In the footsteps of Hugo Boss — How the young boss wants to make Marc O'Polo a global brand
In an interview with manager magazine in March 2025, Michael Lichtinger, owner of the HR consultancy ACHIEFERS, shares his assessment of Marc O'Polo's strategic decisions. The article highlights how Maximilian Böck, the 36-year-old CEO, is leading the family business from Stephanskirchen into a new era — with courage, focus and a clear goal: advancement into the league of international premium brands.
On March 26, 2025, manager magazine published an article by Martin Mehringer, which describes the remarkable transformation of the fashion house — and portrays the young boss as an entrepreneur who skillfully combines tradition and transformation.
From province to premium brand
Böck, the eldest son of company founder Werner Böck, is pursuing ambitious goals: He wants to increase sales to one billion euros and bring Marc O'Polo into a league with Ralph Lauren, Tommy Hilfiger and Hugo Boss. Since taking office in 2021, the company has already grown by over 60 percent — a remarkable result in an environment characterized by consumer restraint and international competitive pressure.
The strategy: Focus on product quality, internationalization and brand rejuvenation. New advertising partnerships with Gisele Bündchen and Toni Kroos, the expansion of the online presence to over 18 countries and the development of sustainable materials are part of this realignment.
A textbook example of successful succession
The generational change from father to son was unusually smooth. Werner Böck, who had shaped the company since the 1970s, prepared for the transition in the long term and gradually withdrew. Today, Maximilian Böck manages the brand independently — with a modern management philosophy, trust in his team and a clear focus on sustainable growth. His vision: a family company that manages the balancing act between tradition and global relevance.
Transformation with a sense of proportion
Böck stands for a generation of young entrepreneurs who are convincing not through activism, but through clear priorities. He invests in product development, digital processes and its own sales structures in order to become more independent of traditional retail partners. At the same time, he remains realistic: The path to billions in sales will take longer than planned — eight to ten years, he estimates — but the direction is in the right direction.
Quote from manager magazine
“Maximilian Böck wanted to set an example at the start. To get the team involved, you also have to show eggs — and that's exactly what he did. Now he doesn't break anything over his knee just to prove it to himself. That is exactly right.” Michael Lichtinger, owner of the management consultancy ACHIEFERS
Between vision and reality
International expansion remains challenging. In China, Marc O'Polo is growing more slowly than planned, branches were closed in Russia, and the label also suffered a setback in Paris. Nonetheless, the course is clear: Böck focuses on controlled growth, consistency and cultural strength — rather than short-term success.
What family businesses can learn from this
The article shows how important early succession planning and a clear strategic line are if a family business wants to grow while maintaining its identity. Marc O'Polo proves that transformation not only succeeds in times of crisis, but also when it is shaped with conviction.
Read the full article in manager magazine: “In the footsteps of Hugo Boss — How the young boss wants to make Marc O'Polo a global brand”