Købmand Herman Salling
No alternative to a day at the office
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Even though Dansk Supermarked’s founder, the businessman Herman Salling, is on the ‘wrong’ side of 80, he can still be found every morning at twenty past seven at the Group’s head offices at Bjødstrupvej in the Århus suburb of Holme.
If a clear desk can be taken to mean that the person working at it is in control of his life, then Herman Salling certainly lives up to this description.
The kind and welcoming businessman who smiles easily throughout the meeting to which he has agreed further confirms this impression. When the title of businessman, which can appear to be a humble term for the chief executive of an enterprise which in 2001 generated a turnover of 46.7 billion Danish kroner and which employs 30,000 people, is still preferred, it is without question due to the fact that it is unequalled business acumen that has created the position which is occupied today by Herman Salling in Danish trade and industry.
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However, the kindliness is after all not unlimited, something which Herman Salling admits himself. The success that the man behind Dansk Supermarked represents can also be attributed to his ability to be tough when the need arises. For example, this has been evident when Herman Salling has, without flinching, fired many an employee who has not lived up to the notions of honesty, diligence, precision and attention to one’s duties. These constitute four requirements, which for Herman Salling are as absolute as his partner A.P. Møller’s often quoted principle ”constant care”.
Yet, if Herman Salling’s management has kept his employees’ noses to the grindstone for more than 50 years, it should immediately be added that he has not taken it easy himself – and still doesn’t. Regardless of the fact that his birth certificate says 1919. This explains why he can be found at twenty past seven every morning in the offices at Bjødstrupvej in Holme to play his part in the daily decision-making. At noon he allows himself a lunch break, which he takes at his home address at Ildervej, before returning to work which normally lasts until about six o’clock.
Passion is the driving force
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Age, however, is finally beginning to have an impact on Herman Salling’s work routine, as he is not as mobile as he used to be.
In recent years, Herman Salling’s legs have been slightly unwilling to bear him. Yet, as he says himself:
”I take comfort from the fact that I have enjoyed 75 years with strong legs.”
This observation is substantiated by his sporting prowess and the fact that he has won no less than 22 gold diplomas.
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However, it takes more than the odd physical complaint to keep Herman Salling away from his desk, even though he has taken the first step of withdrawing from the business by handing over the daily management of the Group to Erling Jensen, Dansk Supermarked’s Managing Director.
”What on earth would I do otherwise? You can actually die from not working.”
Given this attitude, which says something significant about Herman Salling and the sense of discipline which has characterised his approach during the many years he has been in business, those impatiently awaiting possible early retirement and who are counting the days until they are 60 cannot expect much sympathy from Herman Salling. In his own words, ”Passion is the driving force.” And both passion and commitment continue unabated.
The businessman who expanded the department store which he took over after his father, Ferdinand Salling’s death in 1953, and who developed and realised the concepts of department store chains such as Føtex, Bilka and Netto supplemented with various large shopping centres, makes no secret of the fact that he represents the old school. For the same reason, he expects the dedication he continues to show every day to be shared by his staff who, according to him, need to be ”thoroughly committed to what they are doing”. Even though cantankerous customers are not unheard of, it is vital for Herman Salling that, at the end of the day, there is something positive to show for it. In other words, tricky customers ought nevertheless to buy something.
Consideration for customers
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Consideration for customers is taken extremely seriously. This is also the reason why Herman Salling never expresses himself publicly. If he takes a stand, which he could certainly be suspected of doing, his views never appear in the newspaper columns. For there is no reason to tread on the toes of his customers. Thus, Herman Salling’s views, for example, about a new East Jutland airport, or the future siting of a new transport centre remain confidential. The same reserve can be seen with regard to sponsorship of culture and sports.
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This form of visibility is also of no interest according to Herman Salling. Generally speaking, pronounced viewpoints about one thing or the other are, according to him, incompatible with the retail trade. This attitude was also held by his father, Ferdinand Salling, during the expansion phase of the business emporium which has since been created by the next generation.
On the other hand, he is not averse to briefly commenting on local projects which might well bring competition to the department store in Søndergade. This pertains to both the future redevelopment of Clemensborg and the construction of Bruuns Galleri.
”I do not believe that either of these projects will have a negative effect on us. On the contrary, they will contribute to bringing even more people to the city centre. If we cannot hold our own, then we are not clever enough.” Without saying so directly, Herman Salling implies that he cannot imagine the latter scenario, and supplements it with a remark or two about youthful daring versus the experience he has acquired after many years in the business. In this context, he reckons that when people have money it is because they look after it.
The enlightened despot
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Continuing with this theme, Herman Salling’s approach to his surroundings, when it does not involve his personal friends, is characterised by a certain reservation.
He doesn’t tolerate backscratchers and he does not delude himself about the support one can expect in times of adversity.
”The day you fall, there is nobody who will come and help pick you up. On the contrary, they turn their backs on you.”
There is no bitterness in this comment, just an objective acknowledgement of human nature, both good and bad.
With regard to the former, Herman Salling encountered considerable trust when he needed to raise capital in order to launch Dansk Supermarked, which after several attempts led to the partnership with A.P. Møller and the Maersk Group. Here, as in other instances, a distinction is made between personal and business relationships.
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Herman Salling’s management style has been described as that of ”the enlightened despot”. This interpretation is not one that raises considerable objections. However, it does not prevent him from listening to his closest colleagues, such as at the Saturday meetings which he has deemed obligatory. This unconventional timing has been chosen with some psychological insight, and from the reasoning that when staff on the shop floor have to work on Saturdays, there is no reason why the management should be taking it easy at home. It is impossible to say whether this attitude is shared by all those involved, but as long as Herman Salling is sitting at the head of the table, nothing is going to change in this respect. The chief executive’s management style does not prevent others from having their say. But at a certain point he cuts in. The same qualities are expected of the others participating in the Saturday meetings – the ability to prioritise and show decisiveness.
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