42 years in business in Ålesund

Chris is an established, well-known store at Amfi Moa in Ålesund, with strong brands for women and men. The store was the brainchild of Christer and Else-Karin Aakernes, who have run it since it opened its doors in 1983.

They first opened a store at Vikasenteret centre, which covered 56 square metres and had a creative, low-budget decor. But the store was a big hit with young consumers, with its simple, cool style and pastel palette – jeans on high racks, clothes with big shoulder pads, leather ties and acid-washed jeans. The range was dominated by brands like Dobber, Levis, Liberto, Chevignon and Poco Loco.

A ‘huge’ 22-inch TV in the window showed MTV music videos, and secondary school pupils flocked at breaktime to watch videos like Michael Jackson’s Thriller.

‘It was a fun time. Smoking was still allowed everywhere, and customers wandered into the centre puffing away. There were large ashtrays in the communal areas. It sounds completely crazy today, but that’s how it was. So not everything was better before,’ says Christer.

-We’re the only store left among those that opened at the centre in 1983.

‘Some people, who thought they knew better than us, said we’d never make it. But it’s pretty gratifying to be able to say: We’re the only store left among those that opened at the centre in 1983. Although the current market is still characterised by too many stores, young creative entrepreneurs can nonetheless succeed, and that’s great. Proving people wrong is a good feeling.’

But the eighties were a turbulent time. Way too many clothing stores opened up whose owners didn’t have the capital or knowledge to make a go of it. A wave of bankruptcies at the end of the yuppie era brought many closures and turbulence. But Chris survived, despite a few setbacks.

In 1991, Chris opened a new store at Moa Syd, which is now part of Amfi Moa. Chris is still located there, but it has expanded and moved a few times at the centre.

In addition to Chris, Else and Christer own a Floyd store at the centre, and they own 42% of Modo.
‘The stores have very different ranges and complement each other very well.’

In connection with a major refurbishment of the centre, Chris underwent a full makeover in 2022.
‘The result was excellent, the store works very well. The employees are happy and we get a lot of praise from customers, both about the look of the store and the range.’

Great employees are our most important resource

Else-Karin believes that the store’s most important asset is its employees.
‘Charisma, positivity and the ability to take a genuine interest in and help people are the most important qualities we look for when we take people on,’ she says.

In addition to good personal qualities, the staff top up their knowledge through internal training and visits from suppliers who provide product information.

‘You need the right knowledge to be able to give customers the help they need. Knowledge is pivotal for good service, and it’s especially important for off-the-peg clothing. Our employees create trust through honest sales pitches and providing information with confidence,’ says Christer.

-You don’t tell the customer something looks nice if you don’t mean it. It might work once, but not in the long run.

‘We tell them that in their training. You don’t tell the customer something looks nice if you don’t mean it. It might work once, but not in the long run. A customer who feels pressured won’t come back. But many of them say: ‘You know me – you know what I like.’ That’s when we know that we’re doing things right,’ says Else-Karin.

Online store

Chris’s online store has become an important part of the business. In addition to pure online shopping, customers use it a lot for information about the range in the physical store. Customers check out the range at home and know what they’re looking for when they come to the store.

‘Running an online store successfully requires active follow-up. It’s not a one-off endeavour, it requires constant follow-up, which costs time and money,’ says Christer.

A range of both Norwegian and international brands

Chris is a classic store with an up-to-date modern range.

Their main brands for men are Polo Ralph Lauren, Gran Sasso, Sonrisa, Frislid and UBR, and for women ByTiMo, Hale Bob, Busnel, FillippaK, UBR and We Norwegian.

‘We always think about how the brands should complement each other. If we have two strong dress brands, they have to complement each other and not be too similar,’ says Else-Karin.

Entrepreneurial spirit and control

Keeping track of the numbers is crucial to being a good retailer in 2025, according to the experienced store owners. ‘Correct budgeting is vital to profitability. The sales budget must be realistic and not based on pie in the sky. The purchasing budget must include enough money for immediate purchases and a buffer if the season doesn’t turn out as expected. Our living is not based on turnover, but the bottom line,’ says Christer.

A community that acts as a sounding board

Chris has been a member of Texcon for many years. Collaboration is useful in an industry where many independent players otherwise stand alone.

‘We feel that Texcon has developed positively in the last few years. Their portfolio contains more brands that suit us. And the sense of community means a lot,’ says Christer.

-We always think about how the brands should complement each other. If we have two strong dress brands, they have to complement each other and not be too similar.

‘We attended a Texcon event in March. It was inspiring and there were several interesting lectures and presentations of collections by many suppliers. Meeting colleagues to discuss challenges and exchange experiences is really useful,’ they say.

More than a job

They highlight patience, hard work and fun when they summarise more than 40 years of owning their own store in the industry.
‘We’ve always focused on being hands-on, and we’ve always enjoyed working in the store more than in the office.’

‘The most important thing is to have a long-term plan, stick to it and work hard to realise it. Running a store isn’t a job, it’s a lifestyle,’ says Else-Karin.

Now they’ve reached a point where it would be natural to slow down, delegate more to others and take a step back, which they’ve done to a certain extent. They’ve hired a very capable manager, bought a property in sunnier climes and are trying to take more time off.
‘We would like the store to keep going for many years to come. We’re working on who is going to take over the reins and how to go about it when the time comes.’

But they’re still hands-on, because they want to be and because they still find it rewarding.