ACROSS: Mr. Danne, you’ve been Center Manager of Gropius Passagen for about six months now. What is your assessment after these first months?
Christian Danne: Overall, the first few months have been very positive. What surprised me most was the quality of the center. The last major refurbishment in 2017/18 created a very bright and welcoming environment.
We also benefit from very stable footfall. On slower days, we see around 25,000 visitors; on average, about 35,000 per day, and significantly more on weekends. This footfall is driven by everyday use within the neighborhood. It’s a very stable baseline that depends less on traditional peaks or marketing campaigns and more on the immediate surrounding community.
“We see a very stable baseline of footfall driven by everyday use in the surrounding community.”
ACROSS: But footfall doesn’t automatically translate into sales.
Danne: That’s true, they don’t necessarily correlate. Customers have become more cautious, and factors such as inflation and general economic uncertainty are clearly having an impact.
At the same time, footfall is developing very positively, in some cases even exceeding expectations. March, for example, was particularly strong.
ACROSS: With around 96,000 square meters of retail space, Gropius Passagen is the largest shopping center in Berlin. How well does it fit into Gropiusstadt in Neukölln?
Danne: We consistently receive very positive feedback from visitors. The center is a strong magnet for Gropiusstadt and plays a key role in the surrounding area. It is deeply integrated into the neighborhood, which is also reflected in the visitor mix.
We see a very diverse audience — young and old, people from a wide range of backgrounds — and a strong sense of coexistence. That’s a real strength of this location.
“The center is deeply integrated into the neighborhood — that’s one of its greatest strengths.”
ACROSS: Gropiusstadt — and Neukölln in general — is often perceived as a challenging district. Does that match your experience?
Danne: From my discussions with local stakeholders and district management, I’ve found that Neukölln is often portrayed more negatively than it actually is. Of course, there are challenges — but you find those in other districts as well.
In my view, Neukölln’s reputation across Germany is not aligned with the first-hand experience of the area.
ACROSS: At the same time, spending power is somewhat below average, and tourists are unlikely to visit Neukölln. How does that influence your tenant mix?
Danne: That’s correct. We’re close to the airport, but tourists typically head to Alexanderplatz or the Brandenburg Gate. So our focus is clearly on the local catchment area.
In terms of the tenant mix, I believe we already have a strong foundation. Right now, the offer is largely positioned in the mid-range to value segment, which fits the location well. At the same time, we see opportunities to further develop and broaden the mix in order to attract additonal target groups.
“We see enormous potential to broaden the tenant mix and attract additional target groups.”
ACROSS: What does that mean in concrete terms?
Danne: Going forward, we want to move slightly upmarket and attract selected brands. We see this as an opportunity to grow beyond our immediate catchment area.
In particular, southern Berlin, parts of Brandenburg, and nearby residential areas with higher spending power offer additional potential that we want to tap into more effectively.
ACROSS: We’re currently seeing strong expansion in the value segment, with discount operators taking on large spaces. Are you seeing this trend at Gropius Passagen as well?
Danne: Yes, demand in this segment remains strong. We are in discussions with several operators that could be a good fit for us. At the same time, we already have strong value-oriented tenants such as Primark and Kaufland, both of which perform very well.
That said, we are also reviewing how space is allocated and if adjustments would be appropriate.
ACROSS: What role does the current space configuration play in your strategy?
Danne: It’s a key factor. While we have large-format tenants like Primark, with 7.000 square meters, we also have many smaller units. That’s why we’re working on making our layouts more flexible.
In some cases, we approach this like a modular system — reconfiguring units, shifting them, and combining spaces to make them viable for new concepts in the first place.
A central element of this strategy is the former Karstadt area, which spans around 10,000 square meters across several levels. We are already in advanced discussions about future uses. This is our largest development project and a key lever for the center’s future, as it allows us to create larger, contiguous spaces suitable for new anchor tenants or mixed-use concepts.
Implementation will be gradual, as existing lease agreements need to be taken into account.
“The former Karstadt area is our largest development project and a key lever for the center’s future.”
ACROSS: Against this backdrop — and considering the planned restructuring — how would you assess the current vacancy rate?
Danne: We are currently at around 12 to 13 percent vacancy. Given the current market environment, that’s a solid level. We have a stable tenant structure and have been able to re-let spaces relatively quickly when tenants leave.
ACROSS: What role do non-retail uses play in your strategy?
Danne: A very important one. We want to further develop and expand our food and beverage offering. Our food court performs well, but there are still gaps — for example, healthier concepts or larger restaurant formats — that we want to address.
We also plan to further expand leisure uses. And we’re continuing to strengthen the medical segment. While we already have a strong base, we are currently in discussions regarding an additional 2,500 to 3,000 square meters.
The medical segment in particular offers significant potential, as it generates consistent footfall and creates long-term customer loyalty to the location.
ACROSS: You’ve also mentioned plans to improve dwell quality. Where do you see opportunities?
Danne: This includes seating, but also the overall atmosphere. One aspect that is particularly important to me is greenery. I’ve had very positive experiences with real plants in other centers.
We see clear potential here and are currently developing a concept that we plan to present to the owner.
ACROSS: At the beginning of the year, you also launched a new marketing strategy. What is the goal?
Danne: We repositioned the brand with the slogan “Gropius Passagen – made for everyday life.” Our goal is to present the center as a place where people can shop, dine, go to the movies, and spend their free time.
“We want to position Gropius Passagen as a place made for everyday life — shopping, dining, and spending time.”
The campaign has been live since the beginning of the year — online, on radio, and through out-of-home channels. At the same time, we are implementing changes within the center itself. The brand strategy is closely aligned with the center’s overall development and is designed to make these changes visible externally.
ACROSS: How do you measure the success of your strategy?
Danne: Through the tenant mix, the development of footfall and sales, and direct customer feedback. Feedback from digital channels in particular provides valuable insights for further development.
ACROSS: What is your time horizon for these changes?
Danne: Initial changes will become visible over the course of this year, and many measures are already underway. A more comprehensive evaluation will be possible by the end of 2027.
Overall, we’re looking at a multi-year process. Many changes depend on existing lease agreements and space availability, which means they can only be implemented step by step.
About Christian Danne
Christian Danne is Center Manager of the Gropius Passagen in Berlin, an asset of Pradera Management. He assumed the role in September 2025.
With more than 20 years of experience in retail real estate, Danne has held senior positions at major shopping destinations including the A2 Center Hannover, ELBEPARK Dresden, BIKINI BERLIN, and East Side Mall Berlin. He began his career at ECE Projektmanagement.
His expertise spans center management, leasing, and repositioning, with a focus on optimizing tenant mix, enhancing customer experience, and driving long-term asset performance.
