A shop that knows what it wants

Riccardo has been situated at the same address in downtown Bodø since its founding in 1988. Kristian Baustad started on the floor in 2000, buying his way in over time, and later becoming a co-owner alongside Aleksander Norum and Espen Skorgenes.
“The three of us own the shop now, and two of us are on the floor: Aleksander and myself. That’s how we want it. We also try to get a bit better each year. Cutting back on things that didn’t pan out, buying more of what did. It’s about making small adjustments all the way. Of course, our goal is to get it as optimal as possible,” he says.

A well-considered product package

Riccardo is profiled as a distinct shop for branded menswear. While they are loyal to their chosen brands, they don’t let new trends play an oversized role.
“We do end up unsatisfied sometimes, but we’ll usually give it another season. What matters to us is that we put together a product package that makes sense.”

–“What matters to us is that we put together a product package that makes sense.”

Customer flow can be also unpredictable.
“We’ve had many days where the shop felt very quiet – but then it just explodes. Customers suddenly come in wanting multiple outfits, and our sales go through the roof.”

Special occasions and events have a major impact on sales. But many factors play a role, even the weather.
“When something’s going on in town, we imagine it will trickle down to us, too. We love weddings and confirmations and other happenings, like festivals, concerts… People often want to freshen up. We depend on that.”

“‘Will this be a hit? What we’ve been investing in, is it working? Do our customers appreciate it? Maybe they don’t get it, but do they want it?’ That’s what makes it so exciting.”

Instinctive inventory management

Baustad says he goes with his gut. Riccardo doesn’t listen to salespeople uncritically – they don’t simply throw themselves at everything that glitters.
“There are a lot of very talented salespeople, but we’ve got to keep our eyes on what we believe in. For us, it’s been crucial to maintain a level of caution and build ourselves up over time.”
“For example, a lot of brands tend to resemble each other, but we want each new brand to bring something new to the table. There’s a bit of a risk of cannibalism, of the brands taking a bite out of each other.”

He emphasises that the business is managed according to clear financial principles and long-term perspectives, not by chance.
“Financially, we’ve always been stable. We’ve tried to do things right, respect the money, strive to be a bit better than we are, adapt to changes. We’ve always felt that we can pushing further. That’s the most important thing.”

To them, financial management is about more than budgets and numbers. It’s about attitude and judgement. It’s about knowing what you believe and daring to stand for it.
“There’s always a bit of fear. And there’s always a carrot. But we have to respect our business and believe in what we do.”

A pulse, coffee, and order

The retail space of about 300 square metres is neat and clearly organised.
“When we open in the morning, the very first things we check are that we have a pulse, that the coffee machine is good to go, and that the shop is tidy.”

–“When fathers bring their sons and say: ‘Let me show you what it’s like to buy something from a person’, that’s when you know it’s for real.”

Standout brands they stock include Ralph Lauren, Oscar Jacobson, Gant, and UBR.
“We try to organise the brands and keep the shop neat and tidy. It’s vital to us that customers get a sense that everything’s in place when they come in. Each brand should have its spot,” says Kristian Baustad.

A shop with ties to people

The customer relationship runs a bit deeper than usual here. Many have been shopping there for years, bringing in the next generation as well.
“We’ve been involved in confirmations, funerals and weddings. The whole package. You get close to people. When fathers bring their sons and say: ‘Let me show you what it’s like to buy something from a person’, that’s when you know it’s for real.” They should get an experience, not just a product.”

Baustad has closely monitored developments in the industry. Being alert but not impulsive is a key element of their approach. Equally important is the ability to know when it’s time to walk away.
“Fashion designers aren’t the ones setting trends. They come from young people and youth communities. When someone declares something the hottest thing in the world, a lot of people follow along. And the backlash comes just as quick, ‘don’t buy that, that’s over’”.

Today’s customers move fast, stay up to date, and draw inspiration from a variety of sources.
“You used to be able to differentiate between customers. Now you can hardly tell the difference between father and son. They both want the same jumper, whether they’re 15 or 70. People used to get most of their inspiration from films or music. Now it’s all about TikTok and social media. Things move very fast. Now people come in with their phones and if we don’t have what they’re looking for, they’ll get it somewhere else. You’ve got to pay close attention.”

Respect before routine

Good customer encounters are a crucial part of their hunt for new employees. Riccardo looks for something more than experience when recruiting. What’s important isn’t age, but personality – someone who can talk to people of all ages and situations.
“We may be thinking that a 17-18-year old is a bit young, but we’ve often been proven wrong. It’s more about personality and maturity. I feel we’ve been very lucky with the people we’ve had with us. The people who work here should represent the store. That means you must treat everyone with respect, regardless of their background. You don’t learn that at school. You have to develop that in practice.”

Retail experience is one of the most valuable things young people can bring with them.
“It’s the best thing you can learn in life, how to talk to everyone. No matter what you’re going to do, working in the service industry is an amazing way to develop yourself. You meet all kinds of people, try to help them, and that’s something you’ll take with you.”

A supportive structure – with direction for the future

Riccardo has been part of Texcon for many years. The network provides security and access to valuable experience.
“Joint invoicing and collective billing give us peace of mind for our workdays. Texcon also has a network of expertise, and we recognise that there are like-minded people out there.”

Baustad knows that other members contact Texcon when they want a brand lift, to work on their profile or to get help charting a new course. Riccardo has never had a need for this, however.
“We generally know what we want. I feel that this has been our strongest point. We believe in what we think is right, while we keep adapting.”

Evolution doesn’t necessarily mean making big changes. For Riccardo, it’s more about keeping the shop in line with their brand and staying up to date where it counts.
“You have to have a genuine interest in what you do. That’s still the key, I think. And it’s not always the case that what other people say is right. The crucial thing is that you stay true to yourself, and that you enjoy what you do.”