ACROSS: WHAT IS THE ESSENCE OF THE NEW BREUNINGER LOCATION IN MUNICH?
ALEXANDER ENTOV: I have been with Breuninger for 20 years, and the idea of a location in Munich was always a topic of discussion. It became a reality three years ago with the takeover of the Konen fashion house. In Munich, we have experienced a transformation like no other. In addition to the remodeling and realignment, we have been very busy with cultural transformation. Breuninger is a very values-driven company; therefore, it was very important for us to either take on all employees or offer them the opportunity to become part of the Breuninger team.
ACROSS: WHAT ISSUES AND GOALS HAVE DRIVEN THE TRANSFORMATION?
ENTOV: Breuninger pursues a holistic approach: We welcome everyone. We address both younger and more mature target groups and combine corresponding product offerings under one roof. This is closely linked to Breuninger’s muchcited omnichannel approach, which we consistently pursue – in Munich and companywide. Moreover, it is part of Breuninger’s DNA to get involved locally at the respective locations and play an active role in the urban community in the best sense. Although Breuninger is a centrally managed organization, we are also decentralized. We see ourselves as Breuninger Munich, just as our colleagues in Düsseldorf, for instance, see themselves as Breuninger Düsseldorf. We have a great deal of freedom and aim to become part of each city by, for example, getting involved in the art scene, by cooperating with sports clubs, or by including local products and services in our portfolio.
In 2021, Stuttgart-based fashion retailer Breuninger took over Konen, a traditional, Munich-based store. Breuninger redesigned the 12,500 square meters of store space on six floors. In 2024, the location was awarded “Store of the Year” by the German Retail Association. In addition to the overall concept, which combines shopping and gastronomy, the jury highlighted the extensive range of brands, the services such as alterations, repairs, and personalization, as well as the Eduard’s by Breuninger Daytime and Cocktail Bar.
ACROSS: YOU HAVE ALREADY MENTIONED THE CONSISTENT OMNICHANNEL APPROACH. WHAT SETS BREUNINGER MUNICH APART FROM OTHER DEPARTMENT STORES IN THAT RESPECT?
ENTOV: The customer journey, for example. Our customers can visit our online shop from home and check whether the products are available in-store. If the product is in stock, they can reserve the item and try it on in-store. Optionally, a personal shopper can provide support instore. This service can also be booked online in advance and offers our customers the possibility to select items online at home, with the actual fitting taking place in special fitting rooms at our stores with the right style advisors at their sides.
ACROSS: WHO HAS ACCESS TO THE SERVICE?
ENTOV: This service is free of charge for every customer, and there is no obligation to buy anything. Personal shoppers specialize in different segments, such as women’s fashion, men’s fashion, shoes, and beauty. Of course, customers can also use this service spontaneously on-site, as our colleagues are available throughout the store every day. It is imperative to us that the different retail worlds be connected: The ability to order online and have the goods delivered either to your home or to your local store, while also having the option of getting personal style advice in person at our stores. This offers our customers the greatest flexibility.
ACROSS: AND VICE VERSA, OF COURSE.
ENTOV: Yes, our colleagues also accompany customers from personal consultations to the online world. For example: If an item of clothing is unavailable, the employee tries to order it. Equipped with a mobile device, they immediately check on-site whether it is available at another and decide with the customer where it should be shipped to – to the customer’s home or to our store. The customer should never hear “it’s unavailable”. It’s not about pure technology, but about connecting everything seamlessly. Responsiveness and available services are crucial. Store opening hours in retail are a big issue, especially in Germany. We promise customers that we we will be available on-site from 10:00 AM to 8:00 PM, offering all services, such as tailoring and advice – that’s special in Munich.
ACROSS: BREUNINGER MUNICH HAS RECEIVED A LOT OF MEDIA COVERAGE AND HAS ALREADY WON AN AWARD THIS YEAR.
ENTOV: In April, Breuninger Munich was awarded “Store of the Year” by the Handelsverband Deutschland (German Retail Association). Of course, we are proud of our architecture, store design, and omnichannel solutions. Ultimately, however, it is our customers’ experiences and satisfaction that define our company. The whole Breuninger team aims to ensure that everyone who enters our store leaves happy, inspired, and with a unique shopping experience. Those are the most important things, and we constantly measure those metrics using customer feedback tools. However, that is only possible thanks to the highly motivated Breuninger team, which constantly strives to be the perfect host for our guests and customers.
ACROSS: YOUR PAYMENT SYSTEM IS ALSO INNOVATIVE.
ENTOV: We have traditional checkouts, which are pretty popular in Germany. However, we also offer mobile payment systems. Customers pay for their goods via our staff’s mobile devices during a consultation. Our employees take the items with them, pack them up, and return them to the customer in a bag. This is one approach to balancing out a process like payment, which is not a pleasant experience by nature, and to reframing the experience into a positive one.
ACROSS: HOW HAVE SUCH OFFERS BEEN RECEIVED?
ENTOV: At the Munich location, about one third of payment transactions are made via the mobile system. Interestingly, it has been very well received by employees and customers alike, regardless of age. Of course, new solutions are always a matter of “trial and error”. Even the best tool is of no use if it is not accepted by customers. Another example is our women’s shoe world, which covers a 1,100-square-meter area in the basement. We have set up columns there that our customers can use to check whether a specific shoe is on stock. If the shoe is unavailable, they can access our online system directly and decide whether they want to order the shoe for delivery to their home or to the store. This system has also been very well received.
ACROSS: WHY IS HOSPITALITY SO CRUCIAL IN THE FASHION SECTOR?
ENTOV: The fashion sector must realize that shopping is not only need-driven. That’s why experiences are so meaningful. Shopping has also become a leisure activity. Time is the new currency, and we have to treat it with respect.
ACROSS: WHAT ROLE DOES THE REGIONALITY YOU MENTIONED PLAY IN THE PRODUCT WORLD?
ENTOV: It plays an important one. We have everything: a unique hatmaker from Tegernsee as well as well-known big brand partners in the areas. Still, we carefully curate our range of goods. We are always on the lookout for exciting products and concepts in Bavaria. Pop-up stores are excellent tools for highlighting regionality and trying out new things, as we offer space to smaller start-ups or more prominent brands. For example, we got to know a great woman from Lake Starnberg who produces natural beauty products made from beeswax. She is always represented in our store, and her products are consistently on display.
ACROSS: WHAT ROLE DOES GASTRONOMY PLAY WHEN IT COMES TO HOSPITALITY?
ENTOV: When we talk about shopping as an experience and offering our customers the best quality of stay, culinary offers have to be involved. In the history of Breuninger, there has always been the link between fashion, lifestyle, and gastronomy. Our Eduard’s bar – whose name traces back to the founder of Breuninger – is a modern bar concept that serves guests from daytime to cocktail hour. Our guests can meet up for breakfast before heading to work, or they can have a lunch break or coffee in the afternoon, and they can continue their evening after our store’s closing time.
ACROSS: YOU SAID THAT YOU CONSTANTLY ASK FOR CUSTOMER FEEDBACK. WHAT TOOLS DO YOU USE?
ENTOV: The most important thing is our customer loyalty program. The Breuninger card was introduced in 1959, so it has been around longer than debit cards in Germany. It is undoubtedly the best tool when it comes to understanding and getting to know our customers. The data allows us to see exactly what customers need and want. In addition, there is an intensive per sonal exchange with our customers. It helps us to understand the big picture.
ACROSS: WHAT IS THE ADVANTAGE OF INTRODUCING A CUSTOMER LOYALTY PROGRAM EARLY ON?
ENTOV: At Breuninger, the focus has always been on our customers. We want to be a perfect host. The more we know about our customers, the better. If we understand that a customer only buys men’s shoes, we won’t send him advertising for beauty products. Ultimately, it is a tool to develop a relationship of trust with customers. We want to interact with our customers far beyond simply sending mailings, and that is precisely what the Breuninger Card offers.
ACROSS: CAN YOU GIVE US AN EXAMPLE OF HOW YOU ARE DEVELOPING THE BREUNINGER WORLD?
ENTOV: We are launching the new “Beyond by Breuninger” program this year. It is the perfect addition to the already existing Breuninger card, and it complements the program in the digital world. Within our “Beyond” program, we offer customers pre-access to brands, products, or events, among other appealing benefits.
ACROSS: IN MUNICH, BREUNINGER WAS KNOWN AS AN ONLINE RETAILER BEFORE IT OPENED. ONE MIGHT ASSUME THAT ONLINE SALES HAVE DECLINED AS A RESULT OF THE OPENING. THE OPPOSITE IS THE CASE. HOW VITAL IS BRICK-ANDMORTAR RETAIL FOR BRAND BUILDING AND ONLINE BUSINESS?
ENTOV: For us, Breuninger is a holistic brand, and we do not differentiate between our online channels and our in-store business. A lot of our online customers generally had their first touchpoint with Breuninger at one of our department stores, which means the emotional connection had already been established. By connecting our multiple online channels with our department stores, we want to seamlessly expand upon that initial positive experience. At our department stores, we create brand loyalty through events. The most significant issues are creating trust and brand loyalty, making the brand tangible. Combined with an intuitive and well-designed online store, the impact on consumer behavior is enormous.
Alexander Entov
Alexander Entov is the Managing Director of Breuninger Munich
