The success of bahlsen in france l.jpg
This presentation is the property of its rightful owner.
Sponsored Links
1 / 32

The success of Bahlsen in France PowerPoint PPT Presentation


  • 158 Views
  • Uploaded on
  • Presentation posted in: General

The success of Bahlsen in France. Best in France Case Study December 2005 . By: Ms. Gounou Ehssane & Ms. Grassl Stephanie. I. History & Business II. Products & Clients III. Coming to France IV. Company values & French culture. V. Constraints in France VI. Adaptation to France

Download Presentation

The success of Bahlsen in France

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


The success of bahlsen in france l.jpg

The success ofBahlsen in France

Best in France Case Study

December 2005

By: Ms. Gounou Ehssane & Ms. Grassl Stephanie


Executive overview l.jpg

I. History & Business

II. Products & Clients

III. Coming to France

IV. Company values & French culture

V. Constraints in France

VI. Adaptation to France

VII. Key success factors

VIII. Recommendations

Executive Overview


Slide3 l.jpg

I. History & Business


History l.jpg

History

  • 1889:Hermann Bahlsen starts his own ‘biscuiterie’ in Germany

     Creation of new products & umbrella brands

  • 1960:First sales offices in France & Italy

  • 1994:Merger with ‘biscuits St Michel’

  • Bahlsen St Michel SAS

    • Two family companies

    • Through this acquisition the mother company Bahlsen extends its portfolio


Bahlsen st michel 2005 l.jpg

Bahlsen St Michel 2005

  • Part of the group Bahlsen Germany

    • 3700 employees

    • 542 million euros of sales

    • Exports to more than 80 countries

    • Presence in Europe, North America & Asia

  • Bahlsen St Michel France:

    • 124 million euros of sales

    • 476 employees

       France is an important location (second headquarter)


France l.jpg

France

  • Headquarter: Rueil Malmaison

  • St Michel: Production of St Michel cookies

  • Commercy: Production of patisserie


Slide7 l.jpg

II. Products & Clients


Products l.jpg

Products

Distinction between brand St Michel and Bahlsen

Bahlsen

Produced elsewhere

St Michel

Produced in France


Products9 l.jpg

Products

  • Product lines are hardly being discontinued

    • innovated all the time in order to exploit the product

      lines to maximum level.

  • Innovation:

    • Remarkable

    • Variation of tastes and forms

    • Adapt to new tastes of the consumers

  • Innovation product Bahlsen  Done in Europe France has little influence on them

  • Innovation of brand St Michel  Done in France


Location choice l.jpg

Location choice

  • Reason for location choice:

    • Resources

    • Capacity

    • Cost

  • But for the Brand St Michel the location choice was

  • different:

    • More historical than strategically

    • St Michel is a ‘specialité Française’

    • In France maximum production capacity

    • has been reached!


Bahlsen in europe l.jpg

Bahlsen in Europe


Clients l.jpg

Clients

  • Distribution channels

  • There are two circuits:

    • GMS (grandes et moyennes surfaces) 80%

    • CHD (consommation hors domicile) 20%

  • Products sold in all big supermarkets  good reference

  • French customers know

    • 97% St Michel

    • 91% Bahlsen

  • Brands are perceived independent

  • Big change to transform St Michel into Bahlsen

    • But must that be the task?


Positioning l.jpg

Positioning

  • Publicity more for Bahlsen then for St Michel

    2 brands in one company

    • 2 different marketing departments

    • 2 different directors

    • 2 different teams

  • Positioning of products is different, because :

    • Different segments

    • Different price & consummation pattern

    • Different image


Differences l.jpg

St Michel

Traditional (100 years)

Already loyal consumers

Family product

‘Specialité Française’

Bahlsen

Modern

Innovative

Younger people

Differences


French presence is important in order to get closer to the consumers l.jpg

French presence is important in order to get

closer to the consumers !


Slide16 l.jpg

III. Coming to France


Why coming to france l.jpg

Why coming to France

  • Bahlsen already exported to 74 countries in 1956

  • They wanted to open up the French market

  • 1960  Bahlsen in France

  • No fast penetration of the market

  • 1994  Acquisition of St Michel

  • Complementarity:

     Products ‘sucrés et salés’

     Direct contact with customer


Slide18 l.jpg

With the sales realised in France, it is profitable to be in France

costs are relatively low


Slide19 l.jpg

  • IV. Company values & French culture


Company values i l.jpg

Company values I

  • No real problems when Bahlsen came to France concerning the cultural values

    BUT

  • Problems occurred when buying St.Michel.

     St.Michel had to change its point of view:

    - Former company with small structure

    • Family business

    • Reporting

    • Acceptance of being in a big company

    • Not only decision maker

    • Less autonomy


Company values ii l.jpg

Company values II

  • The key values are:

    • Quality

    • Informing the consumer

    • Health issues

    • Regular quality controls

  • Bahlsen succeeded because:

    • Business structure & culture

    • “Informal behavior”

    • Exchanges in R&D

      • This lead to an approach of the companies

      • but the transition took time

    • New ways of communication with headquarter


V constraints in france l.jpg

V. Constraints in France

  • Not as many differences between Germany and France legal or fiscal  EU

  • Production cost

  • Only RH costs which may concern in the future

  • Differences concerning French labor law

    - 35 hour work

    - long-term constraints of firing personnel


Vi adaptations undertaken l.jpg

VI. Adaptations undertaken

  • No dramatic changes undertaken

  • European ‘culture’

  • Having to report

  • French working culture

  • International orientation:

    • No international recruiting (depends more on the individual profile)

    • Bahlsen France is more « French »

    • Former international trainee programs but too costly

       now there is only the reporting and the product exchange


Adaptations undertaken l.jpg

Adaptations undertaken

  • No much integration of French managers in the international organization.

  • Not many exchanges in the management:

    it depends on the department, for ex. many engineers exchanges

    Key constraint costs:

  • Higher RH costs

  • No real communication constraints


Vii key success factors l.jpg

VII. Key Success Factors

  • High quality of products due to many standards:

    • Strict selection of ingredients

       Instead: natural, healthy ingredients for products

    • Then there is the European regulations: certification IFS (international food standard) and ISO

  • Innovation

  • Big stabile market with stable and high sales

  • Central location in France

  • The high quality of life

  • The “savoir-faire“ & the tradition

  • Qualified labor market

  • Political stability


Vii key success factors26 l.jpg

VII. Key Success factors

  • Informal culture ( Mr. Bahlsen)

  • Reporting  you feel protected because you belong to a big group

    However:

  • Future investments in Europe are not sure

     but at least feeling that Bahlsen is

    attached to its employees


Viii recommendations l.jpg

VIII. Recommendations

Before coming to France:

  • Having right portfolio of products for that country

  • Being close to your customers

  • Good reference

  • EU

  • Motivation

  • Analyse before implementing

    Adaptions while in France

  • Keep the spirit of ‘family company’

  • Innovation of products

  • Quality  ‘savoir-faire’


Viii recommendations28 l.jpg

VIII. Recommendations

  • Choose right distribution channels  negotiation power

  • Acknowledge differences between certain brands and position them differently

  • Do not want to copy Bahslen Germany in France

  • Keep your own identity

  • Do not impose too much from the headquarters

  • Look at the needs of local customers

    Future Investments

  • Economies of scale

  • Exchange in skills

  • Be careful with employees when making tough decisions


Slide29 l.jpg

Do not be afraid of differences


We thank l.jpg

We Thank

  • Valerie Sajot,

    Human Ressources Development

    22-24, rue Victorien Sardou

    92563 Rueil-Malmaison

    Telephone: 01 56 84 85 05

    [email protected]

  • Melanie Andre

    Human Ressources

    22-24, rue Victorien Sardou

    92563 Rueil-Malmaison

    Telephone: 01 56 84 85 15

    [email protected]


Bibliography l.jpg

Bibliography

  • www.bahlsen.com

  • www.bahlsen.fr

  • Presentation Bahlsen France

  • The Global Challenge; Evans, Pucik, Barsouk

  • Questionnairy Best in France


Our team l.jpg

Our Team

  • Gounou Ehssane

    - Current address:

    K038, 1, rue de la Libération

    78351 Jouy-en-Josas, France

    - Permanent address:

    Verdistraat 256, 5343VM Oss, The Netherlands

  • Grassl Stephanie

    - Current address:

    K040, 1, rue de la Libération

    78351 Jouy-en-Josas, France

    - Permanent address:

    Esterbergstr.39, 81377 München, Germany


  • Login