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International development

As early as the 1970s, Groupe SEB resolved to aim for the international market, in particular building a presence in the UK, USA and Japan, with its cookware offering (Tefal pots and pans). At the end of the 1980s and beginning of the 1990s, it pursued its expansion in Central Europe, Russia, Turkey and Mexico, then in other South American countries and in South Korea, going on to really take on Asia as from 2000, with two new subsidiaries’ openings in Thaïland and Taïwan (2003), as well as in Singapour and in Malaisia (2004). In 2007, the Group took a majority stakes in the Chinese company SUPOR, and opered a new opening in Latvia. One year after, two subsidiaries will be opened in Bulgaria and in the South of Asia. In 2011, Groupe SEB made the acquisition of the Columbian company Imusa (leader in cookware) and also of the Vietnamese company AsiaFan (leader in fans) in Vietnam. An additional 20% stake is taken in Supor company and the Groupe takes a majority stake in the indian company, Maharaja Whiteline.

In 2013, it set up a joint venture in the small domestic appliances sector with the Egyptian company Zahran, its main cookware distributor in the country, and bought the Canadian company Coranco in order to obtain direct control of Lagostina product marketing operations in Canada. In 2014, it announced the acquisition of the remaining shares of Maharaja Whiteline which, several months earlier, had been renamed Groupe SEB India, as well as those of Asia Fan.
In 2015, the Group pursues its external growth policy and acquires the OBH Nordica company, the leading player of the small electrical appliances  in the Nordic countries.
Its strengthens, besides, again its ownership of Supor.
Throughout this period of expansion, the Group always combined organic growth, through the creation of commercial subsidiaries in its target markets, with acquisitions, when needs and opportunities arose, while always keeping sight of its long-term vision.

For more than 40 years, the Group has pushed back geographical boundaries and consolidated its position in those countries by broadening its range, simultaneously developing global and local market-based products, deploying an offensive, market-specific commercial policy and efficient local sales forces, and strengthening all existing distribution channels. All these assets act as accelerators for the Group’s international expansion.

A balance generating potential : Sales breakdown across developed markets and new economies


Pragmatism is the governing principle for the Group, and the driving force behind its worldwide expansion. This means looking for growth in countries whose structure allows for development, while systematically reinforcing our strongly-anchored positions in mature economies.


Mature economies : markets driven by supply
  • Shortening product use cycle
  • Replacement markets and average penetration rate increasing
  • Good reactivity to innovation and market upgrade
  • Average sales price affordable, around €50 for a small electrical appliance
  • Steady development of partnerships, both industry-oriented or co-design driven to develop new products and services
  • Emergence of new socio-economic trends - ‘homemade’ revival, desire to control one’s diet, nutritional and health aspects, single-serve, customisation, greater environmental awareness, etc.


Emerging economies : markets driven by demand
  • 4 billion people worldwide
  • Growing middle class
     +70 million people each year
     First-time buyers
     Improved purchasing power
  • Low penetration rate
  • High rate of urbanisation, with change in housing type
  • Modern distribution networks booming
     As a complement to traditional points of sale