Major brands are trying to circumvent the distribution
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Danone launched into the restoration. The world leader in dairy products has launched two bars to yoghurt Madrid airport. In these Yoghourteria, Activia is eaten fresh or frozen, with fruit, cereal or chocolate chips. In Barcelona, the first Yoghourteria, inaugurated in April 2009, now offers the takeaways of yogurt, some flavors not found elsewhere. "We could expand to other cities such Activia yogurt bars," says Le Figaro Franck Riboud, Danone's boss.
As Danone, all food manufacturers are looking for growth opportunities in France, outside of supermarkets."In a context of sluggish food consumption, and given a power imbalance with retailers, they have an interest in exploring alternatives to the supermarket," says Isabelle Senand, a researcher at Xerfi, who recently published a study on the subject. For big brands, there is certainly no question of leaving the signs. In France, all to carry between three quarters and all of their turnover. But every incentive for manufacturers, who complain of increasing pressure from central purchasing, attempting to find other ways to market their products. When they are not definitively rule out shelves, brands are now forced to reduce their range. Worse, they suffer from the growing rays taken in by labels.
All manufacturers secretly dream of repeating the feat of Nestlé.For Nespresso exclusively sold in the shops of the brand and the Internet, the global leader in agriculture and food industry spends large distributors. But the opening of a network of shops is very expensive and only profitable after many years. This is the strategy chosen by Häagen-Dazs, whose 75 stores generated one third of the 100 million euros turnover in France. They are the face of the glacier. Similarly, the two shops Mesh (Unilever) opened in 1996 is a must destination for Japanese and American.
Relations more civilized
Fortunately, other networks allow more affordable to achieve good profitability quickly. By selling their products in movie theaters or amusement parks, manufacturers highlight their brands in places meaningful.It's good for their image … and more and more each year for sales.
By putting the accelerator on such distribution channels, plus vending machines, food shops (bakeries, butchers) or gas stations, brands stick to the consumption boom and the nomadic power between meals. "As we sell products of impulse are not on the shopping list to the supermarket, we need to be closer to the consumer, explains it with Mars, which makes France the three quarters of its sales in GMS. We constantly strive to develop our distribution channels. "The group, which has created a department dedicated to these new tracks, this is for three years at McDonald's.
In the alternative networks, competition is always tough, but relations with the distributor are far more civilized.Dedicated sales force to negotiate access to these outlets. They often through intermediaries, wholesalers and others who scrape a portion of the margins, or respond to calls for tenders is fiercest. At Coca-Cola France, 350 people are dedicated to independent outlets, while sales managers negotiate with national customers such as cinemas, sports clubs, chains of bakeries. "It is profitable, but require significant investment, says a close group.With so many commercials for supermarkets, Coca-Cola carries half of sales. "
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