{{Docteur Sami SBOUI}}
_ A distinction is made between excess stock – during the selling season – and unsold stock that remains at the end of the season. According to our studies, unsold stock varies between 33 and 50 %, and the average figure is generally high for top-of-the-range products. The retail brands have difficulty in managing this unsold stock and they endeavour to optimise the de-stocking process. It is less a problem of quantity than of uniformity of stock, because during the sales period, a varied range of products has to be offered.



{{Jean-Loup BESQUENT}}
_ We do not own the brands, and so we pay royalties on unsold goods. In a certain way, these unsold goods are a « necessary evil », a result of production quotas – it costs the brand just as much to produce 1500 tee-shirts in Asia as 2000. This is why the amount of unsold stock is tending to increase.



{{Alessandro BEDESCHI}}
_ Unsold goods is a major problem for the fashion retail sector and varies from country to country. Distinction should be made on how specialised retail chains and independent retailers deal with the issue of sold goods. Key factors for success chains are their perfect integration in their supply chain and their good logistics system. They also can move their stocks through distribution systems and know their consumer profile. For independent multi brand retailers, the only solution to limit stocks is to cooperate with their suppliers by enhancing the communication and sharing information on the sell out of the collections; from ordering to the final sell out. In some countries (Scandinavian countries, the Netherlands), there are good practices of cooperation between retailers and suppliers whilst in some other countries there is still a long way to go.
It is a matter of mentality, product, individual companies, and size of the companies.
Consumers tend to buy more during the sales promotions which is one of the reasons retailers have stocks.



{{Jean-Loup BESQUENT}}
_ It is important for brands to ensure upstream control of their goods sales channels in order to maintain their image. 95 % of our goods are sold in factory outlets, which is an ideal channel to provide control and profitability. The rest is sold on Internet and via discount stores. We do not take back unsold stock from retailers after the sales, apart from in exceptional cases.



{{Docteur Sami SBOUI}}
_ Of all our de-stock possibilities (factory outlets, excess stock outlets, export and de-selection), export is the preferred method, because it obviates the need for cut-price selling.



{{Bruno ROGOWSKI}}
_ That being said, there are two limits for export – if the brand does not have a strong image in the country in question, it will never be able to sell the products; and if, however, the brand has a strong image, it must defend this it in that country.



{{Docteur Sami SBOUI}}
_ Lesser known brands end up in the used clothing stores in Africa. Well-known brands, such as Zara are also very well known abroad.



{{Alessandro BEDESCHI}}
_ I don’t know Zara well enough to speak about the company. Each brand has its specific market strategy, which needs to penetrate the market whilst keeping a strong brand image. How they penetrate markets depends on several factors: on the distribution strategy, on the expansion plans, on consumer behaviour, and on how strong or well known the brand is. Stock is sold during sales promotions, unsold stock is sent to wholesalers or is destroyed.



{{Bruno ROGOWSKI}}
_ How do other sectors of industry manage unsold stock?



{{Docteur Sami SBOUI}}
_ Unsold stock is a fact of life in all economic sectors (Bordeaux wine, newspapers, etc.). Walt Disney, for example, destroys lots of CD-ROMs. Airbus, on the other hand, has no problem of unsold stock, but has to cope with electronic component obsolescence. It is important to bet on the « right unsold stock ».



{{Bruno ROGOWSKI}}
_ How is the price of unsold stock set?



{{Jean-Loup BESQUENT}}
_ Consumers are in the know and understand the factory outlet mechanism and the prices of unsold stock.



{{Docteur Sami SBOUI}}
_ We want to set up a dynamic price system for transport.



{{Alessandro BEDESCHI}}
_ Consumers are more and more complicated and have an incredible choice so they can look at quality price ratio. From a brand perspective, price is a marketing tool. Concerning the recycling of textiles and greater awareness of the environment, there is more attention given to greener products and, hopefully, in the near future, consumers will be more keen on paying for these products. A good price, from a company perspective, is when the consumer pays.

{{ {Discussions with the floor} }}

{{Pierre DESRUES}} (CCI – Chamber of Commerce, Essonne)
_ Retailers’ difficulty in selling their excess stock is increasing with the development of specific excess stock distribution channels; it even raises the issue of their survival.



{{Alessandro BEDESCHI}}
_ For small independent retailers, overstock is a matter of survival; therefore the cooperation between small retailers and suppliers is important. Small retailers’ main partners are the European industries, if the suppliers could agree to take back the unsold goods, retailers could lower their margins. Thus retailers would survive, be more competitive and suppliers would still have clients.



{{Alain SALZMAN}} (Président de Marques Avenue)
_ Manufacturers should allow retailers to take advantage of the brand centres to sell their excess stock. This would enable retailers to take more risk, which would, in the long run, be to the advantage of the manufacturer.



{{Pierre DESRUES}} (CCI Essonne)
_ This is incompatible with the manufacturers’ approach – they have over-stocking problems and their attitude is that attack is the best form of defence.



{{Jean-Loup BESQUENT}}
_ It is not profitable to allow retailers to get rid of their stock in a factory outlet, because costs are too high for small stocks.



{{Docteur Sami SBOUI}}
_ Retailers have an interest in working with discounters, because, with the massive increase in collections, they have to release space and disburse money. De-stock management is just as important as procurement management.



{{Alessandro BEDESCHI}}
_ To be clear about the relation between factory outlets and retailers, it is understandable if a producer takes back the unsold goods of a retailer and sells those in a real factory outlet centre. The question is what is a real factory outlet centre and what have they become. Many producers create ad hoc productions for factory outlet centres, which is a distinct situation.



{{Yves MARY}} (Owner of a factory outlet centre at Cholet)
_ Do factory outlets satisfy the customer?



{{Docteur Sami SBOUI}}
_ A new consumer is emerging today, the « special offer-aholic », that is someone who is looking for a good deal. 70% of women only buy during the sales periods. Distributors should take into account this behaviour in their strategy. The discount race must not be developed to such an extent as to engender « cannibalism ».



{{Michel de SOUZA}} (President of a towns association near to Geneva)
_ We must find a modus vivendi that enables retailers as well as the major brands and distributors to be successful, without putting them into opposition.

_ L’architecture des centres de marques en Europe fait l’objet d’interrogations, voire de controverses. Le style « village » en vogue ces dernières années subit de vives critiques. Ce parti pris architectural a pris une place majeure dans le secteur et les acteurs sont nombreux à se demander si celui-ci domine actuellement le marché. Si l’architecture des centres de marques constitue un élément essentiel de leur politique d’image, elle paraît marginale, voire absente des études consacrées aux centres de marques en Europe. Pourtant les tendances architecturales reflètent l’évolution du concept. L’architecture figure parmi les facteurs clés permettant de distinguer les quatre générations de centres de marques qui se sont succédé en Europe depuis le milieu des années 1980. Cette étude, intégralement dédiée à l’architecture des centres de marques en Europe, met en lumière la place qu’occupent les différents styles architecturaux au sein du secteur des centres de marques.
_
-* Lire l’étude complète (format PDF)

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The Magdus’ Observatory led in the middle of may a survey with the managers of Factory Outlet Centres in France to collect their pre-balance sheet for the first half-year 2009 as well as their perspectives of activity to the second one. In spite of an unfavourable cyclical context, it seems that the majority of the centres resists well to the crisis and foresees the second half-year positively.

{{Read the full study:}}

{{{Profil du client des Factory Outlets aux Etats-Unis, décembre 2006}}}
_ Les Factory Outlets occupent une niche spéciale dans le secteur des centres commerciaux. En 2004, ils ont généré approximativement 15 milliards de dollars de ventes, ce qui équivaut environ à 13,6 milliards d’euros. Au cours des deux dernières décennies, les Factory Outlets ont connu une croissance régulière de leur plancher commercial. De même, leur offre commerciale s’est étoffée. Mieux encore, ils sont parvenus à infléchir la perception générale selon laquelle leurs marchandises sont composées de surstocks de qualité inférieure et / ou d’objets provenant de liquidations, de solderies grâce à un repositionnement intelligent opéré par les développeurs de ces centres. Mais, au-delà de ces informations, que savons-nous réellement au sujet des clients des Factory Outlets ?

_ Etude : Profil du client des Factory Outlets aux Etats-Unis, décembre 2006

_ {Source : ICSC RESEARCH REVIEW, V.12, NO.1, 2005.

Traduction: Observatoire européen des magasins d’usine et centres de marques, décembre 2006}

{{{« Le marché du prêt à porter en Inde »}}}
_ Une croissance annuelle à deux chiffres (aux alentours de 10% en 2005) associé au boom de la distribution organisée : le marché indien de l’habillement est convoité aussi bien par les entreprises locales qu’internationales. Il est aujourd’hui à un moment critique de son évolution. En effet, la période de transition vers un secteur structuré a été amorcée dans les années 80. Des étapes majeures ont été franchies : le passage du sur-mesure au prêt-à-porter, la transition vers un style d’habillement occidental, une sensibilité accrue aux marques avec l’apparition des premières enseignes à l’échelle nationale, l’introduction d’entreprises internationales et récemment, la création des premières chaînes de grands magasins et des marques de distributeur.

_ Etude : « Le marché du prêt à porter en Inde »
_ {Source : Fiche synthèse faite par l’ambassade de France en Inde, Mission économique, 20 mai 2006}

————

_ Contact : [->accueil@magdus.com]

{{Alain SALZMAN}}
_ The « Concepts & Distribution » group, formed in 1993, includes the Marques Avenue and Quai des Marques chains, or 100000 square metres of commercial premises in France, it has a 300 million euro turnover and 10 million consumers per year. We are considered to be the leaders in France, notably in terms of our commercial surface area.



{{Richard BROADHEAD}}
_ After spending many years in retail, I have been with Freeport for 18 months. We have 3 sites operating in Europe, one in Sweden, one on the Austrian-Czech border and one in Portugal. Freeport’s objective is to accelerate our developments.



{{Fabrice SCHLOSSER}}
_ What strategy would you adopt to attract customers to a brand centre? Are some designer brands absolutely necessary? Does the ideal brand portfolio exist?



{{Richard BROADHEAD}}
_ Brands are essential to the business of outlet centres. Even if less known local brands can be brought, customers will only visit outlets which offer good brands.



{{Franck VERSCHELLE}}
_ You must not confuse sales marketing, which consists in brand-listing, and marketing to target the customer. Marketing depends on where the brand centre is located. For example, Troyes has a very small trading area, 240000 inhabitants less than one hour away. Marketing for a brand centre situated at Troyes therefore is linked with road travel.



{{Alain SALZMAN}}
_ You have to put yourself in the shoes of the consumer and give him what he wants. Similarly, you have to attract the brands that are looking for a strategic location and who want to have a presence close to other, quite specific brands. Brands and prices are the two keys to success. Some brands, such as Adidas, Nike and Puma are mainstays in the sports brand sphere. But they change – ten years ago, Puma was unknown.



{{Franck VERSCHELLE}}
_ It is important to be the first to market a brand and to make a distinction between the brands selected as a function of the location.



{{Richard BROADHEAD}}
_ Adding on, in terms of the consumer, some outlet centre locations are easier to operate than others. A slightly more complicated example is the outlet centre on the Austrian-Czech border. With different countries, languages, currencies, and economies, it is important to know the consumer’s profile but it is easy in general.



{{Fabrice SCHLOSSER}}
_ Is it positive for a brand centre to bring in other sectors of business?



{{Alain SALZMAN}}
_ Yes, because consumers like new things, in fact that is what draws them in. But we have to remain faithful to the brand centre concept, that is marketing unsold branded stock. Not many sectors are affected by the issue of unsold stock. We refuse to sell computer equipment, because high-tech products become obsolete very quickly.



{{Franck VERSCHELLE}}
_ Textiles are the most profitable sector (90 % of our sales) but we have diversified (Seb, Black & Decker, etc.) to complement our market offering.



{{Richard BROADHEAD}}
_ The brands are the core of the business (fashion and sports). Most outlets have diversified their offer and there is room for home wear. With more people owning their own homes, it will become a new trend. Internet is important but it is a much more difficult environment to successfully operate order business because of the consistency of stock and sizing.



{{Franck VERSCHELLE}}
_ An application to open a centre is more easily accepted by the Commission départementale d’équipement commercial (CDEC) if it includes 80% textiles and 20% complementary products.



{{Alain SALZMAN}}
_ I’m not so sure! Other sectors than ready-to-wear and home ware are promising.
New concepts to attract customers.



{{Fabrice SCHLOSSER}}
_ Today, the concept of a shopping-cum-tourism package is very in vogue in the brand centres.



{{Franck VERSCHELLE}}
_ We try to build our centres according to this rationale, because it corresponds to customer expectations. Moreover, as a result of this change, the impact on traditional shopkeepers in neighbouring towns, measured for the CDEC file, is becoming positive. For example, at Troyes, there are five million visitors per year. However, 3.8 million of these do not come from the trading area. Of this last category, 26% spend money (excluding hotels and restaurants) in the Troyes area.



{{Fabrice SCHLOSSER}}
_ How do you stimulate people to travel to the centres?



{{Alain SALZMAN}}
_ Brand centres must develop in synergy with their environment, and in particular with the high-street shops, in order to encourage development of commercial tourism. If we remain faithful to our concept, that is to say marketing excess branded stock from previous seasons, it is perfectly possible to co-habit with the high-street shops.



{{Fabrice SCHLOSSER}}
_ How do you encourage commercial tourism?



{{Richard BROADHEAD}}
_ The commercial tourism is the best opportunity to develop partnerships with local people and city centres. The operator needs to plan ahead, and to hire the right people to run the centre. There are ways to promote commercial tourism. Just to name a few, operators need to build relationships with local tourism offices and make sure the outlet is present in the literature.



{{Franck VERSCHELLE}}
_ We have to work with tourism specialists to animate the shopping-cum-tourism package (tour operators, low-cost airlines, etc.).



{{Fabrice SCHLOSSER}}
_ Do you now want to build brand centres only in tourist spots?



{{Alain SALZMAN}}
_ No. Our location choices take into account the trading areas, major roads and motorway traffic capacity.



{{Fabrice SCHLOSSER}}
_ There is a lot said about brand centre architecture and the intention to make theme centres, to make them localised. Can this idea be extended to most brand centres?



{{Franck VERSCHELLE}}
_ Yes, it is a method of attracting customers to new brand centres.



{{Alain SALZMAN}}
_ At the same time, this strategy can be a trap. In Italy, an architect was inspired by imperial Rome for his brand centre design. This concept goes too far; the role of brand centres is not to reinvent the town!

{{ {Discussions with the floor} }}

{{Eric DECOUVELAERE}} (McArturGlen)
_ I agree with you. An ugly centre that offers advantageous prices and good brands works! So we must continue to build less aesthetic brand centres! Rome attracts five million tourists a year. In the McArthurGlen brand centre in Rome you referred to, we try to offer a little more than a mere commercial offering. Let us not get the importance of this experiment out of proportion.



{{Fabrice SCHLOSSER}}
_ Franck Verschelle, your activity is similar to a theme park.



{{Franck VERSCHELLE}}
_ Our activity is close to that of a theme park, because when you come to us, it is a real experience! Many people travel great distances to come.



{{Patrick de JAMBLINNE}} (EIC Group)
_ Could Manchester United be a marketing argument?



{{Richard BROADHEAD}}
_ While operating a city centre in the South of the United Kingdom, we were in relation with the retailer from Southampton. People want to enjoy destinations, therefore architecture and design can add to the value of an outlet.



{{Eric DONNET}} (Ixis Aew Europe)
_ Can you cope with Internet competition?



{{Alain SALZMAN}}
_ Twenty years ago, brand centres emerged, because the brands wanted to protect their image. In fact, the discount sellers were not offering sufficient profitability or guarantee in terms of image. The risk for the brand image is huge on Internet. In addition, the profit-earning potential for the brands is greater in brand centres than on Internet, and retail outlets share this risk. That is why, either they do not use this marketing channel at all, or they use it rarely (two or three times a year). So we are not worried. All forms of trading must be able to exist together.



{{Franck VERSCHELLE}}
_ The customer buys everywhere, via various distribution channels. Traditional trading (of labelled designer items) has been going on for a long time, Internet has not caused shopping centres or shops selling the same products to close.



{{Richard BROADHEAD}}
_ A good outlet in a good location run by a good team is a destination. The outlet centre has a strong and long future.

_ The architecture of Factory Outlet Centres in Europe is the object of questions, even controversies. The style « village » undergone by deep criticisms. This architecture took a major place in the sector and the actors are many to wonder if it dominates the market today. If the architecture of the centres establishes an essential element of their image, it seems marginal, even absentee of the studies dedicated to the Factory Outlet Centres in Europe. Nevertheless the architectural tendencies reflect the evolution of the concept. The architecture appears among the key factors allowing to distinguish four generations of Factory Outlet Centres which have succeeded in Europe since the middle of the 1980s. This study, entirely dedicated to the architecture of Factory Outlet Centres in Europe, brings to light the place that occupy the various architectural styles within the sector. An English version of this study will be available soon.
_
-* Read the full study in PDF (french only)

La loi LME a modifié le régime des soldes. Depuis le 1er janvier 2009, leur durée a été réduite à 5 semaines (contre 6 auparavant) et chaque commerçant a à sa disposition 2 semaines, qualifiées de « flottantes  » qu’il peut utiliser à sa convenance. L’Observatoire Magdus a mené une enquête auprès des directions de centres de magasins d’usine et de marques en France afin de recueillir leurs remarques et pour certains leur premier retour d’expérience concernant cette nouvelle mesure. Cette enquête a notamment permis de mettre en lumière les difficultés d’organisation liées à ces premiers soldes flottants, en particulier l’absence de consensus des boutiques des centres sur les dates de ces soldes.

{{Lire l’intégralité de l’étude:}}

{{{En Europe : un concept attractif}}}

Les  »Factory Outlet Centers » constituent le phénomène du nouveau millénaire dans le domaine de la distribution. Une idée à l’origine importée des Etats-Unis où l’on en dénombre à l’heure actuelle plus de 340.
_ Après une première vague d’implantations qui a concerné plus particulièrement la France dans le courant des années 80, le  »concept importé » des Etats-Unis s’est généralisé en Europe continentale à partir de 1993.
_ Au début des années 90, Clarks, le fabricant de chaussures basé en Grande-Bretagne, cherchant à la fois un moyen d’exploiter les bâtiments accolés à l’usine, et de résoudre ses problèmes de surstocks, ouvre son premier magasin d’usine, et écoule son surplus de marchandise, à prix réduits. Face au succès de ce nouveau magasin, à la sortie de l’usine, il décide d’augmenter l’offre commerciale en ajoutant un  »village » entier de magasins du même type.
_ Clarks s’inspire alors du concept américain pour créer le premier  »Factory Outlet Center », le  »Clarks Village » à Street (Somerset), en 1993. A cette date s’ouvre aussi à Troyes, le premier centre de magasins d’usine français nouvelle génération :  »Marques Avenue ».

{{{Plus d’infos …}}}
-*Innovation, centres de marques et magasins d’usine (2007)
-*Evolution du concept en Europe (2004)
-*Centres de marques : les nouvelles approches du concept en Europe (2004)

{{{En France : une forme de distribution atypique…}}}

_ Alors qu’il y a à peine plus d’une décennie, il était encore « honteux » pour un industriel d’écouler ses invendus, ses « sur-stocks » et ses produits défectueux par le biais du canal des magasins dits d’usine (on le faisait sans communiquer), aujourd’hui, la tendance semble s’être inversée à en juger par la multiplication du nombre de centres en activité. Si quelques industriels refusent encore de voir leurs marques distribuées dans ces centres spécialisés, nombreux sont ceux qui y sont présents. Ce mode de commerce s’affirme donc comme un véritable maillon de la chaîne de distribution.
_ La qualité de l’offre commerciale proposée (sans jugement de valeur porté sur la qualité des produits mais en observant simplement les marques distribuées) rend le concept particulièrement attractif aux yeux des consommateurs. Ceux-ci n’hésitent pas à venir de loin pour consommer dans ces magasins, leur motivation reposant sur le fait qu’ils peuvent acheter des produits de marques à des prix annoncés à – 30 %, – 50 % par rapport au circuit classique de distribution.
_ Si l’offre proposée porte essentiellement sur les articles d’habillement (prêt-à-porter, sous-vêtements, lingerie, chaussures, accessoires), l’équipement de la maison y est également présent ; il concerne principalement la décoration, le linge de maison et l’art de la table.

{{{Evolution du concept commercial en France : des centres de magasins d’usine aux « villages » de marques (2009)}}}

{{Télécharger le document : Evolution du concept commercial en France : des centres de magasins d’usine aux « villages » de marques « (2009)}}

Si le concept peut proposer des traductions différentes dans son aspect général (centres mixtes distribution/culture/loisirs, centres de distribution ouverts à plusieurs secteurs d’activité, centres spécifiquement réservés à l’équipement de la personne…), un dénominateur commun existe entre ces différentes formules : les marques.

Mais il ne suffit pas d’attirer n’importe quel type de marques pour pouvoir faire fonctionner un centre. En effet, il existe toute une typologie des marques dont il convient de tenir compte dans la logique de programmation d’un centre (de la marque internationale à la jeune marque du moment). Ces marques remplissent des « fonctions » différentes : certaines renforcent la notoriété du centre, d’autres sont plus génératrices de flux ou encore permettent d’inscrire le centre dans les tendances du moment.

Ce constat souligne la nécessité, pour les opérateurs, d’avoir, d’une part, une certaine habitude de travail avec la sphère industrielle, et, d’autre part, une parfaite connaissance du « monde » des marques.

{{{Plus d’infos …}}}
-*Projets de création et d’extension de centres de magasins d’usine : bilan des décisions en CDEC, CNEC entre 2004 et 2006 (2007)
-*Historique des magasins d’usine (2004)
-*Principaux repères chronologiques (2004)
-*A Troyes : « De la bonneterie aux magasins d’usine » (2004)
-*Parallèle entre l’évolution des ensembles aubois et des centres nationaux (2004)

{{Pour toutes informations complémentaires, n’hésitez pas à prendre contact avec nous au courriel suivant : [->accueil@magdus.com]}}

{{{United States}}}

{{Marion KAHN-GUERRA}}
_ French legislation with respect to working on Sundays is more moderate than in other European countries, which legislate on the number of Sunday openings authorised for non-food trading purposes. In France, the low authorises five Sunday openings per year. The mayor decides the Sundays on which the shops can open, and can even prohibit opening, as is the case in Rennes or Nantes. So there are major disparities from one town to another.
_ Today in Europe, the dividing line between the countries with liberal legislation (Portugal) and those whose legislation is restrictive (United Kingdom, Netherlands) is not based on religion. Thus, shops are allowed to open every Sunday in Portugal.
_ The most liberal country in this connection is Sweden, and the most restrictive is Germany. In these (restrictive) countries, only service stations and shops located close to airports are allowed to open on a Sunday. The Länder may also authorise a limited number of working Sundays per year, but most of the federal states are conservative in this respect.
_ The possibility of achieving Europe-wide harmonisation is low. Each State is, in effect, bound to observe the principle of one day of rest, but is free to set the day in question. If the European Commission were to adopt more liberal legislation, a Member State could use the principle of respect for private life (section 8 of the European Convention on Human Rights) as an argument to get around such legislation.



{{Emmanuel de LABARRE}}
_ EBIT analysis is not conclusive concerning Sunday opening. 95% of traders think that opening on a Sunday does not provide any benefit; additional sales are cancelled out by the extra expense. The trades unions’ stance is more political than economic. 17 % of the 200 chains that we interviewed consider that they gain little by Sunday opening. Many chains open in order to copy their competitors. However, one can see specific regional differences, for example in the greater Paris region, the traffic problems in the week justify Sunday opening. Similarly, there are many regional features that co-exist in Europe. The Basque country prohibits Sunday opening. Moreover, the law, which allows for 181 derogations needs to be simplified.



{{Marion KAHN-GUERRA}}
_ The economic and social Council has suggested that the traders themselves set the five Sundays a year when they are allowed to open in France. But this measure could be counteractive to the dynamic created by several shops opening simultaneously on a Sunday. In a single location, traders could however get together to agree to open at the same time.



{{Emmanuel de LABARRE}}
_ If we take gross domestic product (GDP) and EBIT into account, no-one is able to maintain that Sunday opening is profitable. So it is a political issue!



{{Olivier DAUVERS}}
_ Why does the creation of extra working time not have a macro-economic effect?.



{{Emmanuel de LABARRE}}
_ It takes two years for a macro-economic effect to be created. If Sunday opening becomes standard, the increase in consumption will be zero. However, by doing away with the extra charge to shops opening on Sundays, the deal is different! If everyone can open on a Sunday, only the major shops will endure.

{ {{Discussions with the floor}} }

{{Jean-Pierre LEHMANN}} (President of the National Town-centres Federation)
_ Sunday opening forces traders to double their labour budget, and therefore to increase their margin. In Europe, cross-border customers are likely to cease their patronage because of the price increases that this situation generates. For example, prices in Belgium will become even more attractive. Is Sunday working paid three times more than weekday working in other countries?



{{Marion KAHN-GUERRA}}
_ Compensatory pay (for Sunday working) is an established practice.



{{Jean-Pierre LEHMANN}}
_ For high-street shops, Sunday opening is to make turnover from tourists. But no trader really wants to work on Sundays.



{{Jean PAPILLON}} (President of the French Shoe Confederation)
_ A France-Inter survey on 3rd March shows that out of 6000 consumers, 75.02% are opposed to Sunday opening. Sunday opening is of advantage only to those traders that have a lot of staff. The small shop is likely to disappear if seven-day-a-week opening were to become reality.



{{Emmanuel de LABARRE}}
_ 75% of the French population does not want to work on Sundays.



_ {{Chloé RICHARD}} (Troyes urban community)
_ Does legislation specialising in tourist areas have a chance of succeeding?



{{Emmanuel de LABARRE}}
_ This issue depends more on human behaviour than on economic issues. People behave differently when they are on holiday. Commerce must adapt to customer requirements.



{{Olivier DAUVERS}}
_ But how can we be sure that society is ready for this change?



{{Neil CHAPMAN}} (Chameleon)
_ Does the French government allow Internet retailing on Sundays in France? Doesn’t it have an effect on the small businesses who can’t compete effectively against larger companies that run Internet websites?
Secondly, I developed a shopping centre in England in a very run-down city where no one thought it would work. We developed it as a destination, we put restaurants and leisure. It was one of the most successful shopping centres in England, especially at the week ends, because families could spend quality time together and enjoy themselves. When people relax, they are more inclined to spend more money.



{{Marion KAHN-GUERRA}}
_ Internet trading does not meet the same needs. Apart from downloads, goods bought on the Internet are not received straight away.



{{Emmanuel de LABARRE}}
_ Internet is not a problem. The consumer changes and the trader must be able to adapt to this change. It is not an issue of trading, it’s an issue of society.



{{Jacques MARY}}
_ Do you have comparative data concerning turnover made on Sundays as compared to in the week?



{{Emmanuel DE LABARRE}}
_ When the national retail groups (with the exception of hypermarkets and supermarkets) that normally open six days a week open on a Sunday, this day alone represents 20 to 30 % of the weekly turnover. On the other hand, in the case of shops that are normally open seven days a week, Sunday « only » accounts for between 18 and 20% of turnover. The bonus of opening on a Sunday (for a shop that normally opens six days a week) is around 10 to 15% extra income. This increase is between 15 and 20% for shops that open seven days a week.
_ When you calculate the gross margin – including charges – it is clear that when turnover is increased to 24% and above, Sunday opening becomes profitable.



{{Marion KAHN-GUERRA}}
_ The proposed bills on Sunday working are not radical as they are based on employees own free will, even if this concept is ambiguous.



{{Bernard GONTIER}} (1st Vice-Chairman of the Saumur CCI – Chamber of Commerce)
_ One should not confuse the possibility of Sunday opening with the obligation of Sunday opening. Interpretation of figures and surveys are random. Traders should have the freedom to open on Sundays, because society naturally adapts.



{{Brigitte MAULEON}} (Trader and member of the Tours CCI)
_ It is already difficult to find someone to work on a Saturday! In a small, specialised business, it is a long haul to have students working for you.



{{Olivier DAUVERS}}
_ Wine fairs within supermarkets are a counter-example – bottles costing 300 euros are sold without any qualified sales advisors. Our topic of discussion is Sunday opening compared with weekday opening. Supply creates demand. This being said, from a societal point of view, I am against Sunday opening.



{{From the floor}}
_ Brand centres want to welcome in tourists and offer leisure activities. You cannot compare high-street shopping with brand centres or the Champs Elysées, which have a specific role to play.



{{From the floor}}
_ I am in favour of Sunday opening if it is decided by the mayor, because mayors very often consult the traders.