How A Brand Can Survive & Thrive For 40 Years

An interview with Rue Blanche.

Rue Blanche: https://www.instagram.com/rueblancheofficial/?hl=en

Esteban: Astrid, thank you so much for taking the time to join us today!

Astrid: Thank you, Esteban! I appreciate you reaching out.

Esteban: The pleasure is all mine. Let's dive right in. For those unfamiliar with Rue Blanche, could you give us a brief introduction—about yourself, the brand, and the business?

Astrid: Sure! I’m Astrid, the daughter of the founder of Rue Blanche. My sister and I took over the brand about nine years ago. Rue Blanche has been around for 37 years—actually, we joke it’s as old as I am! We grew up with the brand but never intended to take over. When the opportunity came about nine years ago, we jumped in. My mother was the founder and the creative force behind it, while my sister and I brought a more business-oriented approach. Rue Blanche is a contemporary Belgian brand, and we focus on creating timeless, comfortable garments made from 100% natural materials. We’re mainly based in Belgium, where we have eight stores and a web shop.

Esteban: That’s impressive—37 years is quite a legacy. What do you think are the core foundations that have allowed Rue Blanche to thrive for so long? Was it the reputation, the product quality, or something else?

Astrid: I believe the key lies in the timelessness of our designs. Our pieces remain modern and stylish, no matter the season. In today’s world, where fast fashion dominates, there’s a growing appreciation for clothing that lasts. People want to invest in pieces they’ll love and wear for years, and we’ve heard from customers who still wear pieces from my mom’s early collections—sometimes over 15 years old. That sense of durability and relevance is something we’ve continued to emphasize as we carry the brand forward.

Esteban: Now, as you and your sister have taken over, what is your vision for the brand moving forward? What are your responsibilities in shaping Rue Blanche’s future?

Astrid: Our vision is twofold: maintaining our local, loyal customer base while expanding internationally. Rue Blanche has had periods of international success, particularly in Japan and France, but as with any brand that’s been around for decades, there have been ups and downs. Covid was a close call for us, like many fashion brands. It forced us to reassess and focus on key areas, such as expanding our web shop to reach a broader audience. Our next step is growth, particularly in the Netherlands, where we already have a strong presence. We’re also testing the waters in the U.S. by opening our web shop there, responding to growing demand. However, we’re constantly balancing this ambition with staying true to our core Belgian roots and customers.

Esteban: It sounds like a delicate balance between expanding globally while staying grounded in your home market. How do you manage the expectations of your long-time customers while pushing the brand forward, especially in international markets?

Astrid: Exactly—it’s a constant balancing act. On the one hand, we want to push the brand’s edgier, more modern side, especially for international markets. But on the other hand, we have to remain mindful of our loyal customers who’ve known Rue Blanche for decades and may not relate to every new design direction. The challenge is to evolve without losing them. We’ve found success by keeping the brand’s timeless elements while encouraging customers to try something new, gently nudging them toward styles they might not have initially considered.

Esteban: You’ve mentioned the strong local presence. What do you think are the keys to Rue Blanche’s success in a relatively small market like Belgium?

Astrid: Belgium is small, with around 11-12 million people, but it’s unique. We’re a country with three national languages, and the way people consume fashion varies across regions. Our stores are mainly in Flanders, where there’s a strong interest in fashion. We’ve been fortunate that Rue Blanche was established in the 1980s when there weren’t as many ready-to-wear brands. That early start gave us a strong foundation. Over time, we’ve kept our stores open and nurtured close relationships with our customers. The physical stores remain the heart of our business, even as we expand our web shop.

Esteban: It’s fascinating how the local market can sustain a brand for so long. Speaking of strategic sustainability, what have been the biggest shifts in your business strategy over the past decade, particularly since you and your sister took over?

Astrid: The biggest shift has been digital. When my sister joined, she spearheaded the launch of our website, and eventually our web shop. At the time, it was a strange concept—no one thought a fashion brand like ours needed a web presence. Fast forward to today, and we can’t imagine doing business without it. Covid accelerated our digital transition. We had to rethink everything, from how we communicate to how we promote our collections. Even our in-store teams now see the web shop as a tool—customers walk in saying, “I saw this online, and I want to try it on.” It’s all connected.

Esteban: The shift to digital has been a game-changer for so many brands. What percentage of your sales now comes from online versus physical stores?

Astrid: About 75% of our sales still come from our physical stores, 15% from our web shop, and the rest from wholesale. The physical presence is crucial for us.

Esteban: When you first took over, did you need to make any major restructuring decisions to ensure the brand could grow in today’s market?

Astrid: Definitely. When my sister and I took over, we were quite young—27 and 28—and lacked experience. Our mother, who was more of a creative force, knew something had to change but wasn’t sure how. We had to figure out how to modernize the business without losing what made Rue Blanche special. It was about understanding the company’s internal workings and finding ways to improve while respecting the brand’s heritage. We didn’t have the luxury of firing and hiring at will, but we worked with our long-term employees to evolve the business. It was a delicate process of bringing them along with us.

Esteban: Looking back, what was the most pivotal decision you made during that transition?

Astrid: Oddly enough, Covid turned out to be pivotal for us. The state funding we received during that time gave us breathing room. It allowed us to invest in promoting the brand, especially online, which in turn increased foot traffic in our stores once things opened up again. The funding was crucial—it gave us the space to make the right decisions without constantly worrying about cash flow.

Esteban: Thank you so much, Astrid, for sharing your insights and experience. I think a lot of our audience will relate to your journey.

Astrid: Thanks, Esteban! It’s been a pleasure.