So much more than fashion..

After years of gloomy predictions about the death of physical retail, we still open doors and step into stores overflowing with products and welcoming us with open arms. We continue to shop where we feel seen, where we feel welcome. And that is something Frank Norvik at Frost Røros has taken very seriously.

Growth inchallengingtimes

At a time when many fashion retailers are struggling uphill, the trend is moving in the opposite direction for the Frost stores. Over the past few months, the development has been remarkable: growth ranging from 15 to 40 percent across departments, strong performance both in-store and online, and an organization experiencing that “everything suddenly started moving in sync.”

For Frank, who owns and runs Frost, success is not primarily about products or campaigns. For him, it’s about culture. About people.

– I’ve worked in this industry since 1994. I’ve experienced a lot, both as a manager and as an owner, but what we’re seeing now is completely unique, he says.

The story of Frost began in Røros in 2005. After several years in the industry, Frank and his wife turned their lives upside down and moved everything to Røros. The plan was originally temporary, but life in the small mountain town proved more tempting than the big city.

– We came up here thinking we’d give it a try. We never left. Now we’re celebrating 20 years, he says.

But Frost is not just Frank alone. Alongside him stands an enthusiastic and courageous family that has created a fashion success story in the heart of Røros. With two unique stores in prime locations in the town center, extensive knowledge of the fashion industry, a strong network, talented employees, and some of the best brands, they can now look back on 15 fantastic years in the middle of the UNESCO World Heritage town of Røros.

Since the first store opened its doors on February 3, 2006, the business has grown into four physical stores: two in Røros, one at Lade, and one in Levanger. In addition, they operate an online store and a dedicated profile clothing and workwear department. But the most important value Frost has is the people behind these departments, and what they are able to achieve together.

Building people, not just stores

Frost’s vision is “More than just a fashion store.” According to Frank, this is not merely a slogan on paper, but something that shapes the entire organization.

At the core is what they internally call the “Smile–Share–See” philosophy:

• Smile – work should be fun
• Share – everyone should be part of the journey through transparency, involvement, and development
• See – we must truly see the people around us and put people at the center

In addition, they emphasize open dialogue, constructive coaching, and creating an environment where knowledgeable and motivated co-responsible team members actively support both colleagues and the company and building a positive company culture.

– We want to build whole people. Everyone who works with us should become co-responsible contributors rather than just employees. Many of the people working here are young and early in their careers. That means we have a responsibility to educate them, lift them up, and give them confidence, he says.

He believes much of the debate surrounding young workers misses the mark.

– Today’s young people are no lazier than previous generations. But we need to create workplaces where people dare to be themselves. We need higher ceilings, so everyone feels safe. When people feel trusted and secure, it creates much more room for direct communication and constructive feedback between managers and employees, and in our experience, everyone learns more.

Frank is clear that culture-building is not a “soft add-on” to operations, but a direct competitive advantage.

– I think customers notice it. When people enjoy their work, when they feel seen and involved, it affects the customer experience. Honestly, it impacts every part of the business. The sense of ownership we see in our employees doesn’t only come from internal motivation, it is clearly influenced by the way we work together.

And when Frank talks about the Frost family, he means family literally. His wife Anna and his niece Rikke Norvik are both co-owners. In addition, both of his children, Sara and Jesper, work in the stores alongside their studies.

Daredevil

While many businesses pulled back during the pandemic, Frost chose the opposite approach. In the middle of the uncertainty, they opened a new 350-square-meter store at Lade and made major investments in interior design, atmosphere, and customer experience.

– We dared to invest at a time when many others were struggling. We’ve put a lot of energy, love, and money into our stores and, together with Inter-Partner in Hamar, we invested in interiors, furniture, details like moss walls from Rendalen, and green plants. In the newer stores, we also brought in designer furniture from our local pride, Flokk/Håg. It felt overwhelming at the time, but afterwards we can clearly see how important it has been for us.

For Frank, retail is still about creating places people genuinely want to visit.

– You have to stay sharp all the time. It’s not enough to simply fill racks with products.

At the same time, he is honest about the risks that come with the fashion industry.

– If your purchasing decisions go wrong, you can end up practically giving products away just to clear inventory. It’s a tough business because you tie up so much capital in merchandise. So, you must dare to invest, but you also have to be able to handle risk.

Technology and people

Although Frost talks a great deal about people and culture, the company is also highly advanced when it comes to technology and digitalization.

Loyalty programs, customer groups, e-commerce, social media, and AI tools have become integrated parts of the business. And although the online store launched later than originally planned, it has now become an important growth engine, with digital sales following almost the same growth curve as the physical stores.

– We’re seeing roughly the same growth online as we are in-store. That tells us it’s not about either-or. Customers expect both.

Frost is now also testing AI solutions for budgeting and analytics.

– The goal isn’t technology for technology’s sake. The goal is to save time on administrative tasks so we can spend more time out in the stores with our people and our customers.

Frank makes no secret of being results-oriented.

– I want to make money. The bar is set high. But the foundation for what we’re experiencing now is something we’ve worked on for many years.

He believes the retail industry sometimes spends too much energy explaining why things are difficult.

– We need to stop complaining. We need to do something about it.

At the same time, he points out how quickly effort produces visible results in retail.

– That’s the great thing about retail; you see the results fast.

For Frost, the combination of a strong company culture, willingness to invest, and continuous development appears to be working extremely well. Perhaps that’s why Frank sums up the current situation with one sentence that captures both the growth and the enthusiasm within the organization:

– The winners are the ones with the best people. And I believe I have that. And we’ve become many. That’s fun.