Marionnaud is the first company in perfume business in France (with more than 20% of the market share in the French market) and the second in Europe. The company places customers on the center in accordance to the company's interests. Mr Frydman heads the company. He is very close to its employees by taking care of them and creating a good work ambience. Marionnaud proposes low prices when compared to independent perfumeries (lower than 15% of competitors' prices). The financial software CCMX Finance has contributed significantly to the company's results. The marketing concept revolves around retaining customers. The company provdies good working conditions and working hours per week was reduced to 33 hours, with 2 days-off per week as a result of which employee turnover rate less than 2%.
[...] El Corte Inglès, Etxezuri and Conrado are the main competitors on the Spanish market. Impo is present in Switzerland. Negotiation whith Clients: Clients do not want to reduce prices because they are almost equal than others perfumeries. Negotiation with Suppliers: Marionnaud does not negotiate with suppliers because Marionnaud is a great stepping stone for each product. New entrants: Difficulty to have a real place on the perfumes market as the firm is new, it has not develop a strong awareness ever. [...]
[...] Analyse de l'Activité Augmentation du Chiffre d'affaires de entre 2001 et 2002. Charges du personnel très élevées en 2002 : / Valeur Ajoutée. Immobilisations incorporelles : en 2002 b. Financial balance FDR qui augmente de 64% entre 2001 et 2002. Règle de l'équilibre financier respecté Ventilation des dettes financières : Emprunts obligataires + Établissement bancaires + Dettes diverses c. Rentabilité capitaux investis l'Actif Economique d. Solvabilité Capitaux Propres / Bilan : en 2002 Autonomie financière : en 2002 BFR/CA : pour 2001 et pour 2002. [...]
[...] Policy of expansion of the group is linked to external development. M. Frydman prefers to axe its strategy on acquiring new perfumes stores or brand than spend more money by creating stores.(faster establishment in a country. Each store is decentralized, so it has more independency and spends less time to take decision. Good productivity thanks to the new informatics financial software CCMX Finance. Development of a marketing concept, which makes customers faithful: the loyalty card. Good working conditions: working hours per week are reduced to 33 hours, possibility to have 2 days-off per week. [...]
[...] Marionnaud - Risks and Opportunities that a Potential “Repreneur” Needs to Take Into Consideration for a Good Development I. Brief History Marionnaud has been created in 1984. Marionnaud proposes 4 mains products lines on the perfumes market stores in 13 countries. II. Marketing Analysis a. SWOT Forces Marionnaud is the first firm in the sector of perfumes in France (more than 20% of the market share –very well established on the French market) and the second one in Europe. Firm policy places customers on the center of the company interests. [...]
[...] Marionnaud does not perceive risks which could be linked to environment and industry. c. Rapid PEST Analysis for France Political Aspects Strict laws to respect in order not to be accused of unfair competition. Obligation to inform and advice customers. Clients are well protected in France, be careful not to impose upon them. Economical Aspects French expends a lot of money in beauty products. The perfumes market grows very quickly. France exports a lot with Asia French people are better appealed by luxury products than low range. [...]
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