At the 2025 Caravan Salon in Düsseldorf, Aboutcamp BtoB met Hubert Brandl, who took over as CEO of Bürstner in November 2024. A well-known and respected figure in the European RV industry, Brandl has spent more than four decades in the business, leading companies such as Tabbert and Niesmann+Bischoff, where he built a reputation for transforming brands through simplification and focus. His mantra: less is more.
Only a few months after his arrival, Brandl initiated one of the most radical reorganizations in Bürstner’s recent history. In 2024, the company’s catalog included 16 product lines and 75 models, covering everything from “urban camper” to premium integrated motorhomes. The motorhome range alone consisted of a complex mix, with a total of 49 models. The caravan lineup was equally diverse, with 7 ranges for 26 models.
Today, after the reorganization, Bürstner has reduced its portfolio from 75 to just 19 models, while maintaining a presence across all key product segments except the fully integrated motorhomes. The new motorhome and camper van family includes 11 models in total and the caravan range has been streamlined to two lines, offering just eight models.
This massive simplification marks a clear turning point for Bürstner – a move toward efficiency, better quality, and a more coherent identity. In this conversation, Hubert Brandl explains how and why this transformation began, what he learned from his previous experiences, and where Bürstner is headed next.

 
Aboutcamp BtoB − Coming from Niesmann+Bischoff, what lessons did you learn during that transformation that you have brought to Bürstner?
Hubert Brandl − The most important lesson I learned at Niesmann+Bischoff is that less is more.
You don’t need many models, you need really good models and layouts. The same applies here at Bürstner. Maybe you remember that last year Bürstner had around over 50 layouts. Now we have just three model ranges with four layouts each. It’s a big change.

Aboutcamp BtoB − What challenges did you face when reducing the number of models and layouts?
Hubert Brandl − We started with an analysis and found that some models sold well, but prices were too high – and complexity was one of the reasons. When you produce fewer models, you can cut costs and offer better prices. Producing one kitchen for 1,000 units is very different from producing 17 types of kitchens for 100 units each. Fewer variations also mean better quality, because the team can focus and improve constantly. We followed the same path at Niesmann+Bischoff: six years ago we had four model ranges with 40 layouts, and today three ranges with six layouts.

Aboutcamp BtoB − That “less is more” approach seems to go back a long way in your career.
Hubert Brandl − Yes. It’s a philosophy I’ve believed in for 20 years. When I was Managing Director at Tabbert, we went from seven model ranges with 80 layouts down to three ranges with 25 layouts.
I’m a fan of this approach. My reference is Apple: when Steve Jobs came back, he said, “We’ll make one iPhone, not seventy”. The same logic applies here – when you develop one great layout, you can focus your team on delivering the best user experience. If you have 30 layouts, you’re just developing layouts, not user experience.

Aboutcamp BtoB − Despite this simplification, Bürstner presented a number of interesting innovations. How much of your Niesmann+Bischoff experience has influenced what we now see at Bürstner?
Hubert Brandl − Quite a lot, in terms of philosophy and style. For example, the new Signature takes inspiration from the Smove layout, but the materials are completely different. At Niesmann+Bischoff we worked with real wood and acoustic panels; here we use more standard materials, but the concept and the style have been transferred. What matters is keeping the essence of good design while adapting it to Bürstner’s segment.

Aboutcamp BtoB − When you entered Bürstner in November 2024, what was your first big challenge?
Hubert Brandl − I already knew Bürstner well – I’ve been in this industry for over 40 years and even sold Bürstner caravans as a dealer when I was 15! My first challenge was to build a vision together with the team. I can’t do anything alone. So, in December, we organized several days of workshops with the top management team in a hotel, working out a shared strategy. It was crucial that everyone was on board. Once we presented our plan to the whole company, the enthusiasm was great. People were genuinely happy to embrace the new direction – that’s the most important thing.

Aboutcamp BtoB − You also decided to redesign the company’s logo and slogan. What was behind that decision?
Hubert Brandl − The old logo and slogan, Wohnfühlen (literally a blend of the German words for ‘living’ and ‘feeling’, ed), didn’t work internationally – nobody outside Germany understood it. We are an international company, so we needed a message that everyone could relate to. The new claim, “Discover the better”, expresses what we want to do every day, both internally and externally.
And for the logo… every strong brand needs a symbol. Like Niesmann+Bischoff, Bürstner now has a distinctive “B” that people can instantly recognize, even without the full name.

Aboutcamp BtoB − How have dealers responded to this transformation?
Hubert Brandl − Dealers want models they can actually sell – it’s that simple. Before, there were too many models and too much stock, which meant higher taxes and uncertainty about what customers really wanted. Now, they’re happy. The Signature, for instance, is unique in its price range, so it doesn’t have to compete head-to-head with similar products. And something special here in Düsseldorf: more than 30 Bürstner employees – from HR, manufacturing, controlling, and other departments – are personally advising customers at the stand. Not just salespeople. They take the time to talk with visitors for hours if needed, and customers feel that passion. Then they go home and buy from their local dealer. It’s a spirit that works – we did the same at Niesmann+Bischoff with great success.

Aboutcamp BtoB − You often say “fewer models” is better, yet the Signature offers over 700 customization options. Isn’t that a contradiction?
Hubert Brandl − Not at all. We have a very efficient process to manage customization – we did it at Niesmann+Bischoff, and now here. But how we do it… that’s a secret!

Aboutcamp BtoB − This year Bürstner stood out at the Caravan Salon for presenting more new products than almost anyone else. What message are you sending to the market at a time when others are more cautious?
Hubert Brandl − The message is simple: we have reinvented ourselves. This is a completely new start for Bürstner. The old models were no longer sellable – this was perhaps the last chance for the brand. So we took it seriously and started from scratch.

Aboutcamp BtoB − The new Papillon camper van has a very aggressive starting price. Is it a provocation or a real product?
Hubert Brandl − It’s absolutely real. The Papillon is about going back to basics. There are many customers who don’t have much money and don’t need a luxury camper van. The Papillon gives them everything they need: 120 hp engine, diesel heating, 80-liter fresh water tank, hot water, and cooking facilities – all in a vehicle they can simply drive away. If they want more – 140 hp, an extra window, additional options – they can choose. It’s not about stripping down quality, it’s about offering choice and accessibility. That’s how Bürstner started almost 20 years ago with the camper vans, and it’s the same idea today.

Aboutcamp BtoB − Still, the vans displayed here are fully equipped and priced much higher…
Hubert Brandl − Yes, and that’s maybe a mistake. We sold two this week – one for €43,000 and one for €47,000 – but the ones shown at the fair are around €60,000–€70,000 because they’re fully equipped. When we ordered them back in February, we didn’t yet have a clear plan. Usually, you show everything you can at a fair. But starting from January, we’ll display the base version priced around €45,000 – that’s the real message.

Aboutcamp BtoB − The camper van market has been booming for almost a decade. Do you think it will keep growing, or has it reached its limit?
Hubert Brandl − I think we’ve reached the final point. The market for both motorhomes and camper vans is saturated. Maybe that’s not a bad thing – just look at the campsites, there’s no space left!
We now have around 220,000 units in Europe, which is very healthy. The Covid period was exceptional, because people couldn’t fly or take cruises. Now, the situation has normalized, as it has in many industries. Two hundred thousand units is fine for our market.

Aboutcamp BtoB − What about the Urban Camper or minivan segment?
Hubert Brandl − That’s not our core business. It’s a tough market. We prefer to focus on what we know best – camper vans and motorhomes. Concentrate on what you’re good at, not on things where you have little experience.

Aboutcamp BtoB − The Habiton is an interesting mix of design and innovation. Is it a concept or a real product?
Hubert Brandl − It’s a real product – and we’ve already sold some. There are customers who want a 6-meter Mercedes with single beds, but of course it’s not a high-volume product. Still, it’s very important for the brand. If you want to be perceived as innovative and design-oriented, you must show it. The Habiton proves that Bürstner is both innovative and competitively priced.

Aboutcamp BtoB − Looking at technology, do you see a future for electric or hybrid motorhomes?
Hubert Brandl − Do you want the political answer or the truth? (Laughs) Honestly, I don’t think I’ll see it within my career. The problem is weight and range – it’s simply not possible right now.
When OEMs like Fiat eventually develop suitable platforms, we’ll be ready. We only need six months to adapt. But today, it’s not realistic. To make a truly usable electric motorhome, you’d need a six-ton vehicle, not 3.5 or even 4.2 tons. So for now, it’s not real.

Aboutcamp BtoB − Finally, how is the stock situation among your dealers?
Hubert Brandl − It’s a challenge, like for everyone. But we acted early. In April, we held a dealer meeting to present the new strategy and the upcoming models – the Signature, Habiton, and Papillon. We told them: start selling your old stock now, even with no profit, because once the new models arrive, you’ll lose more. They appreciated our honesty. They saw the vision and understood it was a small sacrifice for a better future. Every brand has stock issues today, but transparency and timing make all the difference.