“It Is Time for a New Management Culture”

STRELLSON “IT IS TIME FOR A NEW MANAGEMENT CULTURE”

Market shake-ups lead to a reset at Strellson: Marino Edelmann acting as Managing Brand Director has rejuvenated the brand’s team as a whole. We sat down with him to find out what this means and what it requires in terms of leadership.

Text: Nicoletta Schaper. Photos: Strellson

Anew generation is emerging at Strellson.

Many young people have advanced to critical positions within the team. Does that have an effect on corporate culture as a whole?

Absolutely. We work together based on very close and open exchange, in a flatter hierarchy. This creates a new cohesion, a new energy. Young people wish to be motivated and led differently, and I myself would like to lead differently – in a manner that allows the team to feel comfortable and to enjoy what they are doing. That develops a motivation for self-determination, which leads us in the right direction.

What is important to younger employees?

Work must have a purpose that goes beyond the idea of economic turnover. This goes hand in hand with the subject of sustainability, which is often encouraged by the younger generation. Given that Strellson is a brand that loves nature, we have launched the “Wear to Care” sustainability seal, which we plan to expand further. Once there is a sense of purpose, everyone wants to get involved. This creates something that can reignite the brand.

What does that mean for the product?

We are rethinking many things, in a rejuvenated and more customer-oriented manner. Within the collection, this entails more fashion and more total look to connect our outerwear and ready-to-wear pillars. We have developed a digital 3D capsule for the summer as well, which is also distributed digitally,

or alternatively we develop new drops with customers. The market has changed dramatically and so has our business model. It means we have to experiment more, without fear of failing. I might approach some things differently than my employees, but by giving them space, something that takes the brand forward can emerge.

And in terms of sales?

With Julian Dangel for the DACH region and Tobias Duck for export operations, we have appointed two young employees from within our own ranks. They have a desire to get things done and a fresh view of the brand; they are close to our customers and sales structure. The feedback they provide is absolutely essential for us. What is happening in the market and what conclusions can be drawn to take the next step for the brand? Our industry changes fundamentally every few weeks, and you have to remain hungry to deal with that.

Is this new approach already paying off?

80 new points of sale in the DACH region speak for themselves. In addition, we have managed to secure floor space at larger accounts and are receiving extremely positive feedback online and in our own stores. Russia and France are also developing positively. However, there is still a way to go until we are where we want to be. There is plenty of catching up to do, especially in a time without trade shows and opportunities to meet in person. Now we are eager to show what we have been working on face-to-face. We still have plenty of ideas and plans.

Flat hierarchy, close exchange: Marino Edelmann relies on motivational tools to lead his team to self-determined success.