Every child still knows the “Gampiross” in the logo. Franz Philipp Karl Friedrich Weber, the founder of the toy dealer of the same name, chose the white horse on a red background as a trademark at the end of the 19th century because it symbolized luck and success. He was right: his business flourished, he managed to prevail in Zurich despite stiff competition and open a shop on Bahnhofstrasse.
But after this tradition-rich story five years ago, the iconic rocking horse was in danger of disappearing from the market. The French group Ludendo, which Franz Carl Weber bought in 2006, went bankrupt, brought to its knees by powerful online giants. In the so-called debt restructuring moratorium, then CEO Yves Burger, Digitec founder Marcel Dobler and the German Simba Dickie Group managed to save the traditional brand a short time later. Burger sold his shares again and since then Simba and Dobler each have an equal stake in the company. Dobler also served as chairman of the board.
Too small to negotiate good prices
Now this chapter is also a thing of the past – the owners sold Franz Carl Weber to the German drugstore chain Müller on July 1, it was announced on Wednesday. This apparently after “successful renovation”.
Entrepreneur and FDP national councilor Marcel Dobler justifies the sale on demand by saying “new synergies” have been explored for two years. “We wanted to increase efficiency in purchasing. With 23 branches, we were too small to negotiate competitive prices here,” says Dobler. Since no suitable partner for a purchasing company was found in Switzerland, a sale came into the picture.
The choice fell on drugstore chain Müller. “Müller also sells toys and has a completely different leverage with an annual turnover of 4 billion Swiss francs,” explains Dobler. He is convinced that the sale is “best for the future of Franz Carl Weber”. And: as a member of the board of directors, he remains committed to his “business of the heart”.
“Franz Carl Weber was in very bad shape when we got in,” says Dobler. Since then they have become “a lot optimized” and “significantly slimmer”. “Today we’re in the black,” says Dobler. One of his first official actions was to set up a competitive online shop. But the number of branches was also expanded. Franz Carl Weber reopened stores in regions from which it had withdrawn years ago.
In 2010, the toy retailer had 10 branches, recently there were 23. At the same time, the stores have to make do with fewer staff. In the past three years, the number of employees has shrunk from 240 to 196.
What does the acquisition by the German drugstore chain mean for the existing branches of Franz Carl Weber? Will Müller convert the locations into drugstores? No, Dobler emphasizes. «The Franz Carl Weber brand will remain». In addition, there are long-term rental contracts.
Despite the tense market environment, Dobler is optimistic about the future. A new web shop is planned and he also sees growth potential in stationary retail. “We are known for our good advice and prime locations – that’s where we can differentiate ourselves from the competition.” (aargauerzeitung.ch)
Soource :Watson
I am Amelia James, a passionate journalist with a deep-rooted interest in current affairs. I have more than five years of experience in the media industry, working both as an author and editor for 24 Instant News. My main focus lies in international news, particularly regional conflicts and political issues around the world.
