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Promising Brands in France - 2015

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Promising brands in France - 2015

For French people, Promising Brands are the ones that
have the ability to influence everyday life.



Through a survey carried out with the Viavoice Institute and using exclusive methodology*, W has identified promising brands in France, i.e. brands which will be benchmarks in their respective business sectors over the next decade.

Five key conclusions emerge from the survey’s results:

− 22% of respondents said that a brand's ability to influence everyday life is perceived as being a fundamental lever for its sustainability.

− On the podium of emerging brands, Blablacar, GoPro and Netflix compete for first place. In the established brand category, Apple, Total and Google occupy the first three places on the podium.

− The vitality of France's economic fabric is apparent: 54% of the promising brands which appear in the survey are French. It should also be noted that this dynamism is not restricted to the Paris region: 53% of emerging French brands originate from the Paris region, but the French territory as a whole is also represented in the list.

− Tomorrow’s leaders are brands which are well-established today: The overall ranking places great emphasis on brands which have a history, and which are perceived as having a strong capacity for adapting and changing – either by capitalizing on R&D or by embracing emerging social trends such as energy transition.

− With the rise of collaborative economy platforms, the emerging brands which score well in the survey look like being the ones which will redefine the rules of the game in the future.

Key figures in the survey :
− 53% of promising brands are French. Among established brands, this figure rises to 62%, while 46% of the emerging brands cited are French.
− 55% of emerging brands were created in the last decade, and 48% of these are French.
− Among emerging brands, 53% of French brands were created in the Paris region.
− 35% of emerging brands belong to the technology, IT and electronic sectors.

The 5 “nuggets” of 2015 :
Among emerging brands, W has chosen to highlight five French brands as "nuggets": Withings, Wiseed, Criteo, Carmat and Blue Poppies. These brands have been selected because in our eyes they represent underlying trends, either by the innovative nature of their product, or in the way in which they were created.

Published in: Marketing

Promising Brands in France - 2015

  1. 1. PROMISING brandsIN FRANCE - 2015
  2. 2. Since 2010, through the France brand Obser- vatory, we have tried to understand the reasons behind a specifically French lack of self-esteem, and identify possible solutions.   France is often accused of creating either global lea- ders that generate very little domestic employment, or exotic start-ups with an uncertain future. This study, entitled «Promising brands in France», debunks these preconceived ideas and reveals the underlying fabric of a dynamic and accelerating economy.   French Tech, Silicon Sentier, incubators… new initia- tives, new players, new brands whose names will be associated with a momentum that is set to transform France’s economy – at a time when all traditional eco- nomic players are having to realign themselves with new, digitized technologies.   introduction Initiatives of this kind challenge brands to find new meaning and purpose. Although most consumers would be unaffected if 73% of these brands disap- peared in the near future according to the Havas Mea- ningful Brands study published in 2013, the results of our study clearly demonstrate that promising brands will be those that ultimately alter the everyday lives of their customers.   In this respect, certain American brands – Apple, Google, Amazon, etc. – appear to have a head start, driven by media hype and a powerful domestic market. However, the Promising Brands study clearly shows that foreign brands do not have a monopoly on inno- vation.   This first W study into promising brands was conduc- ted in the context of an anticipated end to the econo- mic crisis. However, some brands have done more than anti- cipate; they have initiated, innovated and invented, without waiting for permission. They have redefined their brands, or created new ones. We are proud to acknowledge them and pay them the tribute they de- serve, as promising brands.
  3. 3. definition By «promising brands», we mean brands that are set to become benchmarks in their speci- fic sector over the next ten years. Some of them have already been around for some time, are tried and tested, and have shown an exceptional ability to adapt. Others are newer, some very recent, and are distinguished by an exceptional capacity to innovate and redefine existing benchmarks. All have the capacity to become key, long-term players in their specific sector.
  4. 4. objectives ThisstudyaimstoanalyzeperceptionsofsuchpromisingbrandsamongtheFrenchpopulation:Which brands are concerned? Why will they set the benchmark for their sector over the coming years? This first study reflects a zeitgeist, a specific mindset, at a time when former convictions as to what makes a viable brand are being overturned. In the past, it took decades for a company to become a recognized brand. Now, international brands can be made in only a few years, or even months – sometimes before they are even associated with a company. The secret of their success: rapidly imposing new, digital benchmarks that transform our everyday life.
  5. 5. ECONOMIC OBSERVERS INTERVIEWED MANAGERS INTERVIEWED ABOUT THESE BRANDS EXCLUSION OF BRANDS CREATED BEFORE 2000 OR HAVING A STRONG NOTORIETY FIRST GENERAL LIST OF BRANDS BASED ON THEIR RESPONSES SHARPENED LIST OF HIERARCHIZED EMERGING BRANDS LIST OF EMERGING BRANDS 400 200 This study, led for W by Viavoice, was conducted accor- ding to an exclusive, two-part methodology. First, exploratory research was conducted among a community of 200 economic observers whose personal or professional experience gives them a unique overview of France’s economy (managing directors, start-up foun- ders, economists, investors, etc.). Their responses were used to draw up a first, general list of promising brands. The brands cited by these observers were then sorted according to their awareness and creation date, to highlight young, promising brands that are still not wi- dely known. Second, a representative sample of 400 managers was asked to test these brands, and the findings analysed. Together, these two complementary methods ensure study that provides both expert information and reliable statistics. methodology
  6. 6. Overall, 54% of promising brands are French 62% of the established brands listed are French, and 47% of emerging brands. And this dynamism is not li- mited to the Paris region: although 53% of emerging French brands do come from around Paris, other re- gions are also well represented. FRANCE’S ECONOMIC FABRIC IS CLEARLY DYNAMIC BLUE SOLUTIONS Ergué-Gabéric CARMAT Villacoublay MICHEL & AUGUSTIN Boulogne-Billancourt OUISHARE Roubaix BLUE POPPIES Montauban ETHIQUABLE Fleurance BLABLACAR DEEZER BIOCOOP PARROT CRITEO VISIOMED Paris WITHINGS ALDEBARAN ROBOTICS Issy-les-Moulineaux VALNEVA Lyon BJORG St-Genis-Laval PRIXTEL Aix-en-Provence WIKO Marseille WISEED Toulouse Distribution of emerging French brands according to their regional origin two minutesto understand
  7. 7. 84% of the brands cited in the general list were created before 2000 However, they are all perceived as being particularly well able to adapt and transform – either by leveraging R&D, or by embracing emerging social trends, such as energy transition. PROMISING FUTURE BRANDS ARE THOSE WITH A HISTORY 1851-1900 19% 1800-1850 3% 1951-2000 34% 2001-2015 16% 1901-1950 28% Distribution of brands cited in the general list according to their date of creation two minutesto understand
  8. 8. Six of the top ten emerging brands use platform- based models. This surge in platform-based solutions and collaborative economic models is defining new standards that take account of usage patterns and experience. Indeed, 22% of respondents think that the ability of brands like BlaBlaCar, Netflix and GoPro to influence our everyday lives is key to their long-term viability. Predominance of platforms among the top ten emerging brands PLATEFORMES 60 % AUTRES MARQUES 40 % two minutesto understand TODAY’S CHALLENGERS WILL DEFINE TOMOROW’S STANDARDS
  9. 9. summary 1 Promising future brands are those with a history 2 One emerging brand in two is french 3 Brands that inspire confidence 4 The five “nuggets“ 5 Conclusion
  10. 10. 1.PROMISING FUTURE BRANDS ARE THOSE WITH A HISTORY
  11. 11. Percentage of respondents who believe that the brand will be a key player in its sector over the next decade Open question, spontaneous replies, total exceeds 100% GENERAL LIST All brands This first list was drawn up based on replies from the com- munity of observers. It is dominated by well-established brands; all brands cited are already recognized bench- marks. Most enjoy considerable awareness, and the vast majority have been around for many years. For these respondents, a brand’s future potential is clearly defined according to its current capacity to impose a market benchmark and to capitalize on its history. AppleGoogle Total Sam sung M icrosoft EDF Airbus GroupL’OréalOrangeAm azonDanone FreeRenault LVM H & Louis Vuitton GDF Suez Facebook 7 7 8 10 11 1212 13 14 8 8 6 6 Areva Coca-ColaN estlé Bouygues AXA SN CF Carrefour VinciSanofiVeolia M cDonald’s BM W BN P Paribas IBM Tesla M ercedesChanelVivendi AirFrance 6 6 6 5 5 5 5 4 4 4 4 3 3 3 3 3 3 3 3 20 29 35
  12. 12. Ranked as the most valuable global company by Milward Brown, Apple also leads the table of established promising brands. Its brand image and innovation strategy ensure that it is simultaneously the brand with the longest history and the most promising future; Apple has a unique aura that guarantees its ongoing strength. Google takes second place, behind Apple. It enjoys a quasi-monopoly as a key digital player. Google’s business development is driven by an exemplary innovation strategy that leverages up-to-date bu- siness intelligence and ongoing analysis of web user behavior to deliver a tailored service offering. Once a service station brand, Total is now France’s leading oil industry group, a transformation that was driven by successful external growth opera- tions some 15 years ago: Petrofina and Elf. Total is now a ‘supermajor’; its business activities cover the entire energy supply chain, from extraction to commercial operations. Over close to one cen- tury, the world’s 5th largest oil and gas company has developed business activities in over 130 coun- tries: it is now a central energy market player. 1 Apple Google 3 Total THE WINNERS 2
  13. 13. FOCUS ON Kristell Schuber’s viewpoint as Google’s Marketing Director for Southern Europe What’s your vision of the brand’s role today?  I think brands mean two things on today’s market. First, they represent a product quality commitment. They form a guarantee. They give users an indicator of quality and reliability. Second, brands convey values and meaning. The core values behind Google’s brand are openness, innovation, accessibility, simplicity, and a little dash of humor. To what extent is your brand a business lever in your activity?  When people use our products (Google search, Chrome, Maps, etc.), they are generally only one click away from our competitors. They consciously choose to use Google, every day, which means that we must inspire their confidence. We have two levers: the quality and reliability of our products, and our brand image. Of course, these two factors are intimately connected. Our reputation, and the confidence shown by our users and partners, are a direct result of the excellence of our products. Why do you think consumers see you as a promising brand?  Innovation underscores everything we do at Google. Since creating the search engine in 1998, we’ve constantly sought further innovations, always looking to enhance our users’ everyday experience: a browser that is faster and more secure (Chrome), a different style of messaging system that offers unlimited storage (Gmail), and powerful mobile computing applications and PDAs (Android, telephone voice searches, navigation with Maps, Google Now, etc.). But Google is also a crucible that fosters some incredible technology research projects: driver-less cars (to save thousands of lives on the our roads), Loon balloons to bring Internet to billions of unconnected people, etc. We are resolutely forward-looking in our everyday products and our exploratory technology research for the future; and we focus specifically on bringing the benefits of technology directly to users. Google « Brands mean two things on today’s market. First,they form a guarantee. Second, they convey values and meaning . »
  14. 14. Blandine Ruty’s viewpoint as VP Commercial Image and Brand at Total What’s your vision of the brand’s role today? For the Total Group’s commercial branch and, beyond that, for the Group as a whole, the TOTAL brand has a key role to play: It is a fundamental asset. It’s a benchmark, which embodies and represents our know-how in the different businesses where we operate (e.g. service stations, lubricants, sales of fuels, gas, combustibles, solar energy). For our customers in both B2C and B2B, for our partners and also for all our employees, our brand is a flag which we are proud of, for we display it as a guarantee of our quality and commitment. In order to help build and express the Group’s image to our customers throughout the world, our commercial activities use media such as packaging and advertising to convey the Group’s brand platform and its new signature: “Committed to Better Energy”. To what extent is your brand a business lever in your sector? The TOTAL brand is a guarantee of quality and trust which enables Total’s commercial activities as a whole to have enhanced visibility and business efficiency, both transversally and internationally. In this way our commercial brands become ever more closely associated with the TOTAL brand, and can therefore enjoy a positive halo effect. Why do you think consumers see you as a promising brand? The TOTAL brand, in France especially, is lucky enough to enjoy a strong brand capital, in particular through values such as innovation, modernity and proximity. These values are very meaningful, for by continuing to articulate them on a daily basis by providing proven benefits backed up by our range of products and services (service stations, fuels, lubricants, new energies), we do not disappoint our customers. By remaining very close to their needs, and by listening to them, we are inventing the products of the future with them, with the ongoing aim of serving them as well as possible and contributing useful innovation. That’s what being a promising brand means for us. FOCUS ON Total « We are inventing the pro- ducts of the future with our clients, with the ongoing aim of serving them as well as possible. »
  15. 15. THE FUTURE WILL BE LED by webgiants 29 % 35 % 20 % LESSONS LEARNED Apple and Google were expected leaders, given their global scope and impact on our everyday life. However, we salute the remarkable performance of Total, France’s highest ranking company. This result marks the come- back of a leading French energy player, operating in a sector that is set to experience considerable upheaval in its habits and practices.
  16. 16. FRANCE 62 % USA 26 % SWITZERLAND 3 % SOUTH KOREA 3 % GERMANY 6 % Nationality of the brands cited in the general list (as a %) 62% of the brands cited in this initial list are French: France’s entrepreneurial capital is acknowledged in a wide range of sectors, and is rated significantly higher than its American counterpart. LESSONS LEARNED THE FRENCH BELIEVE IN THE POTENTIAL OF their domestic brands
  17. 17. essential to survival One of the key lessons learned from this exercise is that companies must be able to reinvent themselves. This capacity is seen as essential to their long-term survival – whether this means embracing emerging so- cial trends (promoting energy transition for Total) or dri- ving an ambitious R&D strategy, like Apple and Google. Note that a strong economic performance is still deemed crucial, particularly for players in ‘traditional’ economic sectors, like Total. However, job creation is not seen as a priority for promising brands. Lastly, current brand tur- nover seems to reduce the impact of company directors. LESSONS LEARNED Ability to innovate 50 44 61 Ability to drive change in customers’ everyday lives 41 6 33 Reputation 19 19 55 Economic performance 41 63 30 Ability to deploy an effective investment and R&D strategy 38 19 39 Ability to seize market opportunities 6 0 9 Ability of company directors to inspire confidence 6 0 0 6 Positioning in a high-potential sector 47 44 36 Ability to create jobs 6 13 6 Contribution to energy transition 31 Why do respondents rate the potential of Apple, Google and Total ? (as a %) TRANSFORMATION CAPACITY IS SEEN AS Apple Google Total 6
  18. 18. 2.ONE EMERGING BRAND IN TWO IS FRENCH
  19. 19. Several answers possible, total exceeds 100% BlaBlaCarN etflixGoProDeezerAirbnbSpotifyBiocoop Tesla Uber M ichel& AugustinHuaw eiParrot W iko W aze Bjorg Ethiquable Virgin GalacticCarm atM ylanSpaceX KickstarterSonosXiaom i W ithingsW ebex Fitbit Firstsolar Suntech pow erPrixtel Aldebaran Robotics N estLabs Criteo W iseed Blue solutions Arduino Visiom ed Im printEnergy Valneva Solow heel Ouishare Blue Poppies 44 33 31 25 22 21 20 19 18 15 14 13 13 11 11 8 7 7 7 5 5 4 4 4 4 4 4 3 3 3 2 2 1 1 1 1 1 1 1 1 1 Percentage of respondents who believe that the brand will be a key player in its sector over the next decade EMERGING BRANDS 2015 Sharpenedlist
  20. 20. A young shoot can grow quickly in France: 55% of the brands cited in this list were created within the last five years, and France is really well represented with 47% of french brands in the list. USA 38 % FRANCE 47 % CHINA 7 % ITALY 2 % ISRAEL 2 % SWEDEN 2 % UK 2 % Nationality of the brands cited in the reworked list (as a %)
  21. 21. BlaBlaCar is the undisputed leader of long-distance ride-sharing services in France, its domestic market, and now does business in 18 countries. The company expanded in record time, capitalizing on rising transport costs and increasing enthusiasm for collaborative systems. The start-up has focused specifically on international growth and, last summer, raised further funds to extend its coverage to four new European markets. Formerly known as Covoiturage.fr, the community platform now has some 10 million paying members. Created in 2006 by Frédéric Mazzella, BlaBlaCar has become a leading global transport provider in only ten years. Netflix is an video on-demand platform that provides its own content. In return for their subscription fee, users gain unlimited access to the entire catalogue. Created in 1997 as an unlimited DVD rental com- pany, the company then tailored its development to new, emerging consumer requirements. Since Netflix launched its first VOD service in the USA in 2007, its offering has been accessible from multiple devices. More than anything else, GoPro sells the opportu- nity to capture and share emotions. Created in 2002, it markets miniature, hands-free HD cameras that are both waterproof and shockproof, and which ap- peal to sports lovers and scientists alike. The image quality and wide range of mounting possibilities make GoPro cameras ideal for thrill seekers of all kinds. GoPro’s democratic structure and ability to in- novate have made the brand a leader on its market. 1 BlaBlaCar Netflix 3 GoPro THE WINNERS 2
  22. 22. Le point de vue de Laure Wagner, directrice de la communication corporate BlaBlaCar How do you see your brand’s current role? The BlaBlaCar brand reflects our values, our community and our business activity. Indeed, the name BlaBlaCar is derived from the way ride-sharers rate their conversations during the journey: «Bla», «BlaBla» or «BlaBlaBla»! To what extent is your brand a business lever in your activity?  At BlaBlaCar, we have ten core values, including «The Member is the boss» and «Think it, Build it, Use it». In practice, this means that the entire team uses BlaBlaCar when travelling, and we pay very close attention to member feedback when enhancing our service. Word-of-mouth levers are very important for us, and represent the human relations and trust associated with our brand, as well as our unique, effective service. Why do you think consumers see you as a high-potential brand? BlaBlaCar matches current trends towards collaborative consumption: use is considered more important than ownership, to reduce wastage of all kinds. This new consumption pattern is set to become increasingly widespread. BlaBlaCar is seen as an innovative brand that offers a positive outlook: optimism, trust between individuals, cost savings, and reduced CO2 emissions.  FOCUS ON BlaBlaCar « BlaBlaCar is seen as an innovative brand that offers a positive outlook. »
  23. 23. Xavier Albert’s viewpoint as Netflix France Marketing Director How do you see your brand’s current role? In today’s fully interconnected world, where constant information flows create an impression of over-communica- tion with consumers, a brand must provide a benchmark: it must mark the beginning of a new story and, of course, represent its own unique values. To what extent is your brand a business lever? Our brand guarantees a certain quality level in terms of customer service, platform experience and original content. It also conveys values that represent key advantages for our consumers. Why do you think consumers see you as a high-potential brand? Because, historically, Netflix is an innovative digital and audio-visual market player, with a firmly customer-focused approach that leverages its experience in service delivery. Netflix is rated for its original content (House of Cards, Orange is the New Black), new approach to storytelling and bold writing style, and for providing an interface that meets consumer expectations as regards new ways of watching TV series and films, whenever and wherever they want to. FOCUS ON Netflix « A brand must provide a benchmark: it must mark the beginning of a new story and, of course, represent its own unique values.. »
  24. 24. Confidence in the potential of French brands remains high in this second list: again, the majority (47%) of brands cited are French, although American brands come a closer se- cond in this case. It is also interesting to note that the French brands cited are not all based around Paris: other regions, notably in southern France, are also well represented. France is not as sclerotic as we may have believed, and the ability to create promising brands is apparent across the country. OF FRANCE’S ECONOMIC FABRIC IS APPARENT LESSONS LEARNED BLUE SOLUTIONS Ergué-Gabéric CARMAT Villacoublay MICHEL & AUGUSTIN Boulogne-Billancourt OUISHARE Roubaix BLUE POPPIES Montauban ETHIQUABLE Fleurance BLABLACAR DEEZER BIOCOOP PARROT CRITEO VISIOMED Paris WITHINGS ALDEBARAN ROBOTICS Issy-les-Moulineaux VALNEVA Lyon BJORG St-Genis-Laval PRIXTEL Aix-en-Provence WIKO Marseille WISEED Toulouse Distribution of emerging French brands according to their regional origin the vitality
  25. 25. Although the list is topped by inherently innovative sectors (35% of the brands are belonging to tech, IT or electro- nical sectors), other underlying phenomena can be seen: significant importance is also accorded to healthcare and energy, whereas other sectors that were once permanent fixtures, like the aerospace industry, have been displaced by newcomers. Moreover, these newcomers are clearly not seen as ephemeral. 20 15 ElectronicsTech /ITÉnergy Healthcare Aerospace FoodM edia Transport Investm ent Autom otive Distribution Hotel Socialnetw orks Telecom sTextiles 7 1010 15 20 7 7 7 5 2 2 2 2 2 2 LESSONS LEARNED Emerging brands by sector all sectors ARE CONCERNED
  26. 26. The diversity of sectors represented in this list is also as- sociated with a wide range of hybrid business models and activities. Of the business models used, platforms emerge as a clear standard. Most of the top ten brands listed use this model: BlaBlaCar, Netflix, Deezer, Airbnb, Spotify and Uber are primarily interfaces that bring producers and consumers together, whenever and wherever necessary. The emergence of this model also coincides with a diversi- fication of brand activity: for example, Netflix transitioned from distribution to content production. Predominance of platforms among the top ten emerging brands LESSONS LEARNED PLATFORMS 60 % OTHER BRANDS 40 % platforms NOW CONSTITUTE AN ENTREPRENEURIAL STANDARD
  27. 27. The effects of globalization and the Internet are clear to see: 53% of the French brands cited in this list have a name that sound clearly English. This is primarily a consequence of a start-up’s growth imperative, rather than a sign of a borderless world: branding must be based primarily on the capacity to drive international development and rapid export growth – thereby reaching the critical mass needed to achieve economies of scale or become an undisputed leader. The French language is deemed attractive on many markets, but this attractiveness is leveraged primarily by the established brands cited in the first list. Predominance of English-sounding brand names among emerging French brands LESSONS LEARNED ENGLISH 53 % OTHERS 47 % naming IS DICTATED BY INTERNATIONALIZATION
  28. 28. 3. BRANDS THAT INSPIRE CONFIDENCE
  29. 29. This lesson is implied by the high proportion of plat- form-based brands listed, and confirmed by an analysis of the levers perceived by respondents as essential to long- term viability: the ability to «change our everyday lives» is highlighted by 22% of respondents. Emerging brands in particular seem to have embraced this maxim. Indeed, the rapid yet sustainable growth of some emerging brands is driven specifically by their proven ability to transform our everyday usage patterns – and to continue driving further change. LESSONS LEARNED Several answers possible, total exceeds 100% ESTABLISHED BRANDS deemed to have the most impact on users’ everyday lives EMERGING BRANDS deemed to have the most impact on users’ everyday lives 47 % 28 % 25 % 19 % 18 % 18 % 18 % 15 % 14 % 12 % 17 % 14 % 8 % 6 % 6 % 3 % 3 % 3 % 3 % 3 % transforming usage patterns IS TODAY’S HOLY GRAIL
  30. 30. What do brands like Apple, Google, Total, BlaBlaCar, Net- flix and GoPro all have in common? Their ability to inspire confidence. On average, 71% of respondents claim to have confidence in these brands – and this places them at the top of their respective rankings. Promising brands understand that confidence can be built in new ways. Vertical confidence, inspired by the top-down authority of 20th century brands, is gradually giving way to horizontal confidence, generated by customers them- selves. Confidence in promising brands (as a %) INSPIRES CONFIDENCE DOES NOT INSPIRE CONFIDENCE NO COMMENT LESSONS LEARNED Apple 9 91 Google 22 78 Total 12 13 75 BlaBlaCar 10 24 66 N etflix 24 25 51 GoPro 6 29 65 a brand’sability TO INSPIRE CONFIDENCE AFFECTS ITS LONG-TERM VIABILITY
  31. 31. Impact of reputation and a leadership position on the confidence inspired by promising brands (as a % of the response) Image, reputation and recognition as a leader in a specific domain are also perceived as crucial levers for promising brands. 23% of respondents say that their confidence is based on a brand’s reputation and leadership position within a specific sector. It could even be said that becoming a brand is more im- portant than becoming a company: a challenge that is made possible by digital access to a global audience, at minimal cost. As such, the values conveyed by a brand, and promoted through its communications, are now more important than ever, and have an ever-increasing impact on user experiences. N.B. Although only 8% of respondents highlighted the im- pact of reputation and leadership on Google’s future, 32% underscored the importance of the service quality pro- vided. LESSONS LEARNED AppleGoogle Total BlaBlaCarN etflixGoPro 16 8 33 21 34 26 reputation IS A PRECURSOR TO SUCCESS
  32. 32. 4. FIVE ‘ NUGGETS ’ 2015
  33. 33. definition These ‘nuggets’ are emerging French brands that we have selected for their potential and their symbolic value. We believe that these five brands represent underlying trends in product innovation and service delivery structures. Our five French nuggets are: Carmat, creator of an artificial heart; Criteo, a company that provides targeted, customized, Internet-based advertising; Withings, a manufacturer of connected objects; Wiseed, a crowdfunding platform for start-ups; and Blue Poppies, an online vendor of clothes and accessories for children. Each in its own way, these brands tells us something about today’s society; they are indicative of new models and brands that may emerge over the coming years.
  34. 34. Nationality French Creation date 2008 Founder Marcello Conviti Sector Medical engineering Activity Développement d’un cœur artificiel Vision Carmat aims to transform a scientific breakthrough into a flourishing business by developing the first autonomous artificial heart. This involves treading a fine line between medical caution and financial rea- lity. By 2045, the company’s ambition is for artificial heart operations to be as commonplace as hip repla- cements are today, for the Carmat heart is the only long-term alternative to heart transplants. Why do we believe in its promise? We see Carmat as a promising brand because it aims to realize the potential of far-reaching medical pro- gress, leveraging a flexible fund-raising mechanism that is both unprecedented and innovative. Nationality French Craeation date 2008 Founder Cédric Hutchings Sector Tech / IT Activity Development and marketing of connected objects Vision Withings designs smart devices with a healthcare focus. The concept consists in using network re- sources to enhance a object’s capacities, thereby transforming everyday objects into smart, connected devices that facilitate our everyday life. Why do we believe in its promise? As France’s CES flagship, Withings leverages a diver- sification strategy and horizontal partnerships. In its efforts to pioneer connected well-being, it now works with around 100 partner applications and devices, to provide 360° monitoring of user health. Carmat Withings
  35. 35. Criteo Nationality French Creation date 2005 Founder Jean-Baptiste Rudelle Sector Tech / IT Activity Targeted, customized, Inter net-based advertising Vision Criteo specializes in targeted advertising. It has conso- lidated its technological lead in this domain, and won market share across the world, particularly in the USA. Why do we believe in its promise? Criteo is the first company of its kind. It rapidly developed business in some 50 countries, investing heavily in a highly competitive context. Although Criteo’s capitalization has recently been affected by difficulties on the advertising market and increased competition within the sector, the company continues to prove that technology and data can be combined to create powerful synergies that promote marketing.
  36. 36. Kathleen Schneider’S viewpoint as Senior VP Marke- ting and Communications at Criteo Howdoyouseeyourbrand’scurrentrole? Today, a brand is the overall embodiment of a product or company and it’s prime role is to differentiate it from all the others in the category and therefore gain more loyal and frequent users. Good examples are Ariel and Dove. They are not ‘just soap’, they mean something more, which users respond to through their buying behaviour. To what extent is your brand a business lever? The Criteo brand stands for performance – the delivery of sales to our clients that are clear to measure so they know they are getting a good return on their marketing investment. Being in a very noisy industry where there are a lot of players, the brand – what it stands for – helps clients consider Criteo versus other options. This ability to cut through the noise and clutter is a key asset of a brand in general. We are working continuously to build our brand especially in countries where we are not as well known, since this enables us to grow. Why do you think consumers see you as a high-potential brand? Our clients know that when they work with Criteo they get results that can be easily measured against their goals, for instance cost of sales. They know Criteo brings to them a world-class team of engineers, technical support, business intelligence and sales to help them get the best results from their investment. The strength of our team and our technology is an asset that helps clients gene- rate sales and win business versus their competitors. FOCUS ON Criteo « Today, a brand is the overall embodiment of a company and it’s prime role is to differentiate it from all the others and therefore gain more loyal and frequent users.»
  37. 37. Nationality French Creation date 2008 Founder Thierry Merquiol Sector Investment Activity Crowdfunding platform Vision By organizing equity investment into companies with high growth potential, Wiseed enables private inves- tors to join others in funding start-ups. Why do we believe in its promise? Why do we believe in its promise? Wiseed has suc- cessfully deployed a specialized crowdfunding plat- form. Since its creation in 2008, this Toulouse-based equity crowdfunding leader has enabled more than French 50 start-ups to get off the ground. Although it is now subject to additional obligations imposed by recent crowdfunding regulations, this also bolsters its legitimacy in the eyes of the general public. Wiseed is set to play a leading role in building future economic models, using a business model that focuses specifi- cally on collective intelligence. Nationality French Creation date 2013 Founder Muriel Thuillier Sector Textiles Activity Online retail of clothing and accessories for children Vision Hosted by the Novalia business incubator since 2013, Blue Poppies is a brand that offers tailored, top-of- the-range clothing for children. All items are hand- made and assembled in Montauban. Why do we believe in its promise? Blue Poppies is the first online retailer to configure top-of-the-range clothes to individual preferences, catering to all those who have had enough of standardized offerings, but do not themselves have the time to sew. It is indicative of new trends in consumer ethics and extreme customization. Despite its short history, this company has successfully responded to customer demand for increased authenticity and custom-made clothing – as well as promoting its regional roots. Wiseed Blue Poppies
  38. 38. Muriel Thuillier’s viewpoint as founder of the Blue Poppies brand What’syourvisionofthebrand’sroletoday? A brand is much more than a name and a business area: It represents a unique world, conveys a set of values, and constitutes a quality guarantee in the minds of its cus- tomers. In order to stand out in a society of omnipresent advertising and non-stop communication, we have to im- press our customers with a unique brand commitment To what extent is your brand a business lever in your activity? We have two brands: Blue Poppies, our initial brand, and Cocolico, a new brand that has achieved more rapid growth, especially abroad. Both share the same core value: Exclusivity. Our online customization tool enables all our customers to create a unique garment for their child – and multi-brand stores can even create whole collections using Cocolico.fr. A step-by-step approach helps customers select their preferred fabrics and finishings, and create their clothes. All garments are then made up at our Montauban workshop; there is no production line. We prioritize high-quality raw materials and good working conditions for our seamstresses, and we deliver well-made clothes that last. Lastly, each item is delivered with a signed polaroid snapshot of the hand-finished article and the seamstress who made it: A simple, highly visual way of reinstating the lost link between customers and the people who make their clothes. Why do you think consumers see you as a promising brand? Extreme standardization is one of the biggest challenges facing brands today. Our workshop is different, based on the premise of free individual creativity: Freedom to enjoy imagining clothes or gifts that reflect the personality of the intended recipient; freedom for stores to create a collection that can be found nowhere else, and which is tailored to customers’ real needs in terms of colors and materials. This creative freedom, and our transparency as regards working conditions in our workshop, are two aspects of our brand that set us apart in the world of children’s clothing. FOCUS ON Blue Poppies « Extreme standardization is one of the biggest challenges facing brands today. We have two brands and both share the same core value: Exclusivity. »
  39. 39. 5. CONCLUSION
  40. 40. Two years ago, when 70% of the French popu- lation declared that they were suffering from collective depression, W published a study entitled “France is an opportunity, or 12 reasons to be French and optimis- tic” which listed France’s objective assets in a global market.   The W survey “Promising Brands in France” sheds light on the players in today’s economy who have been able to turn these assets to their true competitive ad- vantage. This study clearly shows that these brands with potential in France have got past the startup phase, already have a history, are not all American and are not necessarily all in the digital sector.   On the other hand, such brands share a common drive to become “business makers”. They bank on the fact that by changing the consumer’s day-to-day life they will rapidly capture their market, without paying too much attention to their short-term economic perfor- mance. Whilst some sectors such as power, technolo- gy and telecoms are particularly favorable, it is striking that promising brands can be found in every sector of the economy, including the most traditional. DenisGancel France hasa chance. That being said, unlike brand creation in the 20th century, where companies took decades to build up a brand, today’s emerging economic players become brands before they have become established as cor- porations.   This leads to ruthless counter-offensives in the areas of ethics, compliancy with regulations and legislation: fiscal and social legislation, corporate law, law gover- ning competition, and so on. But the many complaints lodged to not appear to destabilize consumers who are always on the lookout for a better product or ser- vice, at a better price.   Connected customers have never been so powerful. In one click they can dismiss or elect their chosen brand. Corporations have learnt that to survive, they must invest in enriching and simplifying everyday life. Like Withings, which offers its customers serenity, promi- sing brands must rise to a practical and functional challenge. Consumers expect promising brands to provide above all usage and experience. Some platforms that have now become brands — such as Uber and Airbnb — spotted and integrated practices and offered services that were adapted to contemporary lifestyles.   In this context the role of the corporate leader no lon- ger appears to be a determining factor in the percep- tion of a promising brand.   Finally, among the emerging brands mentioned, 55% have been created in the last ten years and half of these are French. This is encouraging at a time when the recession is meant to be over, and yet France ap- pears to be lagging behind. This study clearly shows that through all these promising brands, our country not only has assets in the economic war of globaliza- tion: France may also be in the process of grasping its opportunity!  
  41. 41. Alice Gasnier Consultante A.Gasnier@wcie.fr 07 78 10 68 76 Solène Emmer DenisGancel’sassistant s.emmer@wcie.fr 01 72 27 01 15 www.wcie.fr @wcie

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