|
|
|
|
 |
| Over the years, Groupe SEB has built up an extensive sales network, today comprising some 60 subsidiaries that provide direct access to most of the world’s leading markets. This broad, deep presence gives us industry-leading expertise in all of the world’s retailing channels and formats—from neighbourhood outlets to superstores, from catalogue sales to franchise chains. |
Conventional channels
They mainly include:
- Large modern retailers (hypermarkets, supermarkets etc)
 the Group is seeking to further strengthen its market share by developing and coordinating initiatives with global key accounts and through « category management » techniques
- Specialty retail chains, which are expanding rapidly in many markets Groupe SEB is widening its product offer and is making steady inroads.
- Department stores, whose growth varies considerably from country to country, but which concentrate their offer specifically on high value-added products the Group is deploying an offensive strategy with its premium brands, for example by opening dedicated stores-in-stores.
- Neighbourhood outlets, which remain dominant in a number of countries (Brazil, Turkey, etc) and which provide the Group with close proximity to consumers
- Wholesalers, discount retailers, central purchasing agencies and other channels…
Within the framework of its international expansion, Groupe SEB has strengthened and deepened its presence in most of these distribution networks, which has enabled it:
- Capitalise on the globalisation of the mass retailing industry.
- Participate in the rapid growth of major specialty chains.
- Establish a dense, close-to-the-customer presence in neighbourhood outlets, in many markets worldwide.
Alternative distribution
|
|
In parallel, the Group is also developing numerous other distribution channels in order to optimise its commercial presence throughout the world, and in particular alternative forms of distribution.
This includes shopless channels, brand banner stores, B2B sales, TV shopping, mail order and internet selling. A recent development for the Group, this complements the traditional networks without destabilizing them and provides opportunities for growth. The Group’s strategy is proactive, even pioneering, and contributes to the creation of new channels. Alternative retailing represents around 10 % of consolidated revenue, of which almost half is generated by our own stores (Home and Cook, Tefal shops, Supor Lifestores etc).
(Photo: A Tefal shop in Turkey)
|
By developing this alternative distribution channels, Groupe SEB’s objective is to:
- generate new sources of growth
- leverage fast growing retail circuits
- secure and extend access to consumers
- strengthen and highlight the values of its brands
- improve its « consumer » experience in order to promote and sell more effectively its premium products and innovations
New inroads in retailing:
- Over 1,000 stores at the end of 2009 (+ 286 vs. 2008), including 661 in China (Supor Lifestores)
- Present in 41 countries -> + 12 vs. 2008
- 2009 sales up by 26% vs. 2008
|
The acquisition of Lagostina gave Groupe SEB an entry into the brand store channel, which is now being actively developed through a variety of concepts. Capitalizing on the success of Casa Lagostina, the approach has been considerably broadened with three types of chains:
- Home & Cook factory outlets (clearance stores)
- Home & Cook High Street stores, based in city-centres in emerging markets where the retailing industry is still relatively unstructured.
- Villa Gourmet, premium neighbourhood stores in mature markets that showcase products, backed by services and expert advice
(To the right: Casa Lagostina) |
|
A differentiated approach
The great variety of retail formats that coexist today represents a wonderful opportunity for Groupe SEB, which, with its multiple brands, can expand its presence in an appropriate and differentiated manner.
Our multi-brand strategy goes hand-in-hand with a specific approach to retailing that focuses on aligning the brand, the product and the distribution channel.
Taking into account the identity and values of each of our brands, we adjust our positioning to the expectations and motivations of the consumers, in order to optimise our approach. |
|
Krups, Lagostina and All-Clad (premium brands), are very clearly positioned, and are present in highly selective circuits that are growing and very demanding. They are backed by exclusive product ranges and a dedicated sales organisation.
Moulinex is the Group’s entry-level flagship brand, with a direct marketing approach and a wide range of products sold through mass distribution networks. |
|
Tefal and Rowenta also deploy a full-line approach, nevertheless more flexible, tailoring their product ranges to each chain’s assortment or prices points: Tefal’s Jamie Oliver range, for example, is mainly sold through the specialty channels or departments stores…
|
A powerful asset, and one to be strengthened
Category Management consists of the retailer mandating one of its leading suppliers to manage the shelf for a specific product category. The aim of this type of contract, for the retailer, is to improve rotation of the product section concerned. Already a common practice in the United States, Category Management is increasingly widespread in Europe.
|
|
|