--- title: "Assortment for concept stores: the selection is the product, the capital is the limit | Spreat" description: "Widening a concept store's assortment: why curated shops suffer most from tied-up capital, how to test new brands without buying stock - and where curation reaches its limit." url: "https://spreat.com/en/stories/industry/assortment-for-concept-stores" language: "en" --- [Back](https://spreat.com/en/stories?tag=industry) - Retail & insights # Assortment for concept stores: the selection is the product, the capital is the limit A concept store lives on showing brands you find nowhere else. Those are exactly the brands that hurt most to buy. 4 August 2026 Translated from German [Read the original version](https://spreat.com/stories/industry/sortiment-concept-store) ![A curated selection with one place left open](https://spreat.com/media/images/stories/sortiment-concept-store/cover-en-800.webp) A concept store does not primarily sell products, it sells a selection. People walk in expecting brands they will not find in a department store - small, young, often local. And those are the most expensive ones to buy: no track record, small quantities, poor terms, and nobody takes anything back. ## The contradiction built into the format The selection has to change, or it stops being a selection. Regulars come back because something new is there - that is the fuel of this format. At the same time every new brand is a bet placed with your own bank account. So what almost always happens in curated shops happens: you stay with the brands that work, you test twice a year instead of twelve times, and after two years the shelf looks like it did on the last visit. The problem is not taste, it is liquidity. ## What changes when the goods are not yours If the goods stay the brand's until they sell, an attempt costs space and attention but no capital. That shifts the question before taking something on: no longer “do I dare buy this?” but “does this fit my people?” - and that is exactly the question a curator can answer. The Viertelladen in Düsseldorf is the nearest evidence: ten producers became thirty-three, in the same space, with no buying budget. The selection got wider, not more arbitrary. ## Three limits we know about - **The curation stays your work.** A pool of more than 150 brands is a starting point, not a shortcut. Take on everything available and you no longer have a concept, you have a warehouse. - **It does not replace relationships.** Brands you have worked with for years and that sit exclusively with you are a different case from brands you want to test. Having both side by side is normal. - **You need a till that plays along.** Settlement runs through the sale, not through a list per brand - otherwise at twenty brands the admin becomes the new problem. How the contradiction looks in numbers is set out in [tied-up capital in retail](https://spreat.com/en/stories/industry/tied-up-capital-retail); what a single misjudgement costs, in [what a bad buy really costs](https://spreat.com/en/stories/industry/what-a-bad-buy-costs). What it looked like in a real shop over a year, at the [Viertelladen](https://spreat.com/en/stories/success/viertelladen). Only if you stop selecting. The model lowers the cost of an attempt, it does not make the decision. Anyone who curated before curates more afterwards - because they can afford more attempts. Yes. Which brand stands with you is agreed with the brand. The model governs who owns the goods and how settlement works - not who else may carry them. As many as your space carries and your selection tolerates. The effort does not grow with every brand once settlement runs through the till - so the limit is curation, not administration. They stay as they are. This is about what you additionally want to show and would not pre-finance today. Work out one attempt. Commission per product, per month and per year - with your numbers. [To the store calculator](https://spreat.com/en/stores/pricing) Written by [Mattis Klöpperon LinkedIn](https://www.linkedin.com/in/mattis-kloepper/) Co-founder and managing director Share this article ## More stories - [![Weeks instead of months into physical retail, and what a brand's risk really costs](https://spreat.com/media/images/stories/schnellster-weg-in-den-einzelhandel/cover-en-800.webp) - Retail & insights - Product ## The fastest route into physical retail - and what it really costs a brand With Spreat, the brand carries the stock risk. That is true. But how big it is can be put in euros - and set against the routes where the retailer takes on the risk and gets paid for it. Read the story](https://spreat.com/en/stories/industry/fastest-route-into-retail) - [![Four steps instead of buying stock: how much work the brands' goods take in a store](https://spreat.com/media/images/stories/aufwand-fremde-ware-im-store/cover-en-800.webp) - Retail & insights - Product ## How much work the brands' goods take in a store Space, staff time, return shipping: the brands' goods do not come for free. Here is what a store really does for them - and which work falls away in return. Read the story](https://spreat.com/en/stories/industry/work-brand-goods-in-store) - [![Eight questions from Reddit and forums on consignment, commission and stock without buying it](https://spreat.com/media/images/stories/reddit-fragen-kommission-marktplatz-store/cover-en-800.webp) - Retail & insights ## The marketplace in the store: what retailers and brands ask on Reddit and in forums Eight questions about consignment, commission and stock without buying it, as they appear on Reddit, in German seller forums and on gutefrage - with the community's answers and what Spreat made of them. Read the story](https://spreat.com/en/stories/industry/reddit-questions-consignment-in-store-marketplace) ## And how about you? Store or brand - the way in is a different one. Tell us which side you are coming from. [I have a store](https://spreat.com/en/stores) [I have a brand](https://spreat.com/en/brands)