1. Your introduction and the company you work for.  

My professional journey has been driven by a long-standing interest in entrepreneurship, creativity in business, and innovation. From the beginning, I was drawn to initiatives that successfully bridged artistic expression with business principles. 

My bachelor’s studies in Business Administration at the Bucharest University of Economic Studies provided me with a solid framework for understanding how creative ideas can be structured into viable business plans, scaled responsibly, and transformed into sustainable business models.

In addition, co-founding a humanitarian venture over 12 years ago and a social enterprise 10 years ago prepared me for a more complex entrepreneurial endeavor such as ALTRNTV – the first brick-and-mortar store in Romania dedicated exclusively to locally made sustainable products. More than a retail space, ALTRNTV serves as both a voice and a platform for sustainable Romanian design, connecting creators with their audiences and making responsible consumption more visible and accessible.

This is how ALTRNTV Shop, an independent concept store based in Bucharest, was born. Altrntv is more than a retail space. It is a curated platform for local designers, artists, and alternative brands focused on creating items which pollute less. Since 2021, we operate at the intersection of fashion, art, and community, addressing a niche market that values authenticity, originality, and ethical production. Our competitive advantage lies in curation and storytelling: every product has a narrative, and every collaboration is built on shared values rather than mass-market logic, as we see today in many fashion businesses.

Drawing from this experience, while teaching entrepreneurship and business negotiation at ASE, I am able to illustrate how entrepreneurial decision-making unfolds in uncertain contexts, how negotiations evolve under pressure, and how values-driven businesses can remain economically viable. 

2. What are the main trends in the industry you operate in, both locally, and on a European and global level?  

In 2015, we opened our first venture called Atelier Merci, a Bucharest based social tailoring workshop and sustainable apparel brand, created to combine fashion with social impact and environmental responsibility. The brand produces handcrafted clothing made primarily from natural, organic, and eco-certified materials such as organic cotton, linen, and hemp. Now, Atelier Merci sells its products in the ALTRNTV store, as well as in small local retail and concept stores in Timișoara, Iași, Sibiu, and Constanța. This expansion reflects broader shifts in the independent retail and concept store industry, which has undergone major changes in recent years. At a local level, consumers are increasingly interested in supporting Romanian designers and small businesses, driving demand for curated, community-oriented retail spaces.

Across Europe and globally, there is a visible shift toward conscious consumption, limited editions, and experiential retail. Industry trend analyses show that consumers are increasingly willing to pay more for immersive, interactive, and memorable shopping experiences, rather than just transactional retail. One trend report estimated that 81% of global consumers are willing to pay more for elevated in-store experiences that blend entertainment, personalization, and interactivity. Another strong trend is the hybridization between online and offline channels. Customers expect seamless digital experiences, even from small, independent stores. Social media, especially visual platforms, has become a key sales and branding channel, while physical spaces are increasingly used for events, exhibitions, and community building.

ALTRNTV aligns closely with these trends by curating products that emphasize thoughtful design, small-batch production, and strong creative narratives (see the WOM(en)TREPRENEURS campaign). Rather than functioning as a purely traditional transactional space, the store positions itself as an experiential retail environment where customers engage with independent designers in formats such as DINE and DESIGN (fine dining curated by a chef while discussing with a designer), discover limited sustainable items editions, and connect with the values behind the products in-store through the sustainable (natural, recycled or alternative fabrics). In this context and with these many practices, ALTRNTV reflects the broader transformation of retail toward authenticity, community, and meaningful consumption.

Research on sustainable consumer behaviour shows that growing segments of consumers consider environmental and social factors when choosing what to buy, not just price or convenience — a key component of conscious consumption. ALTRNTV STORE responds directly to this shift by curating brands and products that prioritize responsible production, ethical values, and transparent creative processes. By offering a carefully selected mix of 180 plus independent designers and thoughtfully made items, ALTRNTV STORE appeals to consumers who seek meaning, sustainability, and social impact in their purchasing decisions, reinforcing its role within the evolving landscape of conscious retail.

3. What are the main opportunities you see in the future for the industry you are in?  

One of the main opportunities for this industry is the growing demand for authenticity and differentiation. While large retail chains often struggle to offer a sense of uniqueness due to standardized assortments and slow decision-making, independent stores are able to react quickly to emerging trends and cultural shifts. ALTRNTV exemplifies this advantage by curating a constantly evolving selection of independent designers, at this moment 180+ Romanian designers, limited-edition pieces, and experimental collaborations that are not available in mainstream retail.

4. What were, and perhaps still are, the main challenges faced by your industry during the pandemic?  

The pandemic was an unprecedented challenge for independent retail. Temporary closures, reduced foot traffic, and uncertainty affected cash flow and long-term planning. However, it was also an opportunity to rethink many retail business models. Many independent retailers accelerated their transition to online stores, strengthened their digital presence, and experimented with alternative sales channels such as social media commerce, pre-orders, and direct-to-consumer models. These shifts not only helped businesses survive during periods of restriction but also enabled them to reach wider audiences, diversify revenue streams, and build more resilient, hybrid retail models that combine physical and digital experiences.

For us, it was the start of reflecting about this brick and mortar business, slowly shaping the business plan for it, in a world that was slowly coming back to in-store buying. In 2021, this vision took a concrete step forward when the team applied for funding through a local accelerator and secured an initial investment of 50,000 USD. This funding made it possible to open ALTRNTV as a physical space while building a sustainable business model informed by the lessons of the pandemic: adaptability, diversified channels, and a strong connection between community, culture, and retail.

For our other small local brand, Atelier Merci, the story was quite different. The pandemic also had a significant impact on Atelier Merci, prompting a rapid shift in both production and purpose. During a time when the fashion industry was largely paused, we redirected its resources and expertise toward making protective suits for doctors, responding to an urgent social and medical need. This transition highlighted our brand’s flexibility, technical capability, and sense of responsibility. By adapting our production to support frontline needs, we – Atelier Merci exemplified how small, independent businesses were able to react quickly during the crisis, using local manufacturing and hands-on know-how to contribute in meaningful ways. 

5. How has the pandemic changed the way companies work (your company or other examples you know of)?  

The pandemic changed not only where we work, but how we work. Flexibility, remote collaboration, and digital tools became essential. While physical retail cannot be fully remote, many operational, creative, and administrative tasks can be done from anywhere. In the future, hybrid models will remain functional because they increase efficiency and work-life balance, especially in creative industries. 

In this context, Atelier Merci adapted by embracing more flexible and hybrid ways of working. Design development, communication, planning, and coordination increasingly relied on digital tools, allowing creative processes to continue despite physical limitations. We did not interrupt our activity during the pandemic, we just adapted to the limitations.

6. Has the war in Ukraine affected your industry? How?  

Confronted with significant budget pressure because of unexpected rising costs because of the war, we had to make two decisive choices. First, we committed to continuing the refurbishment and opening the store despite the uncertainty, operating with the understanding that if conditions worsened, we would face the same constraints as other businesses and could adapt accordingly. Second, we actively sought additional funding to bridge the budget gap created by the unexpected increase in prices, ensuring the project could move forward without compromising its core vision. In the light of this event, facing multiple crises simultaneously required a high level of prioritization and strategic clarity. For ALTRNTV, careful cost control, realistic planning, and maintaining strong relationships with collaborators and investors proved essential in limiting the impact of the war in Ukraine and the sudden rise in expenses on our overall business planning. In such unpredictable situations, a manager needs to stay calm, well-informed, and transparent, setting a clear and reassuring example. This approach sends a strong message to the team, helping build trust and confidence even in times of uncertainty.

Another major challenge we faced was the need to relocate after a change in the building’s status made it impossible for the business to continue welcoming customers. Following consultations with our lawyer, we made a swift strategic decision to temporarily shift our focus to e-commerce, as permitted by law, while simultaneously starting the relocation process.

In highly volatile and unpredictable situations, the most appropriate attitude for a manager is one of calm adaptability combined with decisiveness. Maintaining composure is essential, as uncertainty can easily spread anxiety within a team and among partners. I believe a manager has the responsibility to remain informed, assess risks realistically, and avoid reactive decision-making driven by panic.

As seen in the case of ALTRNTV, whether during the pandemic or the outbreak of the war in Ukraine, waiting for full certainty was not an option. We were willing to make timely decisions based on incomplete information, while staying aligned with the company’s core values and long-term vision. Communicating openly with team members, collaborators, and investors helped build trust and ensured that everyone understood both the challenges and the reasoning behind strategic choices.

To conclude, each crisis, whether a pandemic, geopolitical conflict, or regulatory change, becomes an opportunity for us to refine processes, test assumptions, and strengthen the organization’s capacity to adapt. In this way, uncertainty was not only managed, but transformed into a long-term strategic advantage.

7. Pandemic, war, and economic crisis all at the same time.  

The war in Ukraine affected the industry indirectly through rising costs, supply chain instability, and decreased consumer confidence. For ALTRNTV, these challenges were not abstract—they coincided directly with a critical moment in the business journey. ALTRNTV was in the process of opening when the war broke out, and its immediate economic impact was felt through a sharp increase in construction and refurbishment costs. The price of materials and services doubled in a very short time, putting unexpected pressure on the initial budget and financial projections. What had been carefully planned suddenly required rapid reassessment.

This situation demanded agility and fast decision-making. The team had to rethink priorities, adjust timelines, renegotiate with suppliers, and make difficult choices about where to invest and where to scale back without compromising the core concept of the store. At the same time, it became necessary to raise additional funding in order to move forward and ensure the opening could still happen.

Navigating this period reinforced key managerial lessons: the importance of adaptability, clear communication and negotiation with partners, and the ability to make informed decisions under stress. Opening ALTRNTV in such a volatile context highlighted the resilience required in independent retail and demonstrated how flexibility and determination can turn external shocks into defining moments of growth and learning.

8. What are the main challenges and opportunities brought by the accelerated digitalization process, highlighted by recent developments (pandemic)?

Accelerated digitalization brought both pressure and opportunity. The challenge is standing out in an overcrowded digital space. 

Driven by regulatory changes and temporary limitations on physical retail, at ALTRNTV we launched its e-commerce platform, www.altrntvshop.com, as a necessary solution when customers could no longer access the physical store. While this step ensured business continuity and maintained a connection with customers, it also revealed the realities of digital retail. Visibility in the online environment is highly competitive and costly, requiring ongoing investment in marketing, content creation, advertising, and platform maintenance. As a result, ALTRNTV had to approach digital growth strategically rather than aggressively. Instead of relying solely on paid visibility, the focus shifted toward organic reach, curated storytelling, and community-building through social media and direct communication with customers. 

This experience reinforced an important lesson: while e-commerce is essential for resilience and accessibility, its long-term success depends on a clear identity, authentic content, and a balanced investment strategy that aligns with the very limited resources of an independent business.

9. What are the key points that help you develop a stable organizational culture and a friendly work atmosphere?

A stable organizational culture is built on trust, open communication, and shared values. In a small creative business, empathy and flexibility are just as important as performance indicators, especially in a small, creative business where roles often overlap and adaptability is required on a daily basis. A friendly atmosphere encourages creativity and long-term commitment. However, friendliness should not surpass responsibilities. Responsibilities come first. 

Understanding individual needs, encouraging dialogue, and allowing space for experimentation have helped create an environment where team members feel supported rather than pressured. Innovation is a core value for ALTRNTV, and this is particularly important in creative retail, where innovation, curation, and storytelling rely on emotional engagement as much as operational efficiency.

10. What were, and perhaps still are, the main challenges faced by your industry during the pandemic?

Even after the pandemic, challenges such as rising costs, reduced purchasing power, and ongoing market volatility remain. In addition, strong competition from large Chinese retailers, which benefit from massive scale and aggressive pricing, has intensified pressure on independent businesses and can at times feel overwhelming. 

In this context, adaptability continues to be the most important skill, enabling small enterprises to protect their identity, and remain resilient in an increasingly competitive global market. 

To better protect and sustain small businesses in such an environment, I believe several strategic approaches are essential. Independent small companies should focus on differentiation rather than price competition, emphasizing quality, authenticity, local production, and storytelling – areas where large-scale retailers cannot easily compete. Building strong communities as ALTRNTV has one, with its 180+ designers, both online and offline, helps create loyalty and long-term relationships that go beyond transactional purchasing.

Moreover, at ALTRNTV, at an operational level, we diversified sales channels through a balanced mix of physical retail, e-commerce, and direct-to-consumer communication to reduce vulnerability to market shocks. Moreover, we sell our own brand, Atelier Merci also in other stores – strategic collaborations – and this increased visibility while sharing costs and resources. 

11. How do you perceive technological development in your industry and in your performance as a specialist?

At ALTRNTV, we employ technology across multiple areas of the business. Digital tools support day-to-day communication and collaboration, enabling coordination between team members, designers, and partners. 

Accounting and financial management software help us maintain transparency, monitor cash flow, and make more informed financial decisions in a volatile economic environment. Inventory management systems allow us to track stock levels more accurately, minimize overproduction, and respond faster to customer demand.

Technology also plays a key role in marketing and customer engagement. Analytics tools provide insights into customer behavior, helping us better understand purchasing patterns, content performance, and engagement across digital channels. This data supports more targeted communication and allows us to refine our storytelling while avoiding unnecessary spending. At the same time, digital platforms enable us to maintain direct relationships with our audience, extending the in-store experience into the online space. Overall, we use approximately 10 to 12 digital tools to support our day-to-day operations.

12. If you consider any other information relevant to your company or the industry you operate in, please provide details.

Community remains central to ALTRNTV. Events, collaborations, and cultural initiatives are not side projects, but core elements of our business strategy and identity. Through talks, exhibitions, pop-ups, and experiential formats such as designer meet-ups or curated events, at ALTRNTV we create spaces for dialogue and connection between designers, customers, and the wider creative community.

13. What are the industry’s and your company’s concerns regarding sustainability (e.g., environmental, social, or governance aspects)?

Sustainability has become a major concern in fashion and retail, driven by both growing consumer awareness and the significant environmental impact of the industry. In this context, our approach at ALTRNTV Shop deliberately focuses on small-scale production, local sourcing, and long-term product value rather than the rapid consumption cycles promoted by mainstream fast fashion. Choosing quality over quantity not only reduces environmental impact but also aligns with broader shifts in consumer behaviour toward slower, more thoughtful purchasing. 

But sustainability at ALTRNTV goes beyond environmental considerations. Social sustainability – supporting creative communities, fostering fair labour practices, and building meaningful relationships between makers and consumers—is equally important. Ethical consumerism increasingly drives purchasing decisions, with many shoppers choosing products specifically because they reflect their values and contribute to positive social impact. 

14. What questions do you think are missing from this interview to make it more interesting for readers?  

15. Which business magazine or economic news website do you frequently consult? Why?  

    What do you think is missing from the current economic media landscape?

I frequently consult international business resources such as Financial Times, Harvard Business Review and the Masterclass podcasts. I value these sources for their depth, credibility, and ability to connect economic trends with leadership, strategy, and long-term thinking rather than short-term headlines

16. Advice!  

    What business lesson would you pass on?  

    – Consider that your advice could be read by a student or someone at the beginning of their career, and develop the subject.

My advice to students and young professionals is to embrace uncertainty and experiment. Not every decision will be perfect, but learning comes from action. Build skills, stay curious, and don’t wait for the “right moment” as it may never come.

17. Recommend 3-5 books that a professional should read! Why?

1. The Value of Everything – Mariana Mazzucato

I recommend this book because it challenges the traditional way we think about value creation in the economy. For professionals and students alike, the book encourages critical thinking about capitalism, productivity, and social impact, which is essential in a world facing growing inequality and sustainability challenges.

1. HBR at 100 – The most influential and innovative articles from Harvard Business Review’s First Century

This collection brings together some of the most influential business ideas of the past century. I recommend it because it offers a comprehensive overview of how management thinking has evolved, from leadership and strategy to innovation and organizational culture. 

1. Getting to Yes – negotiating an agreement without giving in – Roger Fisher and William Ury

Negotiation is a fundamental skill in any professional role, not only in business but also in everyday decision-making. This book provides a practical, principled approach to negotiation that focuses on mutual gains rather than conflict.

1. Who moved my cheese – Spencer Johnson

This book is a simple yet powerful reflection on change and adaptability. I recommend it because it helps readers understand emotional resistance to change and encourages flexibility in uncertain environments.

1. We the possibility – Harnessing Public Entrepreneurship to Solve our most urgent problems  – Mitchell Weiss 

Weiss demonstrates how innovative thinking can be applied within public institutions to solve complex social problems. It is especially relevant today, as collaboration between the public and private sectors becomes increasingly important for addressing global challenges such as climate change, healthcare, and economic resilience.

ABOUT

• Dalia Bologan, Coordonator CREATIVE MBA