Will there also be a revision of the logo there?
Stefan Blöchinger: We will change the logo and appear. But we take one step after the other. First of all, it is important for us to get Gabor on the track.
Does the change in sales structure change?
Sascha Negele: Not beyond normal fluctuation. It is not an efficiency program, but is intended by the customer and consumer. The goal is an easy -to -understand collection structure.
How do you want to regain trust?
Stefan Blöchinger: We have already built up a lot of trust. A transformation initially creates uncertainty, especially in long stable organizations. We rely on more intensive communication with trade – with positive feedback, also of initially critical partners.
Sascha Negele: In addition to strategy and message, products are tangible evidence. In addition, the contact persons in sales remained the same. That creates trust.
The topic of trust is a very sensitive point: Gabor is an important one for many dealers – the most important supplier. So there is also a lot of worry in the game. The attitude of many dealers is: Gabor has to work.
Stefan Blöchinger: We are absolutely aware of that! You have to keep in mind that the new structures in our organization have not been long. It was about a year and a half since we started the changeover. A lot has happened during this time. That is why you not only have to exchange two, three or four times with one or the other customer, but maybe even a fifth time. That takes time. But I am 100 % convinced that we are on the right track.
The developments come a bit at the wrong time. The location in the market is particularly difficult. The impression came about that they turned many adjustment screws, but the jerk is not yet noticeable.
Sascha Negele: When we started our transformation progress, the conditions in the industry were different. We have not been able to anticipate some social and economic developments. Nevertheless, I am convinced that our changes come at the right time. Together with our partners, we can now talk about positive messages and the departure into the future – with all awareness of the difficult situation. And these positive messages are well received.
Stefan Blöchinger: I would summarize it like this: we defy the difficult market conditions and we have taken the stake. This is very well received precisely because of the challenging location.
Nevertheless, the shoe trade is in the crisis. What does this mean for your sales strategy? For example, will you put a stronger focus on the fashion trade?
Sascha Negele: We see the dynamics in the market. The doors become less. We see that we have to work with new business models-be it the textile trade or international online marketplaces. But we also see that the textile trade today and in the medium term does not catch the volumes that are eliminated during shoe retailers. For us, the fashion trade is strategically valuable, especially with regard to brand formation. Brand request can be built there. But then she also has to capitalize in the shoe retailer. We are sure that the offer we make will benefit all of our partners. But we also know that there are business models that we strategically have little influence on. We will have to react to developments.
