Rapunzel of Sweden stayed true to the product but adapted everything else.
Founded in Umeå in northern Sweden, Rapunzel of Sweden has grown into one of Europe’s leading hair extension brands. With a wide range of colours, textures and attachment methods, the company has long served both end-consumers and salon professionals.
But as CEO Annica Rantala stepped into the role, she saw a clear opportunity: to focus the business, sharpen the e-commerce strategy – and scale smartly in international markets.
Rapunzel of Sweden is built on a deep, specialised product offering. “We have one of the largest extension assortments in the market – and that gives us an edge,” says Annica. Rather than tailoring the product range for each new market, the team focuses on finding regions where their existing offer already fits. “That way, we do not tie up unnecessary capital or dilute the brand. We scale by identifying where the interest already exists.”
That interest is validated through small-scale digital tests – allowing the team to spot traction before making bigger investments.
This approach has worked especially well in Germany, now Rapunzel of Sweden’s largest market.
“It is a big country, but also a cautious one. German customers expect transparency and a local experience – language, delivery, service.” Says Annica
Annica credits their success to getting those elements right, then continuously refining them.
“Localisation is not a launch-only task. It is something we work on every day.”
Extensions are not a straightforward product – and that is part of the challenge. “People need to understand how to choose, use and care for them,” says Annica.
To build confidence before purchase, the team puts significant effort into education – helping customers feel ready to buy. Tutorials, social content and customer testimonials are all part of that experience.
“We want people to feel informed and inspired – not overwhelmed.”
Much of this happens on social media, where influencers, professionals and everyday users share their transformations. In priority markets, Rapunzel of Sweden adds another layer: in-person events and masterclasses that let people see and feel the products up close. “Whether it is a stylist or a new customer, that physical experience helps build trust.”
Scaling into multiple markets means balancing ambition with clarity. Rapunzel of Sweden now operates across several European markets – led by Germany and the Nordics – with sales coming primarily through their own e-commerce channels.
Around 85% of revenue is generated via their webshop, making it the central focus. Salons also play a key role: more than 800 across Europe, predominantly in the Nordics and Germany, use Rapunzel products in their everyday work. “Every time a stylist chooses Rapunzel over another brand, it reinforces the trust in our products,” says Annica.
A few select retailers and flagship locations in Umeå, Stockholm, Malmö and Helsinki add further reach and visibility.
Internally, they have mapped out a matrix of resource allocation: Nordic markets, growth markets and new markets, each with defined levels of investment and activity. Factors such as early traction, market size and cost of entry guide how each market is prioritised.
“We cannot do everything everywhere. That framework helps us stay focused.”
They have also invested in technology and external partners to support growth. Technical improvements – including scalable e-commerce infrastructure and selective use of AI – make localisation more efficient. A flexible setup and a performance agency with local insight have made it easier to scale without overloading the internal team.
“You need both strong systems and the right people around you,” says Annica.
And while the core of the brand stays consistent, visual storytelling adapts to reflect local norms. “People look different across regions – skin tones, hair textures, styles. We have the range to serve all of them, but we need to show that in a way that feels familiar and relevant.”
Rapunzel of Sweden’s strategy is focused on sustainable growth and long-term impact. Rather than chasing quick wins or expanding at any cost, they scale with intention – market by market – ensuring they have the right infrastructure and team in place. “It’s not about being everywhere at once,” says Annica, CEO of Rapunzel.
“It’s about building something strong, step by step. By continuously evolving and raising our standards, we create the momentum that attracts the right opportunities.”
Each brand featured in Succeed Abroad – The Magazine shared three lessons they wish they had known before expanding abroad. Here are the three that stood out most to Annica Rantala: