Niklas : The opening is just around the corner : How are you doing? What's the situation? 

Anda: The last nine months have been super relaxed (laughs). I 'd say we 're in the final stretch now, and you can really feel things happening. After a long period of planning, the time has finally come for something to actually happen on the construction site and progress to be made. You can see changes, and that's why your motivation is a bit higher than when you were still in the planning phase and somehow held back . There were a few pain points along the way. 

Dani: The bottom line, I think, is that the same points are relevant. But of course, the setup has changed completely. For example, I no longer wear a hubcap (laughs). Plus, there's a huge team on the grid now.
Back then, everything was thought out from the ground up with the online shop: How could this even work? How could I support myself with this project? The goal was to continue living the student lifestyle – with a shop that I run alone, but together with the community and a very niche product. Now, 6,000 days later, the product is no longer what defines the niche because it is simply available everywhere. E-commerce has developed so strongly that you can always get the product worldwide, with more or less effort. That's why the exchange and connection with the community are even more important. And we simply want to get a taste of big city life. It feels different, but the mechanisms that led me to open a second shop back then are similar to those 6,000 days ago.

Dani: It's a different kind of pressure. The good thing about it was, and I still tend to: Back then, I had everything under control. I also prefer sitting in the front left of the car rather than the back right. I like being behind the wheel, and back then, I had everything under control. It felt good, but it also demanded an extreme workload from me. Today, I have professionals at my side who are much better at many things than I am. That takes the pressure off me, in a way. I'd say I sleep more soundly today, one day before the opening, than I did back then. The experience I've gained over the last 6,000 days also helps.

Dani: Exactly, I'm sleeping before the opening (laughs). I'm not wasting any time thinking about the fact that it might not work in Frankfurt. I'm completely convinced – by the team, the concept, the location, and the community. We know the city, have years of experience, and we see people from Frankfurt coming to our Darmstadt store every weekend. Add to that our pop-ups, the Marathon project, Bad Habits – the demand is there. After all the delays, we can finally deliver. Now it's real. No empty promises – it's happening. And that feels liberating.

Dani: The expectations of brick-and-mortar retailers have changed dramatically. In the past, nine out of ten, it was the product that mattered. Of course, people also came who just wanted to chat, but it was mostly about the product – today, it's about exchange and inspiration. In a digital world, many people value the analogue experience more, and that's precisely why they come to the store.
Anda: 6,000 days ago, there was the iPhone 3G, and today everyone buys their stuff on Instagram or TikTok. Retail has changed completely in the last 15 years. So why do we still have brick-and-mortar stores? And if so, how? You have to offer added value. Otherwise, why would I drive into town, walk through the rain, and pay for parking when I can order my shoes from home on the couch? The demands and behavior of the community have changed dramatically.
Niklas: You've already anticipated my question (laughs) – why do we still need a retail store in 2025? Why focus on brick-and-mortar retail now when you can earn more with online retail?
Anda: My personal motivation for brick-and-mortar retail is quite simple – I like meeting people in person. The way we design brick-and-mortar retail has changed. It used to be product-driven, because the store was the only place where you could get the product. Now, the product is available online, so you can use the physical space for other cool things.
Dani: I don't think customers' expectations of brick-and-mortar stores were entirely different in the past. We simply understand their needs better now. We used to think that the only goal of these 20-30 campers who spent three days together in sleeping bags outside the store was to get the Ronnie Fieg Asics Gel-Lyte V Volcano. They wanted that, too, but if they really hadn't wanted to camp out, they wouldn't have bothered. It was always about the community, too. Today, that's even more present. Because so much has shifted to e-commerce, the space is designed much more around the community's needs.
Niklas: We were just talking about the famous campouts and the community feeling they created. In the meantime, the hype surrounding sneakers has died down a bit, and at the same time, the community spirit has also been somewhat lost because people are more interested in making money through reselling. Is it one of your goals to revive this community feeling?

Dani: High demand with limited supply can revive the hype, whether through a live raffle or a campout. The reselling hype has slowed somewhat at the moment, making room for new, desirable products. You can see that right now – products that are in high demand keep coming. Therefore, something like a campout could happen again in Frankfurt.
Niklas: What responsibility do you feel as a store in Frankfurt towards this culture? Do you see a certain role you have to fulfill? Or to put it another way: What do you want to bring to the sneaker or streetwear culture in Frankfurt?
Anda: Our team has a very clear goal: to strengthen local culture. We call it "catalyze the existing and enable for more." Therefore, in the future, there will be more events, more cultural moments, where new things will be presented. In short: to stimulate the local community.
send a message that the culture lives on and, in the best case, grows.
Dani: Perhaps just to add: I don't feel any pressure to live up to expectations. For me, we're part of the community, not just service providers. Of course, we offer a space where the community can meet, discover new things, and get to know people. We see ourselves as "bridge builders," but we're also part of the bigger picture, which takes the pressure off. This also applies to our job postings for the team in Frankfurt. For example, it doesn't say, "We're looking for five salespeople," but rather we're actually looking for people who bring that community aspect to the table. That they're keen to interact with people, are creative, perhaps have social or content skills, or are somehow well-positioned in the hospitality sector, that they produce a great espresso, and so on and so forth. These are the demands we make of our own team, which, I believe, makes us part of the local community, rather than being like, "Okay, I'm your service provider. What size do you want? I'll bring it up to you right away."
Niklas: You just briefly touched on the team in Frankfurt. A special feature of this team is that all employees have so-called dual positions. For example, Ilana is not only a traditional salesperson, but also an event manager for Frankfurt. What do you hope to achieve by having this mix? What were your ulterior motives for creating such dual positions?
establish?
Dani: Just before you go into detail: There are no salespeople at all. Instead, there are hosts who greet you and interact with you depending on your needs. For example, if you simply need a Kayano 14 quickly, the host will of course fulfill that. But this host role, which you described as salespeople, is much more. Additionally, everyone on the team has a specialized role that goes beyond basic knowledge—it's about offering more than just knowing how a Nike shoe fits.
Anda: There are several reasons to work with us. I think one of the most important is that our employees are our closest community. They are such a big part of this community that they work with us. That's why we want to create an environment where they enjoy working. These days, nobody wants to just stand on the sales floor for 40 hours a day, just selling. So the question was: "How do we create an environment where employees enjoy working?" The second is that we're no longer a traditional sneaker store, but a local hub for community events and activations. That's why we have different employee needs. We've created hybrid positions where everyone spends a lot of time on the sales floor but also brings additional skills to the table. And that's been well received – we've received many applications from a wide variety of backgrounds. A traditional sales job posting would never have led us to these people.
Niklas: Anda, you're closest to Team Frankfurt—what's special about the team, what makes it special? What can people look forward to when they come into the store?
Anda: I think the most important thing is that they're all really into this culture and live it 24/7. They're people people. And the whole concept is designed with people in mind. That's something to look forward to. For anyone looking for a good chat or a tip for the weekend, the Frankfurt store is a great place to go.
Niklas: Another special feature of the new store: We have a comparatively small retail space, accounting for only 65%. The rest consists of a café and a magazine area. How did you come to this decision?
Anda: As we've already said, traditional sales are simply no longer as relevant in brick-and-mortar stores. That's why we're taking a slightly different focus. Why coffee? We want to motivate people to stay with us – with great snacks, drinks, and a barista who not only makes great coffee but can also explain things about coffee culture or tea varieties. Why a magazine area? This area is like a modular event space whose theme can change daily. An exhibition today, a product highlight tomorrow, a workshop in three weeks. Currently, these two zones together make up 35% – and if things go well, it could be even more at the next store.
Dani: I wouldn't say the product is less relevant; other things have gained in relevance. That's why it's a multi-purpose store. Anyone who comes to our store will see that the product is still readily available and is beautifully presented. Asphaltgold has always been good at that. We'll see how it works and how it's received. Perhaps the next space, wherever it is, will be a bit more customized. Of course, we're gathering experience and would never say, "We've reached the end of our game and it can't be any better." It can always be better or different.
Niklas: We had it at the beginning – the first store opened almost 6,000 days ago. If we look ahead, in just under 6,000 days we'll be in the year 2041. Does the world have to wait until 2041 for the next Asphaltgold store?
Dani: I love my industry and I love my world. Unfortunately, there are a lot of bullshitters out there, and I definitely don't want to be one of them. But I don't think I'm being one when I say it won't take 6,000 days until we open the next store. I don't know exactly when that will be, but I don't want the man next to me (looks at Anda) to get bored (laughs). Things will definitely continue. So, nothing stands in the way of the next store for now, and certainly before 2041... Fuck, I hope I do something different (laughs).

Anda: The last nine months have been super relaxed (laughs). I 'd say we 're in the final stretch now, and you can really feel things happening. After a long period of planning, the time has finally come for something to actually happen on the construction site and progress to be made. You can see changes, and that's why your motivation is a bit higher than when you were still in the planning phase and somehow held back . There were a few pain points along the way. 

Dani: The bottom line, I think, is that the same points are relevant. But of course, the setup has changed completely. For example, I no longer wear a hubcap (laughs). Plus, there's a huge team on the grid now.
Back then, everything was thought out from the ground up with the online shop: How could this even work? How could I support myself with this project? The goal was to continue living the student lifestyle – with a shop that I run alone, but together with the community and a very niche product. Now, 6,000 days later, the product is no longer what defines the niche because it is simply available everywhere. E-commerce has developed so strongly that you can always get the product worldwide, with more or less effort. That's why the exchange and connection with the community are even more important. And we simply want to get a taste of big city life. It feels different, but the mechanisms that led me to open a second shop back then are similar to those 6,000 days ago.

Dani: It's a different kind of pressure. The good thing about it was, and I still tend to: Back then, I had everything under control. I also prefer sitting in the front left of the car rather than the back right. I like being behind the wheel, and back then, I had everything under control. It felt good, but it also demanded an extreme workload from me. Today, I have professionals at my side who are much better at many things than I am. That takes the pressure off me, in a way. I'd say I sleep more soundly today, one day before the opening, than I did back then. The experience I've gained over the last 6,000 days also helps.

Dani: Exactly, I'm sleeping before the opening (laughs). I'm not wasting any time thinking about the fact that it might not work in Frankfurt. I'm completely convinced – by the team, the concept, the location, and the community. We know the city, have years of experience, and we see people from Frankfurt coming to our Darmstadt store every weekend. Add to that our pop-ups, the Marathon project, Bad Habits – the demand is there. After all the delays, we can finally deliver. Now it's real. No empty promises – it's happening. And that feels liberating.

Dani: The expectations of brick-and-mortar retailers have changed dramatically. In the past, nine out of ten, it was the product that mattered. Of course, people also came who just wanted to chat, but it was mostly about the product – today, it's about exchange and inspiration. In a digital world, many people value the analogue experience more, and that's precisely why they come to the store.
Anda: 6,000 days ago, there was the iPhone 3G, and today everyone buys their stuff on Instagram or TikTok. Retail has changed completely in the last 15 years. So why do we still have brick-and-mortar stores? And if so, how? You have to offer added value. Otherwise, why would I drive into town, walk through the rain, and pay for parking when I can order my shoes from home on the couch? The demands and behavior of the community have changed dramatically.
Niklas: You've already anticipated my question (laughs) – why do we still need a retail store in 2025? Why focus on brick-and-mortar retail now when you can earn more with online retail?
Anda: My personal motivation for brick-and-mortar retail is quite simple – I like meeting people in person. The way we design brick-and-mortar retail has changed. It used to be product-driven, because the store was the only place where you could get the product. Now, the product is available online, so you can use the physical space for other cool things.
Dani: I don't think customers' expectations of brick-and-mortar stores were entirely different in the past. We simply understand their needs better now. We used to think that the only goal of these 20-30 campers who spent three days together in sleeping bags outside the store was to get the Ronnie Fieg Asics Gel-Lyte V Volcano. They wanted that, too, but if they really hadn't wanted to camp out, they wouldn't have bothered. It was always about the community, too. Today, that's even more present. Because so much has shifted to e-commerce, the space is designed much more around the community's needs.
Niklas: We were just talking about the famous campouts and the community feeling they created. In the meantime, the hype surrounding sneakers has died down a bit, and at the same time, the community spirit has also been somewhat lost because people are more interested in making money through reselling. Is it one of your goals to revive this community feeling?

Dani: High demand with limited supply can revive the hype, whether through a live raffle or a campout. The reselling hype has slowed somewhat at the moment, making room for new, desirable products. You can see that right now – products that are in high demand keep coming. Therefore, something like a campout could happen again in Frankfurt.
Niklas: What responsibility do you feel as a store in Frankfurt towards this culture? Do you see a certain role you have to fulfill? Or to put it another way: What do you want to bring to the sneaker or streetwear culture in Frankfurt?
Anda: Our team has a very clear goal: to strengthen local culture. We call it "catalyze the existing and enable for more." Therefore, in the future, there will be more events, more cultural moments, where new things will be presented. In short: to stimulate the local community.
send a message that the culture lives on and, in the best case, grows.
Dani: Perhaps just to add: I don't feel any pressure to live up to expectations. For me, we're part of the community, not just service providers. Of course, we offer a space where the community can meet, discover new things, and get to know people. We see ourselves as "bridge builders," but we're also part of the bigger picture, which takes the pressure off. This also applies to our job postings for the team in Frankfurt. For example, it doesn't say, "We're looking for five salespeople," but rather we're actually looking for people who bring that community aspect to the table. That they're keen to interact with people, are creative, perhaps have social or content skills, or are somehow well-positioned in the hospitality sector, that they produce a great espresso, and so on and so forth. These are the demands we make of our own team, which, I believe, makes us part of the local community, rather than being like, "Okay, I'm your service provider. What size do you want? I'll bring it up to you right away."
Niklas: You just briefly touched on the team in Frankfurt. A special feature of this team is that all employees have so-called dual positions. For example, Ilana is not only a traditional salesperson, but also an event manager for Frankfurt. What do you hope to achieve by having this mix? What were your ulterior motives for creating such dual positions?
establish?
Dani: Just before you go into detail: There are no salespeople at all. Instead, there are hosts who greet you and interact with you depending on your needs. For example, if you simply need a Kayano 14 quickly, the host will of course fulfill that. But this host role, which you described as salespeople, is much more. Additionally, everyone on the team has a specialized role that goes beyond basic knowledge—it's about offering more than just knowing how a Nike shoe fits.
Anda: There are several reasons to work with us. I think one of the most important is that our employees are our closest community. They are such a big part of this community that they work with us. That's why we want to create an environment where they enjoy working. These days, nobody wants to just stand on the sales floor for 40 hours a day, just selling. So the question was: "How do we create an environment where employees enjoy working?" The second is that we're no longer a traditional sneaker store, but a local hub for community events and activations. That's why we have different employee needs. We've created hybrid positions where everyone spends a lot of time on the sales floor but also brings additional skills to the table. And that's been well received – we've received many applications from a wide variety of backgrounds. A traditional sales job posting would never have led us to these people.
Niklas: Anda, you're closest to Team Frankfurt—what's special about the team, what makes it special? What can people look forward to when they come into the store?
Anda: I think the most important thing is that they're all really into this culture and live it 24/7. They're people people. And the whole concept is designed with people in mind. That's something to look forward to. For anyone looking for a good chat or a tip for the weekend, the Frankfurt store is a great place to go.
Niklas: Another special feature of the new store: We have a comparatively small retail space, accounting for only 65%. The rest consists of a café and a magazine area. How did you come to this decision?
Anda: As we've already said, traditional sales are simply no longer as relevant in brick-and-mortar stores. That's why we're taking a slightly different focus. Why coffee? We want to motivate people to stay with us – with great snacks, drinks, and a barista who not only makes great coffee but can also explain things about coffee culture or tea varieties. Why a magazine area? This area is like a modular event space whose theme can change daily. An exhibition today, a product highlight tomorrow, a workshop in three weeks. Currently, these two zones together make up 35% – and if things go well, it could be even more at the next store.
Dani: I wouldn't say the product is less relevant; other things have gained in relevance. That's why it's a multi-purpose store. Anyone who comes to our store will see that the product is still readily available and is beautifully presented. Asphaltgold has always been good at that. We'll see how it works and how it's received. Perhaps the next space, wherever it is, will be a bit more customized. Of course, we're gathering experience and would never say, "We've reached the end of our game and it can't be any better." It can always be better or different.
Niklas: We had it at the beginning – the first store opened almost 6,000 days ago. If we look ahead, in just under 6,000 days we'll be in the year 2041. Does the world have to wait until 2041 for the next Asphaltgold store?
Dani: I love my industry and I love my world. Unfortunately, there are a lot of bullshitters out there, and I definitely don't want to be one of them. But I don't think I'm being one when I say it won't take 6,000 days until we open the next store. I don't know exactly when that will be, but I don't want the man next to me (looks at Anda) to get bored (laughs). Things will definitely continue. So, nothing stands in the way of the next store for now, and certainly before 2041... Fuck, I hope I do something different (laughs).