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The encyclopedia · Strategy & Leadership · Strategic decision · 1969–1974

Götz Werner built dm on the idea Idro rejected — and gave half of it away for store two

His employer rejected the discounter idea, so he opened it himself in 1973. At the second store the money ran out — half the company bought the survival.

dm-drogerie markt · Idro

HearsayWidely repeated, and we cannot show you a document for it. Read it for the lesson, not as fact.

What it means today

Founders running out of cash at store two: the rescue terms you sign at your weakest become the ownership you keep at your strongest. If the stake is not survivable, shop for the money before the money runs out — not after.

What happened

Götz Werner joined the Karlsruhe wholesale drugstore Idro, a company of Carl Roth, in 1969. After a sales reorganisation he proposed running drugstores on the discounter principle — self-service, permanently low prices through bulk purchasing, combined with trained advice. Management rejected the idea, and Werner left to go independent. When West Germany abolished fixed pricing for drugstore goods in 1973, he opened his first store in Karlsruhe: the discounter that Idro had turned down.

The money ran out at the second store. Günther Lehmann, a shareholder of the Pfannkuch supermarket chain, financed the expansion — in exchange for 50 per cent of the company. Austria followed in 1976, and by 1978 dm had more than a hundred German stores. Werner told the story himself in his autobiography, Womit ich nie gerechnet habe (What I Never Expected).

The idea Idro rejected became Europe's biggest drugstore chain: dm today runs 3,945 stores with 13.6 billion euros of revenue and close to 72,000 staff. Götz Werner died on 8 February 2022. The rejection is remembered as his founding story, and the survival deal at store two as its permanent price — half the company, given for the money to open the next one.

Why it happened

  • Idro's rejection was the competitor's founding act: the idea was not refused as wrong, only as unfit for the house that held it — and the employee walked out with it.
  • Werner's dilution was a survival deal, not a valuation deal: at store two the money was gone, and half the company was the price of the next store.
  • The rescue terms set the ownership structure for good: what begins as emergency money becomes the cap table.
What it cost50 percent of what became a €13.6bn chaincostly

The lesson

Survival money is never just money — it is the ownership structure that follows. Selling a stake at the second store prices the company at its weakest moment.

Sources

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