The kbbreview Interview // Anne Leitzgen
Anne Leitzgen
Franchises have exploded in recent years, why do you think that is? Franchises are a great way for entrepreneurs to start their own business. They provide support and resources so people don't have to start completely from scratch on their own. Many entrepreneurs want to be their own boss and have their own project, but it can be daunting to do that entirely independently. The franchise model allows them to be independent, but not alone – they have the brand and systems behind them. This franchise approach is also beneficial for the brand itself. If we had to open all the stores ourselves, it would be very difficult for us to grow as quickly. The franchise allows us to work with entrepreneurial partners who can effectively represent the brand and grow the business. Customers are also drawn to recognised brands, especially in
uncertain markets. The franchise provides a sense of security and trust that the brand will be there long-term. It's a good model that works well for the entrepreneurs, the brand, and the customers.
Kutchenhaus has a stronghold in the UK, how does Schmidt plan to
wrestle market share and how does your franchise offer differ from others? The UK market has been very difficult and competitive, like in most countries. Last year was a very challenging year for the industry, but even though we are still a relatively small player in the UK, we actually grew our business last year. We're quite proud of that, as it shows our dealers have done a good job, and we've provided the right products and service. If the market is down, that doesn't
mean we have to stop investing and let our business decrease. Instead, we keep investing in our production, brand, and supporting our dealers to keep growing.
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Sustainability is simply non-negotiable – it's the only way we can build a lasting, responsible business for the future
With a background in marketing, you understand communications and relationships. How does this filter into your leadership style? I don’t know but maybe my marketing background has been very useful, as the company originally came from an industrial, production-focused mindset. When we started building the brand in the late 1980s, it was important for me to help develop the marketing culture within the company. I pushed to have a more balanced approach, where marketing and understanding customer needs was just as important as the operational execution. My marketing experience helped me emphasise the need to really understand what products and promises we should be making to customers. It's not just about producing what the main market demands, but figuring out what
customers truly need. This marketing perspective has also influenced the makeup of our management team. Now we have a better balance between people coming from the industrial side and those with marketing backgrounds. This helps ensure we are making decisions that properly consider both the operational and customer-facing aspects of the business.
What is the one piece of advice that has stayed with you throughout your career? There are a few important pieces of advice that have really resonated with me over the years. One is 'keep the best, change the rest.' This has been very useful in determining what core parts of the company's culture and practices we need to preserve, versus what areas require change and improvement. Another piece of advice my father gave me was that 'each problem is ultimately a human problem.' Technical issues can often be solved, but you have to understand the human factors and dynamics at play. Addressing problems through that lens is crucial. My father also told me to 'respect all the people you work with, because they are the
kbbreview
March 2025
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