For a family-owned Swiss fashion company, it had become essential to respond to the rapid expansion of e-commerce giants in the Swiss fashion trade. For many years, the company had relied primarily on traditional bricks-and-mortar retail. Now the company was faced with the challenge of keeping pace with the changing market and transforming the entire company into a modern, digitalized and agile organization. The current interim manager was the first external managing director who was not part of the family to be tasked with developing and implementing the strategy for the transformation.
Corporate culture: finding a balance between tradition and new agile processes
The biggest challenge for the interim manager was at the beginning of the task. The company had been run by the family for more than 70 years. Accordingly, the corporate culture was characterized by deep roots in family values and strong ties to familiar structures and working methods. The planned changes were therefore met with resistance.
In addition, as the first external managing director without family affiliation, the interim manager first had to gain the trust of managers and employees. A balance had to be struck between respecting the company's history and the need for progress. The interim manager therefore focused his workshops and training sessions not only on the introduction of new technologies, but also on promoting a culture of openness, communication and continuous development.
Leading the selection and integration of a modern ERP system
The largest technological component of the transformation was the implementation of a new ERP system. The selection and integration of a modern ERP system formed the basis for the efficient consolidation of different areas of the company and the management of operational requirements in the digital age. This step required not only financial investment, but also targeted training of employees to ensure that they could use the new systems effectively.
New e-commerce department proves to be a driver of transformation
In order for the new processes to be implemented efficiently within the company, a transformation of the corporate organization was unavoidable. In order to meet the requirements, the interim manager formed a new department with specialized expertise in e-commerce. The young talents strengthened the team - and brought a fresh perspective and innovative strength to the company. This department became the driving force behind the development of a comprehensive e-commerce strategy, including digital marketing campaigns and the design of an optimized online presence.
New requirements for omnichannel sales implemented step by step
The changes were not limited to the creation of a new department, however. Existing departments such as Sales, Purchasing and Marketing also had to undergo a fundamental transformation in order to become more agile and flexible. In sales, the focus was on more intensive online interaction with customers. The implementation of live chat functions, personalized recommendations and a smooth online ordering process became priorities. The traditional sales model, which was heavily geared towards brick-and-mortar retail, was gradually adapted to the new requirements of omnichannel sales.
Marketing switches from traditional advertising to digital marketing strategies
Purchasing was faced with the need to rely more heavily on data-driven decisions. The use of big data and analytics was introduced to optimize product development and sourcing. Quick responses to changing market trends became a priority.
The marketing department shifted from traditional advertising to digital marketing strategies. The interim manager promoted the integration of social media, influencer marketing and data-based advertising campaigns as an integral part of marketing activities. A new online presence that reflected the brand's values was instrumental in connecting with digital consumers.
Omnichannel transformation brings new customers and higher sales
After a total of 18 months, the company's transformation from a brick-and-mortar fashion store to a very well-positioned omnichannel fashion sub-company was successfully accomplished. With the combination of technological progress and an agile corporate culture, the fashion house is also successful in the digital market. The shopper base has noticeably rejuvenated and the foundation for future growth and success has been laid. The transformation has also proven to be a great success internally: the team is motivated in all areas - and appreciates the efficient processes as well as the opportunities to contribute new ideas to the company.
