaining long-term their competitive position. However, Gosau partnerships. It does not mean losing indivi- sees this as one of the greatest opportunities duality. Many retailers are concerned that new for the future of retail. ‘Anonymised bench- concepts might restrict their freedom. Gosau marks help identify potential. They show where addresses this concern. ‘Nothing is being im- you stand compared with the group and how posed on anyone. Standardisation is applied you can make your business more profitable where it makes sense, such as with digital ser- through adjustments.’ Solleder also refers vices. Its purpose is to ease the workload and to specific examples, such as those within the create more freedom.’ Outdoor Commission. Even sceptics there
37 The HandelsCockpit tool uses its range check feature to pro- vide detailed analyses of sales performance for selected brands and products. These evaluations help retailers pre- pare for discussions with sup- pliers. have seen how valuable shared data panels ver the best margins, and where processes can be. ‘Many retailers have now realised that can be streamlined. The goal is not to monitor benchmark analyses provide practical in- individuals, but to create collective value.’ sights. They reveal which product categories are particularly profitable, which brands deli- At the same time, personal connections The goal is not to monitor individuals, but to create collective value.” should be strengthened. Commissions, expe- rience groups and trade fairs are important platforms for achieving this. Solleder also men- tions roadshows as a possible future model, offering closer interaction, greater knowledge sharing and the opportunity to reach beyond Mainhausen. ‘We want to present useful ser- vices and benchmark data in a decentralised way,’ Solleder explains. ‘This allows us to re- ach retailers in regions that would otherwise have few opportunities to participate.’
WIR Issue 8 Autumn 2025 39 A lobby for our industry Text: Julia Post Today, retailers operate in a politi - -cal environment characterised by bureaucracy and complex regula- tory conditions. The challenges are con siderable, and the industry can only bring political change by working together. This is where lobbying comes in, and cooperati- ves and retail alliances can play a key role.
40 WIR Issue 8 Autumn 2025 From left to right: Thomas H. Günther, Wolfgang Zolper, Frank Schuffelen, Michael Boddenberg and Dr Carsten Lehr. This photo was taken at an event hosted by the Economic Council of Hesse. From the out side, you only see the result. But behind that are often years of networ- king and count less conversations.” Britta Goertz, a shoe retailer, is speaking on a panel at the European Parliament.
WIR Issue 8 Autumn 2025 41 retailers found themselves up against P andemic, lockdown, closed shops. In 2020, tough times. ‘How am I supposed to gene- rate sales, pay my employees and cover the rent?’ many wondered. ‘The frustration was enormous,’ recalls ANWR CEO Frank Schuffelen. From one day to the next, in-store retail came to a complete standstill. ‘We had to react quickly.’ How can the interests of a community truly be brought into view? What he meant became strikingly clear in the days and weeks that followed. The Ministry of Finance and the Ministry for Economic Affairs consulted the ANWR GROUP directly, as well as through industry associations, on crisis talks. Board members such as Schuffelen were consul- ted on the design and implementation of financial and emergency support programmes, including KfW fast-track loans. But that was not all. As the non- food retail sector, including footwear and sports, was at a disadvantage compared to other industries, a coalition Representatives of Independent Retail Europe, including Martina Novotny, met with ECB President Christine Lagarde at the European Central Bank in Frankfurt. of associations and partners closed. This sent an important message. ‘This came together to file law- challenging period showed us that political suits and legal statements, advocacy can make a real difference, but it also working tirelessly day and demonstrated the importance of maintaining night. ‘Our central message direct connections with policymakers,’ concludes was that shoes are an es- Schuffelen. sential part of everyday life, especially for children and people with orthopaedic Why lobby? needs. The scale and inten- In uncertain times, lobbying is becoming ever more sity of our joint efforts was important. This is why the CEO of the ANWR enormous,’ recalls Schuffelen. GROUP is actively involved in the Economic Council ‘It was a tremendous effort of Germany, the German Retail Federation (HDE), that challenged and united and the MITTELSTANDSVERBUND ZGV e. V., which the entire industry.’ We represents around 230,000 medium-sized compa- achieved short-term success nies in Berlin and Brussels. What matters most to in Bavaria. For one week, him is: ‘Advocacy for us does not mean pushing we secured permission for individual agendas, but making the concerns of shoe stores in the state to our community visible.’ But how can the interests reopen, while many other of a community truly be brought into view? non-food retailers remained ‘Explaining what lobbying is about requires a
42 WIR Issue 8 Autumn 2025 certain sensitivity,’ says board member Martina Novotny. She is active in Independent Retail Europe (IRE), a European umbrella organisation representing the interests of cooperative groups and affiliated retailers at EU level. ‘From the out- side, you often see nothing for a long time, and then suddenly, a door opens. Behind it are often years of networking and countless conversations.’ Committees create a platform for ex - change with other organisations. Exchanging ideas with other retail sectors within the European network is always highly valuable. ‘Where do our interests overlap, and how can we combine our arguments to influence political change?’ Committees provide a platform for dis- cussing both smaller issues and major forward- looking topics. One example of the latter is the dialogue with the European Central Bank (ECB). During a discussion with ECB President Christine Lagarde, Martina Novotny and numerous col- leagues from various industries and companies discussed the introduction of the digital euro. A subject with significant implications for retail payment processes. ‘Encounters like these show that we have the opportunity to influence key decisions from an early stage,’ says Novotny. A platform for retailers’ voices Individual retailers’ voices are being heard. For example, at an event organised by IRE and SME Connect, a cross-party European network that supports small and medium-sized enterprises at the EU level, held in the European Parliament. Independent retailers from across Europe met with Members of Parliament and policy advisers to discuss the importance of brick-and-mortar retail, the challenges it faces, and the support it requires from the EU. Among the panellists was Britta Goertz, a shoe retailer and member of the ANWR GROUP Supervisory Board. She empha- sised the vital role of cooperative models and local retailers in fostering competition, innova- tion, and thriving communities. Her message Britta Goertz, Schuhhaus Meyer, Lübbecke, and member of the ANWR GROUP Supervi- sory Board. Martina Novotny, Chief Digital Officer (CDO) and member of the ANWR GROUP Executive Board
WIR Issue 8 Autumn 2025 43 was clear: ‘Help us to establish fair competition, strengthen regional economies and ensure that European consumers have access to safe, sus- tainable products.’ She believes that, together, we can build a strong and resilient European market. For advocacy to be effective, visibility is essential. Fighting for fairness takes stamina: the example of Temu first success,’ says Schuffelen. ‘But one thing is clear: we must continue to fight for fair com- petition for our retailers.’ Fair competition also involves tackling online discount retailers such as Temu and SHEIN. Along- side other non-food organisations, ANWR GROUP With visibility and persistence co-financed an expert report through the HDE No matter which of the many topics are at stake, which analysed and provided a legal assessment one thing is certain: For advocacy to be effec- of the business practices of Temu and SHEIN. tive, visibility is essential. ‘The better policyma- This report provides the basis for exposing these kers understand what ANWR GROUP and its sub- irregularities. Like many others, Frank Schuffelen sidiaries stand for and the issues we represent, has repeatedly addressed these issues, including the more likely it is that retailers’ concerns will on LinkedIn. Recently, these efforts began to bear be heard,’ emphasises Frank Schuffelen. ‘It’s not fruit when, after months of review, the European about putting ourselves in the spotlight,’ adds Commission provisionally concluded that the Martina Novotny, ‘but about demonstrating the Chinese retailer was in breach of European law. importance of our industry.’ Fines worth billions are on the table. ‘This is a The mid-sized retail sector is a driving force of Together for fairness in retail * *Urgent action is needed in politics
44 WIR Issue 8 Autumn 2025 the economy. It keeps city centres vibrant and, as an employer, it takes on social responsibility for many people. It drives innovation and strength- ens local regions. ‘Many smaller, owner-managed retailers deserve to be heard just as much as the big players,’ says retailer Britta Goertz. ‘Retail must be visible to decision-makers’. ‘That’s why we join forces in advocacy, to turn many voices into one strong voice,’ adds Frank Schuffelen. Irina Andorfer sums it up clearly: ‘It often takes a long time to achieve results. It’s about visibility, and about making your mark again and again. The truth is, sometimes it works and sometimes it doesn’t.’ However, one thing has become clear, says Schuffelen. ‘Visibility and persistence pay off.’ i A look at Austria Lobbying often takes place at regional and national levels, as can be seen in neighbouring Austria. Irina Andorfer, Managing Director of SPORT 2000 Aus tria, is committed to both the sports industry and retail. Since 2024, she has been a member of the executive board of the Association of Austrian Sporting Goods Manufacturers and Retailers (VSSÖ), representing the in- terests of specialist retailers. ‘The VSSÖ is the most important platform for unit- ing the interests of the sports industry and the sporting goods trade in Austria, and for achieving common goals,’ Andorfer explains. She is also a board member of the European Outdoor Group (EOG) and, since spring 2025, a presidential council member of the Austrian Retail Association. ‘We con- tinuously work to highlight and ad- vance the key issues affecting retail and our industry, acting in the best interests of retailers,’ she says. And the effort is paying off. Austria’s new federal administration’s 2025 gov ernment programme already inclu- des tangible improvements for winter tourism and specialist retail, ranging from tax and bureaucratic re lief to tar- geted funding. Andorfer explains that the decisive factor now will be ensur- ing that the government’s business- and innovation-friendly ini tiatives are implemented swiftly and effectively — something she is determined to push forward.
WIR Issue 8 Autumn 2025 45 Imprint Publisher ANWR GROUP eG, Nord-West-Ring-Str. 11, 63533 Mainhausen, anwr-group.com Editor-in-Chief (responsible under German press law) Ullrich Lüke Editorial management Christine Reichmann, .brandcom Cologne, brandcom.de, Nils Heck*, dreimaldrei Journalisten- büro Editors Lukas Homrich*, Ralf Kerkeling*, Lars-Thorben Niggehoff*, Julia Post, Jan Schulte* (* Freelance contributors.) Design Sylke Janetzky, .brandcom Cologne, brandcom.de Images without individual attribution Adobe Stock, iStockphoto, private, unsplash 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 copyright. All rights reserved. For improved readability, we predomi- nantly use the masculine form (generic mascu- line), such as ‘the customer.’ All gendered terms are intended to be inclusive of all genders. The shortened language form is used solely for edi- torial reasons and carries no value judgment. This magazine is 100 % alcohol-free, printed with mineral oil-free organic vegan inks and Blue Angel-approved dispersion 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 | Irina Andorfer, Managing Director of SPORT 2000 Austria We join forces in advocacy, to turn many voices into one strong voice.”
46 WIR Issue 8 Autumn 2025 Conviction as a Business Model Interview: Ralf Kerkeling Photos: Patagonia In an industry that often operates according to the principle of ‚more and more’, Patagonia deliberately breaks the rules. The outdoor pioneer demonstrates how ecological action and economic stability can be combined, maintaining an un- comfortable yet credible stance. Patagonia supports environmental projects such as the protection of the Vjosa River in Albania, one of the last wild rivers in Europe.
WIR Issue 8 Autumn 2025 47 i Stephan Hagenbusch has been Marketplace Director EMEA at Patagonia since 2024, overseeing wholesale, e-commerce and retail operations from the company’s Amsterdam hub. Prior to joining Patagonia, he served as Managing Director for Europe at Black Diamond, having previously held senior positions at Amer Sports. He now combines his extensive experience in the international out - door market with Patagonia’s steadfast commitment to sustain- ability and social responsibility.
4848 WIR Issue 8 Autumn 2025 F or decades, Patagonia has embodied a industry. From its legendary ‘Don’t Buy unique philosophy within the outdoor This Jacket’ campaign to its bold decision to transfer ownership to an environmental trust, the company has demonstrated that commer - cial success and radical responsibility are not mutually exclusive. For many, the brand is more than just a retailer – it’s a role model. In this conversation, Stephan Hagenbusch, Patagonia’s Marketplace Director for Europe, the Middle East and Africa (EMEA), sheds light on what truly defines the company’s mindset. Patagonia has undergone many changes over the past decades. Which milestones were pivotal in transforming the brand from a mountaineering label into a globally recognised, purpose-driven company? Patagonia has always had strong links with out- door sports and the idea of living in harmony with nature. Prior to establishing the company, Yvon Chouinard crafted climbing pitons and was constantly exploring new ways for humans to interact with the mountains. This spirit continues to shape Patagonia today, influencing our busi- ness approach and our view of responsible entre- preneurship as the foundation for everything we do. From switching to organic cotton and intro- ducing recycled polyester, to offering free repairs and co-founding ‘1 % for the Planet’, many mile- stones reflect our core values. The most powerful of these was the Chouinard family’s decision in September 2022 to transfer ownership of the com- pany to a trust and donate all future profits to en- vironmental causes. When the company was transferred into a trust, Patagonia declared: ‘Earth is now our only shareholder.’ Can you explain how this structure works? Has the era of pure growth come to an end for Patagonia? We are critical of growth for its own sake, but we are by no means opposed to organic growth. What matters most to us is acting responsibly and using our profits to protect the planet. The Chouinard family’s decision was truly unique and surprised many of us within the company, as there had been no comparable model before. The
WIR Issue 8 Autumn 2025 49 official announcement by Yvon Chouinard in September 2022 gave Patagonia a completely new structure. The Patagonia Purpose Trust was established to safeguard the company’s core values for future generations. It holds all voting shares and ensures that every decision remains guided by these principles. What matters most to us is acting responsibly” The Holdfast Collective, meanwhile, owns all non-voting shares and receives dividends from Patagonia’s non-reinvested profits. These funds are distributed to address the climate and eco- logical crises, protect nature and biodiversity, and support communities actively engaged in environmental action. With its ‘The Dam Truth’ campaign, Patagonia aims to raise awareness of the environmental damage caused by dams.
50 WIR Issue 8 Autumn 2025 On the right: Patagonia founder Yvon Chouinard (far right) began the company’s story by crafting climbing gear such as hand-forged pitons for himself and his friends. What role does the concept of an economy for the common good play in Patagonia’s approach, and what kind of momentum does it create within the industry? For us, the answer is simple: there can be no business on a dead planet. This truth applies to every company, including ours. This is why we try to initiate dialogue not only within our own industry, but also with businesses from different sectors. By launching joint initiatives and sharing our experiences, we can create a stronger, more positive impact together. What metrics or benchmarks do you use to measure Patagonia’s environmental and social impact, and how can retail partners benefit from them? As part of the Science Based Targets Initiative (SBTi), we set clear goals and explore ways to minimise our environmental footprint. A crucial element of this work is collaborating closely with our suppliers and partners along the value chain, since over 90 per cent of our emissions originate there. At the same time, many of our environmental efforts focus on outcomes that can- not easily be measured or monetised, such as helping to establish the first wild river national park on the Vjosa in Albania or collaborating with NGOs in Iceland to end open-net salmon farming in the fjords. Through our Patagonia Action Works How important are repair and second-hand services to your business model, and what role do retailers play in these areas? programme, we have supported grassroots en- Repairs form a core part of our business, and vironmental organisations for many years, em- retailers play a vital role in this area. Some offer powering individuals who carry out vital practical their own repair services, while others use our work in their local communities. platform to arrange repairs and return the re- We are our own biggest critic.” stored garments to customers. Some argue that consuming less is the most authentic approach to sustainability. How does a brand that still needs to sell products deal with this tension? Our founder, Yvon Chouinard, once said: ‘The best jacket is the one you already own.’ We refer back to this again and again. It starts with the quality of our products, which has a significant impact on their longevity and therefore on the footprint of each individual piece. If we buy fewer garments but do so more consciously, and ideally use them for several activities and sports, that’s the best thing we as outdoor athletes can do.
WIR Issue 8 Autumn 2025 51 Terms such as ‘sustainability’ have become overused. How do you define it at Patagonia, and how do you avoid accusations of green- washing? At Patagonia, we don’t use the term ‘sustainability’. We see ourselves as a responsible company. Every product leaves a footprint, and it is impossible for any item to be truly sustainable. Once you accept that, you can start doing real work. The key is to reduce that impact and be transparent about what is required to achieve it. Quality is one of our core company values and a key design principle at Patagonia.” Critics point to Patagonia’s production in Asia and the associated working conditions. How do you ensure transparency and credi- bility? As of this autumn, over 90 per cent of our collec- tion is produced in Fairtrade-certified factories. Together with our suppliers, we are working to in- crease this number further and improve conditi- We are our own biggest critic, which is why ons across our supply chain. we examine very closely where and how our pro- ducts are made. We publish the locations and factories we work with for each product on our website to make this information transparent for our customers. A key part of ensuring fair wor- How important are warranty promises and service offers in demonstrating to con- sumers and retailers alike that durability is more than just a slogan for Patagonia? king conditions is our partnership with Fairtrade. Quality is one of our core company values and a
52 Designed to last: Since its beginnings, Patagonia has combined premium materials with a consistent focus on repairability. key design principle at Patagonia, as it directly affects the environmental impact of each product. How has Patagonia’s relationship with retailers changed since the company was restructured? We prioritise durability through quality, care in- Reliability in working with our retail partners structions and repair services, and this is some- has always been, and will always remain, of great thing that our customers and retail partners truly importance to us. The new company structure value. has not changed this close relationship; in fact, We introduced our Ironclad Guarantee deca- it helps to preserve it. Our consistent focus on des ago, and it is great to see how the repair pro- values is seen as a key part of that reliability by gramme has grown since then. Last year alone, both our customers and our retail partners. we repaired more than 30,000 products. We are even happier that more and more brands are now offering similar services, saving garments from ending up in landfill. What kind of reactions have you seen from retailers, more agreement and new opportu- nities or some resistance as well? The response has been overwhelmingly positive.
WIR Issue 8 Autumn 2025 53 A growing number of our retail partners now share our commitment to responsible business practices and environmental protection. Specialist retailers in particular benefit directly from our business mo- del, as high-quality products combined with clear values and comprehensive services ultimately lead to high customer satisfaction. Whenever we have done the right thing, it has also benefited our business.” Is this transformation towards a mission- driven brand ultimately a competitive advantage in the B2B market? For us, it is not a transformation; many of these initiatives have existed for decades and are deeply rooted in our company values. As our founder once said, ‘Whenever we have done the right thing, it has also benefited our business.’ We do not view these issues as a matter of competition, but rather as an area in which cooperation within the indus- try and with other partners is essential. Only by working together can we use the planet’s resources responsibly and protect the very foundation of our existence, especially in the outdoor sector. We take action where we can be credible and make a real contribution.” How do you support retailers in storytelling so that Patagonia’s values are communi- cated credibly at the point of sale? We regularly collaborate with retailers on initia- tives such as film screenings about environmental Patagonia is clear about its political views, whether the issue is protecting national parks or tackling climate change. But how far should a company go in taking part in social debates? issues, repair events for the local community, and First and foremost, we support projects closely climbing activities featuring our ambassadors. connected to outdoor sports that contribute Retailers are an important point of contact for many to climate protection or the preservation of wild of our customers, and we aim to use this oppor- places, such as rivers, mountains and oceans. tunity to share information on topics such as Fair Our aim is to give a voice to the NGOs behind this Trade, product repairs, and our environmental work. We take action where we can be credible campaigns via posters and in-store displays. We and make a real contribution to these projects. want customers to get involved, which is why We believe it is important that our communica tion we provide QR codes that allow them to find out and storytelling convey positive emotions and a more about our work against salmon farming in sense of hope, showing that everyone in the com- Iceland and take direct action by signing petitions. munity can play a part in these important causes.
56 56 WIR Issue 8 Autumn 2025 Business is struggling in some German city centres, and retailers are feeling the impact. In the Sauerland region, two new initiatives are aiming to revitalise local high streets. Preliminary results suggest that these initiatives could serve as a model for other towns. Willingen is a popular tourist destination in both summer and winter. It is hardly the kind of place that encourages people to stroll or shop. Shoe retailer Vollbracht, which owns several properties in the town centre, feels the impact directly. Even the in- T hings could actually be going quite Sauerland region. The local ski area well in Willingen, a small town in the has 18 slopes, which are owned by the muni- cipality. There are hotels and a train station, flux of tourists offers little relief. ‘Most visitors and the town has plenty to attract visitors all only stay for a few nights, going out in the year round. With a population of around 8,000, evening but hardly setting foot on the main the town markets itself as a destination for street,’ he explains. active holidays, with hiking, mountain biking and nature exploration all forming part of its appeal. However, a conversation with André City centres face many challenges Vollbracht paints a different picture. ‘We It is a question that has long preoccupied local already have a number of vacant shops on politicians, and even more so the retail sector. our main shopping street,’ he says. The prob- The restaurant trade is also increasingly con- lem is that this street is also the town’s main cerned, as empty shops mean fewer customers traffic route, with no bypass for heavy vehic- in the streets and fewer people who might stop les. Consequently, lorries travel along the afterwards to have something to eat. There is B251 through the centre, causing noise and rarely a single reason why a town centre starts congestion in the small community. to struggle. Online shopping has certainly
57 S h o p s a r e s t a n d i n g e m p t y , w i t h c u s t o m e r s s t a y i n g a w a y How can a town centre be revitalised? Conversations with local retailers have sparked a variety of new ideas.
58 v a c a n t T u r n i n t o s s p a c e e n u e v e n t v e s people to express their creativity. ‘We don’t want to copy Maastricht; we want to find our own way.’ The Laden:Lokal:Labore in Willingen and Marsberg are designed as spaces where dif- ferent ideas can be tested. The goal is to encourage cooperation between stakeholders from retail, hospitality, culture, ad ministration, and politics. These are cocreative projects in which collaboration among diverse partici- pants is key. In Willingen, local retailer André Vollbracht is the main contact, and in Mars- drawn many visitors away, and having a main berg, Gross and Morsi are working closely with traffic route running straight through the centre retailer David Wegener and Anja Daoudi from does little to help matters. It is perhaps inevi- the Marsberg vacancy management initiative. table that shops in towns like Willingen are closing. Alternatively, a pilot project with real pioneering potential could be launched. This project, called Laden:Lokal:Labore, turns the entire centre of Willingen into a living labora- tory. A second real-life laboratory is located about 30 kilometres away in Marsberg. In both towns, young entrepreneurs from the ANWR GROUP are collaborating with local authori- ties to revitalise the town centres. If they suc- ceed, their approach could encourage other communities to follow suit. Maastricht as a role model? The concept was developed during a workshop In urban develop ment, anything is possible.” in Maastricht last year. Although the Dutch ‘Retailers are more than just their shops; they city is often seen as a model for successful are part of the urban fabric,’ says Gross. He urban design, its circumstances make things cites many examples of creative reuse from a little easier. Maastricht sits at the crossroads previous projects, including in rural areas. ‘In of three countries and is a picturesque city the small town of Wittenberge, for instance, that attracts large numbers of tourists. Furt- an old department store was transformed into hermore, the Netherlands generally invests far the Stadtsalon Safari, a thriving cultural venue more in public infrastructure than Germany. that also serves as a workshop for community ‘The path taken by Maastricht also has its initiatives and their ideas,’ he explains en- downsides,’ says Léon Gross, an urban and thusiastically. He adds that landlords could regional developer who organised the work- also transform vacant spaces into event venues. shop with his colleague David Nil Morsi and ‘Young people could then use them to host now oversees the Laden:Lokal:Labore pro- clothing swap parties, for example.’ Admitted- jects. For example, the city is very homoge- ly, it may generate less rent, but it makes the neous, with even the size of posters strictly town centre more attractive overall and helps regulated. There is little space left for young bring it back to life.
WIR Issue 8 Autumn 2025 5959 Top: Despite having a beautiful church and a central square, Marsberg’s town centre is far from lively. Left: Politicians, retailers and restaurateurs discuss the future of the town centre. Willingen and Marsberg are ideal locations for the Reallabore.
60 WIR WIR Issue 8 Issue 8 Autumn 2025 Autumn 2025 M a k e u s e o f s t a t e f u n d i n g p r o g r a m m e s ‘Retailers can be sources of ideas. In urban development, anything is possible. The only question is who takes the initiative,’ says Gross. City tours create space for ideas During the city tours, there was plenty to discuss. properties and difficult traffic routes, yet also many committed people who want to make a difference. What distinguishes the two towns is this: Willingen is strongly shaped by tou- rism, while Marsberg is not. Marsberg is also larger and economically weaker. Concrete ideas for redesigning the town centre already exist. To move Willingen forward, shoe retailer Vollbracht joined Gross and Morsi in organi- sing a city tour in September. They stopped at several vacant shops along the way. ‘We According to Gross, Willingen and Marsberg deliberately did not want to sit in a hotel con- are ideal settings for these real-world labs. ference room,’ says Gross. The emptiness Both towns are typical medium-sized or small needed to be felt, and using those spaces for communities in a rural region. They are expe- a meeting encouraged some retailers to get riencing demographic change and the migra- creative. During the walk, they carried a map tion of younger generations. There are vacant dividing the town into different zones where
61 participants could make notes and record ideas: What is the prob- lem at this crossroads, and what do we know about the owner of the property opposite? Other re- tailers, hotel owners, the head of the cable car company and the local economic development agency took part in the city tour. ‘I would have liked to see more political representatives,’ says Vollbracht. During the walk, it was noted that, while the number of vacant shops on the main street is currently manageable, A digital ideas hub is intended to promote sha- red exchange through a kind of ping-pong of ideas.” this could look very different in five years. ‘Visitors are always drawn to things that re- Several shop owners will soon retire and there flect local character. That might be food or are no young successors. During the tour, they other regional specialties,’ says Vollbracht. In therefore discussed what kinds of improve- Willingen, for example, there is a disused mine ments might be needed at different locations. that visitors can explore. ‘So why not create a Urban development is networking historical trail through the town where people can scan QR codes to learn more about our history?’ suggests the shoe retailer. In the end, ‘We would love to have a bypass,’ says he says, it does not matter whether the out- Vollbracht, knowing full well that this is rat- come is more cafés or a wooden discovery trail her unrealistic and would, in any case, take with carved figures, since Willingen is sur- many years. ‘But the traffic could at least be rounded by forest. ‘We need to create more calmed.’ ‘Perhaps a 30 km/h zone might be footfall, and then everyone will do better busi- possible,’ he hopes, although he doesn’t really ness,’ Vollbracht sums up. No one can achieve believe it himself. According to Vollbracht, that alone, neither a single retailer nor a hote- the tour also showed that retailers are not the lier nor the town administration. That is why only ones who see the problems. ‘The hotel Vollbracht now wants to strengthen local net- owners would also appreciate it if guests did working in Willingen. ‘At the moment, there is not have to walk through a ghost town in the no central place to present your ideas,’ he evening,’ he says. They now want to explore says. To change that, he is creating a website whether they can be included in one of the that will serve as a digital ideas hub where state of Hesse’s funding programmes. One of people can view others’ proposals and add these, Zukunft Innenstadt (Future City Cen- their own. ‘Often something develops through tre), has already caught Vollbracht’s attention. shared discussion, through the ping-pong of The state would contribute up to €200,000 to ideas,’ says Vollbracht. How fruitful these ef- a municipality that presents a strong concept forts will be remains to be seen, perhaps in a for redesigning its town centre. Most impor- year or two. But if it works, Willingen could be- tantly of all, there are already concrete ideas come a blueprint for many other towns and on the table. communities.
64 WIR Issue 8 Autumn 2025 How the shoe brand TOMS became big and well known through char i- table action, and what it has to do with the ANWR Children’s Aid Foundation. to tell: an entrepreneur has a revelation while I t’s the kind of story that Silicon Valley loves travelling and creates a business model that promises to do good while making money. Blake Mycoskie has recounted his story many times. In 2006, he travelled to Argentina, played polo, learnt the tango, and met children who had no shoes. This encounter inspired him to create a company that would donate a pair of shoes for every pair sold. He called this idea ‘One for One’, and it made his brand, TOMS, famous around the world while aiming to improve the planet. The company name still carries that spirit: ‘Better Tomorrows’. Almost twenty years later, the numbers show what that small idea has achieved. Since its foun- dation, TOMS has donated over 200 million US dollars’ worth of shoes and financial support to charitable organisations worldwide. According to TOMS, these efforts have positively impacted the lives of over 105 million people in 95 count- ries, including Germany. TOMS has had a positive impact on the lives of more than 105 million people. Left: Becky Kent, Vice President of Impact, TOMS Top: Neil Urwin, General Manager, TOMS EMEA
66 WIR Issue 8 Autumn 2025 Wie die Schuhmarke TOMS dank gemeinnütziger Aktivitäten groß und bekannt wurde – und was das mit der ANWR Kinderhilfe zu tun hat. We are proud to support the wonder- ful work of the ANWR Children’s Aid Foundation.” The company has also been awarded B Corpo- ration certification, recognising its compliance with B Corp standards for transparency, account- ability, and social and environmental perfor- mance. In anticipation of TOMS’ twentieth anniver- sary in 2026, a new collection has been launched alongside a special donation. To celebrate the tenth anniversary of its collaboration with the ANWR GROUP, TOMS is donating 10,000 euros to the ANWR Children’s Aid Foundation, to which the charity will add a further 20,000 euros. Foun- ded in 1980, the ANWR GROUP’s Children’s Aid initiative supports social projects that receive little or no government funding. TOMS has always sought to improve the world through its products. The organisation’s focus is on supporting children and young people with physical or mental disabil- i ties, as well as those facing challenging circum- stances. The organisation is a prime example of the commitment behind the Children’s Aid initiative. TOMS has always aimed to improve the world through its products, consistently focusing on chil- dren and their future. Over the years, TOMS has supported a wide range of organisations and projects, including the Mental Health Initiative in Germany, which promotes youth mental health and works to prevent psychological illness, and our mission and reinforces our commitment to the International Medical Corps, which provides one of our key markets.’ TOMS has long followed medical care and training in regions affected by the practice of accepting donations primarily in humanitarian crises. Today, TOMS continues to the form of financial contributions rather than direct its donations towards areas where they can shoes. This reflects the broader changes that the have the greatest impact, thereby supporting the company has undergone in recent times. future of children and young people. ‘We are proud As an original ‘One for One’ company, TOMS to support the wonderful work of the ANWR initially attracted media attention and raised Children’s Aid Foundation,’ said Neil Urwin, TOMS aware ness of social issues. However, the brand EMEA’s General Manager. ‘It aligns perfectly with later recognised that providing direct financial
dank gemeinnütziger as das mit WIR Issue 8 Autumn 2025 67 Impact is at the heart of TOMS.” support enabled local organisations to respond more effectively and flexibly to the needs of their communities. Today, TOMS donates a portion of its profits to support children’s education, health, and well- being. This approach has a greater impact, as Becky Kent, Vice President of Impact, explains: ‘Impact is at the heart of TOMS.’ The same ap- plies to the company’s local and regional focus. ‘The donation to the ANWR Children’s Aid Foundation also reflects our ongoing commit - ment to local communities,’ adds Kent.
68 WIR Issue 8 Autumn 2025 „ “ A WORD WITH ‘ Collective action is key’ A word with Thomas Tiefenbacher Interview: Ullrich Lüke Mr Tiefenbacher, self-interest is an integral part of retail. Everyone wants to be success- ful. So, when does genuine added value arise? Real added value for the community emerges when collaboration achieves more than any in- dividual could alone. This creates shared visibili- ty, strengthens resilience, enables economies of Integrity, commitment, empathy, loyalty and an open mind are all values that are extremely im- portant to me. What plans, goals and topics would you personally like to drive forward on the executive board? scale, and embraces social responsibility. This It is particularly important to me that our coope- brings together the strengths of everyone invol- rative continues to offer its affiliated retailers ved to support those who need it most. clear prospects for the future and supports them in As a part-time member of the ANWR GROUP’S executive board, can you give an example of how this is reflected in your day-to-day work? achieving their goals. From my Swiss perspective, I am also strongly focused on the internationali- sation of the group’s offerings and services. What role does collective action play in this? The desire for individual success is what drives In the face of growing challenges, collective the willingness to collaborate. This is precisely action is crucial for the future. Industry bound- where the strength of our retail cooperative lies. aries should not matter. For me, sharing know- Self-interest provides the motivation, the com- ledge, pooling strengths and learning from one munity provides the strength, and ultimately every- another are central motivations in my work on one benefits. the executive board. You started out in a family-run shoe work- shop before expanding into a company with over 100 years of history. What have you ta- ken from Schuhhaus Tiefenbacher AG into your work on the ANWR GROUP’S executive board? Let’s move on to some personal questions. Which two pairs of shoes are indispensable in your everyday life? It’s almost impossible to narrow it down to just two! It’s the variety that makes it so fascinating. As my father used to say, every shoe sold is a Values such as responsibility, reliability, humanity beautiful shoe. and a clear, long-term perspective are important. These principles foster close relationships with cus- tomers and employees, build trust, and establish What are the three things you could never be without? a solid foundation for a stable and meaningful Good shoes, delicious food enjoyed in good corporate culture. company, and my motorbike, which allows me to clear my head when I ride through the mountain What personal values do you bring to your role at the ANWR GROUP? passes.
WIR Issue 8 Autumn 2025 69 i Thomas Tiefenbacher CEO and co-owner of Schuhhaus Tiefenbacher AG, Dietikon (Switzerland) since 1995. Positions within the ANWR GROUP: – Part-time member of the ANWR GROUP eG executive board since 1 July 2025 – Member of the Board of Directors of ANWR GARANT SWISS AG since 2004 – Member of the ANWR GROUP eG supervisory board from 2015 to May 2025. – Member of the Supervisory Board of DZB BANK GmbH from 2016 to May 2025.
70 WIR WIR Issue 8 Issue 8 Autumn 2025 Autumn 2025 THE ORIGIN OF …? Where do cooperatives originate from? Text: Lukas Homrich large numbers of people were moving from the countryside to the cities, which were unprepared for such an influx. The result was a housing shor- tage, widespread unemployment and poverty. Under these conditions, it was almost impossible for most people to establish a livelihood because they lacked capital. ‘Most had no access to credit,’ says Theurl. ‘There were banks for landowners and wealthy citizens, but not for ordinary people.’ They had to rely on private moneylenders, who often charged exorbitant interest rates. The cooperative idea emerged in response to social hardship. Its history demonstrates why it is needed now more than ever. In everyday life, we are surrounded by cooper- atives, although many people are unaware of this Those affected in the local communities and the fact. We wake up in apartments built by housing church refused to accept this situation. When cooperatives, charge our electric cars with energy state support for cooperative credit banks failed produced by cooperative wind farms, withdraw to materialise following the German Revolution of money from cooperative banks, shop at coopera- 1848–49, craftsmen and farmers decided to take tive supermarkets, buy products made by coope- matters into their own hands. In 1849, Friedrich rative farmers and processors, and receive treat- Wilhelm Raiffeisen founded a charitable associa- ment from cooperative medical associations. tion that organised the purchase of livestock for farmers who could not afford it. A few months This is the result of a centuries-long success story later, Hermann Schulze-Delitzsch established the that continues to this day. ‘Cooperatives first Delitzsch Loan Association to provide loans to emerged during the Industrial Revolution in the craftsmen. The principle was the same then as it nineteenth century, a time marked by social is today. The central goal is supporting members, hardship and a lack of solidarity,’ explains Theresia for example through collective purchasing at fair Theurl, Director of the Institute for Cooperative prices. Members provide the capital, and profit is Studies at the University of Münster. At that time, not the aim. If there is any, it is reinvested.
WIR WIR Issue 8 Issue 8 Autumn 2025 Autumn 2025 71 Every member has one vote, regardless of what bers. Today, almost 7,000 cooperatives bring they contribute. In other words, it’s a case of to gether over 22 million members nationwide. shared ownership, shared decision-making and More than one million people are engaged in shared benefits. Cooperatives are more relevant than ever coopera tive work across a variety of sectors, including banking, energy, housing, retail, and services. The aim has always been to solve the prob- These pioneers made the advantages of the coop- lems of independent members by collaborating. erative visible to everyone. ‘People were suddenly ‘Cooperatives didn’t just appear out of nowhere. able to build a livelihood through the help of others,’ They were founded by people negatively affected says Theurl. This led to greater social stability by change,’ says expert Theresia Theurl. ‘They and economic momentum in structurally weak took their destiny into their own hands.’ This ap- regions. Over the following decades, the cooper- plies not only to the problems faced by the first ative principle spread across the country to other cooperative members, but also to modern chal- professions and was officially enshrined in law lenges such as climate change, the shortage of with the Cooperative Societies Act of 1868. afford able housing, the provision of services in The aim is to solve the problems of independent members by collaborating. rural areas, the dominance of large platform com- panies and the crisis facing healthcare systems. Cooperatives can help to expand renewable energy, run village shops, build socially respon- sible platforms, and organise independent care services. They are also inherently sustainable because they must finance their own investments. Since then, the success of cooperatives has ‘Cooperatives must think long-term,’ says Theurl. been unstoppable. At the begin- ‘They are built to last.’ This is why UN Secretary- ning of the 20th century, there General António Guterres describes cooperatives were more than 22,000 active as ‚a solution to many of the global challenges credit cooperatives in Germany, of our time’, as they make a vital contribution to with over 2.6 million mem- achieving the UN Sustainable Development Goals. A good idea never gets old. Scan the QR code to find out more
72 WIR WIR Issue 8 Issue 8 Autumn 2025 Autumn 2025 Is your head spinning? Let ANNI do the thinking. Text: Julia Post TIPS & TRICKS ANWR’s network intelligence makes life easier. It finds ideas, plans and conducts research. Here are five examples of how ANNI can support you in your day-to-day business. What makes ANNI better than any other AI? – Simple and efficient: ANNI ANNI is evolving every day. Have you seen these new ANNI features? knows you, your store and the – Talk to ANNI – no typing needed! ANWR. – Ask ANNI to send you a summary of – Secure: ANNI is a closed system, your personal activities via email. unlike ChatGPT. This guarantees – Send ANNI a photo, e.g. of a poster, that no information leaves the and receive improvement suggestions. network. – Specialised: ANNI understands Coming soon: ANNI creates personal- retail and the ANWR Group in- ised sales reports and analyses your side out. bestsellers. Ask ANNI, for example: Create an apprenticeship job advert and publish it on easy@jobs for me. Soon it will be time to place orders. How should I structure my limit planning optimally? Can you provide an assessment of supplier XY and their terms and conditions? How could this event poster be improved to attract more visitors? What would a cool Insta- gram post about Sunday shopping look like, and how could it be implemented? i By the way: Our RETAIL BEATS festival is taking place again on 25 and 26 June 2026. If you want to know more, ANNI can fill you in.
WIR Issue 8 Autumn 2025 TOMS spendet 10.000 € an die ANWR Kinderhilfe, um Kindern eine bessere Zukunft zu ermöglichen – und auch du kannst spenden. Hier scannen und per PayPal spenden: Ihre Spende an die ANWR Kinderhilfe e.V. per PayPal: • • • • • QR-Code scannen Betrag auswählen: 5,00 € / 10,00 € / 20,00 € / frei wählbar Spenden per PayPal anklicken Spende in Ihrem Account bestätigen Die Spendenquittung kommt bis Januar vom ANWR Kinderhilfe e.V. Kontakt TOMS Germany: Kontakt ANWR Kinderhilfe e.V.: TOMS Showroom SOC / B10: An der Pönt 45, 40885 Ratingen, DE sales.de@toms.com Thomas Weil thomas.weil@anwr-group.com +49 152 567 110 90 TOMS ist mehr als nur Schuhe – das Unternehmen hat es sich zur Aufgabe gemacht, Leben zu verbessern. Als zertifiziertes B Corp™-Unternehmen spendet TOMS einen Teil des Gewinns. www.TOMS.com