As many high streets and traditional shopping centers across Europe face structural pressure, the outlet segment continues to demonstrate remarkable resilience and growth. The Outletcity Metzingen illustrates this shift. The former Hugo Boss factory outlet close to Stuttgart, Germany, that has evolved into Europe’s largest outlet center by retail space and a prominent premium and luxury destination as well.
In her exclusive ACROSS interview, CEO Regine Schöllkopf-Pinakidis explains why she believes the future belongs to outlets, how a focused luxury strategy became Metzingen’s decisive differentiator, and why omnichannel integration, international tourism, experience, and sustainability are redefining what an outlet destination must deliver today.
ACROSS: Many high streets and traditional shopping centers are under pressure. At the same time, the outlet segment continues to grow. Are we witnessing a lasting shift in the retail business?
REGINE SCHÖLLKOPF-PINAKIDIS: I am convinced that the outlet channel will continue to gain importance for both leading international brands and consumers in the years and decades ahead. This is not a short-term effect. Outlets represent a highly future-oriented business model.
At its core, our model is based on three pillars. First: price advantage. In today’s macroeconomic environment, that is critical for many consumers. Thanks to the internet, price transparency has increased dramatically — customers can instantly compare what a product costs and where. This transparent price advantage is a clear competitive edge.
At the same time, the outlet channel gives brands the opportunity to sell previous-season merchandise in a controlled way — in one place, on one platform, and in a premium environment — year-round at discounts of up to 70% off MSRP. However, price alone is not enough. Brands need a high-quality setting. They want — and are able — to present themselves in an outlet environment that reflects their positioning. At Outletcity, that means flagship character in architecturally distinctive surroundings.
And third, it is about experience. We are not simply retail space; we are a destination. Community, dwell time, and events are decisive factors today.
ACROSS: In the industry, people say, “Discount is no longer enough.” Do you agree?
SCHÖLLKOPF-PINAKIDIS: One hundred percent. Price alone is not enough. We see ourselves as an experience destination. We offer gastronomy, events, late-night shopping, concerts — these are clear traffic drivers and important economic factors that positively impact performance.
In our customer surveys, we consistently hear that guests visit because they want to spend quality time — the experience feels like a day of vacation. Internally, we sometimes refer to ourselves as the “Europa-Park of shopping.” That describes the emotional dimension very well.
“We are not just retail space — we are an experience destination.”
ACROSS: The European outlet market remains fragmented, while pan-European structures are emerging. Is there a risk of standardization?
SCHÖLLKOPF-PINAKIDIS: The outlet landscape has become much denser over the past 25 years. What differentiates us is primarily our setup. We are a “city within a city.” Not a classic greenfield village, but part of the urban fabric of Metzingen. Visitors experience us like a downtown — just as an outlet destination.
Another difference is store size. Our brands operate very large flagship stores with their full product assortments. That allows for a completely different level of presentation compared to smaller, standardized units. And then there is our omnichannel approach. We are the only outlet in Europe with our own integrated online shop. When we launched it in 2012, it was a bold step. Today, it is a clear competitive advantage.
ACROSS: Metzingen also benefits from having originated from the factory outlet of Hugo Boss. Is this model replicable?
SCHÖLLKOPF-PINAKIDIS: Our history is indeed unique. In the 1970s, Hugo Boss began selling excess inventory here in a very pragmatic way. But the potential was recognized early on. In the 1990s, the vision emerged to develop a professional outlet concept anchored by Hugo Boss. Today, we host 170 brands onsite and around 350 brands online.
The history itself cannot be replicated. But strategic elements can: a clear brand strategy, experiential formats, pop-up concepts, digitalization, and long-term partnerships.
“Premium and luxury were the strategic lever that set us apart in an increasingly crowded market.”
ACROSS: Your move into the luxury segment in 2012 is considered a turning point. Was that the decisive growth step?
SCHÖLLKOPF-PINAKIDIS: Yes, absolutely. Between 2000 and 2010, many new outlet centers opened across Europe. We had to ask ourselves: Why should someone travel to Metzingen — a town of just 20,000 residents — if there are alternatives closer to home?
Our answer was a clear premium and luxury strategy. We wanted to attract top brands in order to differentiate ourselves. That required a strong vision and persistence — you do not receive a commitment after the first conversation.
In 2012, Prada opened with us, and that was the breakthrough moment. After that, it became much easier to attract additional luxury brands. Today, we host numerous luxury labels, some with their only outlet store in Germany located in Metzingen. That is a strong differentiator. Our close historical relationship with Hugo Boss certainly helped — we are home to the largest Hugo Boss outlet store in the world.
ACROSS: Where do you still see development potential in the luxury segment?
SCHÖLLKOPF-PINAKIDIS: There is definitely further potential. One or two additional French luxury brands would complement our portfolio very well. We still see attractive opportunities in that segment.
“For luxury brands, international guests are not optional — they are essential.”
ACROSS: Luxury is also important for international visitors, who account for around 40% of your revenue. Is internationalization a strategic value driver?
SCHÖLLKOPF-PINAKIDIS: Absolutely. An international guest may visit us only once in a lifetime — as part of a trip to Germany — with a clear intention to shop. As a result, average transaction values are higher.
Internationalization is a strategic value driver for us — and for luxury brands, it is essential. In addition to China and the Gulf region, we are currently seeing strong growth from Turkey. Visitors from Switzerland and France are also very important.
We actively manage these markets, for example with targeted late-night shopping events aligned with national holidays. Internationalization is not coincidental; it is part of our strategy.
And for younger guests, the threshold to enter a luxury store in an outlet environment is often lower than on a traditional high street.
ACROSS: Doesn’t Generation Z have different consumption habits, preferring second-hand platforms such as Vinted?
SCHÖLLKOPF-PINAKIDIS: Gen Z embraces contrasts — luxury and sustainability, digitalization and community. We do not see vintage as competition but as an opportunity. Vintage fulfills a certain need. We offer experiences, community, and exclusive formats.
Our “money can’t buy” events, such as private living-room concerts, resonate strongly with this generation. It is about creating relevance.
“If you are not reachable, experiential, and shoppable 24/7, you lose relevance.”
ACROSS: Metzingen invested early in digitalization. Is Outletcity evolving into an integrated retail platform?
SCHÖLLKOPF-PINAKIDIS: Alongside our luxury strategy, digitalization has been our second major strategic focus.
We believe that in today’s world, you gain enormous competitive advantages if you are reachable, experiential, and shoppable 24/7. It is about a true 360° presence.
Our app is the “Outletcity in your pocket.” In our online shop, we offer traditional wholesale purchasing but also a marketplace model. Brands can offer their products via our platform while managing logistics themselves — similar to Zalando or Amazon.
Importantly, we operate a closed shop. Prices are not distributed uncontrollably across the internet. That builds trust with our brand partners.
ACROSS: Is the digital platform also a scalable growth driver?
SCHÖLLKOPF-PINAKIDIS: Absolutely. Digital is scalable, generates reach, and delivers valuable data. We gain deeper insights into what our customers buy and prefer, enabling personalized offers.
We also clearly see that digital and physical retail strengthen each other.
“Sustainability is no longer an image topic — it creates measurable economic value.”
ACROSS: Is sustainability now economically relevant?
SCHÖLLKOPF-PINAKIDIS: We are convinced that sustainability pays off economically — through efficiency gains and lower operating costs.
We always aim to connect old and new, integrating historic elements rather than demolishing them. At the former Ammer site, we are consciously focusing on revitalization. The new Green Pavilion will feature photovoltaic systems, heat pumps, and a circular construction approach.
ACROSS: Where will Metzingen stand in five years?
SCHÖLLKOPF-PINAKIDIS: We have a clearly defined vision:
We are the internationally leading omnichannel outlet platform for premium and luxury brands — a destination where physical and digital worlds merge seamlessly, intuitively, and inspiringly.
That is what we work toward every day.
About Regine Schoellkopf-Pinakidis
Regine Schöllkopf-Pinakidis studied Business Administration and Fashion Management from 2003 to 2008 before gaining several years of experience in the fashion industry between 2008 and 2013. She joined Outletcity Metzingen in 2013, taking on various retail leadership roles and steadily expanding her responsibilities within the organization. From 2019 to 2025, she advanced rapidly from Director Sales Channel Onsite to Chief Operating Officer. Since January 1, 2025, she has served as CEO of Outletcity AG.
Reflecting on the development of the destination, she states: “Our goal is to offer our guests an unparalleled shopping experience and create special moments of happiness. What began for me in 2013 with around 60 brands has evolved into Europe’s largest outlet — with a unique digital concept and its own online shop.”
